2008 Australian Business Excellence Awards BUS... · The competencies are monitored in a 360 degree feedback process and are included in position descriptions and the performance

2008 Australian BusinessExcellence Awards

2008 Australian Business Excellence Awards

Over the last 20 years, from a broad cross-section of organisations, judges of the Australian Business Excellence Awards have identified and honoured the country’s peak performers, acknowledging innovative business processes, sustainability, enterprise, success and innovation.

The awards highlight the important social and environmental contributions made by organisations through excellence of service, commitment to their customers, philanthropic ideals, ethical behaviour and environmental sustainability.

With evidence of increasingly higher standards, and submissions undergoing vigorous assessment by highly qualified evaluators, winners can be confident that they have set new benchmarks through their accomplishments.

A prestigious endorsement of quality of products and services, the Awards raise the profile of companies and organisations revealing their dedication to excellence. Winning ensures national recognition and a platform from which to herald a competitive edge.

The evidence-based endorsement allows top performing organisations the chance to tap into valuable exposure for positive business profiling, marketing communications, increased sales, networking and among personnel, a heightened sense of achievement.

Value is accessed by all organisations that enter submissions through the process of self-assessment, identifying of core strengths, reviewing performance and demonstrating to their industry and customers a desire to enter a spirited arena of excellence.

The most wide-ranging business acknowledgement program of its kind, the Awards are open to all companies and organisations, regardless of size or industry.

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IntroductIon

20 years of excellenceAfter two decades of rewarding the peak performers in business, the Australian Business Excellence Awards just keeps getting better.

04 Excellence medal Winner - Hobart City Council Gold winner – Hobart City Council

06 Gold winner – City of Wodonga

08 Bronze winner – Computershare

09 Bronze winner – Department of Emergency Services

10 Bronze winner – RSL Care

11 Customer Service Award - Department of Main Roads WA

12 Environmental Management Systems Award - Department of Main Roads WA

13 Ethics Award - National Protective Services

14 Food Safety Management System Award - City of Swan

15 Governance Award - City of Belmont

16 Occupational Health and Safety Management System Award - New Zealand Aluminium Smelters

17 Quality Management Systems Award - Veolia Waters Australia & Department of Main Roads WA

Inside

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In creating a vision for its metropolis circa 2025, Hobart City Council took into account the views of 1000 participants from a wide cross-section of the community to establish the values of Hobart today and provide a collaborative platform for a preferred future.

The exercise typifies the outlook of a forward thinking council which has nurtured a progressive culture and community satisfaction levels with services and facilities that consistently outperform the state industry average.

Hobart City Council services its community with a range of continuously evolving information systems that provide a reliable and immediate source for informed decisions. They include an online Development Application tracking system (Permit Tas) that confirms current status of developments and related compliance issues.

In fostering an ‘employer of choice’ position, Council offers opportunity for employees at all levels to demonstrate individual initiative in a team-work setting and to participate in the resolution of issues and construction of new initiatives.

The corporate management team undertakes active leadership roles and guides the commitment to continuous improvement at all levels. An emphasis is placed on leadership skills training and employee awareness sessions with the aim of providing a more supportive work environment for all employees.

A High Performance Leadership Coaching program is being undertaken by some 60 managers and supervisors across the organisation, which is augmented by employee participation in the Local Government Municipal Association Emerging Leaders Program and Frontline Management studies.

Hobart City Council Excellence Medal & Gold Medal Winner An inclusive approach teamed with a far-reaching vision typifies this forward thinking council.

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“Ongoing and systemic progress has relied on the building of a culture that embraces continuous improvement as a day-to-day activity.”

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Council’s strategy of extending the application of quality assurance through the entire organisation, regular self-assessment, and lodgment of applications for business excellence recognition, has increasingly influenced understanding and acceptance of continuous improvement as being a permanent feature of the organisation.

Hobart City Council’s recognition has been the culmination of an approach that began a decade ago with the adoption by the corporate management team of the Australian Business Excellence Framework which provided a holistic approach to upgrading organisational quality and capacity.

Since that time Council has successfully pursued initiatives to structure modernisation, greater responsiveness to the community, enhanced industrial relations practices, expansion of information technology systems, emphasis on customer relations training, restructure of costing systems and introduction of quality assurance.

Ongoing and systemic progress has relied on the building of a culture that embraces continuous improvement as a day-to-day activity.


The City of Wodonga began its pursuit of improved service and organisation in 1996 using the Australian Business Excellence Framework as its guide. The Victorian border town was responding to a State Government-initiated restructure of Local Government.

