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Summer 2014 FantreeNews The magazine for DKSH employees Fantree President Award winners 2013 Discover this year’s inspiring winners and projects DKSH leadership principles Get Dr. Wolle’s personal insights on how to “lead oneself” Grow your career at DKSH Learn about the relaunched Fantree Academy and its training programs This season’s new corporate gifts Check out our most wanted new gifts Think Asia. Think DKSH.
Welcome 01
Dear Colleagues,
Welcome to the summer 2014 edition of Fantree News –
the magazine for you, our DKSH employees.
I am pleased to present you with a new, In light of the continued emerging market
modern and dynamic design for our challenges that we face, I expect you to fo-
Fantree News magazine. The structure of cus even more strongly on cost efficiency
the magazine has also been amended to and driving performance. Be courageous;
provide you with an even better reading act with fighting spirit; and help us invest
experience. in the expansion of our network and spe-
cialists in areas that offer over-proportional
In the first section, we look at some of the growth opportunities.
key Group-wide moments that have taken
Dr. Joerg Wolle place over the past six months, notably the I am counting on your ongoing strong sup-
President & CEO release of our full-year results for 2013, the port and dedication for an excellent sec-
winners of the Fantree President Awards ond half of 2014, to reach our targets for
and their inspiring projects, and my per- 2014. Thank you for going the extra mile
sonal take on the DKSH leadership princi- to build our success story and track record,
ples, to name but a few exciting themes. making DKSH the company everyone
thinks of first when they think of Asia!
In the second section, we then delve into
the latest business news from our Business This is your magazine, so if you have any
Units, followed by a roundup of news from comments on what you read, or sugges-
DKSH offices around the world. tions for what you would like to see, please
let us know at communications@dksh.com
The diversity and sheer number of happen-
ings taking place in our DKSH offices are a With best personal regards,
testament to your passionate support and
commitment in diligently and consistently
implementing our strategy for sustainable,
profitable growth. Those efforts help us to
succeed in further expanding our business,
increasing our market share and cement-
ing our position as the No. 1 Market
Expansion Services provider with a focus
on Asia.
Contents
01 Welcome
02 Contents
10 04
04
06
08
10
Corporate news
Another record year for DKSH in 2013
Championing the future of DKSH
Bringing HR at DKSH to the next level in 2014
DKSH buys Glory in Macau
12 Six DKSH role models commended with Fantree President Award
17 Grow within your career at DKSH
20 Getting to the heart of the DKSH leadership principles
22 Ensuring responsible behavior: compliance in practice
23 Increasing productivity and fostering team spirit
at the DKSH Levi’s Laundry Plant
24 What’s new in DKSH corporate wear and gifts
26 The internal noticeboard
28 Press review
34 30
30
31
Business Unit Consumer Goods
Henkel and DKSH off to a bright start in Myanmar
Jamie Oliver brand signs with DKSH down under
38
32 Maurice Lacroix becomes FC Barcelona official watch partner
33 Business Unit Healthcare
33 Building the first high-end brand of diagnostic pregnancy tests in China
34 DKSH Malaysia inaugurates new Healthcare distribution center
35 Healthcare Own Brands continue successful journey
36 Business Unit Performance Materials
36 New Co-Heads Business Unit Performance Materials
37 Celebrating the launch of Luna in Bangkok
38 DKSH and DSM build strategic collaboration in Asia
39 Business Unit Technology
39 DKSH Anthropology: measuring the human body
40 DKSH’s first technology exhibition in Indonesia
40
41 New business roundup
Contents 03
48
44 Infographic
44 Market Expansion Services: a growing industry
46 A visit in...
46 DKSH Indonesia
48 In person
48 Sanjay Guha, Head Business Unit Consumer Goods
53
50 East meets west
50 Dennis Foo, General Manager DKSH Vietnam
52 Newsflash: Group-wide news
61 Recipe
62 DKSH photo competition
55
60
Another record year for DKSH in 2013
On March 11, 2014, we published our full-year 2013 financial results. We are outsource the sales and distribution of their
pleased to have achieved another record year, despite the challenging market en- products in Asia to transparent and reliable
vironment. partners like DKSH, meaning that demand
for our services is continuing to rise.
Sound financial performance in 2013 cementing our position as the No. 1 Market
With organic sales growth of nearly 10% Expansion Services provider with a focus on Coupled with our strongly diversified and
compared with last year’s figures, we have Asia,” commented Dr. Joerg Wolle, Presi- scalable business model, this makes DKSH
been growing faster than the addressable dent & CEO. ideally positioned to benefit from the grow-
MES industry in Asia. Translated into num- ing middle class, rising inner-Asian trade
bers, since the merger in 2002, our sales Industry outlook remains positive and increased outsourcing to specialist ser-
have grown from CHF 3.5 billion to CHF Roland Berger Strategy Consultants have vice providers like DKSH.
9.6 billion, which means that they have in- estimated an average annual growth rate
creased more than two-and-a-half-times. In of 7.8% for the MES industry over the next Annual General Meeting
terms of profit, in 2013, DKSH reported an five years. With a strong growth forecast The successful financial year also resulted
EBIT increase of 2.5% to CHF 282.2 million, through 2018, they predict that this will in shareholders approving the continuation
while profit after tax (PAT) was CHF 214.1 drive the Asian MES market volume to a of a payout of 25% to 35% of profits at
million, a 17% increase from 2012. total of a projected USD 809 billion, which the Annual General Meeting (AGM) which
will make it by far the largest market in the took place in Zurich, Switzerland, on April
This sound financial performance is espe- world. 15, 2014.
cially good considering the challenging
market environment that we are in, with Buoyant local consumption – the result of In addition to approving the financial state-
the strong depreciation of the Japanese Yen growing prosperity in the region – is one of ments and Annual Report, the shareholders
and increased uncertainty and complexity in the key reasons for such dynamic growth. at the AGM also approved the nomination
some Asian markets, especially in our major However, in light of the continued challeng- of David Kamenetzky as the ninth member
market, Thailand. ing market environment with an uncertain of the Board of Directors.
