CATEGORYAWARD

WINNERS

THE JARDINE MATHESON GROUPPRIDE IN PERFORMANCE AWARDS

The Pride in Performance (PIP) Awards identify and recognize excellent

performances across the Group.

The 2013 PIP programme has sought out teams at the operational level within

the Jardine Matheson Group’s businesses whose team members have produced

outstanding achievements in demonstrating the Group’s vision and values.

They have made things happen and achieved great results. This booklet seeks to

document their achievements and share their success stories across the Group.

11th March 2013

1

CUSTOMER ENGAGEMENTAuto2000, Indonesia

INSPIRING TALENTHongkong Land, Hong Kong

MARKETING EXCELLENCECycle & Carriage, Singapore

INNOVATIVE IDEASHong Kong Air Cargo Terminals Limited, Hong Kong

SUPERIOR GROWTHZung Fu, Hong Kong

CATEGORY

CUSTOMER

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

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Auto2000, IndonesiaAuto2000 Profits from Enhanced Customer Experience

Indonesia’s main Toyota dealer, PT Astra International Tbk – Toyota Sales Operation (Auto2000), realized that it needed to overhaul its after-sales operations to meet a forecast growth in car sales to 500,000 per annum by 2015 and increasing customer expectations. Its main challenges included a limited workshop capacity and a low rate of customer retention for maintenance services.

To deal with the anticipated market growth, Auto2000 first expanded its workshop network from 154 to 164 outlets across Indonesia. In addition, to better service the remote areas, in particular the mining and plantation districts of Kalimantan and Sumatra, Auto2000 increased its mobile car maintenance service, Toyota Home Service, by 25 units to 179 units.

To complement the expanded capacity, the company introduced operational improvements aimed at boosting efficiency and upgrading productivity while simultaneously increasing service value. On the employee front, Auto2000 boosted staff training and implemented measures to instil a culture of pride in performance. Through the development of Kaizen (continuous improvement) experts, workshop employees were encouraged to share group activities and ideas aimed at developing team spirit and innovation.

With 63% of buyers stating that good after-sales service is their key reason for selecting a Toyota vehicle, Auto2000 launched several strategies aimed at enhancing the ‘ownership experience’ by being more responsive to customer needs. These included the launch of a real-time Complaint Management System which resulted in increasing customer satisfaction levels from 69.1% to 72.7%, and the introduction of a Maintenance Reminder Service (MRS) and an Integrated Appointment System (IAS). The MRS, which reminds customers a week before their scheduled periodic service, succeeded in presenting a 40% contribution to total unit entry in 2012 and reduced customer dissatisfaction from 2.4% to 0.9%. The IAS managed to increase the appointment rate from 45% to 61%.

The financial results achieved were equally impressive – revenue from repeated customers soared by 54% and profit from this customer segment jumped 45% to US$87.5 million.

INSPIRING

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

5

Hongkong Land, Hong KongFrom Mission Impossible to a Stunning Serenade

A team of six from Hongkong Land, armed with dedication and a determination to succeed, has turned a project dubbed ‘mission impossible’ into a stunning commercial success. The project – the redevelopment of a 37-year-old residential building in Hong Kong – was fraught with complications and faced numerous legal and business challenges. Despite team members having to learn radical new skills and competencies beyond their original hire, each rose to the occasion, personifying the concept of ‘people inspiring people’.

Conceived as a luxury development that would enhance Hongkong Land’s reputation following its re-entry into the residential property market, Serenade’s original name was Lai Sing Court. As a redevelopment project, at least 90% of its original owners had to give their consent before the project could proceed – a process normally requiring years of negotiations. Through an innovative package that involved a new flat upon completion, a small upfront compensation and a sharing of profits, the Serenade team secured a deal in a record 18 months.

This proved to the first of the team’s many innovative moves and tenacious perseverance in the face of mammoth challenges – from complicated submissions and appeals to the Town Planning Board and Land Tribunal to creative sales and marketing efforts in response to the global economic downturn and tightened mortgage financing.

