www.jardines.com “ Pride in Performance has enabled us to share and celebrate successes across the Group.

Anthony Nightingale ”

CONTENTS

2 A Decade of Pride in Performance 3 How it Works 5 5 elements to Success 6 Striving 12 Innovating 20 Collaborating 26 Solving 34 Connecting 45 The Entries A DECADE OF PRIDE IN PERFORMANCE HOW IT WORKs

A myriad of achievements have contributed to Jardine Matheson’s success since its From inception, the chief executive officers of each business gave their support and founding in 1832. The content of this booklet, however, considers the Group’s more recent encouragement to the new award programme, getting PIP off to an excellent start. history, and a formalized approach that was launched in 2002 to identify and reward outstanding performances across the Group. In the first three years of PIP, entrants sought recognition as the Grand Prize Winner or one of two runners up. From 2005, five categories were introduced so as to recognize specific Through the Pride in Performance (‘PIP’) annual award programme, Jardines recognizes areas of achievement, from which the Grand Prize Winner is then chosen. individual business units within the Group that embody its core values and translate them into sustained commercial success. In addition to recognition, PIP is designed to share Of the categories, some remained consistent, such as Customer Focus, Marketing those operating company success stories with the larger Group. Excellence and Successful New Venture, while others evolved. Business Turnaround became Business Outperformance as the Group’s operations progressed, and Productivity Using the Group’s core values as criteria for submission – The Right People, Energy, Enhancement evolved into Innovation and Creativity. Enterprise and Performance – the programme emphasizes the need to seek new ventures, encourage accountability, celebrate team achievement, and above all promote Each year the winning entries are selected by a panel of judges comprising different improved performance. In essence, PIP meets the intent of Jardine Matheson: To stimulate executives from across the Group’s businesses, together with the Group Managing Director the growth of dynamic enterprises where people take pride in performance. and Group Finance Director. A leading guest judge is also brought in from outside the organization to provide a fresh perspective for the selection of the Grand Prize Winner. Entries are sought from teams in areas such as sales and marketing, manufacturing, or Guest Judges: engineering and construction, or even functions that support customer services indirectly. Following a thorough assessment process by the panel of judges, the category winners 2002 Michael Sze Executive Director, Hong Kong Trade Development Council While other activities, such as human resources and legal, clearly are important, the aim are chosen. These selections are kept confidential until announced at the Group Managing 2003 James B. Haybyrne Chairman, of the programme is to focus the attention on outstanding business performances that Director’s annual address to senior managers in Hong Kong. Strategic Thinking Group 2004 Christopher Cheng Chairman, contribute directly to the commercial success of an organization. Wing Tai Corporation Limited A further assessment of the category winners then takes place. Representatives of the 2005 Dr Eden Woon CEO, Hong Kong General Chamber of Commerce Over the past decade, 213 entries have demonstrated extraordinary financial and winning teams are invited to Hong Kong to present their business cases to the judging 2006 Professor K. C. Chan non-financial performances. panel, with an emphasis on how their achievements have created sustained commercial Dean, School of Business and Management, Hong Kong University of Science and Technology benefits. Following deliberations, and on occasion a secret ballot when it is a close run 2007 Dr Raymond Ch’ien Chairman, MTR Corporation April 2011 race, the judges select the Grand Prize Winner. 2008 Dr Victor Fung Group Chairman, Li & Fung Group The announcement of the Grand Prize Winner is made at a gala presentation dinner held in 2009 C. C. Tung Chairman & Chief Executive, Orient Overseas Container Line Limited Hong Kong. The dinner is attended by the category winning teams, many flown in from their 2010 Andrew Brandler Chief Executive Officer, home countries, and senior representatives from across the Group are also invited. CLP Holdings Limited 2011 Benjamin Hung Executive Director & Chief Executive Officer, Standard Chartered Bank (Hong Kong) Limited

  At the presentation dinner the achievements of each of the winners are recognized, and the guest judge is also called upon to share his thoughts on the finalists before the Grand ELEMENTS Prize Winner is announced. Each winning team is presented with certificates of achievement together with a cash prize, to spend as they wish, while the Grand Prize Winner receives an added cash bonus. TO SUCCESS

The recognition that comes with winning always generates immense pride amongst the teams. The PIP entrants represent diverse industry sectors, operate on different scales and in different And being judged the Grand Prize Winner by their peers in the Jardine Matheson Group for cultural and economic environments, as well as serving very different customer groups. Yet producing the most successful business performance of the year is high praise indeed. within their submissions, there can be identified common elements or characteristics that enabled them to succeed with their respective initiatives.

