Launching a New Website

Centre for Competitiveness is pleased to announce the launch of our new and improved website in January 2013. Our new site will be redesigned with a new appearance making it easier for you to find information and access services. There will be much more content, information about our latest products, services, events and news. The new web site will incorporate our Ireland-wide networks in an online community where you can share and learn from International Best Practices in a variety of areas including: Benchmarking, Manufacturing, Health care and Service Excellence.

This will make it easier, and more effective, for our members to engage with the Centre.

Four Collect Quality Award at Centre for Competitiveness Gala

Nacco Plant Manager Alan Little receives a Northern Ireland Quality Award on behalf of Nacco Materials Handling

NACCO Materials Handling led the way for the local business community in a prestigious recognition scheme, winning the Northern Ireland Quality Award alongside three impressive public and voluntary sector organisations.

The Craigavon-based manufacturer of forklift trucks collected the accolade at a lunchtime ceremony in Belfast City Hall alongside the Triangle Housing Association, St Mary’s College in the North West, and the Human Resources, Organisational Development and Chief Executive’s Department at Belfast City Council.

The Northern Ireland Quality Awards recognition process and the gala event are administered by the Centre for Competitiveness (CforC) on behalf of the sponsors: Invest Northern Ireland, Hewlett Packard (HP), the Department of Finance and Personnel, Northern Ireland Electricity, and Translink.

St Mary's College's Northern Ireland Quality Award is collected by Martine Mulhern, Vice Principal

The Northern Ireland Quality Awards measure Northern Ireland’s private, public and voluntary organisations against the globally recognised European and world class performance framework the EFQM Excellence Model.

There are various Levels of recognition throughout the improvement process, and, this year, for the first time, recognition for Gold Star performance in Service Excellence was also presented. (See below for full list of winners).

Congratulating the successful organisations, and encouraging others to follow suit, CforC Chief Executive, Bob Barbour, says:

“Private sector organisations that are committed to the pursuit of quality excellence are leaner, more profitable, more sustainable and more competitive, whilst public sector organisations can be much more cost-efficient and deliver significantly better services. The winners of awards here today illustrate that with their passionate employees, low absenteeism, higher productivity, satisfied customers and superior financial performance.”

Vice Chair of Triangle Housing Association, Noeleen Diver receives the organisation's Northern Ireland Quality Award.

“More than ever, Northern Ireland needs organisations across our economy to passionately pursue quality excellence so that we can maximise the potential of our businesses, improve productivity and achieve a public sector that delivers better with less,” he adds.

Established by the private sector, the Centre for Competitiveness (CforC) is an independent, not-for-profit, membership organisation, dedicated to improving the competitiveness of Northern Ireland at both the regional level and the level of the individual organisations in the Private, Public and Voluntary sectors and to build best in class performance through International Leadership & Innovation, Productivity Improvement, and Quality Excellence in all sectors.

The NI Quality Awards process is based on the world class EFQM Excellence Model, incorporating different levels of recognition.

Peter McNaney Chief Executive , Belfast City Council and Jill Minne – Head of Human Resources, receive the Northern Ireland Quality Award on behalf of Human Resources and Organisation Development Unit , Chief Executive's Department, Belfast City Council

Since 1991, over 30,000 European organisations, large and small, from the private, public and voluntary sectors have used the EFQM Model as their blueprint and driver of competitiveness.

Levels of recognition include: NI Quality Award, Mark Of Excellence, STEPS (Public and Private Sector, Committed to Excellence). The Awards are not an end in themselves but a means of assessing and recognising role model organisations against the most rigorous international quality standards while encouraging management and staff to continue their excellence journey to the next level.

Invest Northern Ireland is the main sponsor of the CforC Gala event. DFP and HP are the sponsors of the Steps to Excellence awards. NIE is the sponsor of the Mark of Excellence Awards. Translink is the sponsor of the Northern Ireland Quality Award.

Full List of Recognised Organisations

Northern Ireland Quality Award Winners

• Nacco Materials Handling
• The Triangle Housing Association
• St Mary’s College in the North West
• The Human Resources, Organisational Development and Chief Executive’s Department at Belfast City Council.