political situation in our main market, Thai-
“The result was achieved on the back of land, we need to focus even stronger on DKSH’s Chairman, Adrian T. Keller com-
a well-established, robust business model cost efficiency and on driving performance mented: “I am very pleased to welcome
and the rigorous implementation of our by being courageous and acting with fight- David Kamenetzky as a new Board member
business strategy. I would like to thank all ing spirit to invest in the expansion of our as his in-depth understanding of the global
DKSH employees for their passionate sup- network and specialists in areas which offer consumer goods markets, coupled with his
port and commitment in diligently and con- over-proportional growth opportunities. outstanding professional career, make him
sistently implementing our strategy for sus- a perfect fit for our company.”
tainable, profitable growth. Those efforts On the other hand, with the increased
help us to succeed in further expanding our uncertainty and complexity in some Asian
business, increasing our market share, and markets, we expect clients to increasingly
Net sales in CHF million (2009 – 2013) Net sales 2013 by Business Unit in % Net sales 2013 by region in %
43.6 Consumer 36.5 Thailand
Goods 27.4 Greater China
44.5 Healthcare 20.7 Malaysia/
8.1 Performance Singapore
Materials 11.6 Rest of
3.8 Technology Asia Pacific
3.8 Rest of the world
Corporate news 05
Three questions to David Kamenetzky, You’ve had a very interesting career in 2008, I have travelled many times to Asia
new DKSH Board member working within a wide range of nation- as this transaction tripled our regional busi-
al cultures. Can you briefly tell us about ness. Today, I am in the region at least four
some of the highlights? times a year. I have visited Japan, China and
I started my career working with the late Ig- Australia this year already and will again re-
natz Bubis, President of the Central Council turn to China for business reviews in July.
of Jews in Germany. This was very inter-
esting as Mr. Bubis was a pivotal leader What is your background?
in European civil society during the critical I’m both Swiss and German. I have a degree
post-war era. Following this, I then saw the in Finance, Accounting and Controlling
inside of American politics, working in the from the University of St. Gallen, Switzer-
office of the United States Senator Chuck land, and a Master’s in Foreign Relations
Hagel. From 2000, I then joined Goldman from Georgetown University, USA.
Sachs & Co. and worked in London and
Frankfurt, before joining Mars in 2006. What drew you to join the DKSH Board
of Directors?
Could you tell us about your career so DKSH, with its focus on Asia, is a very inter-
far with Mars? esting company for me to work with and
Over the past eight years, I have worked in learn more about. I am looking forward to
various positions within Mars in Europe and being able to contribute to this dynamic or-
the US. Following our acquisition of Wrigley ganization in the years to come.
Further information
Read the Annual Report 2013, available on
our website (www.dksh.com)
Tip of the month: Net sales = revenues earned for selling terials purchased, personnel costs or other
How to read financial figures products or rendering services. It gives an costs for running the business (IT, rent). It
idea of the scale of the business, usually re- gives you an idea of how profitable a com-
ferred to as top line earnings. pany is from an operational point of view.
EBIT (Earnings Before Interest and Tax- Profit after tax = this is EBIT less taxes and
es) = this is also called operating profit. In financial expenses, usually referred to as the
essence, EBIT is net sales less all operating bottom line earnings.
costs, such as expenses for goods and ma-
Till Leisner
Head Investor & Media Relations,
Switzerland,
till.leisner@dksh.com
Championing the future of DKSH
With the upcoming implementation of our Future Operating Model (FOM), I’m
very happy to introduce the first intake of FOM Champions, five ambitious talents
who have been selected to drive this exciting journey forward.
As an FOM Champion, these individuals
become an integral part of the FOM team, Khairul Anuar
driving key initiatives. They work togeth- “It has been my ambition to be a part of a team whose ac-
er with the FOM country implementation tions will impact how DKSH operates in the future, and I am
team to oversee and coordinate the neces- grateful to be given that opportunity with FOM.”
sary tasks to take the FOM project imple-
mentation forward in their assigned coun-
tries and Business Units, as well as taking
the lead in the FOM implementation in their
own country. Esther Cheong
“Having the opportunity to contribute and play a part in
The global view of the FOM project has one of DKSH’s most significant milestones is a thrilling and
been defined. In order to successfully im- inspiring moment for me.”
plement it, a local approach needs to be
devised to create relevance for the local
markets. The FOM Champion – as a local,
internal candidate – will ensure that local
factors are taken into account during the Muhammad Hamdi
implementation process. “Honored to be part of this journey for the future of DKSH
that is leading to opportunities of learning, gaining new
In addition, the Champions’ involvement experience and contributing more to this wonderful com-
throughout the implementation process of pany.”
FOM also allows them to later apply this
experience and expertise to maximizing fur-
ther value and efficiency to the businesses,
post-implementation stage. Kai Ming Lau
“There are three major reasons for me to be excited about
The first five FOM Champions were an- this project. It’s a challenge, I get to meet new talents in
nounced in a ceremony on March 28, 2014, DKSH and it’s an opportunity to learn from everyone.”
in Bangkok by President & CEO Dr. Wolle.
Carvin Man
“FOM is the most important project in DKSH and thanks
for the opportunity to challenge myself and challenge the
process.”
Corporate news 07
“The selected Champions showed ambi- The concept behind this idea was put for- The second intake of FOM champions will
tious talent and a solid understanding of ward at the last Annual Management join in 2015 to support the rollout of the
the business and its direction,” explained Meeting in November 2013. It was very wave two countries. The announcement
Patricia Leoff, Vice President HR Asia Pacif- well received and directly implemented will be made in early 2015.
ic, before continuing: “This is a really excel-
lent career opportunity which allows these
FOM Champions to make a real difference
“This is a really excellent career opportunity which allows
to DKSH.” these FOM Champions to make a real difference to DKSH.”
