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BestPrax Barometer

Assessment Report

John Doe Corporation Mumbai

Leadership From XX January 2009 to XX January 2009

BestPrax Club Pvt. Ltd.


4B Sindhu House, Nanabhai Lane, Fort, Mumbai 400 001, India Phone: (91-22) 6634 8701 Fax: (91-22) 2204 4421 Email: info@bestpraxclub.com Website: www.bestpraxclub.com

TABLE OF CONTENTS

CHAPTER 1 2 3 4 5 Methodology Scores Individual Comments Prioritization List Knowledge Inputs

PAGE 1 3 4 11 12

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1 - METHODOLOGY
INTRODUCTION 1.1 1.2 1.3 Designated managers of the organization were asked to respond to an online self-assessment on the selected business element The business element is divided into managerial practices The managerial practices for the business element of 1.0 - Leadership are: SCORING 1.4 1.5 Each managerial practice in turn has a set of questions that the managers use for rating their organization. Each question has a weightage assigned to it For each question, the managers are required to choose from the following six options: 1 Not Evident 2 Somewhat Evident 3 Evident 4 Strongly Evident 5 Benchmark Do not know / Does not apply 1.1 - Developing and Deploying Mission and Vision 1.2 - Reinforcing Values 1.3 - Nurturing a Quality Culture 1.4 - Visible Leadership 1.5 - Building an Organizational Governance System 1.6 - Reviewing Organizational Performance 1.7 - Balancing Leading and Lagging Indicators 1.8 - Prioritizing Improvement and Innovation Opportunities 1.9 - Evaluating Leadership Effectiveness 1.10 - Practicing Good Citizenship 1.11 - Anticipating Public Concerns 1.12 - Ensuring Ethical Behavior 1.13 - Supporting and Strengthening Key Communities 1.14 - Best Practices

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1.6

Options 1 to 5 are treated as the score for those questions. If the manager selects Do not know / Does not apply that managers score for that question is not regarded Based on all the managers scores, a mode for the question is calculated. The mode is then multiplied to the weightage of the question Based on the modal scores for all the questions and their weightages, the score for the managerial practice is calculated (Chapter 2 Scores) The average of the scores for all the managerial practices then forms the score for the business element

1.7 1.8 1.9

INDIVIDUAL COMMENTS 1.10 Managers were also requested to provide strengths as well as opportunities for improvements for each practice. These are individually presented as-is (without any editions) in Chapter 3 Individual Comments

PRIORITIZATION LIST 1.11 Before submitting their responses, the managers were also asked to pick up the managerial practices in which they perceive that the organization must improve immediately. There are three levels on which this is done, with different weightages: 1.12 1.13 Most important to improve Weightage of 3 Second most important to improve Weightage of 2 Third most important to improve Weightage of 1

These were then used to generate a prioritization table and presented in Chapter 4 - Prioritization List The strengths and opportunities for improvements for each managerial practice, as entered by the managers is also categorized and presented in the report

KNOWLEDGE INPUTS 1.14 Practices ranked 1 5 from the prioritization list were mined from the BestPrax Knowledgebase. Relevant case studies corresponding to the element are presented in Chapter 5 - Knowledge Inputs, with links for additional reading

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2 - SCORES
PRACTICE TITLE
1.0 LEADERSHIP 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11 1.12 1.13 1.14 Developing and Deploying Mission and Vision Reinforcing Values Nurturing a Quality Culture Visible Leadership Building an Organizational Governance System Reviewing Organizational Performance Balancing Leading and Lagging Indicators Prioritizing Improvement and Innovation Opportunities Evaluating Leadership Effectiveness Practicing Good Citizenship Anticipating Public Concerns Ensuring Ethical Behavior Supporting and Strengthening Key Communities Best Practices

SCORE OUT OF 5
2.23 2.64 2.11 2.06 2.47 2.36 3.00 2.07 2.82 1.81 2.44 2.47 1.47 2.27 1.71

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3 - INDIVIDUAL COMMENTS
1.1 - DEVELOPING AND DEPLOYING MISSION AND VISION Strengths Global manufacturing base, raw material, and downward integration. Vision and mission is very clear and communicated down the line. Timely Responding to the future / new challenges. Vision, mission and values have been formulated and are in place. Vision seems to be achievable in view of our present status in the industry and peers. Periodic review is not formally announced. Our management wants to improve the business and take care of the customer and employee and society.