Wodonga has since constructed an invigorated leadership culture based on continuous improvement.

Through constant learning and advancement it has strengthened community confidence and today its citizens confer on the City of Wodonga one of the highest resident satisfaction ratings in Victoria.

The development of behavioural competence and a service-oriented, inclusive, system ensures staff are actively involved in, and take ownership of, pursuing business excellence. In an agile culture, personnel who experience the closest interaction with customers are able to demonstrate leadership and initiative with input into structural change.

A system dubbed ‘Bright Ideas’ provides a pathway for submitting ideas which are assessed by staff who are trained in the business excellence philosophy.

Ownership and leadership philosophies are extended to the broader community through the City’s “Community Vision” project. As well as aiding in the advancement of community leaders, the City engages its citizens building their capacity to participate in project development under the banner “Making Wodonga Yours’. The approach encourages transparency and close collaboration.

Councillors too partake in leadership enhancement via Myers Briggs Personality Type exercises and emotional intelligence coaching.

The City of WodongaGold Medal WinnerA leadership culture based on continuous improvement has built a happy and confident community.

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“A system dubbed ‘Bright Ideas’ provides a pathway for submitting ideas which are assessed by staff who are trained in the business excellence philosophy.”

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The development of behavioural competence in Wodonga’s leadership group is acknowledged as a primary enabler of effective relationships – the critical success factor in achieving excellence.

Within the leadership team a set of personal competencies has been developed that incorporate Wodonga City’s values and learning in regards to emotional intelligence.

The competencies are monitored in a 360 degree feedback process and are included in position descriptions and the performance management system.

The City’s RALF (Relationships, Attitude, Learning & Fun) awards recognise those who demonstrate behavioural competence.

Wherever possible, during occasions of structural change and as vacancies occur, internal recruitment is favoured to give those identified with leadership potential the chance to take on new responsibilities and career advancement.

The appointment of a Director Sustainable Development has strengthened Wodonga’s approach to building an integrated, sustainable, future taking into account land use planning, waste management, building control, parks and native vegetation and climate change initiatives.


Established in Melbourne in 1978, Computershare listed on the Australian Stock Exchange in 1994 with initial market capitalisation of $36 million which has now grown to over $6 billion.

A global leader in share registration, employee equity plans, proxy solicitation and other specialised financial, governance and communication services, Computershare services approximately 14,000 corporations and in Australia has some 1,400 clients.

A strong performer in setting strategic direction, customer relationship management, with an eagle eye on continuous improvement, Computershare also places emphasis on society, community and environmental responsibility.

Its key strategic objectives globally are to drive operational quality and efficiency through benchmarking, technology and improved staff skills. It aims to protect and drive revenue and continue to seek acquisition and other growth opportunities to add value and returns for shareholders.

Computershare’s strategies for continuous and sustained business improvement include increasing level and value of service, reducing risk, engaging staff, a process of automation and greater flexibility and capability for its strategic business unit “Operations”.

Among its achievements has been an approximate 150% productivity improvement since 2002. Working in a multi-layered operating environment, one particular stand out statistic has been the maintenance of satisfaction ratings for its indirect customers at approximately 90%.

Operations focuses on developing and maintaining critical competencies including development of a sophisticated suite for measurement and management of information, and analysis and reporting tools for insight and deep understanding of its business drivers which in turn inform continuous improvement efforts.

With clear vision and strategies Computershare has an empowering approach to leadership resulting in positive change occurring exponentially over time.

ComputershareBronze winnerClear vision and strategies has driven positive change in this business powerhouse.

“Computershare also places emphasis on society, community and environmental responsibility.”

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A leader in emergency management in Australia, Queensland’s Department of Emergency Services (DES) operates Fire and Rescue, Ambulance and Emergency Management. It is the most complete grouping of emergency services in the country.

Overseeing some 82,000 staff and volunteers, DES engages in effective management systems and has an established approach to setting strategic direction linked to its Planning and Performance Management cycle.

Individual divisions have used the Australian Business Excellence Framework since 1997 with the entire agency on board since 2004. Organisational Self Assessments in 2005 and 2007 demonstrate improved results of agency-wide programs.

DES has enhanced its risk management framework at a corporate level through the identification and registering of its corporate risks by focusing on process rather than function.

Its planning process aligns strategic management functions, and communicates knowledge from corporate to operational levels, ensuring that relevant information is analysed in timelines complementing corporate planning, budgeting, and risk management cycles.

