7/23/2019 Criteria 1

1/5

1. LEADERSHIP (120 marks)

The Leadership category examines HOW your organizations SENIORLEADERS persona actions gui!e an! sustain your organization" Asoexamine! are your organizations #O$ERNAN%E system an! HOW yourorganization &u&is its ega' ethica' an! societa responsi(iities an!supports its )ey communities"

1.1 SENIOR LEADERSHIP:

How do your SENIOR LEADERS lead (!0 marks) Pro"ess

Des"r#$e HO% SENIOR LEADERS& a"'#os u#de ad sus'a# yourora#*a'#o.

Des"r#$e HO% SENIOR LEADERS "ommu#"a'e w#'+ your

%OR,-ORE ad e"ourae HI/H PER-ORANE.%#'+# your RESPONSE #"lude aswers 'o '+e ollow# 3ues'#os:

a. 4#s#o 4alues ad m#ss#o

*+, 4#s#o ad 4alues

Ho- !o SENIOR LEADERS set your organizations .ision an! .aues/

Ho- !o SENIOR LEADERS !epoy your organizations .ision an! .aues throughyour ea!ership system' to the WOR01OR%E' to )ey S233LIERS an! 3ARTNERS'an! to ST2DENTS an! OTHER STA0EHOLDERS' as appropriate/

Ho- !o SENIOR LEADERS actions re&ect a commitment to the organizations.aues/

*4, Promo'# Leal ad E'+#"al 5e+a6#or

Ho- !o SENIOR LEADERS actions !emonstrate their commitment to ega an!ethica (eha.ior/

Ho- !o they promote an organizationa en.ironment that re5uires it/

*6, rea'# a Sus'a#a$le Ora#*a'#o

Ho- !o SENIOR LEADERS create a sustaina(e organization/

Ho- !o SENIOR LEADERS achie.e the &oo-ing/ %reate an en.ironment &or organizationa 3ER1OR7AN%E impro.ement' the

accompishment o& your 7ISSION an! STRATE#I% O89E%TI$ES'INNO$ATION' 3ER1OR7AN%E ea!ership' an! organizationa agiity

%reate a WOR01OR%E cuture that !ei.ers a consistenty positi.e experience

&or stu!ents an! sta)eho!ers an! &osters their engagement

%reate an en.ironment &or organizationa an! -or)&orce earning

7/23/2019 Criteria 1

2/5

De.eop an! enhance their ea!ership s)is

3articipate in OR#ANI:ATIONAL LEARNIN#' succession panning' an! the

!e.eopment o& &uture organizationa ea!ers

$. ommu#"a'#o ad Ora#*a'#oal Perorma"e

(1) ommu#"a'#o

Ho- !o SENIOR LEADERS communicate -ith an! engage the entireWOR01OR%E/

Ho- !o SENIOR LEADERS achie.e the &oo-ing/

Encourage &ran)' t-o;-ay communication throughout the organization

%ommunicate 0E< !ecisions

Ta)e an acti.e roe in re-ar! an! recognition programs to rein&orce HI#H3ER1OR7AN%E an! ST2DENT earning

(2) -o"us o A"'#o

Ho- !o SENIOR LEADERS create a &ocus on action to accompish theorganizations o(=ecti.es' impro.e 3ER1OR7AN%E' an! attain its $ISION/

Ho- !o SENIOR LEADERS i!enti&y nee!e! actions/

Ho- !o SENIOR LEADERS incu!e a &ocus on creating an! (aancing .aue&or stu!ents an! other sta)eho!ers in their organizationa per&ormanceexpectations/

1.2 /o6era"e ad So"#e'al Res7os#$#l#'#es:

How do you o6er ad ul#ll your so"#e'al res7os#$#l#'#es (80

marks) Pro"essDes"r#$e your ora#*a'#o&s /O4ERNANE sys'em ad APPROAH'o leaders+#7 #m7ro6eme'.

Des"r#$e HO% your ora#*a'#o esures leal ad e'+#"al $e+a6#orul#lls #'s so"#e'al res7os#$#l#'#es ad su77or's #'s ,E9 "ommu#'#es.

