NAPL Management Plus™

Best Practices Assessment™

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Table of Contents

Company Profile 1

Strategic Planning 3

Sales 4

Marketing 6

Finance 8

Operations 13

Human Resources 20

Leadership 25

Community / Industry Relations 27

NAPL Management Plus™

Best Practices Assessment™

Please Note: When a question has this symbol, it is included in Management Plus scoring. Please be sure to complete this question to receive maximum points.

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The NAPL Management Plus™ system defines ideals in business acumen geared specifically for the graphic arts industry, and updated as conditions change. NAPL’s robust membership offerings are built around this system and provide for user-friendly interaction, whether you want to try to implement change and improvement processes yourself, or with our help.

The NAPL Best Practices Assessment™ provides a checklist-driven format for you to complete on your own, or with your management team. By completing this process, you will gain insight in areas you should improve – and areas where you can pat yourself on the back.

The NAPL Management Plus Award™ Program provides a benchmark for your company’s progress toward management excellence, and recognizes companies for superior performance and results.

NAPL’s WorkPlan for Success™ takes proven practices a step further – by providing “how-to” instructions, exercises for thought and teamwork, and templates for converting to your specific situation.

NAPL’s Business Advisory Team brings hands-on assessment and guidance based on your company’s unique situation.

If you have questions during the process of completing this assessment, NAPL is glad to help. Call us at 800.642.6275 and we will put you in touch with the right member of our team to address your question or issue.

For an assessment evaluation;Mail completed, printed form to: NAPL Attn: Best Practices Assessment 127 Church Street, Suite 110 Marietta, GA 30060

Or submit completed electronic form to: dfox@napl.org

For more than twenty years, NAPL’s Management Plus™ program has provided a meaningful way for industry companies to benchmark their leadership and management standards against industry best practices. We encourage you to join the ranks of these progressive organizations by taking part in the Management Plus benchmarking process and gaining the benefits of this proven management process.

Every industry company, regardless of its size, specialty, or segment, can find value in benchmarking its performance. The NAPL Best Practices Assessment™ is an important benefit of your membership in NAPL. The Best Practices Assessment is free, and every company that participates will receive a customized “report card” with an individual evaluation.

Once you have completed your Assessment, we urge you to take advantage of the opportunity to gain industry-wide recognition for your company by entering it into the Management Plus Awards program. The entry fee for the awards contest is $95 for members and $150 for non-members. Please submit all other required documentation with your completed Best Practices Assessment. Visit www.napl.org/2011MgmtPlusAwards or contact David Fox at 678.594.0048 ext. 103 or dfox@napl.org for details.

1. Company Profile

Company ProfileCompany Name: ___________________________________________________________________________

Address: _________________________________________________________________________________

City: __________________________________________________________ State: _____________________

Zip: _____________________

Phone: _____________________________________ Fax: __________________________________________

Web: _____________________________________________________________________________________

Name of person completing this application: _____________________________________________________

Title: ____________________________________________________________________________________

Phone/ext: ___________________________________ email: _______________________________________

Is your company a former Management Plus Hall of Fame Winner? Yes No

Profile InformationAnnual revenues: Under $500,000 in sales $500,000 to $1 million in sales $1 - $5 million in sales $5 - $10 million in sales $10 - $25 million in sales Over $25 million in sales In-plant printer

Your company is: Privately owned/managed Independently operated division Publicly held Franchisee In-Plant ESOP Other: _____________________________________

Year business founded: __________________ Total number of employees: __________________ Full-time Equivalents: ________________________

What best describes your company? General commercial printer Packaging printer Marketing services provider Publications printer Quick printer Specialty/niche printer (specify) _______________ Other: ________________ In-plant printer What printing processes does your company offer? List your primary equipment. Sheetfed Offset ____% _____________________________________ Heatset Web Offset ____% _____________________________________ Non-heatset Web Offset ____% _____________________________________ Flexography ____% _____________________________________ Digital Printing ____% _____________________________________ Copying/Duplicating ____% _____________________________________ Other (specify) ______________ ____% _____________________________________ Total: 100 %

Company Profile continued

Beyond manufacturing a printed product (as specified above) which of the following services do you currently offer? Check all that apply: Art, Design, Creative—for print Digital Asset Management Design/Creative/Construction for Internet Sites Online Services/Storefronts Wide-Format—signage, banners, etc. One-to-One Marketing Variable Data Printing Promotional Products Mailing Facilities Management Fulfillment Client Training Database Management Other: ________________________________________________________________________________

Which of these broad industry segments do you consider primary to your business? Check all that apply: Finance and Insurance Transportation Real Estate Communication Religious/Nonprofit Manufacturing Health Care Education Government Arts Construction Hospitality and Leisure Other: ________________________ Retail Trade Other: ________________________

Are you a union shop? Yes No If yes, number of collective bargaining units: ________

Real Estate/Facilities: Do you operate out of a single or multiple locations? Single Multiple

For each location (1, 2, 3, etc):Location 1: We Own We Lease Square footage: ____________________Location 2: We Own We Lease Square footage: _____________________Location 3: We Own We Lease Square footage: _____________________Add locations as necessary: _______________________________________________________________________

Have you merged or acquired a business in the past three years? __________________________________________

Other unique attributes of your business: ____________________________________________________________

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Strategic Planning

1. Does your company have a written long and/or short range strategic plan? Yes No

If No, continue to the next section of the application.