Mark of Excellence

• Malone Lodge Hotel
• Enterprise Shared Services – IT Assist
• Housing Rights Service
• HSC Business Services Organisation – Procurement and Logistics Service
• Ashton Community Trust

Steps to Excellence

• Early Years
• Roe Valley Leisure Centre
• Central Procurement Directorate
• South Eastern Health and Social Care Trust
• Niamh

Gold Star Service Excellence

• Baker Tilley Mooney Moore
• NI Chamber of Commerce
• Airporter
• Radisson Blu
• Boomer
• Legal Island
• Neal Lucas Recruitment
• SLA Mobile
• Institute of Directors
• Clandeboye Lodge Hotel (Role Model Status Awarded)

Information on NI Quality Award Winners

NACCO

NACCO Materials Handling based in Carn Industrial Estate, Craigavon, is part of the NACCO Materials Handling Group (NMHG) which has its headquarters in Portland, Oregon.  NMHG is one of 4 operating subsidiaries of NACCO Industries, Inc. operating out of Cleveland, Ohio.  This holding company has revenues of $2.7 billion employing 8,900 people worldwide.

NMHG operates in 3 geographic theatres namely Europe, Middle East & Africa (EMEA), Americas and Asia-Pacific.  NMHG’s overall strategy is to manufacture volume product in the market of sale.  In EMEA Hyster and Yale forklift trucks with lifting capacities ranging from 1 to 52 Tonnes are manufactured and marketed.  These are manufactured within 3 plants; one based in Northern Ireland, one in Italy and one in Holland.  Spare parts for other manufacturers under the Hyster Multiquip and Yale Premier Parts brands are also marketed.

Key Strengths

• NACCO has a results orientated culture, where measurement is captured in a Balanced Scorecard format. Corporate Scorecard is cascaded to departmental and individual level, and is aligned with the Performance Management System.
• Leaders of the organisation are passionate about the business, operate with a shared sense of purpose and drive to deliver and succeed. They expect the same approach from peers and reportees.  They are a visible team, walking the talk, and an open door policy exists.
• The company has in place robust systems, clearly defined processes with process owners, where metrics and targets are cascaded from Corporate to individual level, and aligned vertically and horizontally.

Demand Flow Technology is the manufacturing system in place, where a pull   system drives production. The system is regularly audited by teams from sister plants. “Effectivity” measurement is evident across all functional areas.

• A high level of empowerment is evident across all areas. Self managed teams, cross-functional teams, and a culture of continuous improvement all encourage engagement from all. The company has IIP Gold status, and several National Training Awards
• ISO14001 was achieved in 2002, with annual improvement targets and objectives agreed, measured and monitored. Key environmental measures include waste segregation and minimisation, energy efficiency and reduction programmes, and carbon footprint measurements.
• Sustained high level of performance for key operational indicators

–          on-time performance

–          non-conformance per truck shipped

–          absenteeism levels

–          cost of non-conformance

–          % first time through

St Mary’s College
St Mary’s College is an all girls’ Catholic all ability school. It has moved to a brand new building at Northland Road in September 2010 after being in the Creggan area of Derry for 50 years. It is a PPP school and has specialist status in Science. With a staff of 97, it caters for the educational needs of 871 pupils of which 46% are entitled to Free School meals. The School recognises that the educational future of Northern Ireland is uncertain, nevertheless they are committed to finding ways of making the curricular provision sensitive to the needs and abilities of all their pupils now and in the future so that every pupil can achieve her personal best and progress.

It is clear that St Mary’s is an organisation with a clear commitment to its continuous improvement journey. There is strong evidence to suggest that the organisation sees the important link between its commitment to the quality journey it has embarked upon and its commitment to educate and fully develop its learners.

Key Strengths

• The Principal and Senior Management Team have a strong communication ethos, with the members of the senior management team operating an open door policy and being  “visible” to staff.
• The success of St Mary’s depends on their customers (i.e. their learners) and they are focused on understanding current and future learner needs, meeting learner requirements and striving to exceed expectations of the learners and their parents. St Mary’s commitment to customer service has been externally validated through a detailed process of self evaluation, ETI audit reports and attainmnet of IiP.
• The Culure of the organisation is a can do attitude, and everyone has a sense of pride in the work of the school. There is dedicated staff at all levels within the school. People are clear on what is expected of them and they enjoy their work. They  are clear on their roles and responsibilities and of their contribution to achievement of the objectives within the overall planning process.
• St Mary’s has used its specialist science status to provide a centre of excellence in scientific, technological, enterprising and vocational education. They have also been selected as one of only 100 schools from across the globe to join Microsoft’s Partners in Learning for Schools programme. They are the first school in NI to be named a Microsoft Mentor School.

