This presentation was given at the EACD Regional Debate on 18 October in Amsterdam and deals with securing stakeholder understanding and engagement at DSM.

1. Securing the understanding
and support of our stakeholders
Aligning strategy, values, culture and identity through
corporate branding
18 October 2012, EACD Meeting, Amsterdam
@JosvHaastrecht
Director Global Branding and Integrated Communications

2. Agenda
• DSM: Who we are
• Creating share value
• Case: Nutritional Challenge – 360 degrees DSM
• Closing the loop

3. DSMs global presence
170+ locations, 22,000 employees, appr € 9 billion sales
Europe:
64 locations China:
North America: 13,000 employees 31 locations
33 locations 3,000 employees
4,000 employees
Latin America: Sales by region – 2011 India:
15 locations North High Growth 8 locations
1,000 employees America Economies 700 employees
19%
39%
36%
Western
6%
Europe Other

4. 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

5. Global societal trends drive DSM’s markets
Health & Wellness Global shifts Climate & Energy
Ageing population Population growth Resources constraints
Healthcare costs Urbanization Energy security
Food security Wealth Sustainability
Health Nutrition Materials

6. 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.

7. 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.

8. Strategy
DSM in motion: driving focused growth

9. Culture

10. 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.

11. One DSM in a nutshell
Our purpose is to create brighter lives for people today and
generations to come.
Mission We connect our unique competences in Life Sciences and
Materials Sciences to create solutions that nourish, protect
and improve performance.
DSM activities should contribute to a more sustainable world
Core Value – People. Planet, Profit
Driving focused growth in Life Sciences and Materials
Strategy Sciences meeting societal needs
External Focus - Accountability for Performance –
Culture Collaboration and Speed - Inclusion and Diversity
Brand Promise

12. Step change in sustainability:
market-driven focus
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
12

13. Clear sustainability aspirations
support strategy
Sustainability aspirations 2011 - 2015
Dow Jones Sustainability Index Top ranking (“Gold”)
ECO+ (innovation pipeline) At least 80% of pipeline is ECO+
ECO+ (running business) from ~34% towards 50%
Energy efficiency 20% improvement from 2008 till 2020
Greenhouse gas emissions 25% reduction from 2008 till 2020
Engagement Survey towards High Performance Norm

14. Agenda
• DSM: Who we are
• Creating shared value
• Case: Nutritional Challenge – 360 degrees DSM
• Closing the loop

15. Creating shared value for our key stakeholders
More engagement and
Delivering differentiation reward working at 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 15

16. Organizational alignment critical
• CEO and Board ultimate owner of the brand, mission, values,
strategy and culture.
• Communication and Branding fully integrated
• CorpComs directs Communications and Branding
• Regional and Business Group coms heads co-responsible for
Communications and Branding
• Cross-functional approach with key functional disciplines including
HR, Marketing, IR, Public Affairs et cetera.

17. Integrated and cross-functional Communications
Brand Promise, Mission, Core Value, Strategy, Culture
Corporate messaging, visual identity and behavorial framework
Customers Shareholders Employees Communities
Marketing/BGs/CC IR/BGs/CC HR/BGs/CC PA/BGs/HR/CC
Strategic Strategic Strategic Strategic
Priorities Priorities Priorities Priorities
Communication Communication Communication Communication
priorities priorities priorities priorities
Tactical Tactical Tactical Tactical
initiatives initiatives initiatives initiatives

18. Agenda
• DSM: Who we are
• Creating shared value
• Case: Nutritional Challenge -360 degrees DSM
• Closing the loop

19. From 7 billion to 9 billion
Page 19

20. Nutrional challenge - context
• 1 out of 7 people go to bed hungry
• 2 billion people live with “hidden hunger” (micronutrient malnutrition)
• Rise of nutrition-related diseases: 366 mio people with diabetes
• 1.6 billion people are overweight and obese, increasingly also in
developing world