If Yes: Do you have an annual plan? Yes No

Do you have a long-range plan? Yes No

How many years does your long-range plan cover? Two Years Three Years Other: ______

2. Is your plan developed and managed by a Planning Team/Steering Committee? Yes No

If Yes, list (by title) the individuals who participate on the committee. _________________________________ _________________________________

_________________________________ _________________________________ _________________________________ _________________________________

3. Which, if any, of the following do you use to assist in the development and/or execution of your strategic plan? NAPL advisor/planning facilitator Other printing industry consultant/facilitator (specify by name/organization): _________________________ Non printing industry consultant/facilitator (specify by name/organization): _________________________ None of the above; we develop our plan ourselves. Primary lender, banker

4. Which of the following does your plan include? Mission Statement? * Vision Statement? * Statement of Values? *

* For NAPL’s Management PlusTM Award Program, please enclose a copy of your plan (Executive Summary acceptable), including Vision, Mission, and Values Statements referenced above.

5. Which of the following does your plan include? Basic assumptions concerning internal/external environments. Current situation analysis based on perceived strengths, weakness, threats, opportunities, and

competitive analysis. Measurable objectives by field of impact—finance/profitibility, market position, productivity, etc. Functional strategies and action plans for achieving established objectives. Defined audit process for ongoing monitoring and evaluation of performance and results. Financial budgets and forecasts Analysis of impact on required resources—facilities, skill/knowledge requirements, capital needs, etc. Contingency plans that address potentially worst-case scenarios. Key employee succession or replacement Business interruption insurance

6. How often does your Planning Team or executive team meet to review performance and/or strategy? Quarterly Semi-Annually Annually Other: _________________________

3. Strategic Planning

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Sales

1. Do you have a written sales plan? Yes No

2. Whether it is written or less formalized, which of the following are included in your sales planning strategy? Check all that apply: Industries/markets represented by current top accounts, as well as markets targeted for growth Attributes of your best clients Reasons why your best customers buy from you Ways you differentiate your company Specific growth plans for : • Great accounts—you are one of their major print suppliers • Good accounts—you are one of their top five print suppliers • Inactive accounts—customers who have not purchased from you in 12-months or more Process for new business development that includes goals, incentives, and metrics for evaluation Strategy for sales call planning and account management Strategy to drive transactional sales, online and direct Strategy for sales staff recruiting Goals, quotas, roles and responsibilities for sales and CSR staff Metrics for reporting and evaluating sales results Sales training plans, budget, and implementation guidelines Pricing strategies Competitive sales compensation rates for all sales personnel Other _______________________________________________________________________________

3. Who is responsible for your company’s day-to-day sales management?

Job title: ________________________________________________________________________________

4. Is sales management 100% of that individual’s job function? Yes No

If No, how much of this individual’s time is devoted to sales management? ________ %

5. Do you regularly conduct formal sales meetings with all sales personnel? Yes No If Yes: How often are these meetings held? Weekly Monthly Quarterly Other: __________________________

Do you prepare an agenda for these meetings? Yes No

6. What percentage of your total sales is contributed by your top three accounts? ________% What products and services were purchased by these top three accounts? _______________________________ __________________________________________________________________________________________

7. How many accounts are represented in your top 80% of sales? _________

8. How many new accounts did your company open in the most recently completed fiscal year?__________

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continued Sales

9. What percentage of total sales was derived from those new accounts? ________% What products and services were in that mix? (list in order of revenue) _________________________________ ____________________________________________________________________________________________________________________________________________________________________________________

10. What do you expect the retention of those accounts to be in the coming 12 months? ________%

11. Where do you look for new sales personnel? Check all that apply: We concentrate on print-experienced sales representatives We identify candidates within our company (CSRs etc.) and teach them how to sell We seek experienced sales individuals outside the industry and teach them printing We acquire sales reps through merger, acquisition, tuck-ins, etc We actively recruit at the college level Other: ______________________________________________________________________________

12. On average, what percentage of the new representatives you hire are successful and still employed

after 12 months? _______________%

13. Do you have a customer/client review process? Yes No

If Yes: Who (by title) participates in client reviews? Check all that apply. Sales representatives Sales manager Owner/CEO Other: ______________________________________________________________________________ Do you use NAPL’s Key Account Maximizer™ Program? Yes No Describe your client review process: __________________________________________________________

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14. Do you have a client analysis process? Yes No

If Yes: What characteristics do you analyze? Check all that apply. Strategic Fit Significance in Volume Profitability Other: ______________________________________________________________________________

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15. Do you have a formal policy by which customer jobs may be refused by the company? Yes No