Triangle

Triangle is a registered housing association with the Department for Social Development in Northern Ireland and a non-profit making charity, providing supported accommodation, family housing and specialised care and support services for tenants across Northern Ireland.  Triangle is a progressive service provider, promoting social inclusion through a range of strategic partnerships. It is a member of the Northern Ireland Federation of Housing Associations (NIFHA). Triangle has the 6th largest turnover and is the 3^rd largest employer within the NI housing association sector. Triangle’s turnover has increased from £5.5 million in 2006/07 to a projected £8 million for 2011/12. Triangle has major investments in social housing which have increased by 92% from £19.7m in 2006/07 to £37.9m in 2010/11.

Triangle uses various continuous improvement initiatives, including the EFQM Excellence Model and is a NI Quality Award Prize Winner. The organisation also holds the Investor in People Silver status, ISO 9001: 2008, Customer Service Excellence award, Employer of Choice award and was the first organisation in Northern Ireland to be awarded the Health and Well Being Good Practice Award. Triangle was also one of the first organisations to sign up for the Gold Standard on Domestic Violence in the Workplace and the Charter and Best Practice Guidelines for employing migrant workers in NI in partnership with Business in the Community and OFMDFM.

Triangle has also achieved a number of positive results from its regulators including an overall “good” rating by the DSD in its most recent inspection; a grade B or higher in all supported housing services against the NIHE Supporting People Quality Assessment Framework (QAF) and high level compliance against the Regulatory Quality Improvement Authority (RQIA) standards.

Key Strengths

• Triangle have a fully embedded Balanced Scorecard and measure organisational success in terms of  finance, stakeholders, people and processes.
• Triangle has a very strong User based service improvement and User Centred ethos, this ethos is central to service delivery, service innovation and product quality (Housing Stock).
• The Management Team and Board are committed to the ethos of continuous improvement which is exemplified through the organisations clearly defined vision, mission and values, the use of the EFQM Excellence Model and self assessment, as well as the achievement of various awards, e.g. ISO, IIP, Employer of Choice.
• There is good evidence that the values of the organisation are embedded – for example in the Code of Conduct, Customer Charter, and Equal Opportunities Policy – and ‘lived’, for example various Tenants/Service User  Forums, levels of staff participation in improvement, proactive inclusion of service user input into service delivery and development.

There is evidence of the organisations systematic approach to managing through measurement and key processes. Triangle has implemented ISO9001, which has since been fully embraced.

Triangle has a culture of inclusiveness and participation; staff at different levels are

involved in improvements and make positive contributions and suggestions. Triangle staff has a strong sense of job satisfaction and motivation. They are supported to make decisions within their roles and have an obvious pride in the work that they do.

Belfast City Council’s HR and Organisation Development Team

Belfast City Council recognises the impact the economic downturn is having on local people, communities and businesses. The downturn has affected many sectors and the challenge is considerable, but the next few years will witness a number of important milestones for Belfast. A number of key tourist attractions and cultural venues such as Titanic Belfast and the MAC will open and major international events, such as the Tall Ships in 2009 and the 2011 MTV Europe Music Awards, have helped to boost our economy and enhance Belfast’s international reputation.

The Council employs over 2500 people and spends £170 million, much of it locally, each year. The HR function of Belfast City Council plays a key role in supporting the organisation to maximise the use of its resources to help stimulate the local economy and at the same time minimise the cost to the ratepayer.

The HR and Organisational Development Team reports directly to the Chief Executive and firmly believes that the people who work for the Council are at the heart of delivering value for money services to the rate payers of Belfast and meeting  elected members’ vision and ambition for the future.