OFIs LIMITED COMMUNICATION. Particularly exchange of information and access to information. Structure, Resource Planning and Resource Allocation needs to be developed. The mission is not business specific. It can be picked by anyone for any industry. Employees roles/contribution in achieving mission are not very strongly communicated at lower levels. Effort had been made to convey the Vision and Mission to each employee, but it should be refreshed/reminded often so that it goes into their blood. Employees at the lower level be explained how their contribution can help the organization towards vision and mission. Rewarding the best leaders to help retain them. Vision and mission statements have been in place for the last 3 years and still needs time for maturity. Role of employees to work towards a common vision and mission while on their work needs to be clarified further. Periodically reflect on the needs of the organization in totality in meetings with senior and middle management level. HRD and administration at site is the week area. Training / development of Employees towards their role in achieving mission, individual / collective responsibilities, motivation, belongingness etc need to be further strengthened. Develop the manpower and put the right man to the right job. The board of committee should set the Key Performance Indicators (KPIs) for evaluating the capabilities of organization.

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1.2 - REINFORCING VALUES Strengths Behavior of senior functionaries should be consistent with values which at times are inconsistent. Pro-active measures for environment as social responsibility. Use of methods to communicate values is good. Company anthem is in place.

OFIs The values have been defined but the actual meaning of the same or the means/ways of behavior to follow or achieve them are not explained/communicated. Performance management system should give more weightage to behavior of the employees. Reinforcing values down the bottom line workers. Employee satisfaction down the line. Systematic plan to communicate values is to be developed. Leaders need to mandatory follow the values defined in all facets of working and not selectively follow the values. Proactive approach to above is required to be developed.

1.3 - NURTURING A QUALITY CULTURE Strengths The senior management is giving importance to training of employees through seminars. Training / development programmes for down line staff being taken regularly. Evident thought is being given. Work in process - the implementation.

OFIs Ethical behavior should be given more weightage in performance management system. Empowering down line staff. Empowerment at all levels needs to be improved. Career and future planning for employees needs to be worked on further. Ethics followed sporadically, but should actually be a way of life. HR best practices need reinforcement and consensus at senior leadership level.

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1.4 - VISIBLE LEADERSHIP Strengths Quality culture is going down the line and employees are becoming more quality conscious. Growth focus. CAGR 30% or above for growth in volumes. Greater focus on quantity. Quality is presumed to be given. QCC and ISO initiatives in place.

OFIs Quality award system should be made stronger for greater participation of the employees. More commitment from leadership to all such initiatives required. Lot needs to be done in training people towards quality orientation.

1.5 - BUILDING AN ORGANIZATIONAL GOVERNANCE SYSTEM Strengths Reward and recognition of employees is strong and with the PMS system in place it will become more transparent. Focus on investor relations. Only for legal requirements.

OFIs The organization should employ outside objective parties to assess its performance and ethics. Ethical behavior needs to be defined in context of our company/group.

1.6 - REVIEWING ORGANIZATIONAL PERFORMANCE Strengths Strategic Framework review on quarterly basis is a good system. Focus on business. Performance reviews of organization and employees is in place and done at decided intervals.

OFIs All head of departments should be involved in quarterly review of SFW. Technical competence and R&D initiatives needs to be developed further.

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1.7 - BALANCING LEADING AND LAGGING INDICATORS Strengths Process control measures are of industry standards. Key focus area - Financial performance.

OFIs All areas should be benchmarked. Indicators and metrics other than financial need to be show cased further. We should use BSC method to evaluate organizational performance and should review performance of each department every three month (every quarter).