While the Group values of The Right People, Energy, Enterprise and Performance have been integral to the judging criteria, all winners demonstrated, to varying degrees, 5 ELEMENTS as they sought to achieve their goal.

They tapped into unrealized value or created value by:

• Striving for and attaining new performance heights • Innovating by going beyond boundaries • Collaborating as a team, sharing values and learning from each other • Solving problems and overcoming obstacles with tenacity • Connecting with customers and understanding their needs

The following pages highlight a select number of PIP winning projects which best exemplify how these 5 ELEMENTS have prevailed – and contributed to Pride In Performance.

Through PIP, a platform has been created to showcase and demonstrate how a strong set of values can instil pride, while key business elements can underpin outstanding performance. innovating But the journey to superior performance never ends. As the business landscape changes striving and different influences come to bear in the years ahead, the key question ‘how can we do solving things better?’ must be asked over and over again. collaborating connecting

  1st element striving attaining new performance heights Shifting perceptions drives Moving up the value chain dealer to Number One generates performance payload

CHENGDU ZUNG FU PAMAPERSADA NUSANTARA 2006 MARKETING EXCELLENCE CATEGORY WINNER 2010 GRAND PRIZE WINNER AND BUSINESS OUTPERFORMANCE CATEGORY WINNER

With the goal of becoming the Number One Mercedes-Benz dealer Starting as a heavy equipment rental business in 1993, Pama drove its way up the value chain to become by 2006 an integrated mining in mainland China, Chengdu Zung Fu embarked on a strategy services group providing exploration, design, infrastructure, mining, hauling and shipping services to its customers. By 2009 it was producing that included strengthening its sales force, launching ambitious 68 million tonnes of coal a year with a 42% market share, and had seen its revenues double and profits increase nearly six times over the marketing programmes, and enhancing customer service. previous three years. This new performance mark was achieved thanks to its creative and strategic approach based on an ability to read Advertising campaigns aimed at specific target groups, marketing market trends, a desire to develop its core competencies and a vision of being a world-class mining contractor. events based on customers’ interests and an international car show featuring an exclusive premium Mercedes-Benz model all caught the Pama is now recognized as one of attention of prospective customers, while a new after-sales customer “ care programme helped to win repeat business. In all, Chengdu the leading coal mining contractors Zung Fu was able to shift brand perceptions of being price-driven to in the world. being customer-driven. This in turn shifted its market share upward ” The Pama Team to 76% and earned it the coveted Number One dealer slot in 2005. striving To reach new performance heights, the journey begins with a clear vision of the desired outcome. Then a plan to achieve the goal is developed, followed by action and implementation. All PIP winners achieve outstanding results, but in striving to reach new performance heights these four winners went the extra mile – some going to the lengths of completely re-engineering their business.

  GUARDIAN 2009 GRAND PRIZE WINNER AND BUSINESS OUTPERFORMANCE CATEGORY WINNER

Guardian Malaysia was already the leading health, personal care and pharmaceutical retailer in Malaysia, but the management team was not about to rest on their laurels. Thinking big and acting boldly in order to sustain growth, in 2005 they took on the Breakthrough challenge of expanding to smaller towns, setting up in high streets, redesigning the stores and optimizing store inventory mix to improve margins. Management’s clear direction to staff, in addition to recognizing and rewarding their people, also played a big part in setting a new performance height. Within three years of embarking upon and executing these strategic steps, push doubles Guardian more than doubled its PBIT to US$32 million in 2008. productivity Bold actions sustain healthy market leadership “ Guardian’s outperformance striving has strengthened its core business systems, ensuring that it is in the best shape to cope with future challenges.” Judges