The team helps to build the capacity of the Council to meet the challenges ahead and supports a planned and systematic approach to improvement through:

• Developing and maintaining a performance driven culture – setting clear, ambitious, measurable and achievable goals.

• Establishing strong and meaningful  core values and behaviours
• Creating a culture of transparency, openness and trust
• Maintaining good and long-term relationships with partners and stakeholders
• Championing diversity and supporting a diverse workforce
• Striving to be a best-practice organisation and employer of choice
• Ensuring equal pay and a fair organisation and reward structure
• Supporting highly effective internal communications and engaging and involving the workforce.
• Being a learning organisation – sharing information, knowledge and best practice
• Developing effective, focused and strong leaders
• Making a significant contribution to the Council’s efficiency programme
• Continuously improving people management policies and processes and developing flexible working practices

For further information on using the EFQM model to improve your business or organisation contact George Wilson on 028 90737950 or email compete@cforc.org

No Room for Complacency

The world has changed a lot since December 2010. The past year, 2011 has been a difficult year for the many with a few exceptions. The Centre, while continuing to promote the private sector voice for Competitiveness and provide a unique leadership function, has not been immune to the recession and cost cutting.

The  government’s plan for the pain to stop by 2015 is now only a dream due to the Euro crisis and the growth in 2016 will be similar to Japan’s lost decade. Not that the strategy is in doubt. Spending cuts will have to continue so that the government and the nation can live within their means.

On the positive side there is an opportunity for Northern Ireland to transition more quickly through investment into higher value technology jobs with new export opportunities while rebalancing the economy.  Renewable Energy for example is at the cross roads. Wind, solar, biomass & geothermal sector has grown in fits and starts. There is potential to build momentum to become a self-sustaining industry. (Eg: Chinese PV module manufacturers have increased their share of the global market in the last four years to more than 50%.) Energy prices will evidently continue to rise as Asia and the emerging Markets consume more and more while Northern Ireland’s Competitiveness will continue to be negatively impacted unless we address the issue and use our own natural resources of wind and wave to underpin our energy security and hold down costs over the longer term.

Regulatory tensions are constraining growth and there seems to be a lack of innovative thinking or the will to remove the regulatory and in some cases planning road blocks that would allow progress. In many cases we are betting on the rising births of new companies from start-up, to scale up to help to address the need for growth in employment opportunities. So we need to start coping better with ambiguity as there is nothing certain anymore. The bottom line in all this is that we will continue to live with unpredictability yet Northern Ireland needs to be more competitive. This means slicker businesses, a smaller public sector, more export growth and a step change in innovation and leadership behavior.

So as 2011 draws to a close and a pause to enjoy the holidays, we at the Centre for Competitiveness look forward to continuing to work with you, to meet the challenges of 2012 and beyond. When more than ever we need a revolution in thinking and practice – Dreamers, Drivers and Doers.

Bob Barbour
Chief Executive

How Santa Claus uses Business Improvement to ensure every child has the right present on Christmas morning

One of the busiest manufacturing operations in the world, with customers spread all over the globe and an extremely demanding delivery schedule has been sharing the secrets of their success.

Leadership Secrets of Santa Claus

Santa has 8 principles for leaders that lay the foundation for an effective, jolly workshop. By remembering that as leaders we have responsibilites to both the gift-getters and the gift-makers, Santa gives us some useful tips applicable to all our organisations.

Click here to read more

How Santa’s workshop uses Lean to meet rising needs for efficiency

Bernie Holly, Santa’s Lead Quality Elf Engineer, gives some insights into how they use tools such as process mapping, fishbone diagrams and project prioritisation to eliminate defects and increase child satisfaction.

Click here to read more

Why do organisations apply for a quality award?

With the Quality Awards ceremony just a few weeks away some people have been wanting to better understand what the Quality Awards process is about and why an organisation might enter. Gaining recognition at the Northern Ireland Quality Awards is one of the clearest ways to both demonstrate the current Excellence of an organisation and build for future success.  From the broad range of past winners, as well as  improving their business performance, many have gone on to achieve further awards at UK and European levels, making Northern Ireland one of the most successful regions of Europe. Our ambition is to see more businesses and organisations from across Ireland use this approach to help secure their future success.

