Reinventing the corporate essence of DSM

26 Maart 2013, Identiteitscongres

@JosvHaastrecht Director Global Branding and Integrated Communications

DSM - Key activity areas

Nutrition

World’s leading producer of vitamins and nutritional

ingredients meeting the growing need for more

nutritious and more sustainable food and animal feed

Materials

Enabling lighter, stronger, more advanced and more

sustainable performance materials

Health

Advanced, cost-effective health and medical

innovations, and healthier food and beverages, to meet

the needs of a growing and ageing global population

DSM’s global presence

Latin America:

1,000 employees

North America:

5,000 employees

Europe:

13,000 employees

China:

3,500 employees

India:

500 employees

Page 3

World total: 23,500 employees

• Why repositioning? The context

• Enterprise Brand – The binding factor

• Collective effort – Alignment essential

• Translating Brand into Employee Value Proposition

• Continuous process – Closed loop approach

Agenda

Specialty

Chemicals Coal Mining

Commodity

Chemicals

2010/11: Making the next leap in the Strategy:

“DSM in Motion: Driving Focused Growth”

1. Successful transformation track record

Life Sciences &

Materials Sciences

2011 1902 1975

2. Global societal trends drive DSM strategy

Population growth

Wealth

Resources constraints

Sustainability

Urbanization Healthcare costs Energy security

Food security

Ageing population

Materials Nutrition Health

Global shiftsHealth & WellnessHealth & Wellness Climate & Energy

7

3. Step change in sustainability approach

Opportunity-seeking

Risk-reduction

Process Product

Creating Value Meeting the challenges

of global society

‘doing well by doing good’

Securing Value Robust DSM

systems and processes

4. Closing the gap towards desired perception

Perception in 2008/2009 Desired Perception

Chemical company - diversified Life Sciences and Materials Sciences company

Technical focus Market focus

Dutch International

Reticent Confident

Unknown or misunderstood Clear and engaging, open and transparent

Functional and passive Dynamic, energetic and inspiring

Risk averse Optimistic

Basic Benefit-oriented

Corporate Emotive and Human

Internally oriented Customer oriented; outside-in

Sustainable and Innovative Innovative Sustainable Solutions which meet societal trends

Genuine Genuine

Trustworthy and reliable Trustworthy and reliable

Close

the gap

Already

there

5. Before 2011: Non-coherent and overly complex brand hierarchy

• Why repositioning? The context

• Enterprise Brand – The binding factor

• Collective effort – alignment essential

• Translating Brand into Employee Value Proposition

• Continuous process – closed loop approach

Agenda

Brand related to higher purpose

Occupying the MINDS, HEARTS and SPIRITS

of current and future stakeholders with

an aligned Mission, Values, and Culture.

Page

The essence of the reinvented DSM brand

Enterprise Brand DNA

Functions and Product Brands

Stakeholders

12

DSM Enterprise Brand DNA in context

Mission

Cult

ure

& B

ehavio

r

Positioning

Brand Promise

visual

brand

identity

verbal

brand

identity

activity descriptors

brand architecture

Societal trends

Brand Personality

Core

Valu

e

Strategy

Trends

&

Busi

ness

str

ate

gy

DSM

com

pany

bra

nd D

NA

Bra

nd

expre

ssio

n

DSM Enterprise Brand DNA: The meaning of the elements

Mission

Positioning

Brand Promise

Brand Personality

Core

Valu

e

The reason we exist – Our Purpose

The culture and behaviors that are

key to fulfilling our mission

The shared value that

supports our mission

What we stand for and what

we aim to achieve

The style, tone and

characteristics of our brand

Our intended position in the hearts and minds of our stakeholders

Cult

ure

& B

ehavio

r

Mission

Our purpose is to create brighter lives for

people today and generations to come.

We connect our unique competences in

Life Sciences and Materials Sciences to create

solutions that nourish, protect and improve

performance.

Sustainability: core value

People: improving people’s lives through DSM’s activities, products and innovations (People+). Respect for people and recognition of their fundamental rights. Planet: improving the environmental footprint through DSM’s activities, products and innovations (ECO+) (more value with less environmental impact)

Profit: creating profitable business and value for DSM’s shareholders while meeting DSM’s objectives to provide solutions to global societal needs.

Culture and Behaviors

DSM Enterprise Brand DNA: The core

Mission

Positioning

Brand Promise

Brand Personality Core

Valu

e

What we stand for and what

we aim to achieve

The style, tone and

characteristics of our brand

Cult

ure

& B

ehavio

r

DSM Brand Personality

DSM is a science-based company committed to creating solutions with

its partners and customers to bring healthier, better performing and

more sustainable products to the lives of people today and for

generations to come.

Brand Promise

• Why repositioning?

