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Transcript of Het Identiteitscongres - 26-03-2013 - Plenair - Reinventing de corporate essentie van DSM - Jos van...
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