Recognise Your Achievements

Munster Simms Engineering and Diageo Baileys receiving their awards from Enterprise Minister, Arlene Foster MLA

The Northern Ireland Quality Awards process was established in 1994. Based on the internationally recognised EFQM Excellence Model, the process provides one of the most robust means of assessing how well an organisation is performing. The criteria, whilst comprehensive, are appropriate to all types and sizes of organisation, irrespective of sector. Of the 200 plus organisations that have been involved in the process, the applicants include micro-businesses, Government Agencies, Large Public sector Departments, Councils, Schools and Colleges, Hotels, multi-national private companies and those from the Voluntary sector.

Why Do Organisations Get Involved?

EFQM Excellence Model

The reasons for engagement are varied. Some organisations want to provide a structured means of prioritising and managing Improvement or are looking for a valid vehicle to measure progress over time. Others again view the external validation as a useful source of feedback for Improvement. All Applicants are allocated a team of trained assessors who, after reviewing a submission document which addresses the criteria of the Excellence Model, conduct a site visit. The purpose of the visit is to verify that the organisation has structured approaches in place to managing all aspects of activity ( Planning, People, Partnerships, Financial, Environmental, IT, Processes). Furthermore, there is evaluation of how the organisation measures performance across a range of indicators (Customer, People, Societal, Financial). The team bring together their analysis into an in-depth feedback report drawing out all the key strengths and areas for improvement.

In essence, the Judging Panel are determining how well the “business is run”.

Benefits

Slemish College and St Patrick's College, Maghera receiving their awards from Enterprise Minister, Arlene Foster MLA

There is now plentiful research to demonstrate the link between a structured approach to managing Improvement and improved organisational performance. In the short-term, the benefits may relate to improving approaches and activities but over time, because the Model asks that an organisation focuses not on measuring per se, but on what is important to measure, there is a clear link between improved results and “how things are done”. Indeed, many organisations apply on a repeated basis as, over time, they generate the trend information to help demonstrate progress.

To learn more about the Process and the benefits achieved by the many organisations who have been involved, please contact George Wilson at 028 9073 7950 or george.wilson@cforc.org

The Northern Ireland Quality Awards are sponsored by Hewlett-Packard, The Department of Finance and Personnel, Invest Northern Ireland, NIE, and Translink.

Visit to USA Council of Competitiveness Manufacturing Summit 2011

The summit was attended by CEO’s from the major USA Industries, University Vice Chancellors, academics and senior Public Sector representatives along with members of the Global Federation of Competitiveness Councils of which the Centre for Competitiveness is a member. The purpose of the summit was to launch a “MANUFACTURING CALL TO ACTION” in order to create an American manufacturing movement that would transform current manufacturing practices with a new approach underpinned by high performance computing. This was Manufacturing’s wake-up call, as structural changes in the global economy had created opportunities as well as challenges to achieving the next-generation productivity through smart innovation & manufacturing. Pilot projects had already been tested by companies such as General Electric, Proctor & Gamble and John Deere that demonstrated a step change in productivity improvement of up to 80% with significant cost reductions throughout the supply chain. The adoption of digital fabrication methods with the support of the national laboratories and the tera-grid communications network would provide the necessary support systems to create a 21st century manufacturing process and a skilled labour force.

This transformation is going well beyond 6 Sigma and Lean incremental improvement levels to breakthrough @ 80% – 90% improvement in process performance gaining profitable time to market with a much lower cost of entry. This new manufacturing transformation is the result of signification innovation and breakthrough thinking by the council and its members.

Innovation Drives:

–       Technology – new platforms

–       Business Process Innovation

–       Business Model – grow new models

A comparative presentation was made by Cesar A Hidalgo – Assistant Professor, The Media Lab, MIT between Korea and Peru entitled “Economic Complexity of Nations” with a vision of challenging the next decade and how to navigate it by “Rebuilding America and Avoiding the Next Bubble.” The Assist Professor used a revolutionary way of looking at world trade and understanding variations in countries paths to prosperity based on the work of Professors Ricardo Hausmann, Harvard and Cesar Hidalgo, MIT.  The presentation was based on the “Atlas of Economic Complexity” which is rooted in a set of ideas about how to measure economies based not just on the quantity of products traded, but also on the required knowledge and capabilities to produce them. Peru – Coffee, Korea – Hi Tech innovations.  In 1974 Peru had a richer economy than Korea, the reverse is true today – what made the difference?  Capabilities! In the end, building this new platform for integrated delivery of new products through software and high performance computing with transform USA manufacturing throughout the next decade.