Adoption of a departmental Performance Management Framework sets the context for a gap analysis of matching resources to objectives which overarches the annual management cycle. This allows for rigorous processes like the PSP and MPS to form the basis of plans that can then change as required to still achieve goals when circumstances change. Cross-functional workshops, environmental scans, previous performance and other data are utilised to determine future direction.

Among the DES’s major achievements has been the successful development, and current expansion, of a state of the art training facility - Queensland Combined Emergency Service Academy. Operating across the DES it integrates world-class operational training underpinned by a learning management system.

Department of Emergency ServicesBronze winnerAn established approach to setting strategic direction has helped this organisation become a leader in emergency management throughout Australia.

“Cross-functional workshops, environmental scans, previous performance and other data are utilised to determine future direction.”

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A mission driven organisation, RSL Care goes to exhaustive lengths in its strategic planning and research to pursue excellence in current and future service to an ageing population.

Acknowledging scarce aged care resources, and little place for duplication of research, RSL Care has provided altruistic leadership in opening its education programs to the industry sharing current practice and innovation.

RSL Care is an owner-operator and developer of integrated aged care and retirement village facilities and services with 25 sites in Queensland and NSW. It runs around 2,000 residential aged care places, 1600 retirement village units and manages a community care budget exceeding $20 million with an estimated 13,000 clients annually.

RSL Care drives a strategy of acquisition and merger to increase size and sustainability simultaneously pursuing a strategy of organic growth.

The organisation’s culture is one of inclusiveness with a well-developed consultative approach to the development of its mission, vision, values, goals and commitment to quality.

RSL Care’s strategic planning process incorporates market research, future trend analysis, future employment markets, policy regulations and organisational capabilities setting a healthy foundation for future strategic growth.

Trends within the industry both nationally and internationally are researched and considered during planning and staff and customers feature heavily in self-assessment processes with robust systems managing effective follow through from feedback.

Adhering to the belief that happy, motivated staff are paramount to delivering high standards, the organisation’s performance development and rewards processes are aligned with Business Excellence principles. Survey results for staff satisfaction show that RSL Care rates higher than the industry benchmark - positioned in the top 25 percent.

Application of PDSA ensures a multidisciplinary approach to customer relationship management with the organisation constantly striving to communicate the value and quality of its services and products.

RSL CareBronze winnerAn inclusive culture coupled with strategic planning helps this organisation service an ageing population.

“RSL Care drives a strategy of acquisition and merger to increase size and sustainability.”

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The customer service system of the Department of Main Roads has been developed using the Australian Business Excellence Framework and the International Customer Service Standard (ICSS). Input from advisory groups includes its own Customer Service Advisory Council which provides the organisation with direction and valuable information on current market needs.

Main Roads has achieved broad recognition through awards including the CSIA ‘s WA Customer Service Excellence Award (state and government) and, with project partner McMahon Contractors, the prestigious Australasian Award from the International Association for Public Participation.

On one project alone - a stage of the Roe Highway - it was estimated that up to $2.5 million was saved through relationship contracting and community and industry engagement.

Review and improvement is embedded in the Main Roads management planning and personnel are given opportunities to contribute to an improved service culture. Systemised learning and staff support is implemented through workshops which help staff deal with complex customer issues, learn about resources, complaint management and service standards.

A quarterly customer service index is used to measure and promote ongoing improved service. Multi channel interaction mechanisms contribute to an understanding of customer requirements and include market analysis, stakeholder satisfaction surveys, community engagement forums, website, customer contact centre and individual development plans.

Main Roads engages key stakeholders to foster mutually beneficial relationships. Data received is used in the strategic business planning processes, providing information which can lead to new initiatives and business improvements.

Department of Main Roads, WA customer Service Award

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Main Roads WA has taken a systematic approach to environmental management for over a decade.

In 2005, after four years of working towards the goal, Main Roads WA became the first Australian state road authority to receive third party certification. The certification extends across all of the organisation’s business processes providing validation of its systems’ strengths.

The corporate strategic plan and business planning model are core drivers of improvement. They ensure that risks are examined, stakeholders consulted, and that strategic direction is maintained to ensure delivery of service in accordance with government, community and industry expectations.

Communication through the supply chain of contractors and consultants, and comprehensive training of operational staff, ensures environmental management practices are understood and implemented.

Strong working relationships are in place with regulators and environmental interest groups including with its own Environmental Advisory Group which focuses on policy and strategy. Main Roads is also a major sponsor of the Roadside Conservation Committee and takes a leadership role contributing to direction and cooperative training initiatives.