1.8 - PRIORITIZING IMPROVEMENT AND INNOVATION OPPORTUNITIES Strengths Proper actions are taken on the basis of reviews of data.

OFIs There should be short term and long term planning on which actions should be initiated. Need to proactively involve customers and suppliers in improvement opportunities.

1.9 - EVALUATING LEADERSHIP EFFECTIVENESS Strengths Process evaluation is strong. Established Corporate Governance, Nomination and Remuneration Committee in April, 2008. Framework and structure to be formalized. Strategic framework for business is in place.

OFIs There might be system for senior leadership evaluation but it should be transparent. Leadership approaches need more refinements in terms of empowerment and delegation.

1.10 - PRACTICING GOOD CITIZENSHIP Strengths Present awareness but to work towards sustainable actions in the direction CSR and community are part of the Strategic framework

OFIs We need improvement in the area of corporate citizenship and public responsibility

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Review meetings for public responsibility and corporate citizenship needs to be given more importance.

1.11 - ANTICIPATING PUBLIC CONCERNS Strengths Systems are in place to ensure that employees follow legal and ethical practices. Future trends are well anticipated and planned for as part of strategy. New technologies of future are adopted well in time to remain ahead. Testing of products strongly evident. No formal system for monitoring and control strategies is in place to ensure that legal / ethical practices are followed.

OFIs Meeting with village heads of the area of operations should be held once in a year to know about public concerns and follow up actions should be taken. Educating employees on legal/ethical behaviors needs to be strengthened.

1.12 - ENSURING ETHICAL BEHAVIOR Strengths New employees are screened for ethical behavior. Mechanism in place but not defined or structured. Ethical behavior, its assessment, training and monitoring does not exist. What is ethical behavior needs to be explained to the employees.

OFIs Communication on ethics should be there from time to time at all level of employees. Formal Code of ethics for employees needs to be developed. Screening of employees for ethics needs to be deployed. This is a very week area and HRD initiatives are required to check, propagate and monitor desired Ethical behavior among internal stakeholders. External factors will then get automatically addressed.

1.13 - SUPPORTING AND STRENGTHENING KEY COMMUNITIES Strengths There has been a good start in this area. Currently, the area of focus considering the group is located in different geographies. Improvement over last few years in CSR initiatives has been good.

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Company has received some rewards as best employer, drug free company, best performance etc, which provide some evidences for good corporate governance but much need to be done to get recognition on social front.

OFIs We need to improve in the area of planned corporate citizenship. Strong and committed measures required for good corporate citizenship recognition.

1.14 - BEST PRACTICES Strengths Senior leaders are well qualified which is benchmark to international standards. Global presence ensures absorption of some world class leadership practices. Self appraisals are done bi-annually for monitoring performance / objectives. The scope of this self audit may be expanded to cover leadership aspects.

OFIs This is the area where we need benchmarking with respect to international standards. World class practices need to be developed / implemented, even if it takes time and efforts.

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4 - PRIORITIZATION LIST
RANK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 MANAGERIAL PRACTICE 1.3 - Nurturing a Quality Culture 1.8 - Prioritizing Improvement and Innovation Opportunities 1.4 - Visible Leadership 1.9 - Evaluating Leadership Effectiveness 1.12 - Ensuring Ethical Behavior 1.14 - Best Practices 1.6 - Reviewing Organizational Performance 1.2 - Reinforcing Values 1.10 - Practicing Good Citizenship 1.1 - Developing and Deploying Mission and Vision 1.11 - Anticipating Public Concerns 1.5 - Building an Organizational Governance System 1.7 - Balancing Leading and Lagging Indicators 1.13 - Supporting and Strengthening Key Communities TOTAL TOTAL 34 23 21 17 17 13 11 10 8 7 5 4 3 1 174