5. Sales

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Marketing

1. Do you have a written marketing plan? Yes No

2. Whether it is written or less formal, does your marketing plan support and coordinate with your strategic plan? Yes No

3. Whether it is written or less formal, does your marketing plan support and coordinate with your sales plan? Yes No

4. Which components are incorporated into your marketing efforts: Check all that apply: Social Media (LinkedIn, Facebook, etc) Marketing SWOT Analysis Lead Generation Market-Specific Campaigns Company Website Promotional Products Company Website Update/Maintenance Plan Direct Mail Search Engine Optimization On-Line Advertising Company Microsites E-Mail Mktg/E-Blasts Cross-Media Marketing Timed Communications (Newsletters, etc) Public Relations Internal/Employee Marketing Events Sponsorships Client Events Telemarketing Community Involvement/Position Client Surveys CRM System/Client & Prospect Database Client Seminars Magazine/Publication Advertising Webinar Hosting New Client Acquisition Client Outreach Client Education/Training Customer Retention Plan Brand/Identity Strengthening Market Positioning Vendor Relations/Partnerships Market Trend Watch Market Share/Wallet Share Evaluation Market Forecasting Customer Loyalty/Rewards Google AdWords

5. Do you have a marketing budget? Yes No

What is your annual marketing expenditure?

$____________________________ % of company’s gross sales: ________%

6. Who (by title) has primary responsibility for managing your marketing plan? ________________________________

7. What percentage of that individual’s time is devoted to directing your marketing effort? ________%

8. Do you outsource any part of your marketing? Yes No What services are outsourced? _______________________________________________________________

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continued Marketing

7. Marketing

9. What new business and growth opportunities do you strategically identify as part of your marketing plan?

Check all that apply: Industries/Markets representing top accounts Vertical Markets Niche Markets (based on capabilities) Newly Identified Markets Niche Markets (based on profitability) Other: ______________________________________ Census Tracts, Neighboring Zip Codes, Geographic Regions

10. How frequently do you have a marketing (versus sales) “touch point” with your key customers, clients/prospects? Sporadically Monthly Quarterly Annually Other: _________________________

11. Do you measure the ROI of your individual marketing programs? Yes No

12. Do you analyze the specific results of each marketing campaign or initiative? Yes No

If Yes, what specifically do you measure? New Customer Conversion Rates Response Rates Increase in Sales Volume Other: ______________________________________

Whom do you share the results with? Executive management Marketing team Sales management Sales team Department heads Other: ______________________________________

13. Do you train front line sales or service representatives on use of marketing materials and programs? Yes No

14. Do you conduct client surveys? Yes No

If Yes, what are the survey mechanisms you use? NAPL Competitive Edge ProfileTM Telephone Surveys Direct Response Post Cards CSR follow up to job delivery Other mail/internet customer surveys Other: ______________________________________

15. How often do you review and update your marketing plan? Not at all, once it is set Quarterly Semi-Annually Annually Other: ____________________________

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Finance

The following measurements are required to assess a company’s NAPL Management PlusTM standard of performance. A definition of terminology and formulas for each of these calculations can be found at the back of this portion of the NAPL Management Plus Best Practices AssessmentTM.

Profitability Ratios: Liquidity and Leverage Ratios:

1. Value Added / Total Sales 1. Receivables Days Outstanding

2. Gross Profit / Value Added 2. Current Ratio

3. Value Added / Production Payroll Dollar 3. Debt to Equity Ratio

4. Value Added / Production Payroll Hour

5. Spoilage and Rework Percentage Other Ratios:

6. Sales Per Employee 1. Training Expense Per Employee

7. Value Added Per Employee 2. Lost Time Injuries Frequency Rate

8. Sales Per Salesperson 3. Marketing Expense Per Employee

9. Value Added per Sales Person

10. Sales Growth

11. Breakeven Gross Sales

12. EBITDA / Sales

13. EBITDA / Value Added

14. Gross Margin

15. Cash Flow Coverage * For NAPL’s Management PlusTM Award Program, please attach your company’s CPA-prepared financial statements for the

latest fiscal/calendar year. Statements must show comparisons to prior year.

1. From your latest fiscal / calendar year financial statements, please extract and record the following in the spaces provided below:

Balance Sheet:

• $_____________ Accounts Receivable Balance

• $_____________ Current Assets

• $_____________ Total Net Assets

• $_____________ Inventory Balance

• $_____________ Current Liabilities

• $_____________ Long Term Liabilities

• $_____________ Shareholder’s Equity

continued Finance

9. Finance

Income Statement: Gross Sales: This year $______________ Prior year $______________

• $_____________ Gross Profit

• $_____________ Net Income (“Real” bottom line – not EBITDA)

• $_____________ Adjusted Net Income (Adjusted for owner’s comp & rent paid to affiliate)

• $_____________ EBITDA

Other:

• $_____________ Value Added

Formula: Total Sales (gross sales after deducting discounts, credits, returns and

allowances minus the cost of paper, other chargeable materials and outside services.