China Export & Import Opportunities for NI firms

The Centre for Competitiveness has opened up a contact base in Shanghai with a small firm “LIPAU” involved in exhibitions, support and sourcing. The Chief Executive Lili Tang is married to a local man from the Limavady area. (They live between both locations so his wife can keep her Chinese passport). Arrangements can be made to meet either of them if requested.

Lili has over 10 years experience as head of design for German and Japanese top tier companies with operations in China and knows the Chinese market quite well, including a lot of experience helping European companies to break into the Chinese market.

The company offers leading edge design, access to a vast network of suppliers and comprehensive support for companies’ entry into Chinese market as well as the full range of outsourcing services. Please feel free to contact them directly and should you require any assistance the Centre will be glad to provide you support.

Contact details below

Bob Barbour
Centre for Competitiveness
bob.barbour@cforc.org

UK Office
Lili Tang
Chief Executive
Tel: +44 (028) 777 23981
Fax: +44 (028) 777 29086
Email: info@lipau-shanghai.com

Shanghai Office
Tel: +86 21 36397996
Fax: +86 21 60825924
Email: info@lipau-shanghai.com

WEB: http://lipau-shanghai.com/english/contact.html

International Leadership & Innovation – NEW

The Centre for Competitiveness and IoD Northern Ireland, in co-operation with both Queens University Leadership Institute and the University of Ulster, have joined together to create a unique and radical approach to providing leaders in the private, public and voluntary sectors with practical world class tuition in international leadership and innovation skills without having to travel overseas.

The programme is designed for Managing Directors, Chief Executives and company Directors, who currently operate or plan to operate their business internationally. Tutorial workshops will be structured to support breakthrough thinking and big impact improvements in business performance.  With years of experience of international trade, negotiation, top academic incubation and teaching, our team of tutors has insights into the most creative spaces in the world.

The programme is NOT designed for academic achievement but to address the day-to-day practical problems and opportunities facing leaders within their own working environment. Workshops are organised to last for 1.5 days off-site for intensive tuition and problem solving periods covering individual and group activities five times per year.  The workshops are supported by highly respected University Professors from leading universities in Europe and the USA (details attached).  Follow-on mentoring appropriate to business needs can also be arranged.  The future “has become a moving target.” Uncertainty today is not an occasional, temporary deviation from reasonable predictability; it is a basic feature of the business environment.” Pierre Wack, HBR. Leadership groups will form from the workshops and inter-disciplinary groups will meet to devise, design, develop and deliver ideas in products, goods and services.  It will be a jacuzzi in which ideas blend.

A start-up pilot workshop was arranged for a maximum of 20 participants on Friday 21st and Saturday 22nd October 2011 (am) at the new Queens University Leadership Institute, Belfast.  It was led by two international University Professors from Sweden and Finland supported by the Course Director, Professor Alistair Fee, visiting Professor of Innovation at Queens University, Belfast. To ensure that the tuition delivered meets the needs of the participants, the Programme Director assessed individual needs on application through confidential interviews prior to each workshop.  Registrations of interest were made through the Centre for Competitiveness on compete@cforc.org or the Institute of Directors on iod.northernireland@iod.com.

Leaders wishing to be included in the pilot programme were asked to meet entry level requirements regarding aspirations for their organisation and these are outlined in the programme prospectus, a copy of which will be available to those wishing to participate. The programme was innovative in how it teaches leadership and innovation – by doing, by practising, by building teams and by example.

In order to keep the costs associated with engaging international professionals at a reasonable level, especially for SMEs, the workshop size has been designed for 20 participants at a cost of £3,000.00 for each 1.5 day engagement including a networking dinner, refreshments, networking arrangements, administration and workshop materials.  Companies with access to Invest NI or DEL support were advised to contact their client Executive to seek support for the cost of participation.

The first tutorial and workshop is being followed by the cohort of the leaders meeting again at a breakfast session in December to follow through on actions from the first cohort and decide on next steps.

