1. Reinventing the corporate essence of DSM
26 Maart 2013, Identiteitscongres
@JosvHaastrecht
Director Global Branding and Integrated Communications

2. DSM - Key activity areas
Health
Advanced, cost-effective health and medical
innovations, and healthier food and beverages, to meet
the needs of a growing and ageing global population
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

3. DSM’s global presence
World total: 23,500 employees
North America:
5,000 employees China:
3,500 employees
Europe:
13,000 employees
India:
500 employees
Latin America:
1,000 employees
Page 3

4. Agenda
• Why repositioning? The context
• Enterprise Brand – The binding factor
• Collective effort – Alignment essential
• Translating Brand into Employee Value Proposition
• Continuous process – Closed loop approach

5. 1. Successful transformation track record
Commodity Specialty Life Sciences &
Coal Mining
Chemicals Chemicals Materials Sciences
1902 1975 2011
2010/11: Making the next leap in the Strategy:
“DSM in Motion: Driving Focused Growth”

6. 2. Global societal trends drive DSM strategy
Health & Wellness Global shifts Climate & Energy
Ageing population Population growth Resources constraints
Healthcare costs Urbanization Energy security
Food security Wealth Sustainability
Health Nutrition Materials

7. 3. Step change in sustainability approach
Opportunity-seeking
Creating Value
Meeting the challenges
of global society
‘doing well by doing good’
Process Product
Securing Value
Robust DSM
systems and processes
Risk-reduction
7

8. 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 Close Clear and engaging, open and transparent
Functional and passive the gap Dynamic, energetic and inspiring
Risk averse Optimistic
Basic Benefit-oriented
Corporate Emotive and Human
Internally oriented Customer oriented; outside-in
Innovative Sustainable Solutions which meet
Sustainable and Innovative
societal trends
Already
Genuine there Genuine
Trustworthy and reliable Trustworthy and reliable

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

10. Agenda
• Why repositioning? The context
• Enterprise Brand – The binding factor
• Collective effort – alignment essential
• Translating Brand into Employee Value Proposition
• Continuous process – closed loop approach

11. Brand related to higher purpose
Occupying the MINDS, HEARTS and SPIRITS
of current and future stakeholders with
an aligned Mission, Values, and Culture.

12. The essence of the reinvented DSM brand
Enterprise
Brand DNA
Functions
and Product
Brands
Stakeholders
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13. Business strategy DSM Enterprise Brand DNA in context
Trends &
Societal trends
Strategy
Mission
Culture & Behavior
DSM company
Brand Promise
Core Value
brand DNA
Brand Personality
Positioning
brand visual verbal activity
expression
architecture brand brand descriptors
Brand
identity identity

14. DSM Enterprise Brand DNA:
The meaning of the elements
The reason we exist – Our Purpose
Mission
The culture and behaviors that are
What we stand for and what key to fulfilling our mission
Culture & Behavior
we aim to achieve
Brand Promise
Core Value
Brand Personality
The shared value that
supports our mission The style, tone and
characteristics of our brand
Positioning
Our intended position in the
hearts and minds of our
stakeholders

15. 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.

16. 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.

17. Culture and Behaviors

18. DSM Enterprise Brand DNA: The core
Mission
What we stand for and what
Culture & Behavior
we aim to achieve
Brand Promise
Core Value
Brand Personality
The style, tone and
characteristics of our brand
Positioning

19. DSM Brand Personality

20. Brand Promise
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.

21. Agenda
• Why repositioning?
• Enterprise Brand – the binding factor
• Collective effort – Alignment Essential
• Translating Brand into Employee Value Proposition
• Continuous effort – Closed loop approach

22. Creating Shared Value with our key stakeholders
More engagement and
Delivering differentiation reward working for a
to provide better solutions company enabling a
to the challenges facing POTENTIAL contribution to a better
society world
EMPLOYEES
CUSTOMERS
AND EMPLOYEES
PROSPECTS
KEY OPINION LOCAL
LEADERS COMMUNITIES
SHAREHOLDERS
AND INVESTORS NGOs
UNIVERSITIES
AND RESEARCH GOVERNMENTS
INSTITUTES
Sustainable growth Solving key
and profitability SUPPLIERS societal challenges
Page 22

23. Collective effort – stakeholder alignment essential
Brand Promise-Personality-Mission-Vision-Core Value-Culture
Processes, Tools, Verbal Identity, Visual Identity, and Behavorial Framework
Customers Shareholders Employees Communities
Marketing/BGs/Coms Investor Relations/Coms HR/Coms PA/CSR/HR/Coms
Shared Value Shared Value Shared Value Shared Value
priorities priorities priorities priorities
Process - People - Process – People - Process - People - Process – People -
Communication Communication Communication Communication
Tactical Tactical Tactical Tactical
initiatives initiatives initiatives initiatives

24. DSM brand – 360 degrees manifestation
Stakeholder Engagement Marketing, Communications,
& Strategic Partnerships Tools
Processes, Products & Services People, Culture
& Behaviors

25. Agenda
• Why repositioning? The context
• Company Brand – the binding factor
• Collective effort – Alignment essential
• Translating Brand into Employee Value Proposition
• Continuous process - Closing the loop

26. Employee Brand Touch Point Wheel
Exit Campus
interviews recruitment
Retention Career
Internship Awareness
development
Performance Career
review Pre- site
Application
Post- Experience
Application
Management Experience Company
behavior brand
Commitment Consideration
EVP/Brand
Informing/
involving Invitation
people letter
Application
Experience
Introduction
Engagement Interview Preference
Rejection Assessment
Contract
letter
handling
Page

27. The essence of our
Employee Value Proposition
Working for DSM is about doing something meaningful to improve people’s lives
Page 27

28. The employment deal
• Meaningful • Passion for
work Triple P
• Respect for • Act responsibly
People • Etc
• Etc
What is
What can
expected
employees
from our
expect from
employees
DSM?
in return?
What do we
What are need to do
the reasons to make this
to believe? a consistent
reality?
•ECO+/PEOPLE+ • Rewards
products • Training
• Leader in Dow • Communication
Jones Sust. • Etc
Index
Page 28

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.
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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.
Page 30

31. Agenda
• Why repositioning?
• DSM company brand – The binding factor
• Collective effort – Alignment essential
• Translating brand into Employee Value Proposition
• Continuous process - Closing the loop

32. 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

33. Global World Food Program
Employee assignments

34. Global Bright Science. Brighter Living.
Awards Programs

35. Global Storytelling Programs
“Having grown up in a country ravaged by “DSM helped brighten my life, and now I get
war and malnutrition, I wanted to work for to help DSM in delivering our bright science
a company that contributes to a better to a world that needs it.”
world.”

36. 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

37. “We cannot be
successful nor can
we call ourselves
successful in a
society that fails”
Feike Sijbesma,
CEO/Chairman of the
Managing Board

38. More information on DSM
dsm.com
linkedin.com/company/DSM
twitter.com/DSM
facebook.com/DSMcompany
flickr.com/DSMcompany
youtube.com/DSMcompany

39. Jos van Haastrecht
Twitter: @JosvHaastrecht