• $_____________ Excess / shortfall of actual owner’s compensation to reasonable replacement cost

of Services (Express as a positive number if above reasonable replacement cost;

express as a negative number if below reasonable replacement cost.)

• $_____________ Difference in rent expense above / below market pricing (Express as a positive

number if above market pricing; express as a negative number if below

market pricing.)

• $_____________ Production Payroll Dollars

• #_____________ Production Payroll Hours

• $_____________ Average Daily Sales

• % ____________ Spoilage / Rework

• #_____________ of Employees (Full-time Equivalent)

• #_____________ of Salespersons

• $_____________ Capital Lease Obligations

To enable an accurate understanding of your company’s financial performance please provide, as it applies to your individual circumstances, the following footnotes to the financial information that appears above:

• Explanation of excessive owner’s compensation or extraordinary tax minimization strategies that have influenced reported net income.

_________________________________________________________________________________ _________________________________________________________________________________ _________________________________________________________________________________

• Explanation of material changes (negative or positive) that influenced a significant variance from prior year.

_________________________________________________________________________________ _________________________________________________________________________________ _________________________________________________________________________________

Is any of your company’s financing secured by personal guarantee? Yes No Please explain ____________________________________________________________________________ ________________________________________________________________________________________

Please explain any security interests or liens which exist on your company assets: ________________________________________________________________________________________ ________________________________________________________________________________________

Do you have regular status meetings with your bank? Yes No If yes, how often __________________________________________________________________________

To what extent do you feel that you understand your lending needs, your bank’s requirements and your options? a. Full understanding __________ b. Overview level of understanding __________ c. Limited understanding __________

Best Practices: formulas and definitions

Profitability Ratios 1. Value Added / Total Sales = Value Added ÷ Total Sales Value Added: Total sales (gross sales minus discounts, credits, returns, and allowances) minus the cost of paper, other chargeable materials, and outside services. Value added will not equal gross sales minus paper, other chargeable materials, and outside services. unless discounts, credits, returns, and allowances are zero-i.e., unless gross sales equal total sales. Value added does not include direct labor.

Paper Cost. Paper expense as reported on the income statement.

Other Chargeable Materials. Cost of ink, film, plates, cartons, and other supplies and materials required to produce and to deliver jobs.

Outside Services. Cost of services outsourced to other companies and required to complete jobs.

Total Sales. All sales, including (or before deducting) discounts, credits, returns, and allowances. Freight charges should be included in gross sales (and offset in cost of good sold).

2. Gross Profit / Value Added = Gross Profit ÷ Value Added Gross Profit: Gross sales minus cost of goods sold. Cost of goods sold includes paper, other chargeable materials, and outside services plus all factory costs, including direct labor, employee benefits, and factory overhead.

Finance

11. Finance

continued Finance

3. Value Added / Production Payroll Dollar = Value Added ÷ Production Payroll Dollar Production Payroll: Total direct and indirect non-supervisory factory wages, salaries, and benefits. Includes employer match portion of payroll taxes as a fringe benefit. Also includes full-time equivalents of all part-time personnel:

Direct production labor includes non-supervisory employees who are associated with a specific cost center and whose work is chargeable to jobs.

Indirect production labor includes all non-supervisory employees who support day-to-day operations but whose hours are not directly chargeable to jobs. Indirect factory labor includes estimators, job planners, purchasing, CSRs, material handlers, production control, maintenance, shipping, packing, delivery, and all “general factory” personnel.

4. Value Added / Production Payroll Hour = Value Added ÷ Production Payroll Hour Production Payroll Hours: Total direct hours-chargeable and nonchargeable-worked by Direct production labor: Includes regular and overtime hours, but not vacation, sick, or bereavement hours. Please include full-time equivalents of all part-time direct factory personnel.

5. Spoilage and Rework Percentage = Spoilage/Rework costs ÷ Total Sales Spoilage/Rework: Total cost of remakes, where the printer was not paid, including credits or refunds offered in lieu of payment.

6. Sales Per Employee = Total Sales ÷ Number of Employees Employees: All full-time personnel plus the full-time equivalent of all parttime employees.

7. Value Added per Employee = Value Added ÷ Number of Employees

8. Sales per Salesperson = Total Sales ÷ Sales Personnel Sales Personnel: All full-time outside salespeople.

9. Value Added per Sales Person = Value Added ÷ Sales Personnel

10. Sales Growth = (Total Sales for the current year – Total Sales for the previous year) ÷ Total Sales for the previous year

11. Breakeven Gross Sales = All expenses except consumables (paper, ink, and outside materials) ÷ Value Added %.

12. EBITDA / Total Sales = EBITDA ÷ Total Sales EBITDA: Earnings before interest, taxes, depreciation, and amortization. Equals operating cash flow. Calculate by adding interest expense and all depreciation/amortization back into net income before tax.

Finance continued

13. EBITDA / Value Added = EBITDA ÷ Value Added

14. Gross Margin = Gross Profit ÷ Gross SalesThis ratio is defined as the percentage of sales revenue that a company retains after subtracting direct cost associated with producing the goods or services that generated those sales.