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5 - KNOWLEDGE INPUTS
1.3 - NURTURING A QUALITY CULTURE 1. The Singapore Housing Development Board (HDB) winner of the 1997 Singapore Quality Award for Business Excellence, began its quality circle (QC) activities in 1982. By 1997, the 8500 staff of HDB had been involved in some 641 circles and completed a total of 1,001 projects (1.5 project per circle). Associated annual savings totaled S$8.3 million. There were also 40,000 staff suggestions submitted to HDB in this period (4.6 suggestions per staff and a year-on-year increase of 55%). HDB used a top-down approach in promoting quality circles. Steering committees are incorporated into HDBs organizational structure and a QC coordinators working committee operates at organizational and divisional levels. QC coordinators, facilitators, and leaders are carefully selected and trained in the respective improvement tools and techniques. In 1997, HDB completed construction of 28,519 flats (living units), about 5.7% higher than the previous year. The critical success factors responsible for this included the chief executive officers active support, continuous publicity for the movement to create awareness and acceptance, a conducive organization-wide culture, and appropriate reward and incentive schemes.
Source: BPIR, Full Article unavailable.

2.

In its manufacturing processes Reliance Industries Limited, an India based global 500 polyester producer, generated a large quantity of non-biodegradable polyester waste. To eliminate this waste from the environment the company recycled it, and other waste purchased from other companies, into value-added products at its Polyester Fiberfill operation. To reduce variation and improve business process performance, profits, customer loyalty, and the environment, the company began a Six Sigma initiative in 2001. A cross-functional team determined the projects effect on performance, stakeholders perspectives sought and their involvement obtained, main cost drivers and root causes identified various analyses and tools applied. Action plans were then developed, aligned with stakeholder needs and implemented. Each implementation step was reviewed for completeness, and adjustments were made as necessary to attain the required performance measurements. The project produced significant benefits. Raw materials cost (down 10%), recycled waste use (up 15%), chemicals cost (down 20%), production cost (down 11%). Productivity, process capability, and plant yield increased appreciably. Market complaints (down 70%), product quality (up 3%), product exports (up 50%). The project contributed US$4 million pa in monetary benefits. Intangible benefits included increased awareness of stakeholder needs, increased employee morale, and a positive effect on society. The team won the Gold Award at the 2006 International Team Excellence Award Competition.
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3.

In 1996 British Steel plc Coated Products, comprised five plants in Wales and the Midlands, UK. In 1992 a total quality approach was launched when senior management gave direction through vision workshops, communication exercises, and expected

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goals targeted to the end of 1996. The five plants manager-led teams then developed five themes for implementation: a. b. c. d. Customer focus: use computer-based customer survey for prioritising customer inputs and assignment of customer contact teams (cross-functional and cross-level) Understand process: find out waste, add value, control stocks, benchmark either internally or externally, apply tools/ techniques. Values and beliefs: use employee perception surveys and review annually. Recognition and reward: revamp the employee suggestion system, encourage the attainment of formal qualifications for potential earning increases, and hold ceremonies for recognition. Education and training on coaching, failure modes and effects analysis (FMEA), Taguchi methods, process mapping, benchmarking, statistical process control (SPC), etc (total average training per employee was 16 days for the 12 mths 1994/95, and 18 days for 1995/96).

e.

The results included: targets set for 1996 were achieved, the number of suggestions increased sevenfold.
Source: BPIR, Full Article unavailable.

4.

From 1989-1992, Xeroxs US Sales and Marketing Group (now called US Customer Operations-USCO) saved more than $200 million when it applied COQ principles. Under the COQ programs, teams were formed to benchmark other organizations and other Xerox operations to determine best practices and assess the size of problem(s), performing a six-step process. The Xerox COQ program flourished in the quality culture and corporate value system that Xerox provided. Sustaining a COQ program takes a great deal of energy and senior manager support. The quality process must be second nature and quality tools must be abundant. COQ must not be used only as an individual or departmental performance measure.
Source: BPIR, Full Article unavailable.