ASTRA DAIHATSU MOTOR 2006 PRODUCTIVITY ENHANCEMENT CATEGORY WINNER

In the aftermath of the Asian Financial Crisis, Astra Daihatsu Motor in set itself stretch targets to improve costs, quality and delivery performance with the aim of enhancing productivity and increasing competitiveness. Beginning in 2002, a series of ‘breakthrough’ activities were initiated, such as IT system modifications, introduction of robotics, and enhanced production processes in stamping, welding, assembling and logistics. These were complemented with vigorous organizational improvements in the areas of recruitment and training. The significant commitment by the team led to productivity doubling over the period, while operating profit rose 11 fold from 2001 to 2005.

To increase our productivity and quality level, we had to change our mindsets to a new equilibrium of a larger volume and higher performances. To achieve this, we undertook to make continuous improvements and embarked on a self reliance programme.

Dikky Burhan Astra Daihatsu Motor

10 11 2nd element

innova ting going beyond boundaries Creating a unique online Innovating on all levels access for Employee Benefits JARDINE LLOYD THOMPSON – BENPAL “ outperformed 2011 SUCCESSFUL NEW VENTURE CATEGORY WINNER its competitors by setting clear objectives with measurable Jardine Lloyd Thompson (‘JLT’) embraced the opportunity to offer an yardsticks through the online benefits platform to users of its Employee Benefits services. The implementation of a balanced goal was to appeal to individuals more used to a round-the-clock access, scorecard. and to develop an international market. ” Judges Launched in 2009, the online brand, BenPal, was soon transforming JLT’s Employee Benefits business. During 2010, JLT signed up a number of MANNINGS HONG KONG additional major multinationals and locked in several existing large trust 2002 PREMIER AWARD WINNER scheme clients. Its direct revenues exceeded budget by 8%. To sustain its market leading position, in 1998 Mannings recognized the need for root and branch reform, and set The creative team had built the highly sophisticated system from scratch about reinventing itself at all levels. Comprehensive and long-ranging initiatives included the introduction of a in just eight months. Its superior technology enhanced JLT’s business new computer system for category and data management; enhanced and unified store formats; a store expansion proposition and competitive edge, widened its revenue base, increased programme; and the addition of exclusive brands to differentiate its product offering. Industry experts were sales, lowered operating costs and expanded its reach internationally. brought in to head departments; management development programmes were rolled out; and most importantly, frontline staff received customer service and product knowledge training in order to enhance the customers’ shopping experience. As a result of innovating on all fronts and the nurturing of an entrepreneurial culture, PBIT grew at a compound rate of 16% from 1998 to 2001, while Mannings’ market share rose from 14% to 26%. Another predominant Element that has underscored the success of PIP winners has been the ability to innovate. Innovation not only applies to brilliant insights and ideas that produce new products and services, but also to approaches that take the business beyond boundaries or industry norms. The profiled PIP winners innovated, and they did it well. 15 innovating A singularly Merger creatively marries hot idea takes off local and international best practices

GIANT MALAYSIA 2003 MERIT AWARD WINNER

Dairy Farm’s acquisition in 1999 of Giant, a small family-owned retail enterprise in Malaysia, laid the foundation for a strategic move into the sector in Southeast Asia. Recognizing the value in the Giant business model, which had a strong appeal for local consumers, Dairy Farm added international business practices in areas such as centralized buying, property management and IT systems that were able to support rapid growth. The group soon established a strong foothold in the local grocery business, and was to build on the concept as it was expanded regionally. At the time of the award in 2003, shareholder value had already doubled.