15. Cash Flow Coverage = EBITDA ÷ (Current [12-month] portion L/T Debt + Interest + Capital Lease obligations). This ratio indicates the company’s ability to meet its short-term obligations.

Liquidity and Leverage Ratios 1. Receivables Days Outstanding = Accounts receivable ÷ (Total Sales ÷ 365) Accounts Receivable: Amounts due from customers for sales or services performed as reported on the balance sheet.

2. Current Ratio = Current Assets (exclude inventory) ÷ Current Liabilities Measures the company’s working capital, the ability to pay short-term obligations with short-term assets.

3. Long-Term Debt to Equity Ratio = Total Long-Term Liabilities ÷ Shareholders’ Equity. A measure of a company’s financial leverage, it indicates what portion of equity and debt the company is using to finance its assets.

Other Ratios 1. Training Expense Per Employee = Training Expense ÷ Employees Training Expense: All training and education costs. Includes in-house conducted training sessions, outside conducted training sessions, college course work, educational events and mandatory government training.

2. Lost Time Injuries Frequency Rate = Number of Lost Time injuries as reported in your OSHA log 300 multiplied by 1 million ÷ Production Payroll hours

3. Marketing Expense / Value Added = Marketing Expense ÷ Value Added Marketing Expense: All costs associated with promoting, advertising or branding the business. This includes employee costs and outside contractor costs. Sales expenses should not be included i.e. Sales salaries, Commissions, T&E etc.

13. Operations

Operations

A) Internal Control Program

1. Which of the following activities exist as part of your company’s internal control system? Check all that apply: Time reporting Scheduling Comparison of estimated vs. actual job costs Developing and monitoring of production standards Budgeted hourly rate or standard cost rate calculation Comparison of financial results to operating budgets Spoilage/waste reporting Production activity reports and projections Customer/job turn-around time from order to delivery (cycle time) On-time/late deliveries Down-time analysis Cash forecasts/projections Inventory control/turnover Review and updating of fixed asset ledger Other: ______________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________

2. Do you measure company-wide performance against any industry ratios or performance indicators? Yes No

If Yes, which ones? NAPL Performance IndicatorsTM

Competition Benchmarking/Analysis Other: specify _________________________________________________________________________

3. Do you produce a daily dashboard of vital metrics? Yes No

If Yes, what metrics does your dashboard include? Accounts Receivable Balance Sales Booked Accounts Payable Balance Number of Jobs Estimated Cash Balance Projected Monthly Billings % of Monthly Breakeven Achieved Sales Backlog Spoilage Other: __________________________________

4. Do you have a formal cost control/reduction plan? Yes No

5. How frequently are your production standards updated? Semi-Annually Annually Other: _______________________

6. How frequently are your cost rates updated? Semi-Annually Annually Other: _______________________

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7. Do you have a standard operations policy/procedures manual? Yes No

If Yes, how are your procedures defined? Company-wide By department By work center By position Other: ____________________________________

8. Do you maintain a written set of business practices and terms and conditions of sale? On file Available on Request Posted on website/premises Routinely communicated to customers/clients

B) Quality Program

9. Do you benchmark productivity and quality? Yes No

If Yes, which of the following do you use: Internal standards/controls External/industry standards Measurements against an established goal Other: ___________________________________

10. Is your company ISO Certified? Yes No

If Yes, which ISO Certification do you hold? ___________________________________________________

11. Who is responsible for your company’s quality management?

Job title: _______________________________________________________________________________

12. Is quality management 100% of that individuals’ job function? Yes No

If No, how much of this individuals’ time is devoted to quality management? ______ %

13. What are the key components of your quality program? Check all that apply: Lean manufacturing Regularly scheduled equipment testing and maintenance Use of automated control technology Pre press Implementation of color management Tracking of plate remakes including corrective action Written quality standards Press Independent print quality analysis Written quality standards Post press Written quality Standards

Operations continued

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15. Operations

Supplier/vendor selection criteria Employee communication and training Other: ________________________________________________

14. Are quality and productivity results communicated to employees on a regular basis? Yes No If Yes, how are results communicated? Check all that apply: E-mail Hard copy posting on bulletin boards Regularly scheduled employee meetings Other: _______________________________________________________

15. Does your quality program include employee recognition or incentives for improved performance? Yes No

If Yes, describe: ____________________________________________________________________________ ________________________________________________________________________________________

C) IT Program

16. How do you resource and staff for your information technology needs? Check all that apply: Dedicated IT person or staff Outsource through contractors Ad-hoc through knowledgable employees Other: _______________________________________________________________________________

Who, by job title, is responsible for your company’s information technology program? __________________________________________________________________________________________

Is information technology 100% of that individual’s job function? Yes No If no, how much of this individual’s time is devoted to information technology? _____%