1.8 - PRIORITIZING IMPROVEMENT AND INNOVATION OPPORTUNITIES 1. At TXI - Chapparal Steel, a US manufacturer of structural steel products, innovation was considered a company wide concept. The company referred to large corporate research centres as research cemeteries because good ideas died in them. At the company operations, every employee was expected to be involved in R&D and was encouraged to experiment to improve operations performance. Numerous unorthodox approaches were initiated that worked, including devising and comparing alternative methods with current operations by building scale models of the production system on the floor. The company improved its processes to the extent that it was able to produce a rolled ton of steel in 1.5 worker hours as opposed to the German average of 5.7 hours and the Japanese average of 5.6 hours. The company was seen by innovation specialist Dorothy Leonard-Barton as a spectacular example of a learning-laboratory corporation.
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2.

This snippet describes the creation of innovative kitchen appliances and six innovative characteristics employed by US Maytag: a. A keen focus on the customer and the customers voice throughout the organization. Ethnographic visits to kitchens yielded invaluable user insights. Focus groups tested 10 prototypes derived from some 200 sketches leading to the design of kitchen appliances with unique aesthetics. A dynamic innovation process lead by a multidisciplinary team of eight people (separated from the companys normal operations) with backgrounds in engineering, marketing, operations, sales, and strategy. Leadership-sponsorship and endorsement at the highest levels with innovation stewardship throughout the organization. Continual focus on improvement and incremental innovation with an eye on disruptive opportunities. Radical technical innovations were sought and numerous incremental innovations were made. Willingness to seek outside insights through research and surveys. Many competitive benchmarks were surpassed. An appreciation for creative thinking i.e. to stimulate the creative-spark.

b.

c. d.

e. f.

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3.

Whirlpool needed to maintain its innovative position with changing markets, technologies and customer demands. In order to achieve its goals Whirlpool employed Innovation Mentors who: a. b. c. d. e. f. Actively sought out new business ideas from within the company Drove the expansion of ideas into multiple opportunities Worked with individuals or teams to develop business plans which focused on customer benefits and revenue generation Helped in the development of potential new opportunities Understood how to fund projects Cultivated an environment within Whirlpool that had a bias for action and drove a speed to market mentality

All ideas were stored electronically and were visible to every person within the Corporation enabling them to view, contribute to, or add to existing ideas Record sales results and greater customer loyalty were attributed to these NPD initiatives
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4.

In 2000, Bama Companies Inc., a US pie making business, decided that Six Sigma could provide focus and energy toward rapidly improving process performance and product quality and at the same time reduce operating expenses. Six Sigma Champion training was conducted in late 2000 and in early 2001 eight candidates (managers, directors or VPs from different parts of the organization) were selected for Black Belt training. By 2005, using both external and internal training, the company had 1 Master

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Black Belt, 11 Black Belts, 79 Green Belts and 81 Yellow Belts on board. The company used its data warehouse system technology to integrate information from various data sources to provide information for the balanced scorecard, Six Sigma and profit improvement team. The system was based on defined customer requirements and helped integrate data and information for tracking daily operations and overall organizational performance Six Sigma projects have led to some impressive results in areas such as product improvement, scrap reduction and cost reduction leading to savings in excess of $17.3 million since 2002. Overall customer satisfaction for the companys national accounts has increased from 75% in 2001 to 100% in 2004, far above the food manufacturing benchmark of 85%. The company was a Malcolm Baldridge National Quality award winner in 2004.
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1.4 - VISIBLE LEADERSHIP 1. In 1999, Ulticom, a telecommunications software company in the US, began a process to establish a quality management system (QMS) and achieve TL 9000 registration, the telecommunications quality management standard based on ISO 9001. Senior management identified the prerequisites for success as active and visible senior management involvement, the establishment of a corporate quality assurance department and active staff participation. A quality improvement steering group of senior management met monthly to demonstrate managements commitment, facilitates timely management intervention, review progress, and discuss ongoing issues relating to quality, subcontractor performance and customer satisfaction. Implementation steps were: a. A QMS infrastructure, a quality plan, quality policy, and near and long-term quality objectives were established; b. QMS documentation structure was defined under four categories - Policies, Procedures, Work Instructions, Templates and Forms; c. Quality practices were established across all disciplines, including programme management, product management, requirements engineering, software development and unit test, system integration, configuration management, system test, production, customer support and product maintenance; d. Gap analysis performed an internal quality assessment against standard industry quality practices and critical quality discrepancies were corrected; e. Current practices were documented, assessed against TL 9000 requirements, procedures were adjusted appropriately, employees were trained, and new procedures implemented; f. Internal quality audits were performed; g. Continuous maintenance and improvements processes were established; h. The TL 9000 registration process was initiated after one complete cycle of internal quality audits; i. Documentation and pre-assessment audits were conducted and the registration audit passed smoothly without any major problems;