The Champions have the chance to net- with the recruitment phase starting at The FOM Champions started in their new
work through interacting and coordinating the beginning of December 2013. By the function on March 1, 2014. We wish them
work with colleagues from different regions end of January 2014, the country nomi- the best of luck in their challenging new as-
and functions, as well as the chance to nation committee, consisting of the Head signment!
work on a high visibility project with lots of of Country Management, Local Business
exposure to top management. In addition, Unit Managers for Consumer Goods and
it is a great opportunity for self-develop- Healthcare and HR Manager, had identified
ment with trainings and on-the-job learn- and interviewed potential candidates. The
ing putting the candidate in the position to global FOM Steering Committee then made
ered
career leap once this project is completed. the final decision on who was going to join Empow
the team. to grow
What is the Future Operating Model? havior based on a better understanding of We want to be seen as a strategic, proactive
their needs. and strong partner who helps our clients
With the Future Operating Model (FOM) and customers secure and increase market
project, we focus on strengthening our We also are becoming more client and cus- share and grow their business, thereby ulti-
growth platform and meeting client and tomer-centric by providing customized solu- mately also growing profitable business for
customer needs even better to continue tions, strategic advice and on-the-ground our company.
successfully growing their business. We logistics to “make things happen.” We are
do this by driving their business in all sales already doing this, but want to do it even
channels and by influencing shopper be- better.
Bruno Sidler
Chief Operating Officer,
Thailand,
bruno.sidler@dksh.com
Bringing HR at DKSH to the next level in 2014
The HR team gathered in Bangkok in November 2013 for its annual Group-wide HR
workshop. This workshop brought together the HR team to further work on the
design and implementation of key HR initiatives for 2014.
Nineteen months after the kick-off work- This includes, for example, the rollout of
shop of our HR strategy implementation, a Group-wide performance management
the team was happy to report that the first process supported by the DKSH Talent Por-
phase could be successfully concluded. tal, the relaunch of our dedicated DKSH
Fantree Academy and the introduction of
This is a major milestone in the implemen- various Group-wide standards and tools to
tation of the six-year roadmap designed assist recruitment, onboarding and contract
to evolve DKSH HR from its original state, management. We have also set up an HR in-
which was mainly focused on handling ad- formation system providing a global, single-
ministrative processes, to a level providing source employee master database and a Putting up commitment statements by participants.
real professional HR support for the entire Group-wide platform for the administration
Group. In this first phase, the so-called of HR.
“shape and fix” or “turnaround” phase,
we have put in place basic HR structures Now, we are using this solid platform as a
and processes to shape a solid platform. basis to further roll out initiatives across the
organization during the “embed and devel-
op” stage through 2014 and 2015.
“(Re-)inventing HR@DKSH” is a clear six-year roadmap to evolve HR at DKSH Presenting Viknesh Nambiar, HRM Malaysia, and
from focusing mainly on handling administrative procedures into real pro- Deanna Yap, Deputy GM HR Malaysia with award
fessional HR support. Implementation is being carried out in three distinct for best DKSH HR Strategy Implementation.
stages:Corporate news 09
Key HR objectives for 2014 We are also running a Group-wide project
Through intense workshops, group sessions to standardize job titles and job profiles Global HR Workflow Suite: Simpler,
and presentations, the Country HR Manag- with the objective of reducing complexity more efficient and automated pro-
ers and Group HR team members present at and enhancing targeted Group-oriented cesses for employee leave, travel,
the meeting went step-by-step through the HR processes across Business Units and training and expenses submissions
implementation plan of the key objectives countries. This will improve effective- and approvals
for 2014 and used the combined experi- ness and efficiency of Group-wide and
ence and expertise of all the team members local HR processes (i.e. recruitment, per- On January 1, 2014, another milestone
to further develop key HR initiatives. formance management, training and was achieved in the professionalization
development) by providing consistent of HR support and the implementation
As we have now entered into stage two of HR data to enable better comparability. of our DKSH HR Strategy by going live
the DKSH HR strategy implementation, our with our Global HR Workflow Suite in
key objectives for 2014 include cascading Other objectives for 2014 include: building Malaysia as the pilot country, followed
existing HR instruments and processes to up in-house assessment center capabilities by Hong Kong as the next pioneering
additional levels of the organization and in Asia to conduct assessments for middle country on April 1.
introducing new HR instruments to em- and senior management hiring, closely
ployees. We will now look at three of our supporting business to improve retention The Global HR Workflow Suite is a sin-
objectives for this year in more detail. in business critical functions, piloting e- gle platform for employee leave, trav-
recruitment solutions, and launching a el, training and expenses submissions
We are extending the rollout of the perfor- DKSH HR Dashboard with business relevant and approvals within our existing Lotus
mance management process through the HR data. Notes infrastructure.
DKSH Talent Portal to another 500 senior
executives across the Group. It is through After great engagement, discussion, shar- The Global HR Workflow Suite will en-
the use of the Talent Portal – an online plat- ing and learning from experiences, we all able us to:
form that brings together employee infor- emerged focused and ready for a fruitful • Have ready access to a scalable
mation and performance goal setting – that 2014. Group-wide platform for leave,
we can better implement our performance travel, training and expenses appli-
management, a process by which we aim Best DKSH HR Strategy Implementation cations and approvals via automated
to align our employees’ targets to strategic 2013 workflows
objectives and priorities. A key highlight of the three-day meeting • Enable superiors to manage key
was the presentation of the award for best HR approval processes in an easier
With last year’s relaunch of the Fantree DKSH HR Strategy Implementation. This and time-saving manner
Academy, our in-house corporate training award was launched in 2013 and rewards • Increase the productivity and effec-
and development center, we are now in the the DKSH country HR team that has demon- tiveness of HR and finance opera-
process of offering Group-wide leadership strated the best results in the implementa- tions through a reduction of manual
programs focused on developing core lead- tion of our HR strategy in the past year. work
ership capabilities required at the different
levels of seniority. Throughout the course of At the presentation ceremony, I was ex-
2014, the Fantree Academy will be rolling tremely proud to be able to announce that
out more programs that address the needs the award for best DKSH HR Strategy Im-
of talent throughout the Group, from a plementation in 2013 goes to Malaysia. I
consistent leadership training curriculum congratulated the Malaysia HR team, un-
for all levels of the organization to profes- der the leadership of Viknesh Nambiar as
sional skills programs that cover the most Country HR Manager, on their success and
commonly required training needs, such great achievement, which was made possi-
as presentation or operational finance. To ble by their high commitment, passion and Martina Ludescher
learn more about the programs and how to diligent implementation. Head Corporate Development,
participate, take a look at the Brand Portal’s Switzerland,
careers section (brandportal.dksh.com). martina.ludescher@dksh.comDKSH buys Glory in Macau
in Macau with a focus on sales and mar-
keting, logistics and distribution, after-sales
services, technical support and tender man-
agement. Glory handled pharmaceutical
goods along with nutrition products, med-
ical devices and Traditional Chinese Medi-
cine (TCM).