• Enterprise Brand – the binding factor

• Collective effort – Alignment Essential

• Translating Brand into Employee Value Proposition

• Continuous effort – Closed loop approach

Agenda

Creating Shared Value with our key stakeholders

Page 22

EMPLOYEES

CUSTOMERS

AND

PROSPECTS

SHAREHOLDERS

AND INVESTORS

POTENTIAL

EMPLOYEES

KEY OPINION

LEADERS LOCAL

COMMUNITIES

UNIVERSITIES

AND RESEARCH

INSTITUTES

SUPPLIERS

NGOs

Delivering differentiation to provide better solutions to the challenges facing society

Sustainable growth and profitability

More engagement and reward working for a company enabling a contribution to a better world

Solving key societal challenges

GOVERNMENTS

Brand Promise-Personality-Mission-Vision-Core Value-Culture

Collective effort – stakeholder alignment essential

Processes, Tools, Verbal Identity, Visual Identity, and Behavorial Framework

Employees Shareholders Communities

Marketing/BGs/Coms Investor Relations/Coms PA/CSR/HR/Coms HR/Coms

Shared Value

priorities

Shared Value

priorities

Shared Value

priorities

Shared Value

priorities

Process – People - Communication

Customers

Process - People - Communication

Process – People - Communication

Process - People - Communication

Tactical initiatives

Tactical initiatives

Tactical initiatives

Tactical initiatives

Marketing, Communications,

Tools

Processes, Products & Services People, Culture

& Behaviors

Stakeholder Engagement

& Strategic Partnerships

DSM brand – 360 degrees manifestation

• Why repositioning? The context

• Company Brand – the binding factor

• Collective effort – Alignment essential

• Translating Brand into Employee Value Proposition

• Continuous process - Closing the loop

Agenda

Page

Employee Brand Touch Point Wheel

Campus

recruitment

Internship

Career

site

Company

brand

Invitation

letter

Interview

Assessment Contract

handling

Rejection

letter

Pre-

Application

Experience

Application

Experience

Post-

Application

Experience

Introduction

Informing/

involving

people

Management

behavior

Performance

review

Career

development

Exit

interviews

EVP/Brand

Awareness

Consideration

Preference

Retention

Commitment

Engagement

Page 27

Working for DSM is about doing something meaningful to improve people’s lives

The essence of our Employee Value Proposition

Page

The employment deal

• Rewards

• Training

• Communication

• Etc

• ECO+/PEOPLE+ products

• Leader in Dow Jones Sust. Index

• Passion for Triple P

• Act responsibly

• Etc

•Meaningful work

•Respect for People

•Etc

What can employees

expect from DSM?

What is expected from our

employees in return?

What do we need to do

to make this a consistent

reality?

What are the reasons to believe?

28

Page 29

Employment deal: What can people expect of DSM?

• The mission is more than words – it drives the thinking and

activities of the company.

• Opportunity to do work that contributes in a real way

to improving people’s lives and solving the challenges

facing the world today.

• Respect for the importance of health and wellbeing – a

company that looks for ways to enhance the working

environment and make it a safe and inspiring place to work.

Page 30

What is expected of employees in return?

• To act in line with our core value

• To have a passion about sustainability and doing something

meaningful to improve people’s lives.

• To have an external orientation – scanning for

opportunities and fresh thinking.

• To be agile and innovative problem solvers (improve,

innovate & change).

• To have courage and conviction to take bright ideas and

execute them.

• Why repositioning?

• DSM company brand – The binding factor

• Collective effort – Alignment essential

• Translating brand into Employee Value Proposition

• Continuous process - Closing the loop

Agenda

Employee Performance, Engagement and Recognition • Clear set of behaviors to reflect EVP and Culture

• MB/Leadership Incentives related to sustainability targets

– ECO+ products

– Energy-efficiency improvement

– Employee Engagement Index

• Employee Engagement programs related to World Food Program

awareness and fund raising

• Global World Food Program Employee Assignment programs

• Award Programs

• Storytelling: engagement via social media

• etc

Global World Food Program Employee assignments

Global Bright Science. Brighter Living. Awards Programs

Global Storytelling Programs

“Having grown up in a country ravaged by war and malnutrition, I wanted to work for a company that contributes to a better world.”

“DSM helped brighten my life, and now I get to help DSM in delivering our bright science to a world that needs it.”

Some Engagement Results

• In 2012:

– 87% understands why Sustainability is important for DSM

– 72% of the employees find DSM’s commitment for

sustainability genuine.

– 74% of the employees understand the DSM brand promise and

could explain it to a colleague

– 73% of the employees know how they can contribute to the

DSM brand promise with their daily work and activities

– 70% of the employees find that the DSM leadership acts as a

role model in living the DSM core value and brand promise

– 72% of the employees recommends DSM as an employer of

choice

“We cannot be

successful nor can

we call ourselves

successful in a

society that fails”

Feike Sijbesma,

CEO/Chairman of the

Managing Board

linkedin.com/company/DSM

twitter.com/DSM

facebook.com/DSMcompany

flickr.com/DSMcompany

youtube.com/DSMcompany

More information on DSM

dsm.com

Jos van Haastrecht Twitter: @JosvHaastrecht