PIZZA HUT TAIWAN 2004 PREMIER AWARD WINNER

In 2000, Pizza Hut Taiwan was operating in a mature, highly competitive market where new entrants were chasing market share. The company did more than just fight back though. Through enterprising thinking, Pizza Hut management refocused its business from being an underperforming in-restaurant dining offer to a world-class home delivery service. Success was attributed to revolutionary marketing programmes that increased customer accessibility and strengthened brand equity, and one singularly ‘hot’ innovation that had great appeal with “ The combination of a customers. It was called the Scooter Power Adapter – which was used to keep the pizza hot localized feel to the Giant during delivery – a device much admired by Yum!, the franchisor of Pizza Hut. stores coupled with Dairy Farm’s international best

At Pizza Hut Taiwan we introduced many revolutionary marketing practices proved to bea innovating programmes to increase accessibility and strengthen brand equity. The model for success throughout unique ‘Scooter Power Adaptor’ uses the energy from the scooter to keep the pizza hot during delivery, much to our customers’ satisfaction. Southeast Asia.” Linda Hsu Pizza Hut Taiwan Judges

16 17 “ It’s a great team.” 3rd element

COLLABO RATING working as a team and learning from each other Working as a team by instilling shared values and a clear vision has been a critical success Element in all PIP entries. There have, however, been some initiatives that COLLABORATING clearly hinged upon team dynamics. Here are a few noteworthy examples.

Sharing Fun Joining forces fuels works for efficiency staff and customers

PIZZA HUT HONG KONG 2006 GRAND PRIZE WINNER AND BUSINESS TURNAROUND CATEGORY WINNER

Following several years of lacklustre sales, the management of Pizza Hut, Hong Kong realized that a major change in strategy was required. As the only western-type restaurant for ‘shared’ food, the team decided to strengthen Pizza Hut’s positioning as an affordable casual dining experience. And they put the focus on ‘Sharing Fun’ in its restaurants by catering for sharing occasions, lowering prices, and moving restaurants from residential areas to entertainment complexes. For staff, in addition to a focus on training and development, a triple-based 7-ELEVEN 2008 SUCCESSFUL NEW VENTURE CATEGORY WINNER motivation plan was introduced covering staff needs, operational processes and knowledge sharing. As a When Group operating unit 7-Eleven joined forces with Shell in Singapore to roll out over sixty 7-Eleven outlets at Shell service result, staff turnover fell significantly, and there was stations in 2007, close to 600 staff and management were involved in the planning, resourcing and implementation. It was crucial that a very pleasing increase in customer compliments. both teams were able to understand the other’s working culture. That meant collaborative and comprehensive training programmes Sharing Fun and sharing the goal with staff was ranging from management skills and financial procedures to baking courses. As a result of the team spirit that grew, the project was good for business. Overall, in just 12 months, sales completed under budget and within eight short weeks. The synergy was reflected in the 2007 results. For 7-Eleven, sales at the new increased by 20% and PATAM rebounded by 36%. outlets increased by 27% while its partner, Shell, saw its brand-preference rating move to the Number One spot in Singapore with this new venture.

22 23 Team spirit takes Inter-Group hotel to partnership top builds success HONGKONG LAND, GAMMON AND JARDINE SCHINDLER 2003 PREMIER AWARD WINNER MANDARIN ORIENTAL, SINGAPORE 2007 BUSINESS TURNAROUND CATEGORY WINNER The three-way collaboration between Hongkong Land, Gammon

In 2005, the management team at Mandarin Oriental’s Singapore and Jardine Schindler was a key factor in the successful completion hotel concluded that in order to reclaim its position as one of in 2002 of Chater House, a US$240 million, 29-storey commercial the city’s top luxury hotels after the completion of a successful building in Hong Kong’s central business district. And it was a renovation, it needed the whole-hearted commitment of its staff. testament to the partnership that they were able to overcome The Hotel embarked on a campaign to reinforce a sense of passion the challenges that arose when a crucial mid-course change in and pride in being part of the team. Codenamed GEMS – Going the design and construction was deemed necessary during a turbulent Extra Miles for Service – the campaign aimed to enhance service, economic time. Not only did the team produce a world-class, leadership, core competencies and attitude. While the Hotel also customer-centric landmark building, they saved millions of dollars introduced new products, promotions and hosted events to position in construction costs. Their Partnering Charter transformed the the property as a venue of choice, the new service ethos that mindset of the three partners and recast old roles into an innovative was cultivated through GEMS proved to be pivotal in the Hotel’s relationship that generated many industry firsts. reinvigorated reputation and to achieving record profits in 2006. “ This is a prime example of three Jardine Matheson Group companies working It was all about fanatical communication with our colleagues. We constantly together as a team to ensure success explained where we were, what the journey and create competitive advantages. would be like, what resources we had ” available and what the end result would be. Judges This built trust and credibility.