In the government-driven environment of
Macau, Glory, like all distributors, relied
primarily on government hospitals as their
main source of business. Glory has over 30
years of experience and relationships, and it
served all private and government hospitals
in Macau.
DKSH Healthcare expands into Macau: growing through bolt-on acquisitions.
DKSH: the ideal new home for Glory
On February 17, 2014, DKSH announced the acquisition of The Glory Medicine Lim- Sammy Vong, Glory General Manager,
ited (Glory), one of the leading healthcare distributors in Macau. The acquisition of sums up the benefits: “The partnership
Glory was an exciting and important step in developing further and consolidating with DKSH is a win-win situation. DKSH’s
our position as the market leader in Healthcare Market Expansion Services in Hong renowned reputation, regional platform
Kong and now, Macau. and specialized know-how makes the com-
pany an ideal new owner. Beyond ensuring
Our clients are increasingly seeking a single in mainland China and the Macau govern- the successful continuation of what we
partner to provide a harmonized Market Ex- ment’s fiscal prosperity. have created over the past 33 years, DKSH
pansion Services solution for both the Hong is now providing our clients and customers
Kong and Macau markets, operating with Its geographic situation, positioned on the with access to wider opportunities and an
international compliance and warehousing other side of the Pearl Delta from Hong Kong increased product portfolio. Its investment
and distribution standards. Acquiring Glory and bordering the Chinese province of in our business operations, company struc-
allows us to provide our best-in-class service Guangdong, has led to Macau being seen ture, IT platform and expertise are tremen-
portfolio as a single service provider in both as a second “gateway” to Mainland China, dous. Our specialists are very happy to have
markets. This enables our clients to grow a major draw for many of our business part- become part of DKSH.”
their business even faster. ners. In addition, Macau is a Special Admin-
istrative Region of the People’s Republic of Glory’s integration into DKSH’s existing
The draws of Macau China, along with Hong Kong, and as such, structures in the region is anticipated to be
Macau is a small yet attractive healthcare presents a very particular and potentially completed in Q3 2014 through an aggres-
market – roughly 10% of the size of Hong significant strategic situation as commercial sive and rapid integration plan that includes
Kong – that is expected to continue double- agreements can cover both territories. SAP integration. In addition, and to ensure
digit growth over the next years, according business continuity, Glory’s well-regarded
to the Hong Kong Association of the Phar- Why Glory? current management team has stayed with
maceutical Industry. This is mainly due to With 35 specialists, Glory was one of the DKSH and continues to lead the Macau op-
cross-border consumerism from customers leading healthcare distribution companies erations.
DKSH’s strategy for sustainable, profitable growth consists of growing existing markets and
Business Units through organic growth, business development and rolling out success stories
across the region, complemented with strategic bolt-on acquisitions.Corporate news 11
Factbox Becoming DKSH Indonesia
Name: DKSH strengthened its position in Indonesia through the integration of
The Glory Medicine Limited Primatek Technologies, one of the leading suppliers of premium textile
(Glory) machinery in Indonesia, in 2013. Evelyn Indriani, our Brand Champion in
Indonesia, gives us an update on the Town Hall event that marked the be-
Founded: ginning of a new era.
1980
Number of employees:
35
Industry:
Healthcare
Region:
Macau
Strategic rationale
for acquisition:
Able to provide our Chief Operating Officer Bruno Sidler shares his vision of DKSH.
best-in-class service
portfolio as a single On December 5, 2013, more than 100 implement our strategy for sustainable,
service provider in employees and 30 key clients came to- profitable growth through harmonious
both Hong Kong gether to participate in DKSH Indone- cooperation between Business Units Per-
and Macau sia’s first Town Hall event. The unity spir- formance Materials and Technology.”
it was palpable in the air in the DKSH
Indonesia Office located in Wisma Jaksa We were honored to also have Bruno
Tiga and the Grand Hyatt Hotel in Ja- Sidler, Chief Operating Officer, and
karta. Dominique Specht, Vice President Mar-
keting Communication, at the event
In his welcome address, Walter Widmer, to share their vision of DKSH and the
Head of Country Management and importance of applying an integrated
Managing Director Business Unit Tech- branding strategy.
nology Indonesia, said: “We are proud
to be a part of DKSH. Through support This event helps DKSH Indonesia to
from our key clients, valuable custom- bring all employees into their new roles
ers and talented and committed staff and to live out our corporate values!
members, DKSH Indonesia is ready to
Richard Holloway
Vice President Healthcare,
Hong Kong,
richard.holloway@dksh.comSix DKSH role models commended
with Fantree President Award
Launched in 2007, the Fantree President Awards recognize individuals and team
members throughout the Group for being true role models and champions of our
corporate values and brand.
This year, we received a staggering 71
nominations. Due to the many impressive
performances in living our corporate values
and brand, it was very challenging for the
jury to select the winners.
The ceremony took place on May 2 in the
Autobau museum in Romanshorn, Switzer-
land, during the annual Buergenstock strat-
egy meeting, which meant that the winners
spent an evening in the company of our
Chairman, members of the Board of Direc-
tors and the entire Senior Executive Team.