17. Are IT-related agreements with third party companies and individuals covered by written contracts? Yes No

18. What processes/procedures are in place to protect the integrity of your internal network? Redirection to an emergency backup site in the event of system failure Offsite storage of data and files Regularly scheduled backup of files/records/documentation Regularly scheduled testing of emergency recovery procedures Outbound emergency alerts Redundant routers, switches, hubs etc Backup power supply (generator, etc.) Other: _______________________________________________________

continued Operations

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19. How often do you back up your data? Ongoing Daily Weekly Monthly Other: ___________

20. Is critical software backed up and stored in a safe place? Yes No

21. Who is responsible for information security? _______________________________________________________

Job title? _____________________________________________

22. Do you have a written information security policy? Yes No

If Yes, what security issues does it cover? Check all that apply: Physical access to servers, workstations, and data Remote access to your company’s internal IT environment Creation and integrity of passwords Assignment of responsibility for system-wide change and control Protection of sensitive data contained in PDAs, smart phones, notebooks, and other IT devices Use of antivirus, antispyware, and intrusion detection software Formal security routine that is followed when an employee leaves the company Customer-supplied files and mailing lists Other: ____________________________________________

23. Do you have a written IT disaster recovery plan? Yes No

If Yes, what does the plan include? Check all that apply: IT personnel contact information and responsibilities Vendor contact information Emergency and utility services contact information Offsite recovery locations List of hardware, software, and power requirements needed to recover full functionality Fully documented systems and manual routines Other: ____________________________________________

24. Do you have written guidelines that define acceptable personal use of your company’s computing resources? Yes No

If Yes, what do the guidelines cover? Check all that apply: Personal use of the Internet Removal of hardware, software, and data from company premises Email and personal messaging Installation of personal data and applications on company workstations, smart phones, and PDAs Other: ____________________________________________

Operations continued

17. Operations

D) Environmental Programs

25. Do you have a written environmental plan that outlines your company’s environmental position and policy? Yes No

If Yes: Is the plan posted where customers and employees can see it? Yes No

26. Whether it is written or less formalized, what environmental efforts do you undertake? Check all that apply: Use of renewable energy sources, i.e., wind, solar Recaptured energy from your process for heat or electricity Paper waste reduction Use of paper with post consumer fiber content Use of vegetable based inks, i.e., soy Regular energy audit Use of processor-less plates Use of water-based aqueous coatings Use of energy-efficient lighting in production and office areas Recycling of office waste Carbon footprint analysis Procedures for reduction of water consumption in the manufacturing process Procedures for reduced alcohol usage

27. Is your company certified by a chain-of-custody/sustainable forest management organization?

Yes No If yes, which one(s)? ____________________________________________________

______________________________________________________________________________________

If Yes, why did you become certified? Check all that apply: It was part of our marketing strategy. Our customers required it. Our company wanted to become more environmentally responsible. Our employees wanted us to become more environmentally responsible. Other: ___________________________________________

E) Safety Program

28. Which of the following activities apply to your company’s safety initiatives? Check all that apply: Internally-directed safety audits and/or plant inspections Safety committee tasked to monitor safe work practices Scheduled employee training in handling chemicals, use of protective equipment, etc. Other: ________________________________________________________________

continued Operations

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Operations continued

29. What safety metrics do you track? Accident causation Total number of injuries recorded (recorded for Worker’s Compensation Claim) Number of lost time injuries recorded Number of injuries incurring long-term disability Cost of accidents and lost time injuries to the business

30. Are safety metrics posted? Yes No

31. Do you have a safety award or incentive program? Yes No Explain: ___________________________________________________________________________

32. How many lost time injuries did you record over the last twelve months? _____________

F) Supplier Relations and Procurement Program

33. Do you have a supplier management program that clearly articulates vendor performance criteria, conditions, and expectations? Yes No

If Yes, how often do you meet with your supplier/partners to review their performance to those expectations? Monthly Semi-Annually Annually Other: ___________ What key topics form the basis for discussion at that review? Check all that apply: Supplier’s knowledge/understanding of your business Financial stability of supplier Quality of goods/services provided Supplier’s pricing Responsiveness and timeliness of delivery Future supplier products, plans, R&D Supplier’s expectations of you as a customer Your company’s plans and future needs Other: _______________________________________________

34. Do you have consignment agreements with selected suppliers or vendors? Yes No

If Yes, what supplies/materials do you inventory on consignment? Check all that apply: Consumables: Paper Ink Adhesives Plates Packaging materials Chemistry Press components (rollers, blankets, etc.) Toner Other: ___________________________

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continued Operations

19. Operations

35. How do you resource and staff for your procurement needs? Dedicated procurement person or staff Outsource through contractors Ad-hoc through departmental employees Other: ______________________________________________________________________________

Who, by title, is responsible for managing your company’s procurement process? _______________________________________________________________________________________

Is procurement management 100% of that individual’s job function? Yes No

If No, how much of this individual’s time is devoted to procurement management? ________%

Human Resources

1. Do you have an Employee Handbook/Policy manual? Yes No

If Yes: How frequently is it reviewed/updated? Annually Bi-annually Other: ____________________