Rajesh Jhingon Mandarin Oriental, Singapore

24 COLLABORATING 25 4th element solving solving problems with tenacity No venture is easy, but once a strategy is conceived, the drive to solve problems, surmount challenges and to see the job through is another important Element leading solvING to success.

“ An outstandingly simple strategy developed in an appropriate Tenacity and ingenuity manner at minimal cost to meet the market requirements.” produce sure winner Judges

JARDINE DISTRIBUTION, PHILIPpINES 2008 MARKETING EXCELLENCE CATEGORY WINNER

The story of Jardine Distribution Inc. (‘JDI’) began in 2004, two years after the launch of their premier-priced pesticide called Surekill. Sales were sluggish, but rather than abandon a product they believed in, the JDI team embarked on a campaign to educate farmers on the product’s features and benefits – and they did so with the assistance of a team of trained agronomists who worked alongside the farmers. This effort marked the beginning of a tenacious climb to success. Soon the farmers came to regard JDI’s agronomists as their counsellors. Within three years of Surekill’s 2004 relaunch, sales represented 11% of JDI’s agricultural chemical sales, and helped to boost the overall company profit by 34%.

28 29 solvING 30 and Re-energizing and an83%increase in earnings. achieved overoutstanding successasIKEA onemillionadditionalstore visits in2010compared to2009 was developed highlighting IKEA’s low pricesandfamily-friendlyenvironment. The campaignwasan everyone’s responsibility. Basedonathorough customersurvey, atargeted promotions campaign firstfocusedonre-enforcing apositiveIKEA can-doteamculture, withanemphasison marketingbeing longer-term strategy ofexpandingmarketshare. toa tacticalmarketingefforts self-examination, whichledthemanagementtoswitch from short-term businessintheworld. become thefastestgrowingThis remarkable performancefollowed IKEA acritical HongKong pulledoffamarketingcoupin2010producingIKEA 20%salesgrowth inamature marketto 2011 GRANDPRIZE EXCELLENCEWINNER ANDMARKETING CATEGORY WINNER IKEA, Hong Kong

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31 solvING We accept challenges with a creative “ spirit and the courage to realize our dreams.” 5th element CON NECTing understanding customer needs Partnering with customer proves route Understanding customer needs and looking for ways to success to respond to that need in GAMMON, HONG KONG a mutually beneficial way 2009 CUSTOMER FOCUS CATEGORY WINNER

is a core Element that has When Gammon Hong Kong successfully completed the construction been at the heart of a of a 1.2 kilometre tunnel, The Route 8 Nam Wan Tunnel, with the number of PIP winning associated West Tsing Yi Viaduct, the project was hailed on a number of fronts. Putting customer priorities first, the management team entries. The four winners initiated a partnering approach that actively engaged the customer, are excellent examples. engineers, relevant government departments and subcontractors. This approach helped to overcome many of the traditional challenges “ A well-managed tunnel project with that accompany large-scale engineering projects. It also motivated a partnering approach, environmental all involved to perform to the highest levels of professionalism. focus and value engineering. The results were exceptional. Not only did Gammon deliver to the ” Highways Department of Hong Kong the US$218 million project on Judges time and on budget, its sensitive handling of environmental issues and high safety standards also set new industry benchmarks. CONNECTing

36 37 Segmenting dealers Connecting emotionally generates closer bond by being a customer champion

FEDERAL INTERNATIONAL FINANCE, INDONESIA 2005 GRAND PRIZE WINNER AND CUSTOMER FOCUS CATEGORY WINNER

As the economy recovered after the Asian Financial Crisis, Federal International Finance (‘FIF’) found itself handling a rapidly increasing number of motorcycle dealers. You would expect this to be good news, but customer analysis revealed that the top 5% of dealers were generating one quarter of FIF’s business, and it was costing as much to service a small dealer as a large one. So, the company embarked on a segmentation strategy to build mutually beneficial relationships with all its dealers by offering support facilities and matching incentive programmes. Moving this strategy forward was a group of well-trained and capable people who spearheaded the transformation of the dealers from clients into partners. Two years into this reworking of its customer focus principles saw the higher ranked dealers delivering the fastest growth – and thus helping to lift FIF’s motorcycle financing market share from 29% in 2001 to 39% in 2004.