This provided a great opportunity for the
winners to outline their winning projects
to all of DKSH’s senior management before
they were presented with an official certif-
icate and trophy as well as a special bonus
of CHF 8,888.
Upon presenting the awards, President & CEO From left to right: Tohru Kubota (JP), Charina F. Antonio (PH), Chairman Adrian T. Keller, Nguyen Thi Thanh
Dr. Joerg Wolle said: “Please join me in ex- Giang (VN), Wingo Lee Shun Wing (HK), Chonticha Khunthaviti (TH), Ong Teong Dee (MY), shareholder
tending my congratulations to the winners Fredy Lienhard, President & CEO Dr. Joerg Wolle.
and thanking them for their commitment
and efforts as role models in practicing our
values and living our brand.”
The six winners then continued their three-
day sightseeing trip of Switzerland which
included visiting Lucerne, Zurich and Jung-
fraujoch for a Swiss mountain experience.
The proud winners present their projects to all of DKSH’s senior management.Corporate news 13
Category: Entrepreneurial vices range for the pharmaceutical and con- “This award is a very strong motivation
sumer health brands in the pharmacy retail for me and my team to continuously im-
Nguyen Thi Thanh Giang channel in Vietnam. prove our performance and meet our am-
bitious target over the next two years, and
Business Unit Healthcare Vietnam Result become the leader in telemarketing and
It resulted in USD 170,000 (roughly CHF telesales in Vietnam. It also urges us to
Awarded for her self-driven entrepreneurial 150,000) profitable service sales to clients be operationally excellent but also inno-
spirit building up the Healthcare Vietnam twelve months after the launch of the pro- vate our services to contribute to company
telemarketing service innovation ject idea. Of the 46% of clients who bought growth.”
the services, 50% made repeat purchases,
Project and 95% of pharmacies reported being sat-
After a suggestion to launch a new range isfied with the services. This is a very solid
of commercial value-added services in tele- platform to accelerate the development of
marketing and telesales for retail pharmacy telemarketing in Vietnam’s pharmaceutical
ate
customers for pharmaceutical and consum- industry and can be quickly replicated in Corpor
er health brands, Nguyen Thi Thanh Giang other countries and Business Units. value:
took on this project and made it her own. neurial
By optimizing the current customer care Entrepre
center strengths, know-how and tools,
Giang created a specific telemarketing ser-
Category: Entrepreneurial core area, which ideally complements our “I would like to share this award with
product portfolio in the Food & Beverage all my colleagues who were involved in
Tohru Kubota business. this project in Japan, especially during
the transition period. This project gives
Business Unit Performance Materials Result us the opportunity to further expand our
Japan Through investigation and negotiation dur- business in the future for which I am very
ing a period of nearly three years, at the end happy.”
Awarded for his persevering entrepreneurial of August 2013, DKSH took over Capespan
spirit in the “hunter” project Japan’s processed frozen and canned fruit
business, customer network and team. The
Project project was carried out with no additional
PM Japan has been a highly attractive and costs beside those for hiring the transition-
successful business for us for many years. al employees and for the stocks and assets
However, growth was only incremental, takeover, and without having to do a fully-
and therefore, our CEO’s message to the fledged M&A. This increased net sales
team was: “You have to grow your busi- for Industry Cluster Beverage & Dairy and
ness more aggressively, take over business Business Line Food & Beverage Industry
ate
and people from other companies. Develop substantially and expanded it into a new Corpor
from farmers to hunters!” Through infor- business area, increasing market share and value:
mation from a key person at DKSH Japan market coverage. Let’s hope that Kubota- neurial
business partner Capespan Tohru Kubota san’s hunter approach will inspire many of Entrepre
sensed that the company wanted to focus his Japanese colleagues to become hunters,
on their core business and dispose a non- too.Category: Committed through forced escape through the barriers “This award acknowledges our commit-
or tailgating (exiting behind other outgoing ment to be a leading MES business in the
Wingo Lee Shun Wing vehicles). The team worked proactively with car parking equipment industry. It also
Chris Lam Chak Ching the customer, The Link Management Ltd. acknowledges our hard work to develop
Kash Keung Choi Wa (LML), to develop an innovative system that high value-added features for our custom-
Ng Po Cheong fully utilized modern software, hardware ers and increase their competitive edge.”
and telecommunication technology, and
Business Unit Technology Hong Kong then went the extra mile to offer additional
services that bring in a high profit margin
Awarded for their commitment in develop- for DKSH.
ing a new generation of car park tailgating
detection systems Result
The system is now installed in over 250 LML
Project car parks. Thanks to the team’s commit-
ate
With car theft increasing in Hong Kong, ment, DKSH has reinforced its leading po- Corpor
the team initiated a new idea of a car park sition as the car parking equipment supplier value:
tailgating detection system to enhance car in Hong Kong and Macau. The next goal is ted
park security measures. The system, in- to supply this equipment to other countries Commit
stalled at the exits of car parks, detects and in South East Asia where the car parking in-
records all possible car stealing activities dustry is increasing.
Category: Pragmatic abled colleagues to become more assertive “It has motivated me in my work with
in negotiating this sensitive and emotional DKSH and encouraged me to think out-
Chonticha Khunthaviti topic with clients on an equal footing. of-the-box. I was able to overcome the
challenges while maintaining good rela-
Business Unit Healthcare Thailand Result tionships with clients.”