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j. Ulticom received TL 9000 registration in April 2002. Lessons reported learned included: a. Clearly establish the final objectives and identify and secure all prerequisites for attaining the objectives; b. Develop a map for achieving the identified objectives, and identify and plan for the activities to be performed during each phase; c. Establish adequate mechanisms for tracking, controlling and reporting progress; d. Ensure an adequate and effective QMS is established with the objective of enhancing organizational efficiency and effectiveness and not merely to earn a registration.
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2.

In implementing a diversity initiative, Sodexho, a US provider of food and facilities management services, recognised that its programme would not succeed without executive leadership. The company viewed the inclusion culture change efforts as a journey, not limited to a companys financial cycle and invested considerable time and resources in ensuring executive buy-in. The CEO chaired the Diversity Leadership Council that set the strategic direction for the companys diversity and inclusion efforts and reviewed the diversity outcomes on a quarterly basis. A Chief Diversity Officer was appointed to report to the CEO and the executive team engaged in a series of quarterly learning experiences to enhance awareness of and skills in diversity. Members of the executive team also mentored another person, got involved in diverse community activities and sponsorship, and had visible involvement in employee affinity groups. 25% of the executive team bonus was linked to a diversity scorecard and the bonus was paid regardless of the financial performance of the company.
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3.

In 1999 Hewlett-Packard (HP), a US based global provider of computing products, had a strong corporate culture, the HP Way, but was seen as a hardware has-been unable to keep up with the internet age. The company hired a new CEO who set out to reinvent the company into one which would be seen as more innovative and which functioned according to the rules of the garage. To create the new reputation, the CEO began telling a story about the past, present and future of the company which looked back to the origin of the company where its two founders started out making test and measurement equipment in their garage and how the company became a founding presence in Silicon Valley. The romantic description and personalisation of the companys history and its future was captured in the new corporate slogan invent. The positive past reputation was thus linked to the new CEO and to the boards strategy for revitalising the company. The reputation was used inside the company to help motivate employees and outside the company to try to convince investors that HP could make a comeback.
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1.9 - EVALUATING LEADERSHIP EFFECTIVENESS 1. Founded in about 1993, Westel Mobile Telecommunications Co., a Hungarian wireless carrier, became Hungarys first telecom provider to achieve ISO 9001 certification in 1995. Using the Malcolm Baldrige National Quality Award criteria a vision, mission, values (including external best practices) and company culture were developed, and three major performance planks were established: Shareholder Needs; Customer Needs; and Employee & Partner Needs. The company based its management system on assessment and review, and focused it on ensuring delivery of the vision and mission via policies, strategies and processes to deliver stakeholder satisfaction. Westel used self-assessment to appraise the performance of the organisation and its overall leadership, and 25 managers participated in Westels first EFQM self-assessment. Criterion owners were appointed, each responsible for ensuring areas for improvement were prioritised and improvement plans developed, built into the business plan, and implemented. In 1996, Westel became the first organisation in Hungarys service sector to win the Hungarian National Quality Award, and followed this up with the European Marshall Award for business achievement in 1998 and the Hungarian Innovation Award in 1999.
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2.