The relationship with our dealers is critical and yet the cost of retaining them is very high. We, therefore, focused on our dealers’ needs and introduced a segmentation strategy that was based on continuous and mutually beneficial relationships with our key dealers. 2010 MARKETING EXCELLENCE CATEGORY WINNER Fendi Santoso Federal International Finance

Beginning in 2008, Wellcome, the Dairy Farm chain in Hong Kong, ran a marketing campaign called ‘One Dollar Does Matter’ that went to the heart of its customer relationship and took Hong Revving up the right message Kong by storm. The campaign positioned the supermarket chain as a champion of family values while reinforcing its low price leadership. JARDINE CYCLE & CARRIAGE, Mitsubishi By using a softer emotional message, it focused on how Wellcome is 2007 GRAND PRIZE WINNER AND MARKETING EXCELLENCE CATEGORY WINNER committed to helping families save. In fact, Wellcome was the first CONNECTing supermarket in Hong Kong to develop a thematic campaign and In the face of a shrinking car market, in 2006 the Mitsubishi team at A bold step in such a fast, change the marketing strategy from one of pushing lower prices Cycle & Carriage Automotive Singapore revved up its performance “ competitive field to shift away to pulling customers into stores with a stronger brand affiliation. with a creative marketing campaign that went straight to the Post campaign survey findings showed that Wellcome was widely customer. The team identified the target customers as younger car from rational price communications perceived as a caring brand that understood its customers’ buyers, and thus developed an advertising campaign that featured towards an emotional brand needs by providing value for money offers. Not only did its Mitsubishi’s innovative niche models that would appeal to this association. tagline ‘a dollar saved is a dollar gained’ enter the everyday younger segment. Aggressive retail promotions and the recruitment ” Judges language in Hong Kong, the campaign went on to win over of a young sales force for the big road-shows all went to support 20 marketing awards. the youthful, sporty brand positioning. Association with a younger demographic also helped drive the more volume sellers in the Mitsubishi range. The result was 38% sales growth in 2006, while profit was up 43%. 38 39 I am most proud of my people “ and the energy they displayed throughout the project.”