These fall into three tracks depending on the individual leaders preference:

Track 2 – Leaders may choose to join an International study visit

Track 3 – Personal coaching and mentoring

Track 4 – Join the Centre’s CEO Leadership Club meeting 1 day/ Quarter

The next Tutorials and Workshops are scheduled for 2/3 & 5/6 March 2012 involving one new cohort and a follow-on with the existing cohort.

 

Great Leaders       Need   Great Tutors

The Greater the Problem                        –            The Greater the Pain

The Greater the Pain                             –            The Greater the Insights

The Greater the Insights                        –            The Greater the Paralysis

 

Socrates:  An unexamined life is not worth living

 ————————————————————————————————————————————————-

Get Involved! – Contact Bob Barbour for more information and to reserve your place. Tele 9073 7950 or email bob.barbour@cforc.org

 

Excellence in Action – EFQM Awards 2011

Building a sustainable high-performing organisation in today’s volatile world is a challenge. However, it is not impossible… The results revealed during the EFQM Awards process in 2011, were the best results we have seen since 2006.

This quest for Business Excellence backed by a prize, started 20 years ago, showcasing role model organisations and good practices well beyond the companies applying for the Award. The success of the EFQM Excellence Award programme in achieving sustainable growth encouraged leaders to apply it in increasingly more sectors.

This year, the standard of applications we received has been the highest we have ever seen. These organisations demonstrate that even during the current challenging conditions, there are opportunities. Opportunities to grow; opportunities to develop new, innovative ways of working; opportunities to increase the value they deliver to their customers and other stakeholders.

In this edition of “Excellence in Action”, we give you a taste of how today’s leading organisations successfully navigate the storms of change. How they use the EFQM Excellence Model and our network to achieve operational excellence, improve financial performance, increase customer service and to win new markets.

Pierre Cachet,
Chief Executive Officer, EFQM

(Click on the image to download the full details on all of this year’s winners)

For more information on using the EFQM Business Excellence model to achieve superior performance for your organisation contact George Wilson on 028 90737950 or george.wilson@cforc.org

Benchmark Your Standards of Corporate Governance

10 Tenets of Good Corporate Governance from the Institute of Corporate Directors, National Competitiveness Council, Philippines

1. DEVELOP AND EXECUTE A SOUND BUSINESS STRAGEGY
Shareholder return is optimized. In every Board meeting a strategic issue is discussed

2. ESTABLISH A WELL-STRUCTURED AND FUNCTIONING BOARD
Board with Directors of proven competence and integrity. 30% of whom are independent creates value for enterprise.

3. MAINTAIN A ROBUST INTERNAL AUDIT & CONTROL SYSTEM
Enhance operational effectiveness, deter fraud, safeguard company assets and ensure compliance.

4. RESPECT AND PROTECTS THE RIGHTS OF ITS SHAREHOLDERS, PARTICULARLY THOSE THAT BELONG TO THE MINORITY.
The governing principles of “One Share”, One Vote” with basic political, economic and governance in an equitable, timely and transparent manner

5. ENSURE THE INTEGRITY OF ITS FINANCIAL REPORTS
External auditors must be beyond reproach, with transparent fees, reporting to the Board.

6. RECOGNIZE AND MANAGE ITS RISKS
Enterprise-wide Risk Management system should be in place and properly functioning overseen by board committee.

7. ADOPT AND IMPLEMENT AN INTERNATIONALLY – ACCEPTED DISCLOSURE AND TRANSPARANCY REGIME.
Have a written policy on disclosure rules.

8. RESPECT AND PROTECT THE RIGHTS AND INTERESTS OF ITS EMPLOYEES, COMMUNITY ENVIRONMENT AND OTHER STAKEHOLDERS.

9. DO NOT ENGAGE IN ABUSIVE RELATED PARTY TRANSACTIONS AND INSIDER TRADING
Have a written policy on transactions with related parties.

10. DEVELOP AND NURTURE A CULTURE OF ETHICS, COMPLIANCE AND ENFORCEMENT.
Adopt a code of ethics that guides corporate/individual behaviour for strict compliance with a clear policy against offering or receiving bribes.