The Godrej Group was among the first Indian conglomerates to emphasize proactive corporate governance. The group has maintained better independent to executive ratios in its Board of Directors than legally required, and its audit committee is solely comprised of independent members. Over the generations, Godrej has adhered to its commitment to human development and environment protection. The Godrej Mangrove Project and the Green Business Centres project are among the many initiatives championed by the group in its effort to ensure sustainable development.
Additional reading: Insight - Leadership and Social Responsibility Outcomes (Volume 2, Issue 21)

3.

Faced with high turnover rates and nurses identifying their relationship with the manager as an important contributor to job satisfaction, the Tenet Healthcare System in the USA established a leadership training programme involving 12,000 managers as part of a company wide initiative to increase employee satisfaction and decrease turnover. By 2003 turnover within the Tenet Healthcare System had declined from 21.4% in 2002 to 21.0% in 2003, and nationwide employee satisfaction increased from 78.6% in 2001 to 80.8% in 2002.
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1.12 - ENSURING ETHICAL BEHAVIOR 1. Communicating an ethics programme is more than a brochure or attending a training seminar. Thats why the extensive ethics programme at Texas Instruments includes an in-house training programme called Decision Making in the New TI and a tear-out card that is found at the back of the 14-page booklet The Values and Ethics of TI (which has been given to all staff since 1961). The business card reminder is designed as a reference tool that staff can carry with them. It includes the following ethics test for employees to apply before taking an action:

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a. Is it legal? b. Does it comply with our values? c. If you do it will you feel bad? d. How will it look in the newspaper? e. If you know its wrong dont do it! f. If youre not sure ask. g. Keep asking until you get an answer.
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2.

The Tata Group, renowned for its business ethics and best practices, has successfully adhered to consistent philosophy and values spanning its entire operations. Its legendary leaders like Jamshedji Tata and JRD Tata were icons of ethical behaviour and are revered in the industry even today for their phenomenal leadership. In 1998, the Tata Group formalized these values by formulating the Tata Code of Conduct. The Ethics Office, led by the ethics counselor, is responsible for implementing the Tata Code of Conduct within the Tata Group companies. One of the many events that the Ethics Office organizes is the "ethics month" at Tata Steel, intended to create "awareness, sensitisation and reinforcement" of the legal and ethical behaviour of employees and vendors. Training and induction programmes are conducted for newcomers and signing a commitment to the Tata Code of Conduct is mandatory during acceptance of the job offer. Vendors/Suppliers are also expected to sign an MoU (Memorandum of Understanding). Violation of the MoU can result in blacklisting and breaking of all business ties with the vendor. The ethics counsellor is independent of any department and is the first point of contact for any employee wishing to report unethical or illegal practices noticed in the organization. If required, employees may also directly approach the Managing Director of the organization, who is also the Chief Ethics Officer of the organization.
Additional reading: Insight - Promoting Legal and Ethical Behaviour through the Leadership System: Setting the tone at the top (Volume 3, Issue 1)

3.

With the assistance of external consultants Lockheed Martin created The Ethics Challenge to help employees test and improve their ethics knowledge and problem solving skills. Using the Dilbert and Dogbert comic characters, 34 scenarios based on real problems that the ethics officers and employees deal with regularly, are presented. The game replaced the companys previous instructor-led workshops, and managers and supervisors now personally conduct the training with employees choosing case examples from the game that best match their departments situations. The company also introduced an ethics awareness programme on interactive CD-ROM, issued a 1999 ethics calendar and a computer screen saver featuring the companys 12 building blocks of trust.
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4.

British Airways, a UK based international airline, seeking to be recognised as a law abiding, accountable, and responsible organisation, developed a system to improve its environmental and social performance. The company mapped the potential impact of its business on human rights, identified relevant stakeholders and engaged them in the process. The Global Sullivan Principles (an initiative to promote ethical business operations throughout the world) were adopted in 2001 and a robust system to combat bribery and corruption was implemented.
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