When was it last reviewed by a labor law specialist?_______________________________________________

2. Do you have written job/position descriptions for every employee? Yes No

If Yes: How frequently are they reviewed/updated? Annually Bi-annually Other: ____________________

3. Do you have a Drug-free workplace program? Yes No

If Yes, check all that apply: Pre-employment testing Random testing “For cause” testing Employee/family counseling

4. Do you have established wage and salary guidelines for every position/employee? Yes No

If Yes: How frequently are they updated? Annually Bi-annually Other: __________

What data is used to create/maintain these guidelines? Local market NAPL wage study Other:________________________________________________________________________________

5. Which of the following does your interview/hiring process include? Background checks Reference checks Panel interviews

Pre-employment testing for : Personality/attitudinal fit for position Drug screening Job-related skills/knowledge Other pre-employment tests: _____________________________________________________________ Other: _______________________________________________________________________________

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continued Human Resources

21. Human Resources

6. How do you recruit people to your company? Current employees Recruiter Online postings: list where: _______________________________________________________________ Suppliers Customers/clients

7. Does your company offer a new employee orientation program? Yes No

If Yes, check all that apply: Overview of employee benefits Overview of employee policies Tour of facility Introduction to department heads and other employees Buddy/mentor program Other:________________________________________________________________________________

8. Have you expanded your workforce over the past 12 months? Yes No

If Yes, to what do you attribute the expansion? Check all that apply: Increase in current business Redefinition of business model Changes in sales/marketing approaches Introduction of new product(s) Introduction of new manufacturing capabilities Infusion of capital and/or resources through merger/acquisition Other _______________________________________________________________________________

9. Have you reduced your workforce over the past 12 months? Yes No

If Yes, to what do you attribute the reduction? Check all that apply: General weakness of the economy Changes in banking/credit policies and relationships Loss of a major customer New technology displaced jobs Internal efficiency improvements Other _______________________________________________________________________________

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10. Which of the following actions do you take when an individual resigns or their employment is terminated? Check all that apply: Advance attorney review of reasons for termination process Exit interview Release in exchange for severance Condition assessment and signed release for return of company property Review and communication of salary/benefits owed the departing employee Other: ______________________________________________________________________________ 11. Do you have a written process that establishes, communicates, and measures employee performance, objectives,

and expectations? Yes No

12. How frequently do you review each employee’s performance? Semi-annually Annually Other: __________

13. How frequently do you review each employee’s compensation? Annually Other: __________

14. Performance and salary reviews are conducted: Simultaneously Separately

15. Who has primary responsibility for conducting an employee’s performance review? Immediate supervisor/manager Executive management (CEO/VP level) Performance Review Team Other: ______________________________________

16. Do employees participate in their own evaluation? Yes No If Yes, explain how: _________________________________________________________________________

________________________________________________________________________________________

17. What additional compensation and performance enhancement/incentive programs does your company offer? Check all that apply: Individual performance bonuses Flex time Group or company performance bonuses Job sharing Profit sharing Work from home 401(k) or other pension plan Other:___________________________ ESOP

Human Resources continued

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23. Human Resources

18. What formal and informal methods do you use to assess employee satisfaction? Check all that apply: Open-door policy Discussion during performance review Attitude surveys Employee policy review committee Suggestion box Other:____________________________

19. What employee awards or recognition programs does your company provide or participate in?

_______________________________________________________________________________________

20. What is your company’s total annual training expenditure? $_______________________________ % of company’s gross sales: _________% (NOTE: Includes on-the-job training, seminars, educational events, user groups, peer groups, continuing

education, dues, subscriptions, travel costs, etc.)

21. Do you provide reimbursement for job-related training? Yes No

If Yes, check all that qualify for reimbursement: Industry seminars Peer group meeting attendance Trade show attendance User group meeting attendance Supplier-sponsored training programs Technical courses Association conferences College courses Other:________________________________________________________________________________

22. Do you publish an employee newsletter or other similar vehicle to formally communicate company news, plans, activities? Yes No

If Yes: How often is it published? Monthly Quarterly Other:_______________________________________________________________________________

What Media are used? Print only Electronic version only Print and electronic Social media

What is its distribution? Employees only Employees and family Clients and customers Suppliers, vendors, peers and industry associates

continued Human Resources

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23. Do you conduct regularly scheduled company-wide employee meetings? Yes No

If Yes, how frequently are they held? Monthly Quarterly Special occasions Other:___________________________

24. Do you provide employee assistance programs (wellness, health, safety)? Yes No

If Yes, describe: ___________________________________________________________________________

________________________________________________________________________________________

25. What company-supported extracurricular opportunities do you offer that are designed to engage employee participation, increase team spirit, and solidify corporate unity?

