categoryaward winners

The Pride in Performance Awards programme aims to

identify and recognize excellent business performances

from across the Jardine Matheson Group.

With the rapidly changing consumer landscape as

the backdrop, this year’s Pride in Performance Awards

have the customer at heart in each of the five award

categories.

All the five category winners this year have demonstrated

outstanding achievements – particularly in showing how

well they understand their customers’ needs – and have

been able to apply their insights to their operations so as

to achieve measurable results.

This booklet documents the teams’ achievements so as to

share their success stories throughout the Group.

10th March 2014

THE JARDINE MATHESON GROUP PRIDE IN PERFORMANCE AWARDS

1

Customer Engagement

Serasi Autoraya, Indonesia

Inspiring Talent

Astra Honda Motor, Indonesia

Marketing Excellence

Maxim’s Caterers, Hong Kong

Innovative Ideas

Hongkong Land and Gammon, Hong Kong

Superior Growth

JLT Private Client Services, Singapore

award winners

category

Generating value for your customers – offer them right products and services, and build relationships that result in loyalty.

customer engagement

3

Serasi Autoraya, IndonesiaFrom Leasing to Logistics, TRAC Delivers a Successful Transformation

When the expansion of Indonesian mini-market chain, ALFAMART, to 5,700 stores created delivery problems, TRAC-Astra Rent a Car (TRAC) came up with a bold plan to support the chain’s logistics network. Instead of just leasing trucks to ALFAMART, TRAC proposed that it take over the chain’s entire delivery system and transformed itself into an integrated logistics and transportation enterprise.

A subsidiary of Astra International, TRAC is one of Indonesia’s leading transportation solution providers. In keeping with its mission statement, TRAC went the extra mile to resolve ALFAMART’s delivery dilemma, taking customer engagement to a new level.

TRAC implemented a pilot scheme, dubbed ‘Transformation Delivery System’, in May 2012 for the Jakarta-Bogor-Depok-Tangerang-Bekasi area, which services seven distribution centres and contributes about 45% of ALFAMART’s total performance.

To undertake its expanded role, TRAC had to radically reorganize its internal operations to meet the chain’s demanding delivery schedules. A special task force was set up to oversee the recruitment and training of new drivers. It also worked with ALFAMART to analyze its daily operations to overcome delivery issues.

The pilot run proved to be a great success for both partners. Freed of its logistics responsibilities, ALFAMART experienced immediate improved productivity, which has been reflected in its financial results. By end 2012, the chain had increased net sales by 28%.

Building on this pilot success, TRAC has strengthened its partnership with ALFAMART. It now services 22 distribution centres around Indonesia, utilizing 1,540 vehicles and achieving transactions of Rp210 billion (US$17.9 million) (year to date November 2013). Best of all, this has been achieved with a zero accident rate.

inspiring talentPropelling your talented people forward through skills training, value sharing, or internal marketing and communications.

5

PT Astra Honda Motor’s (AHM) unique talent development project, ‘Get Smart with Red Wings’, successfully dovetails its twin objectives of creating a sustainable long-term business with its social responsibilities as a leading corporate citizen.

A joint venture between PT Astra International Tbk and Honda Motor Company, AHM is licensed to manufacture and sell Honda motorcycles throughout Indonesia. In a pioneering initiative, AHM worked with the Ministry of Education and teamed up Indonesia’s vocational high schools to create a talent development programme, aptly named ‘Get Smart with the Red Wings’, that offers a ‘Honda curriculum’ featuring the latest technology for students interested in pursuing a career as skilled mechanics.

This unique programme has great advantages for all concerned – Indonesia’s young generation benefit from acquiring productive skills, while for AHM, the Get Smart Project both meets its corporate social responsibility agenda of contributing to the country’s growth, and also providing a long-term sustainable solution to shortages of skilled labour. With over 1,800 dealers, 3,600 service stations and 7,500 parts shops throughout Indonesia, AHM needs over 17,000 skilled mechanics for its Astra Honda Authorized Service Stations. In addition to creating a pool of trained talent with excellent career opportunities, the Get Smart Project is also effective in reinforcing a positive brand image among Honda’s potential and future customers.