%#'+# your res7ose #"lude aswers 'o '+e ollow# 3ues'#os:

a. Ora#*a'#oal /o6era"e

(1) /o6era"e Sys'em

Ho- !oes your organization re.ie- an! achie.e the &oo-ing )ey aspects o& yourgo.ernance system/

Accounta(iity &or managements actions

1isca accounta(iity

Transparency in operations an! seection o& an! !iscosure poicies &or

go.ernance (oar! mem(ers' as appropriate

7/23/2019 Criteria 1

3/5

In!epen!ence in interna an! externa au!its

3rotection o& sta)eho!er an! stoc)ho!er INTERESTS' as appropriate

(2) Perorma"e E6alua'#o

Ho- !o you e.auate the 3ER1OR7AN%E o& your SENIOR LEADERS' incu!ing thehea! o& your organization/

Ho- !o you use these per&ormance e.auations in !etermining executi.ecompensation/

Ho- !o you e.auate the 3ER1OR7AN%E o& mem(ers o& your #O$ERNAN%E(oar!' as appropriate/

Ho- !o SENIOR LEADERS an! your #O$ERNAN%E (oar! use these3ER1OR7AN%E re.ie-s to a!.ance their !e.eopment an! impro.e (oth theirpersona ea!ership E11E%TI$ENESS an! that o& your (oar! an! LEADERSHI3S

7/23/2019 Criteria 1

4/5

(2) ommu#'y Su77or'

Ho- !oes your organization acti.ey support an! strengthen your )ey communities/

What are your 0E< communities/

Ho- !o you i!enti&y these communities an! !etermine areas &or organizationain.o.ement' incu!ing areas reate! to your core competencies/

Ho- !o your senior ea!ers' in concert -ith your -or)&orce' contri(ute to impro.ingthese communities/

Notes>

N+" Organizationa .ision *+"+a?+@, shou! set the context &or strategic o(=ecti.es an! actionpans' -hich are !escri(e! in items 4"+ an! 4"4"

N4" A sustaina(e organization *+"+a?6@, is capa(e o& a!!ress; ing current organizationa nee!s

an! possesses the agiity an! strategic management to prepare success&uy &or its &utureorganizationa an! operating en.ironment" 8oth externa an! interna &actors are consi!ere!" Inthis context' the concept o& inno.ation incu!es (oth technoogica an! organizationa inno.ationto hep the organization succee! in the &uture" A sustaina(e organization aso ensures a sa&ean! secure en.ironment &or the -or)&orce an! other )ey sta)eho!ers" An organizationscontri(utions to en.ironmenta' socia' an! economic systems (eyon! those o& its -or)&orce an!imme!i; ate sta)eho!ers are consi!ere! in its societa responsi(iities *item +"4,"

N6" A &ocus on action *+"+(?4@, consi!ers the strategy' the -or)&orce' the -or) systems' an! theassets o& your organiza; tion" It incu!es ta)ing inteigent ris)s an! impementing inno.ationsan! ongoing impro.ements in stu!ent earning an! pro!ucti.ity that may (e achie.e! through

eiminating -aste or re!ucing cyce time it might use techni5ues such as 3an;Do;Stu!y;Act'Six Sigma' or Lean" It aso incu!es the actions to accompish your organizations strategico(=ecti.es *see 4"4a?+@,"

NB"

7/23/2019 Criteria 1

5/5

N4" Transparency in operations o& your go.ernance system *+"4a?+@, shou! incu!e yourinterna contros on go.ernance processes"

N6" Lea!ership per&ormance e.auation *+"4a?4@, might (e supporte! (y peer re.ie-s' &orma

per&ormance management re.ie-s' re.ie-s (y externa a!.isory (oar!s' an! &orma or in&orma-or)&orce an! other sta)eho!er &ee!(ac) an! sur.eys"

NB" 7easures or in!icators o& ethica (eha.ior *+"4(?4@, might incu!e instances o& ethicacon!uct (reaches an! responses' sur.ey resuts on -or)&orce perceptions o& organizationa eth;ics' ethics hotine use' impementation o& institutiona re.ie- (oar! *IR8, principes in cases o&research in.o.ing human an! anima su(=ects' an! resuts o& ethics re.ie-s an! au!its" Theyaso might incu!e e.i!ence that poicies' pu(ic !isco; sure o& in&ormation' sta&& training' an!monitoring systems are in pace -ith respect to con&icts o& interest' accepta(e use o&technoogy' use o& acti.e &un!s' or appropriate seection o& .en!ors" Other measures orin!icators might incu!e the integrity o& testing' -or)&orce accre!itation' an! e5ua access toresources"

N" Areas o& societa contri(utions an! community support appropriate &or +"4c might incu!eyour e&&orts to impro.e the en.ironment *e"g"' coa(oration to conser.e the en.ironment ornatura resources,' strengthen oca community ser.ices an! e!ucation' an! impro.e thepractices o& pro&essiona associations"

NF" The heath an! sa&ety o& your -or)&orce are not a!!resse! in item +"4 you shou! a!!ressthese -or)&orce &actors in item"+"

NC" E!ucationa organizations shou! report in +"4(*+,' as appropriate' ho- they a!!ress the

ega an! reguatory re5uire; ments an! stan!ar!s that go.ern &un!raising an! o((yingacti.ities"