21. Resource-constrained world
DSM is helping to address this global challenge
with nutritional solutions for the developed and
developing world.
Page 21

22. Stakeholder approach &
Critical Success Factors
• Create leadership position in Nutrition amongst key stakeholders
(customers, key influencers, NGOs, media, governments, employees) that
help us to drive reputation and favorably influence the political, social and
business world in which we operate.
• CSFs:
– Establishing supportive stakeholder management by increasing
awareness, understanding, engagement and ultimately endorsement
– Defining and driving the agenda
– Organizational alignment and integrating communications & branding
approach (360 degrees)
– Repurposing content

23. Strategic and Tactical Examples
A number of strategic and tactical examples and
initiatives to increase supportive stakeholder
engagement
Page

24. 360 degree approach and manifestation
strategy, alliances
& partnerships

25. Driving agenda essential
Page

26. Public-private partnerships for
the greater good
Page

27. Community engagement:
School meals program at schools made with
DSM composite materials

28. strategy, alliances communications
& partnerships

29. Nutrition media coverage
Page

30. Bright stories library
Page

31. Active dialogue via social Media
(owned + earned)
Externally Internally
Facebook/Google+ Twitter/Weibo Linkedin Yammer
Youtube/Flickr/SlideShare DSM website External Blogs Intranet
Page

32. Third party endorsement
“DSM’s actions are excellent examples of how the private sector
can be a force for good in bringing about better quality of life
sustainable growth and a low-carbon prosperity for all”
Ban Ki-Moon, UN Secretary-General
“A lot of companies’ CSR initiatives have nothing to do with their
core business. DSM, by contrast, has used its savoir faire, its
experience, and mobilized staff to improve the nutrients in the
food given in situations of famine or hunger. If we could clone
Feike Sijbesma, the CEO, the world would be a better place”
Pamela Hartigan, University of Oxford
Page

33. strategy, alliances marketing and
& partnerships communications
Products & services

34. Succesful innovations addressing
malnutrition
Increase micronutrient Lipid-based complementary Innovative approches to
content in WFP food supplements with reduce vitamin A
food basket, e.g. MixMe™. micronutrients/enzymes. deficiency in India.
Slide 34

35. Health benefit platforms drive growth
Slide 35

36. strategy, alliances marketing and
& partnerships communications
products & services people, culture
& behaviors

37. Global Bright Experience: DSM/WFP
Program – awareness and fundraising

38. Global World Food Program assignments

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

40. Agenda
• DSM: Who we are
• Creating shared value
• Case: Nutritional Challenge – 360 degrees DSM
• Closing the loop

41. From responsibility to a business driver
Sustainability highlights 2011: ECO+ % of running business on track
50%
• Eco+ sales ~41% of running business
• Eco+ innovations 94% of pipeline clearly
above aspiration level > 80%
• Energy efficiency of 13% well on track to
reach 20% improvement by 2020 versus
2008 25%
• 10 million beneficiaries reached by WFP
Sustainability external recognition
• Leader Dow Jones Sustainability Index 0%
(sector leader 6 out of 9 years) CMD FY FY Target
• 2010 World Business and Development 2010 2010 2011 2015
Award from United Nations

42. Employee recognition and performance
• Accountability for Performance/Acting Responsibly standard
behavior
• Bright Science Awards Program
• MB Incentives related to sustainability targets
– ECO+ products
– Energy-efficiency improvement
– Employee Engagement Index

43. Sustainable Measurement
• Employees:
– 2011: employees proud to work for DSM up to 78% from 76% in 2010
– Dedicated Brand Index within Annual Global Employee Engagement
Survey in 2012
• (social) Media: continuous share of voice/favorability analysis
• Analysts/Investors: annual qualitative survey
• Customers: Integrated approach with global NPS studies
• Prospects: Integrated approach with annual dedicated survey as from
2012/2013
Measurement on output and impact including perceptions related
to key drivers and brand preference parameters.

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

45. Jos van Haastrecht
Twitter: @JosvHaastrecht