Subject to multi-dimensional performance analysis, the environmental management system involves maximising integration with the quality systems and the core systems which present the most environmental risk. These include the project and contract management for developing and delivering road projects and the term network system formaintenance of its 17,000 kilometre road network.

Improvement is an ongoing strategy of the business and updates of environmental planning ensure continuous improvement.

Department of Main Roads, WA Environmental Management System Award

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A leading professional security company, National Protective Services (NPS) was established in 1988. A clearly defined focus on company values has seen the company win eight customer service Australian Achiever Awards over the last decade.

Effectively integrating its ethics and values into management systems and culture, NPS has also sought to influence higher standards through its licensing regulator and across the industry.

The organisation has a broad range of stakeholders that include staff, contractors, customers, suppliers, prospective customers, governing bodies, associations and community groups.

Its code of ethics, based on integrity, honesty, openness and fairness, has helped foster stakeholder relationships while communication of its values has aided long term associations and bilateral expectation of ethical behaviour with its clients.

Adherence and integration of values are measured daily through a performance management system and the message ‘everyone, at every level, at all times’ encapsulates the shared responsibility philosophy. The code is upheld by staff beginning with rigorous selection that ‘screens on values and trains skills’. Open communication with management is encouraged among employees and an external HR partner is accessible to examine any concerns.

Underpinned by its management system, the feedback loop between culture and systems is continual. Ethics are a component of the quality management system which includes reassessment through an opportunity for improvement program. Standards are reinforced with ongoing education, training and multi level communication.

National Protective ServicesEthics Award

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The City of Swan began its pursuit of excellence in food safety management in 2000. Since then its achievements have been recognised by the World Health Organisation with invitations to contribute to publications and provide food safety consultancy to local government in Cambodia, Mongolia and Vietnam.

In 2007 the City presented a paper detailing its Food Safety Plan to the Australian Institute of Environmental Health conference.

The City of Swan turned around a performance which on self-assessment in 2000 revealed inadequacies.

The City concluded that simply meeting minimum requirements would not on its own substantially improve food safety and set out to elevate standards. It elected to employ a risk management approach which would cover the entire safety chain from raw ingredient through to final product.

By 2005 there was evidence that the program, which was built using Business Excellence principles, was achieving desired safety outcomes. There was a measurable improvement in hygienic practices on food premises and the program demonstrated superiority when compared to those used by other local governments.

In a next step, the City set out to address whether it was also achieving cost effectiveness.

The resulting study proved groundbreaking for Western Australia, if not Australia, and provided significant data on cost and positive outcomes of the program. It also succeeded in attracting additional internal resources and staff.

Among the City’s significant achievements have been development of ownership of food safety management by its executive team and improved staff morale driven by continuous improvement over the eight years of the scheme.

City of Swan Food Safety Management System Award

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In winning the governance system award, the City of Belmont has demonstrated a structure of policies and procedures that provide a sturdy framework for achieving its objectives.

As well as creating a governance environment that strives to complement Business Excellence goals, the City’s system must deal with constantly growing compliance obligations housed in some 500 acts of parliament, regulations, guidelines and standards.

The current governance system has been developed over the last four years and is regularly assessed and measured against Business Excellence parameters to ensure achievement of results and continual improvement.

A dedicated department, and leaders throughout the organisation are responsible for implementing the governance systems. The goals and objectives are driven by the CEO whose contract encompasses key governance performance measures.

Each year the City conducts an industry regarded best practice statutory compliance audit to ensure that obligations under the Local Government Act 1995 and associated regulations are met.

In a broader approach to improvement the City pursues positive strategic plan outcomes for areas identified under four headings - Social Belmont, Built Belmont, Natural Belmont, and Business Belmont. Performance is measured in terms of community satisfaction and community wellbeing.

Personnel are provided with strategic plan input through consultations sessions while objectives are supported by systems for business management (accredited in quality, safety and environment), risk and audit, and compliance.

City of Belmont, WAGovernance Award

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The ideal of ‘zero harm’ extending to all employees, contractors and the environment is vigorously pursued by New Zealand Aluminium Smelters (NZAS) which over the last thirty years slashed ‘lost time injuries’ from 197 to just four.

Injury reduction is all the more significant when measured against productivity which from 1990 to 2007 rose from 162 tonnes of aluminium produced per person to 399 tonnes.