the entries

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Mannings, Hong Kong Hero , Indonesia Hongkong Land, Gammon Pizza Hut, Taiwan Federal International Finance, MCL Land, Singapore Pizza Hut, Hong Kong Jardine Cycle & Carriage, Singapore Mandarin Oriental, Hong Kong and Guardian, Malaysia Pamapersada Nusantara, Indonesia IKEA, Hong Kong Reaching a New Height Guardian Indonesia and Jardine Schindler Growth in a Mature and Competitive Market Indonesia CARE Service Standards in Planned Service Revolutionary Turnaround through a Complete Mitsubishi Gammon, Hong Kong Expand, Excel, Exceed From Small to Gigantic Pulling off a Marketing Revolution Premier Award Winner The Chater House Partnership – Premier Award Winner Dealer Segmentation Initiative Recovery In-and-Out Change Grand Prize and Marketing Excellence Winner Reinventing a Legend Grand Prize and Business Outperformance Grand Prize and Business Outperformance Grand Prize and Marketing Excellence Winner Jardine Machinery Taiwan A Ground-breaking Success Grand Prize and Customer Focus Winner Grand Prize and Business Turnaround Winner Grand Prize and Customer Focus Winner Winner Winner IKEA, Hong Kong Impressive Results from Power System Business Premier Award Winner Dairy Farm, Singapore Schindler Lifts, Hong Kong United Tractors, Indonesia Lloyd & Partners, UK Excellent Performance from Low Price Achieving as One – Working Together For Market Mandarin Oriental, New York Smart Sourcing JLT Corporate Risks, UK – Compass Mining Value Innovation Team Jardine Distribution Inc., Gammon, Hong Kong Zung Fu, Hong Kong JLT Shines through Deepwater Horizon Tragedy Positioning Jardine Matheson, Thailand Giant, Malaysia Leadership The Opening Team Caravan Insurance Customer Focus Winner The Philippines Conquering with a Customer-centric Approach Excelling in a Frail Economy Customer Focus Winner M&E Contracting Division Merit Award Winner Emergence of a Corporate Giant Merit Award Winner Marketing Excellence Winner The Oriental, Singapore FOCUS Initiative Delivers Unique Customer To Nail a Snail: A Surekill Success Customer Focus Winner Customer Focus Winner Repositioning of The Oriental, Singapore Hongkong Land, Singapore JLT, UK Jardine Motors, UK Merit Award Winner Service Marketing Excellence Winner United Terminals Limited, Taiwan TRAC-Astra Rent a Car, Indonesia Jardine OneSolution, Hong Kong Customer Focus Winner One Raffles Quay Mandarin Oriental, Hotel Group Wellcome, Hong Kong Turning a Cyber Challenge into a Growth Expanding Service Offerings Polar Motor Group Mandarin Oriental Hyde Park, Riding the Crisis to be a Winner Project iCAN United Tractors, Indonesia Successful New Venture Winner 7-Eleven, Singapore Leveraging Leisure to Boost Room Revenue One Dollar Does Matter Opportunity Merit Award Winner Merit Award Winner Successful New Venture Winner Stepping Ahead with Confidence Zung Fu, Chengdu Marketing Excellence Winner Marketing Excellence Winner Successful New Venture Winner Jardine Motors, UK London Harnessing the Synergy of Two Winning Brands Restoration of a London 'Grande Dame' Ambitious Marketing Strategies Drive Success The Oriental, Singapore Successful New Venture Winner Scotthall Hampshire Wellcome, Hong Kong Face-lift Inspires Passion Hongkong Land, Hong Kong Merit Award Winner HACTL, Hong Kong Hongkong Land, Hong Kong Marketing Excellence Winner Pamapersada Nusantara, Indonesia Hongkong Land, Macau MCL Land, Singapore Brand Central Excellence through Evolutionary Change Efficiency in Supply Chain Management Business Turnaround Winner Turning Obstacles into Opportunities One Central Residences Waterfall Gardens Turns in Windfall Jardine Schindler A Residential Home Run Astra Daihatsu Motor, Indonesia Finalist Finalist Business Turnaround Winner 7-Eleven, Hong Kong A Great Leap Forward to Business Excellence Successful New Venture Winner Successful New Venture Winner Innovation and Creativity Winner IT Overhaul Project EastPoint, Hong Kong Zung Fu, China Transformation of a Property Management Seamless Acquisition of Daily Stop Shop JEC, Thailand Business Outperformance Winner Mandarin Oriental Jardine Cycle & Carriage, Singapore Guardian, Singapore How an Ugly Duckling Kicked a Swan Out of Radiant Floor Cooling System Gammon, Singapore Gammon, Hong Kong Mannings, Hong Kong Jardine Schindler Business Successful New Venture Winner Driving the Company’s Strategy Reinvention of the Cycle & Carriage Group Winning through Customer Healthcare Guangzhou Productivity Enhancement Winner Awakening