As at 31st December 2012, the new residential development, Serenade, has outperformed market expectations with over 80% of units sold at an average price of US$2,934 per square foot. Current estimates of its actual pre-tax ROC and project return are 147.3% and 29.5% respectively – way above its original ROC target and project return of 41.1% pre-tax and 18.5% pre-tax. Net profit achieved was US$264.3 million – 297% above the original target.

MARKETING

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

7

Cycle & Carriage, SingaporeMarketing Value Over Volume

Historically regarded as a support service, Cycle & Carriage, Singapore’s (C&C) Mercedes-Benz After-Sales Division dramatically changed its contribution to the company’s bottomline after it took independent workshops offering a cheaper service head-on by repositioning its value proposition to customers.

To appeal to value-conscious customers, C&C revised its business model and revamped service centre operations to streamline internal processes. Rather than compete with independent workshops on price, the dealer chose to enhance its value offering by maximizing customer convenience and creating a demand for its ancillary offerings, such as car grooming and tyre services.

To facilitate convenience, C&C created a Mercedes-Benz (MB) centralized booking system which allowed customers to book services online as well as introduced a one-hour express service with a 30% discount should the workshop fail to meet the deadline. Instead of cash discounts for trade-ins, the after-sales division worked with the sales department to offer service credits which helped retain customers.

Noting that customers often go elsewhere for their vehicle grooming, C&C strategically sited MB Body Care Services outlets at service centre car park bays. Similarly, drive-in tyre stores were located at the front of all MB service centres with attractive low pricing for tyre rotation and balancing.

To support these initiatives, C&C launched a marketing campaign aimed at educating customers on the advantages of an authorized dealer versus an independent workshop. A quarterly newsletter featuring useful information such as car care tips, safety tips, fuel saving ideas and special promotions was created as part of its direct mail campaign.

By end 2012, C&C proved that its strategy to focus on value outstripped playing the numbers game. While the number of cars visiting MB service centres over the last four years rose by 15%, profit levels have increased by 190% to hit an all-time record of US$13.7 million.

INNOVATIVE

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

9

Hong Kong Air Cargo Terminals Limited, Hong KongHactl Flies Higher with COSAC-Plus

Facing a threat to growth, with its biggest customer Cathay Pacific turning into its biggest competitor following the start-up of Cathay’s cargo terminal at Hong Kong International Airport in 2013, Hong Kong Air Cargo Terminals Limited (Hactl) launched a pre-emptive strike with a redesign of the software at the heart of its cargo management system.

Aimed at lifting service levels to unprecedented heights, the new software codenamed COSAC-Plus represented a major risk – every line of code, feature, template had to be rewritten from scratch on new computer platforms with a new level of user customization. It was a mammoth and incredibly complex project affecting over 100 airlines, 1,000 forwarders and 4,000 users.

Not only did Hactl’s IT team complete COSAC-Plus two months ahead of schedule, they delivered it with every design specification met at 14% or US$4.6 million under budget. Once the new system was ready, over 4,000 users – including some based overseas – had to be trained on it. Hactl designed and handled this demanding challenge so successfully that its COSAC-Plus training programme has received the 2012 Hong Kong Management Association Award for Excellence in Training and Development.

Next came the switchover from the old system to COSAC-Plus – a complicated and difficult process in which 151 processes had to be completed in under four hours without any disruption to Hactl’s 24/7 operations. Through exceptional team management and detailed planning, the switchover was flawlessly executed.

A year after its 2011 launch, COSAC-Plus has transformed Hactl’s operations and redefined service levels for the air cargo terminals industry, giving it an essential platform to compete aggressively with Cathay’s new terminal as it comes online in 2013.

Indeed, Hactl is already off to a flying start – during 2012, it signed up ten new airlines and locked in 16 existing customers, accounting for over 20% of total revenue for the year.

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

SUPERIOR

11

Zung Fu, Hong KongHyundai Hits Top Gear

Between 2003 and 2009, Zung Fu’s subsidiary Hyundai Hong Kong (HHK) reported consecutive annual losses as a result of low sales volume and high operating costs. In 2010 management devised a multi-pronged turnaround strategy that delivered dramatic results – after seven years of negative returns, HHK achieved a profit of US$825,000 in 2010, US$2 million in 2011 and US$4.3 million in 2012.