This resulted in the smooth implementation
Awarded for her pragmatic manner of hand- of the project, and we maintained good
ling the sensitive project: minimization of relationships with clients. The situation of
excess pallet storage excess pallets at the distribution center was
also considerably decreased by reducing the
Project number of clients’ pallets or charging those
Healthcare’s distribution center in Thailand who could not reduce their pallet levels.
was running at full capacity, with new busi- These charges added up to THB 12 million
ness coming in soon, and many existing cli- (roughly CHF 325,000) in 2013.
ents utilizing more distribution center space
than the level for which they had contract-
ed. With these excess pallets becoming an
ate
increasing challenge, Chonticha Khunthavi- Corpor
ti took on the task to decrease excess pallets value:
– or alternatively get clients’ agreement to tic
pay additional charges for utilizing more of Pragma
DKSH’s storage capacity. Through business
analysis and pragmatic people skills, she en-Corporate news 15
Category: Customer-centric DKSH integrated DKSH Smollan Field Mar- “Winning this award is highly motiva-
keting (DSFM) capabilities into our sales op- tional to me and the project team as this
Ong Teong Dee erations by having a DSFM representative gives recognition to the great work and
posted in each outlet. To better manage effort we have put in. More importantly,
Business Unit Consumer Goods Malaysia this new setup, the project team then de- this is a testament to DKSH’s commit-
veloped a customized smartphone applica- ment to continually transforming itself to
Awarded for the successful implementation tion to track in-store merchandising, pro- maintain its competitive edge in line with
of a customer-oriented project: the Modern motion set-up, stock withdrawal from the the changing market dynamics.”
Trade Transformation distribution center and service calls.
Project Result
To better serve international key accounts This project created operational visibility
like Tesco with the management and re- and transparency across all 58 internation-
plenishing of stock in outlet stores from al key customer outlets in the Central Ma-
centralized distribution centers, DKSH im- laysian region on a daily basis and enabled
ate
plemented a project, led by Ong Teong DKSH sales operations to work closely with
Corpor
Dee, to drive additional sales revenues and customers to address operational issues
increase operational efficiency at store level and identify opportunities to further grow value:
er-
on a daily basis. sales. This is a win-win-win model for cli- Custom
ents, DKSH and customers that will lead to centric
To enhance the sales capacity of Business increased sales and better customer service
Unit Consumer Goods in modern trade, through increasing executional excellence.
Category: Passionate actual supply of high-quality ingredients, “This award is a culmination of all the
DKSH helped the Bounty Group become hard work, not just for the sales and
Ma. Charina F. Antonio, the market leader in the home delivery/ technology team, but for each individual
Bryan Lee Antigua takeaway food segment. By thinking out- directly or indirectly involved in the busi-
Geraldine Cordenete side the box, DKSH introduced several ness with Bounty Group. This award is a
product innovations which set the Chooks testament that if we truly believe, we can
Business Unit Performance Materials to Go brand apart from competition. make it happen.”
Philippines
Result
Awarded for their passionate belief in help- These product innovations enabled the
ing their customer to exploit its market po- Bounty Group to develop its current product
tential: the sweet roast to success lines, ranging from “sauceless” roast chicken
to value-added products. DKSH then helped
Project the Bounty Group launch a new variant in
Thirteen years ago, DKSH Industry Cluster record time, giving our customer speed-to-
Sales Manager Charina Antonio and her market advantage. Through a great sense
team began to work closely with the Boun- of knowing the customer, believing in their
ate
ty Group. During its initial years, the start- passion and delivering complete coopera- Corpor
up offered value-added chicken products, tion and collaboration, the team has grown value:
but the team had foresight of its long-term business together by almost twenty-fold. te
potential. By providing technical assistance Passiona
and support, new product development,
product trial runs, consumer tests and theDKSH Values in Action in Hong Kong
Understanding our corporate values better through games.
DKSH Hong Kong has put in place a The winning team, decided on by the developing more effective HR tools for
great local initiative for employees to local Country Management Team, was Business Units and kicking off the Fan-
understand more about our corporate the local HR team. The team had strived tree Academy – to more strategic ones
values. Last October, over 30 colleagues hard to drive the high performance cul- – building a high performance culture
joined orienteering games on the differ- ture locally in the last year, exhibiting through implementing global and local
ent corporate values. They then held a high levels of commitment and passion performance management processes for
Local Fantree Awards competition that in their work. The team had altogether all employees and developing a struc-
received very high quality submissions. accomplished 20 Group-wide and local tured mentoring program.
initiatives, ranging from tactical ones –
Abigail Goundry
Communications Specialist,
Switzerland,
abigail.goundry@dksh.comCorporate news 17
Grow within your career at DKSH
With the relaunch of the DKSH Fantree Academy starting in September 2013, let’s as functional skills trainings such as client
look at what’s happened so far in this exciting DKSH corporate training and devel- management, sales, customer account
opment center, get some feedback from some of the first participants and look at management, trade marketing and field
what the next steps are. marketing. Thanks to a Group-wide design
concept, we can avoid multiple customiza-
The relaunch of the DKSH Fantree Academy tion and design efforts to make the pro-
Introducing Head Talent Lifecycle is a key milestone on our journey to “(re-) grams DKSH-specific. The delivery of these
Management Monita Lee invent HR at DKSH.” It aims to support the skills programs, however, is always on a lo-
development of our internal pool of talents cal level.
How long have you been with DKSH? at all levels of the organization and estab-
I joined DKSH in October 2012 as Head lish a common DKSH leadership culture. By Development of leadership programs
HR & Administration DKSH Hong Kong. designing our own in-house university, we To develop the strategic and advanced lead-
provide a learning experience that is based ership trainings, the Senior Executive Team
When did you start in this role? on our unique, DKSH-specific content and held a workshop in November 2012 to
I was appointed as Head Talent Lifecycle enables us to grow the skills of our internal jointly discuss and define the expectations
Management in March, but the new role talent pool. they have in terms of tangible outcomes
actually started in June 2014, so I had to from these programs. In other words, what
carry out a dual role for a few months. What does the Fantree Academy offer? kind of skills and capabilities do they believe
The DKSH Fantree Academy offers a fo- need to be developed in order to success-
What is the objective of the role? cused Group-wide aligned architecture that fully implement our strategy for growth?