Singapore’s Mole Innovation Made Simple – The Gammon Cavern Growing to Scale New Heights New Lift Design Techniques Finalist Hongkong Land Finalist Finalist Productivity Enhancement Winner Astra Daihatsu Motor, Indonesia Extreme Makeover: A Landmark Transformation Innovation and Creativity Winner Innovation and Creativity Winner Business Outperformance Winner Zung Fu, Hong Kong Astra Honda Motor, Indonesia Jardine Schindler, Hong Kong JLT, London Breakthrough Activities Achieve Results Productivity Enhancement Winner Wellcome, Taiwan Mandarin Oriental, 7-Eleven, Hong Kong Achieving the Highest Market Share Enhancing Productivity in Parts Antah Schindler, Malaysia 7-Eleven, Hong Kong & Macau Astra Daihatsu Motor, Indonesia Mandarin Oriental Project Creating the Employee Benefits Group Productivity Enhancement Winner Success in Repositioning Outperforming Competitors with Quality Service Performance Plus in a Flat Market in the World 7-Eleven, Hong Kong Empowering Employees to Embrace Success 7-Eleven Achieves Fresh Efficiency Gigantic Leap to the Next Milestones Finalist Astra Otoparts – Adiwira Plastic, Finalist Jardine Shipping Services Finalist Astra Otoparts – Adiwira Plastic, Turning Entrepreneur to Win Customers Daihatsu Sales Operation, Indonesia Zung Fu, Macau Indonesia Astra Agro Lestari, Indonesia 7-Eleven, Singapore Astra Honda Motor, Indonesia Overall Performance Wellcome, Hong Kong Indonesia Maximizing Opportunity in Recovering Market Radical Changes Eliminate Risk of Loss 7-Eleven Surges Ahead with Creative Franchising Innovative Collaboration in Supply Chain for 7-Eleven, Hong Kong The Superfresh Story Colliers Halifax, Japan Turning into the Winner Two-Tone Mirror From Manufacturing to Designing Astra Credit Companies, Indonesia Pride in Innovation and Adding Value Tenant Representation Strong Market Leadership Jardine Technical Services Finalist Turning Bad Credit into Good Profits Cold Storage, Singapore Jardine Aviation Services Daihatsu Sales Operation, Indonesia Daihatsu Sales Operation, Indonesia Continuous Success Achieved by the Right Dairy Farm, Singapore 7-Eleven, Singapore Federal International Finance, Branding with a Heart Flying High with Oasis HK Airlines Orchestrating a GranMax Marketing Coup Fighting off Global Financial Crisis with Xenia Dairy Farm, Singapore People Cold Storage, Singapore Live to Learn, Back to Work Cold Storage, Singapore Franchise Business Indonesia Dairy Farm Stirs a Colourful Wok of Life A Ten-Year Winning Journey in Community Spirit Building Brands EastPoint, Hong Kong Jardine Motors, UK Astra Toyota Sales, Indonesia Astra Agro Lestari, Indonesia JLT, Hong Kong Dedicated to Growth , Indonesia 7-Eleven, South China Innovative Management of Risk Building a Profitable Structure Dare to Change, Dare to Succeed Water Management and Mechanized Fertilization Gammon, Hong Kong Business Transformation Guardian, Malaysia New Centralized Distribution Centre Federal International Finance, Restructuring Business in Improves Yields Customer Relationships – ‘The One’ Organizational Transformation Transcending Guardian, Malaysia Indonesia Guangdong Gammon, Hong Kong Jardine OneSolution, Malaysia HACTL, Hong Kong Mandarin Oriental Boundaries Quantum Leap: Bigger, Better and Bolder Hong Kong Air Cargo Industry Enhancing Risk Management to Maximize Steel Fabrication Re-engineering for Growth Riding an Olympic Challenge Bank Permata, Indonesia HACTL, Hong Kong Communications Department Services (Hacis) Productivity Cold Storage, Singapore Wise Move Wins Customers Business Sustainability through Total Productive HACTL, Hong Kong Hongkong Land, Hong Kong Airport Direct Export Service Management Development Programme Giant, Malaysia JLT, UK Hongkong Land, Hong Kong Maintenance Mandarin Oriental Hyde Park, London Positioning for the Future Alex Reborn – Her Private Story Jardine Aviation Services A ‘Giant’ Turnaround – the TOPS Acquisition Reinventing Profund Corporate Rats Race to Social Responsibility Gammon, Hong Kong Foliage Restaurant Hongkong Land, Gammon and Spring-boarding for growth Cold Storage, Singapore Jardine Shipping Services JLT, London Smooth, Seamless Facelift for Pacific Place Hero Supermarkets, Indonesia The Fresh Food People IKEA, Taiwan Mandarin Oriental Schindler Lifts, Hong Kong Jardine OneSolution, Singapore One Team, One Company Mandarin Oriental, Kuala Lumpur Striving Continuously to Improve Value Echelon Claims Consultants Jardine Motors, UK Turning Around 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