Company sponsored charitable events/activities (fund drives, etc.) Employee sporting teams/leagues (softball, bowling, etc.) Company-wide social events (holiday party, etc.) Other: _______________________________________________________________________________

Human Resources continued

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25. Leadership

1. Select one : a. We have a Board of Advisors or Board of Directors b. We have neither : (proceed to Q-6)

2. If you have a board (Advisors or Directors): a. Number of inside (employee and/or family) Advisors/Directors: ________ b. Number of outside (non-employee/family) Advisors/Directors: ________

3. How many times a year does this group meet? Once a year Three times a year Twice a year Four times a year Other_______

4. Do you have written guidelines for the work of your board? Yes No

5. Do you carry Directors and Officers liability insurance coverage for your board? Yes No

6. Other than a board, what outside resources do you retain to assist/support your leadership process? NAPL Consultants Other printing industry consultants (specify by name/organization): __________________________ _______________________________________________________________________________

Specialists from outside the printing industry i.e., CPAs, Attroneys, etc. (specify by name/organization): _______________________________________________________________________________

Educators and educational institutions Executive coach Peer group or informal peer advisors Key supplier vendors

7. What does your company participate in or use to stay atop current and new technologies? Check all that apply:

GraphExpo/Print show

Other tradeshows: ________________________________________________________________

_______________________________________________________________________________

Industry news on the internet: _______________________________________________________ Industry magazines/articles Vendor seminars/demonstration Vendor webinars Industry reports: __________________________________________________________________ Other: __________________________________________________________________________

_______________________________________________________________________________

Leadership

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8. In exercising your responsibilities as Owner/CEO, list in order of importance the three activities that require your greatest attention, along with an approximation of the time (as a percent of your total) devoted to each:

Activity Time 1. ___________________________________________________________________________ ____%

2. ___________________________________________________________________________ ____%

3. ___________________________________________________________________________ ____%

4. All Other ____%

Total 100 %

9. List the title/position of the individuals who comprise your Management Team: Title/position: _________________________________________________________________

Title/position: _________________________________________________________________

Title/position: _________________________________________________________________

Title/position: _________________________________________________________________

Title/position: _________________________________________________________________

Title/position: _________________________________________________________________

10. How frequently does your management team meet? Weekly Monthly Quarterly Other: _______________________________

11. Do you prepare an agenda for these meetings? Yes No

12. Do you have an organization chart? * Yes No

* For NAPL’s Management PlusTM Award Program, please attach a copy of your organization chart.

Leadership continued

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27. Community/Industry Relations

1. In which of the following do you participate as a member of your local business community? Check all that apply: Business and community service organizations—Rotary, Chamber of Commerce, etc. Philanthropic activities Educational/Vo-tech institutions Business advisory/groups—bank/hospital boards, etc. Community leadership—municipal government, etc. Other: ______________________________________________________________________________

Add any comments that will help us understand your community activism in the space below. ________________________________________________________________________________________

________________________________________________________________________________________

2. In which of the following printing industry and related organizations does your company participate? Check all that apply: NAPL Other printing industry associations (by name): _______________________________________________ Peer Groups (by name): _________________________________________________________________ User Groups (by name): __________________________________________________________________ Special Interest Organizations (by name)—Direct Marketing Association (DMA), etc. ________________________________________________________________________________________

Other: ______________________________________________________________________________

Add any comments that will help describe your industry participation in the space below. _______________________________________________________________________________________

_______________________________________________________________________________________ _______________________________________________________________________________________

3. Does your business plan clearly define your company’s expected role in community and industry involvement and leadership?

Yes No

If Yes, who is responsible for executing that plan? Check all that apply: Company owner/CEO Company employee by title: _____________________________________________________________ Outside PR firm

4. What is your annual budget for your community/industry relations activity?

$_____________________________________ % of company’s gross sales:________________%

Community/Industry Relations

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5. In which of the following ways has your company’s leadership and service to your community and the printing industry been recognized?

Check all that apply: Elected office, within the printing industry—association leadership etc. Elected office, within your community—service/business organizations, municipal government, etc. Printing industry service/leadership awards and honors. Professional and community service awards and honors. Publicity in local, national, business and/or industry trade press, etc. Add clarifying comments in the space below. _________________________________________________

____________________________________________________________________________________

____________________________________________________________________________________

____________________________________________________________________________________

____________________________________________________________________________________

____________________________________________________________________________________

____________________________________________________________________________________

____________________________________________________________________________________

____________________________________________________________________________________

6. Does your company contribute money or services to:

Check all that apply: Industry-sponsored events Community events Foundations / scholarships Other:____________________________________________________________________________ ____________________________________________________________________________________

Community/Industry Relations

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Your “Future” Business History

If you were meeting with NAPL a year from now, looking back over that year, what needed to happen during that year to make you happy about your business progress?

29. Your “Future” Business History

For an assessment evaluation;Mail completed, printed form to: NAPL Attn: Best Practices Assessment 127 Church Street, Suite 110 Marietta, GA 30060

Or submit completed electronic form to: dfox@napl.org

One Meadowlands Plaza, Suite 1511East Rutherford, NJ 07073201.634.9600 Phone800.642.6275 Toll-free201.634.0324 Faxwww.napl.org