Currently 116 schools run AHM’s Get Smart programme; in conjunction with the Indonesian Government, AHM targets to enrol 1,400 schools by the end of 2016, giving AHM access to the 2,700 skilled mechanics it needs to recruit each year. The project is expected to further bolster AHM’s dominant market leading position.

Astra Honda Motor, IndonesiaAstra Honda Motor Commits to Nurturing Young Talent

marketing excellenceSeeking out exciting and effective marketing strategies or initiatives that have led to commercial success.

7

When Maxim’s Group acquired Arome Bakery in 2008, the bakery chain was suffering from a tired brand, with 13 out of 48 stores trading at a loss. Maxim’s immediately got to work to reinvigorate Arome with a complete brand makeover.

As most of its competitors focused on traditional and European-style bakery products, Arome decided to position itself as a premium Japanese bakery. The rebranding campaign covered the entire business spectrum – in keeping with its new image as a vibrant, young and trendy Japanese bakery, several of Arome’s stores were refreshed and redesigned as funky concept stores; new cake menus featuring Japanese raw ingredients such as award-winning cheeses from Hokkaido were created in consultation with a famous Japanese patisserie chef, Ms Chieko Go; and Japanese celebrities were engaged as spokespersons for Arome’s products. These moves were supported by an extensive advertising and PR campaign spanning conventional and social media, as well as online and mobile marketing.

The results were dramatic – sales revenue at the end of 2013 hit HK$411 million (US$52.7 million), an 80% increase over 2010’s figures of HK$228 million (US$29 million). Additionally, transaction count increased by 26%. Profits increased 3.4 times to HK$64 million (US$8.2 million) between 2010 and 2013. And to top it off, every one of Arome’s 62 Hong Kong stores is now trading profitably.

Customers were impressed – 80% of respondents in a recent survey voted Arome as a ‘good’ or ‘very good’ brand. Over 70% of those surveyed associated Arome’s new image and positioning with its enhanced brand image while 63% expressed increased purchase intentions.

Arome’s rebranding exercise was no small feat – having long been regarded as a local and traditional brand, it was a big ask to have the consumer perceive Arome as a trendy Japanese brand. However, Maxim’s marketing excellence delivered the results.

Maxim’s Caterers, Hong KongArome Arises Anew

innovative ideasPutting ideas into action to achieve a new milestone in results, performances or productivity.

9

Built in 1988, The Forum at Hong Kong’s Exchange Square was starting to lose its edge in the face of increased competition. Tasked with reasserting Exchange Square as a destination of choice for financial companies, Hongkong Land joined forces with Gammon to re-create The Forum into a highly desirable piece of real estate.

The redevelopment of The Forum was complex and daunting – not only did the diminutive site pose numerous construction constraints, the project had to be carried with minimal impact to existing tenants. Rising to the challenge, the Hongkong Land team came up with the bold vision for a new Forum, which was to be leased to a top calibre financial services company as Hong Kong’s first single-tenant ‘boutique’ office building. Hongkong Land appointed internationally renowned architectural firm Aedas to encapsulate the spirit of the project, and they designed an iconic five-storey building that resembled a precious gemstone.

Determined to achieve more, Hongkong Land negotiated long and hard with the co-owners of the Exchange Square complex and secured an additional unutilized space. As a result, the new Forum has enlarged its gross floor area, and increased its lettable area by a significant 29%.

Gammon used its experience to devise creative solutions to overcome the site’s constraints, introducing innovative construction methods and materials to build a larger yet lighter structure with state-of-the-art energy saving initiatives. Not only was the new Forum completed on budget, the building was handed over three weeks ahead of the agreed target, reaffirming Gammon’s reputation as the market leader in advanced construction technologies.