In my new role, I have Group-wide re- bundles our development needs into cus- Their insight served as the basis for the de-
sponsibility for all aspects of talent man- tomized programs. It has two main branch- sign of the programs as well as the choice
agement activities, including recruitment es: leadership and skills programs. of faculty to bring it to life.
strategies, training and development,
performance management, talent pool The leadership programs focus on develop- Following that meeting, we worked
management, employer branding, com- ing core leadership capabilities required at through a careful vendor selection process
petency management and organization the different levels of seniority (see graphic and looked at more than 20 potential part-
development. One of my key objectives group A on page 18): from front line man- ners to support us with the design and de-
is to develop the framework, processes agers in their first leadership roles, right up livery of the trainings. We eventually select-
and tools that enable DKSH to build its to our DKSH top executive team members, ed the Human Capital Leadership Institute
talent pool and leadership pipeline to who carry substantial responsibilities at (HCLI) in Singapore as our partner.
support business growth. both regional and country level.
HCLI was established by the famous “Eco-
The programs aim at establishing a com- nomic Development Board (EDB)” of Singa-
mon DKSH leadership culture and support pore in 2010, with which DKSH has main-
the development of our internal pool of tal- tained a close relationship for many years.
ents at all levels of the organization thereby Given the fact that HCLI does not have its
supporting the implementation of our strat- own permanent faculty, it offers the op-
egy for sustainable, profitable growth. portunity of cherry-picking and bringing
together best-in-class faculty and thought
The skills programs support staff members leaders from various sectors and sources,
to further develop specific skills and capa- very much customized to our specific needs.
bilities relevant to their respective functions
and areas of development (see graphic The leadership programs so far
group B on page 18). Last September, President & CEO Dr. Wolle
personally opened the first “strategic lead-
The skills program curriculum covers the ership” course, our flagship program that
most essential, commonly required training addresses our group of most senior leaders,
needs, such as presentation, operation- which marked the relaunch of the Fantree
al finance and interview modules, as well Academy. This first program, which was at-tended by 25 of our most senior executives,
was held in two modules during Septem-
“The energy and passion of all participants was sustained
ber and November 2013 in Singapore and over the program’s duration, and many points of view were
Bangkok, respectively.
exchanged on how we can all effectively execute our DKSH
This was followed up by the “advanced strategy for sustainable, profitable growth through fostering
leadership” program for the next manage-
ment level down, which was rolled out to
customer orientation and maintaining client focus.”
two groups in March/April and May 2014.
This course targets managers reporting to Resources DKSH Malaysia, attended the re- view were exchanged on how we can all
senior executive roles, and the main objec- cent “advanced leadership” program: “It is effectively execute our DKSH strategy for
tives are also to impart a common DKSH certainly one of the best-in-class programs sustainable, profitable growth through
leadership culture and support the success- I have attended in my career. The pro- fostering customer orientation and main-
ful implementation of our strategy for sus- gram included thought-provoking sessions taining client focus. The delivery of the
tainable, profitable growth. on how to work with industry trends, the team-assigned real-time business challenge
importance of the focus of Market Expan- projects kept our hunger and enjoyment
For both the “strategic” and “advanced sion Services on market growth, and the of winning, as well as contributing to each
leadership” programs, we opted for a service-for-profit chain. It was a welcome other on our leadership journey.”
central, Group-wide delivery to enable blend of academic theory coupled with real-
networking opportunities across Business time practical examples and applications The other two levels of leadership pro-
Units, functions and countries. This pro- that allow you to instantly grasp the mod- grams, “leadership foundations” and
vides participants with a comprehensive ule contents.” “leading people and teams,” aim to sup-
understanding across all functional areas. port first time and newly appointed manag-
She continued: “The energy and passion ers to transition into their new roles. They
Deanna Yap, Deputy General Manager Tal- of all participants was sustained over the are held locally. The “leadership founda-
ent, Organization & Performance Human program’s duration, and many points of tions” program has already been carried
Fantree AcademyCorporate news 19
out in Australia, China, Europe, India, Hong
Kong, Malaysia, Myanmar, Singapore and
Thailand. “Leading people and teams” is
currently in the design phase and will be
rolled out in 2014.
The “leadership foundations” program em-
phasizes mastering self-awareness, person-
al development and building relationships.
Graduates from this program then have the
opportunity to progress to the next step in
their journey from individual contributors to
first line managers by attending the “lead-
ing people and teams program,” which
sets the foundation for leadership tools in
action. Advanced leadership program 2014: group one, March 2014.
The power of the Fantree Academy
Alongside talent development, the Fantree
Academy is a powerful and versatile tool
for bringing DKSH values and leadership
principles to life (read more about these in
the next article). By teaching and exercising
these leadership principles through these
programs, we are able to truly make DKSH
culture live, and by doing so ensure ongo-
ing, sustainable success.
Dominique Specht, Vice President Market-
ing Communication, attended the “stra-
tegic leadership” course in 2013. I was
interested to hear how he has applied the
principles learned there in the longer term: Advanced leadership program 2014: group two, April 2014.
“At first sight, one of the principles, ‘mas-
ter deal making,’ did not occur to me as
extremely relevant because I don’t work in
sales. However, the next time I had to ne-
gotiate with a vendor, it suddenly became Next steps
clear to me. One important learning I took As 2014 progresses, the Fantree Academy
with me regarding ‘master deal making’ is will roll out more programs that address the
to put myself into the other person’s shoes. needs of talent throughout all levels of the
I have practiced this in recent negotiations Group.
and it has worked very well to better under-
stand the position of the other party and Further information
thereby I’m able to negotiate the best deal DKSH Brand Portal (brandportal.dksh.com
for us.” > Quick links > Careers) Monita Lee
Head Talent Lifecycle
Management, Hong Kong,
monita.lee@dksh.comGetting to the heart of the
DKSH leadership principles
Dr. Joerg Wolle, President & CEO.
The DKSH leadership principles are eight principles that embody the heart of build a strong and stable leadership culture
DKSH’s leadership culture. We met up with our President & CEO Dr. Joerg Wolle, to to support our strategy for sustainable,
get his personal reflections and insights on the first four rules for “leading oneself” profitable growth.
and how you can apply them in your daily life and work.