The organisation-wide system has sustainably integrated health, safety, environment and quality management to improve conditions, employee behaviour and productivity. Lost time injuries were reduced to low single

figures by 1999 and consistently maintained. Employees now share the management conviction that zero is achievable.

Safety strategies introduced over time included a focus on conditions and standards of machinery. Work place safety and culture were addressed through observation and coaching to modify undesirable behaviour.

Safe practices were further promoted with the introduction in 2005 of the Zero Incident Process (ZIP) - a program run by a team of psychologists who deliver a cognitive behavioural safety program which internalises the reasons for individuals to remain safe.

ZIP is championed by the general manager who ensures that the OHS systems are deployed in a system which cascades through departmental managers through to production personnel. Every member of NZAS takes a role in optimising health and safety management systems which are frequently audited and habitually reinforced.

New Zealand Aluminium Smeltersoccupational Health and Safety Management Systems Award

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With its core business lying in the treatment of water and wastewater, the operations of Veolia Water Australia (VWA) have a direct impact on public health, making effective management of quality imperative.

VWA’s award-winning quality system provides bedrock for the company’s vision, mission, goals and objectives.

Operating under a quality management system since 2003, VWA was ISO certified in 2005 for the provision of project development, including overall management of design and construction, and operations and maintenance of water and wastewater systems.

Through a systematic approach, the organisation ensures consistent product quality and service delivery resulting in enhanced customer satisfaction. Its optimised systems have increased focus on early warning and incident prevention thereby reducing the number of process incidents.

Aiming to perform above its contractual obligations, VWA’s quality management strategies include the building of lasting relationships through anticipating and adapting to customer needs, and open communication.

The board, management and all employees share responsibility for implementing and improving the quality management system which is subject to regular audits. The system’s representative, responsible for providing assessments to management, also reports directly to the CEO.

Opportunities for improvement are identified through casual observation, consultation, incident investigations, business planning, and targeted approaches such as internal reviews.

Through its user-friendly intranet, personnel are encouraged to identify improvement opportunities. New employees receive a quality management induction which emphasises the value placed on the system and outlines their individual pathway to contributing to its goals.

Veolia Water Australia Quality Management Systems Award - Joint Winner

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With its customer base extending to all of Western Australia, the Department of Main Roads employs a quality management system to ensure service excellence and the provision for safe and efficient road access. Through the total transport task, it also delivers benefits to the economy.

After progressing through many certification stages since it was first introduced in the 1980s, the quality management system is now fully integrated and aligned to Main Roads’ strategic plan. It involves a suite of core processes within a single framework which promote a culture of improvement, learning, development, and support of knowledge management.

Benchmarks of success and continuous improvement include the Business Excellence Framework, Hewitt Employer of Choice and the International Customer Service Standards.

At an operational level quality of customer service is assessed through the website, contact centre, community perceptions program, stakeholder satisfaction and heavy vehicle operations surveys.

Formal advisory groups engage community and industry stakeholders to foster relationships that provide open and direct feedback. Outcomes of community engagement practices directly influence the nature of projects. The knowledge gathered is used in business planning processes, providing information that can lead to new initiatives and improvements.

Employees contribute to advancing quality through such tools as a rewards and recognitions scheme, opinion polls, guided self assessment and improvement feedback. Process training is undertaken across the state, while individualised staff development plans nurture an understanding of the overarching strategic plan and their role in achieving its goals.

Department of Main Roads, WA Quality Management Systems Award - Joint Winner

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Systems AwardsCustomer ServiceDepartment of Main Roads WA

Environmental ManagementDepartment of Main Roads WA

EthicsNational Protective Services

Food Safety ManagementCity of Swan

GovernanceCity of Belmont

Occupational Health and Safety ManagementNew Zealand Aluminium Smelters

Quality ManagementJoint winnersVeolia Waters AustraliaDepartment of Main Roads WA

2008 Systems Excellence and Category Award Winners

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Category AwardsKnowledge and InformationQueensland Rail – Supply Division

PeopleRoadTek

2008 Business Excellence Award Winners

Business AwardsExcellence MedalHobart City Council

Gold MedalHobart City Council City of Wodonga

Bronze WinnerComputershareDepartment of Emergency Services RSL Care

SAI Global helps organisations manage risk, achieve compliance and drive business improvement. It provides access to Standards and specifications together with regulatory newsfeeds, compliance solutions, business improvement training and independent verification and certification services.

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Documents

2008 Australian Business Excellence Awards BUS... · The competencies are monitored in a 360 degree feedback process and are included in position descriptions and the performance