After lacklustre Hyundai sales among Hong Kong’s image-conscious consumers, HHK decided to crack the more pragmatic commercial car market in 2008 with the six-seater H1 van. To build up Hyundai’s image and create a niche for the H1, HHK sought out influential early adopters and convinced them to write about their positive experiences. One satisfied H1 owner even created a web forum featuring a Q&A site for interested buyers to pose questions on the vehicle’s features and reliability. Other innovative marketing strategies included incentivizing fleet owners and introducing the new environmentally friendly Euro 5 H1 van in 2012 to enhance Hyundai’s eco reputation. As a result, HHK’s market share for the light goods vehicle market grew from 14% in 2009 to an impressive 33% by November 2012.

As demand increased, HHK moved to overhaul the supply chain which was encountering operational and regulatory obstacles. Measures here included teaming up with Macau’s distributor to achieve the required volume for direct shipments from South Korea and working with major right-hand drive distributors to appeal to Hyundai to produce a greater variety of right-hand drive vehicles. The latter led to HHK doubling its product range with the launch of four new models – Elantra 4-door sedan, Veloster 3-door coupe, i40 sedan and i40 wagon.

By end 2012, sales had jumped fourfold to 1,226 units from 306 units in 2009. Best of all, HHK staff are now inspired to continue pursuing a culture of excellence.

INNOVATIVE IDEAS

Astra Daihatsu Motor & Astra Otoparts, IndonesiaSynergy Spurs Success

Auto2000, IndonesiaLess Inventory, More Profits

Hactl, Hong Kong Hactl Flies Higher with COSAC-Plus

Pamapersada Nusantara, IndonesiaPAMA Creates a Man-sized Business Opportunity

Pamapersada Nusantara – Distrik Adaro, IndonesiaPAMA Mines Deeper and Safer

Pamapersada Nusantara – Distrik BCSK, IndonesiaPAMA Turns Mud into Profit

Units within Astra Automotive Group and Astra Financial Service Group, IndonesiaAstra Creates Finance Value Chain

United Tractors, IndonesiaOptimizing Output through Efficient Input

SUPERIOR GROWTH

Astra Agro Lestari, IndonesiaTogether We will Grow

Astra Honda Motor, IndonesiaHonda Shifts to Top Gear

Hongkong Land, Hong KongMaking Over a Prince

Jardine Motors, United KingdomLancaster Land Rover Revs Up Growth

Mandarin Oriental, Munich Boutique and Best

Zung Fu, Hong KongHyundai Hits Top Gear

2013 PRIDE IN PERFORMANCE AWARDS ENTRIES

CUSTOMER ENGAGEMENT

Auto2000, IndonesiaAuto2000 Profits from Enhanced Customer Experience

Auto2000, IndonesiaPainting a Profit

Auto2000, IndonesiaThe Value of Growing Together

Hero Supermarket, IndonesiaA Giant Champion of Family Values

JEC, ThailandJEC Thailand’s Mega Achievement

Pamapersada Nusantara — Distrik Kide, IndonesiaPAMA Energizes Productivity

United Tractors, IndonesiaUT Wins through Proactive Customer Engagement

INSPIRING TALENT

Hongkong Land, Hong KongFrom Mission Impossible to a Stunning Serenade

JLT, United KingdomJLT Invests in Leadership Excellence

Jardine Motors, United KingdomInspiring a Culture of Excellence

Jardine Schindler, Hong KongTogether We Will Succeed

MARKETING EXCELLENCE

Auto2000, IndonesiaToyota Moves into Top Gear

Cycle & Carriage, SingaporeMarketing Value Over Volume

Daihatsu Sales Operation, IndonesiaDaihatsu Moves Upmarket

Guardian, IndonesiaPassion Makes the Impossible Possible

Health and Glow, IndiaHealth & Glow Woos and Wins Trendy Women

Pizza Hut, Hong Kong Pizza and More

Trane, Hong KongTrane-ing the Customer Wins Back Business

United Tractors Pandu Engineering, IndonesiaUTPE Conquers New Business Frontiers

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