The new Forum is today home to Standard Chartered Bank, which has signed a 12-year lease. The building will contribute US$7.7 million in pre-tax profit to Hongkong Land, 32% more than the targeted figure and ten times more than the old Forum. The project increased the Forum’s capital value by US$163 million and achieved a post-tax IRR of 13.3%.

Hongkong Land and Gammon, Hong KongThe Forum – From Has Been to Prime Real Estate

superior growthAchieving superior growth with consistent outperformance over the past three years.

11

JLT Private Client Services (PCS) has proved that being careful and steady wins. Instead of making one or two big bets, PCS’s strategy of aggregating several small but significant initiatives covering every aspect of its business has made a big impact on the bottom-line.

Established as a joint venture in 2006 between JLT and two local entrepreneurs, PCS’s business model focuses on working in partnership with leading private banks to broker large life insurance policies – known as Universal Life (UL) – for Asia’s fast-growing high net worth individuals.

In its early years, the onset of the global financial crisis meant that PCS struggled to meet its targets, and in late 2010 PCS set itself the extremely challenging target of becoming the dominant player in the Asian private ‘bancassurance’ market. To realize its goal, PCS initiated a proactive approach in securing exclusive insurance products for private clients leveraging and building upon relationships from the JLT and Jardines network.

Its first major break came when it was appointed sole global provider of HSBC Insurance’s proprietary high-end UL product, Jade. Further initiatives to broaden its range of exclusive products led to appointments by Great Eastern Life and the Bank of China Group Life – the latter offering the world’s first Renminbi denominated product. Other moves included: designing and placing a total of US$58 million single premium policies to provide UL cover for 23 senior executives of a large Chinese conglomerate – the largest ever corporate UL deal in Asia; placing the market’s first US$100 million death benefit policy in March 2013 and following up on this coup with a further three US$100 million policies; and signing up relationships with over 90% of major private banks in Asia.

These small but steady wins have added up. Over the last three years PCS has grown its revenue by 286% to US$54 million, its profits by 283% to US$20 million and its premiums by 396% to US$1.2 billion. Today JLT PCS has achieved its ambition of being recognized by leading banks and insurers as the pre-eminent player in the industry.

JLT Private Client ServicesTaking Small Steps to Achieve Big Gains

customer engagement

Serasi Autoraya, IndonesiaFrom Leasing to Logistics, TRAC Delivers a Win-Win Transformation

Zung Fu, Hong KongZung Fu Revs Up in Top Gear

inspiring talent

Astra Honda Motor, IndonesiaAHM Commits to Nurturing Young Talent

marketing excellence

Honda Sales Operation, IndonesiaHonda Zooms Across Indonesia

Mandarin Oriental Hotel GroupMOHG Ignites an Online Revolution

Maxim’s Caterers, Hong KongArome Arises Anew

innovative ideas

7-Eleven, Hong Kong and Macau7-Eleven Innovates to Stay Fresh & Relevant

Astra Daihatsu Motor, IndonesiaADM Saves Cost and Goes Green

Hongkong Land and Gammon, Hong KongThe Forum – From Has Been to Stunning Landmark

Jardine Restaurant Group – PHD, Hong Kong PHD Profits from Young and Trendy Branding

United Tractors, IndonesiaUT Reinvents Itself to Woo Indonesia’s Construction Industry

superior growth

Cycle & Carriage Industries, SingaporeFrom Passive Support to Active Profit Centre

Jakarta Land, IndonesiaRe-energizing Jakarta Land

JLT Private Client Services, SingaporeTaking Small Steps to Achieve Big Gains

Mannings, Hong KongGNC Proves it’s Wealthy to be Healthy

Pamapersada Nusantara, IndonesiaPAMA Transforms to Outperform

Zung Fu, MacauZung Fu Roars Ahead to Deliver 1,000 Mercedes-Benzs

2014 PRIDE IN PERFORMANCE AWARDS ENTRIES

www.jardines.com