Can you briefly explain the structure of
Why did you develop leadership princi- the history of DKSH that we have clearly the principles?
ples for DKSH? defined and articulated the leadership prin- The core leadership principles are simple
For quite some time, I have been thinking ciples, expressed in a way that they can be and clear – four rules for leading oneself,
about how I, as the President & CEO of consistently taught and cultivated. and four rules for leading others. Leading
a company with now more than 26,000 oneself is the basis for being able to lead
specialists across 35 countries, can ensure Why are they important? others, so they are closely interlinked with
that my beliefs and leadership principles These principles embody the heart of the each other. I have defined the basic prin-
are practiced throughout the organization, DKSH leadership culture. The first step was ciple of “leading oneself” as “striving to
even without my personal presence and in- to provide transparency on what the lead- win.” The four principles of leading others,
volvement everywhere at all times. ership principles are, to write them down be it your employees, your superiors, your
on paper and make them known to every- clients or customers, I have put under the
Having the leadership philosophy now body. Now, the focus is on developing and heading of “an iron fist in a velvet glove.”
precisely spelled out [see graphic] is quite exercising these principles, thereby bringing
a historical moment. It is the first time in them to life. By doing so, we are able toCorporate news 21
Why is the Fantree Academy important
in bringing them to life?
The idea is to create a process whereby
these principles are not simply stated as high
expectations, but a process that supports
all members of the DKSH family in bringing
them to life. With this, we transform a “paper
tiger” into a real and common practice over
time. I strongly believe that for values to
evolve into behavior, a development pro-
cess is required that allows everybody to
mature and evolve. The curriculum of lead-
ership programs under the umbrella of the
Fantree Academy provides this opportunity
to develop and train these principles.
How do you describe the first rule, “en-
joy winning?”
You must love to compete, proving yourself How would you describe “grow and
and winning. Every time you meet a client contribute?”
or a customer, expect to win them over – DKSH provides the opportunity for per-
and never give up. Even after a long period sonal and professional development. Take
of success, continue wanting to win – the on challenges, seize opportunities to build
race is never really over! To remain a winner, successful businesses, work to shape the
you need to practice and compete – if you company and leave your mark. Stay inter-
rest on your laurels, you will lose. ested in expanding your knowledge, skills
and expertise.
What does “stay hungry” mean to you?
Never be satisfied with where you are, and Further information
constantly seek ways to improve further. In the next edition of Fantree News, we will
Luck does play a role too, but I have found learn more about the other four rules, for
that the harder you work, the luckier you leading others.
get! One of my favorite sayings is that it is
easy to be hungry when you have nothing
to eat, but staying hungry once the fridge is
full is far more challenging.
How can we apply “write your own
ticket?”
Each of you is responsible for growing busi-
nesses and expanding your professional ex-
pertise. Responsibility comes with account-
ability – success is rewarded, and failure
teaches you. Have a passion for outper-
forming, be self-motivated and focus on
getting things done. Believe and act in the Abigail Goundry
spirit that everything is possible based on Communications Specialist,
hard work and a bit of luck. Switzerland,
abigail.goundry@dksh.comEnsuring responsible behavior:
compliance in practice
“Compliance” is a word that is frequently heard, but what does it really mean?
Media often report about it, but always from a negative angle, when companies Factbox:
are being highlighted for acts of non-compliance. Examples of this include recent DKSH compliance milestones
allegations of bribery by multinational pharmaceutical companies in China.
2008:
Compliance in simple terms means “con- Why is compliance important to us? Centralized compliance function
forming to a rule,” such as a specification, It ties in with our company values, as quot-
policy, standard or law. This sounds fairly ed by our President & CEO Dr. Joerg Wolle: 2010:
straightforward, but in reality poses mul- “non-compliance is simply not an option.” Updated Code of Conduct setting out
tiple challenges for companies in times of For DKSH, as a service brand, compliant standards on how we do business
ever increasing regulations and constantly and ethical behavior by all of our employees
shifting societal values. is of paramount importance. Compliance is 2012:
a strong pillar in our so-called value propo- Enhanced Code of Conduct with
Each of us in our daily work is permanently sition to our business partners. internal reporting process for events
confronted with compliance without spe- of non-compliance
cifically noticing it. Finance staff passing Non-compliance would have a direct nega-
accounting entries or Regulatory Affairs tive impact on our business – clients now- 2012:
Specialists applying for product approvals adays carefully evaluate whom they entrust Enhanced anti-bribery and corruption
are two examples of routine activities that with their business, and an intact reputa- policy
touch upon compliance. tion is a pre-condition for any sustainable
business relationship. In fact, we have won
While many of our daily compliance chal- business through differentiating ourselves
lenges are addressed by qualified experts as a transparent and trustworthy business
(e.g. by a licensed pharmacist), there are partner. At the same time, we are very dil-
others that target specific behaviors by igent in assessing new business opportuni-
companies and their employees, like com- ties using our compliance framework as a
petition laws, or anti-bribery and corruption benchmark.
laws.
A robust compliance framework strength-
Governance Risk Compliance function ens our position as a preferred business
Our function, Governance Risk Compliance partner and enhances our reputation in the
(GRC), as part of Corporate Affairs, focus- employment market as well as with inves-
es on creating awareness and fostering, as tors and other stakeholders. All employees
well as monitoring, compliant behavior by are responsible for compliance in their work
all our staff. We place great emphasis on – your contribution and adherence matters!
A robust compliance framework strengthens our position as a preferred business partner Elaine Khoo
and enhances our reputation in the employment market as well as with investors and Compliance Manager,
stakeholders. All employees are responsible for compliance in their work – your contri- Governance Risk Compliance,
bution and adherence matters! Singapore,
elaine.xy.khoo@dksh.com
adherence to our core compliance policies, Further reading
such as the Code of Conduct, the Fraud Read the Code of Conduct policy and oth-
policy, or the Anti-Bribery and Corruption er documents on the policies section of the
policy (available on the policies section of Brand Portal (brandportal.dksh.com) Andreas Wuest
the Brand Portal). We constantly develop Vice President Governance
our function in line with evolving business Risk Compliance,
needs and provide training and assistance. Singapore,
andreas.wuest@dksh.comYou can also read
