THE JARDINE MATHESON GROUP PRIDE IN PERFORMANCE AWARDS

The Pride in Performance (PIP) Awards identify and recognize outstanding performances across the Group.

A breakthrough performance is one we can all take pride in — one that inspires us all to overcome challenges and breakthrough to new heights.

The 2012 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.

5th March 2012

CATEGORY AWARD WINNERS

CUSTOMER FOCUS

Toyota Sales Operation, Indonesia

SUCCESSFUL NEW INITIATIVE

Jardine LloydThompson, India

BUSINESS OUTPERFORMANCE

Jardine Schindler

MARKETING EXCELLENCE

Guardian, Singapore

INNOVATION & CREATIVITY

Gammon, Hong Kong

CUSTOMER FOCUSrecognizes initiatives that break through accepted

notions of customer service

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Toyota Sales Operation, IndonesiaIn Pursuit of ‘Customers for Life’

Last year Auto2000, Indonesia’s leading Toyota dealer, initiated a comprehensive upgrade of its after-sales service with the aim of winning customer loyalty and converting them into Auto2000 Advocates who are ‘Customers for Life’. The programme was a success with its customer retention rate increasing from 50% to 66%.

Seventy-eight per cent of Toyota vehicles in Indonesia are sold by Auto2000, with after-sales service listed as a key reason by many for the purchase. Auto2000 was, however, facing the problem of workshops already exceeding their operating capacity at a time when there was a rapid increase in vehicle sales. In order to tap into this significant source of revenue growth, Auto2000 embarked on an overhaul of its after-sales business. Its target was to increase repeat service visits from existing customers, which was at 50% in 2010, expand workshop capacity and improve its financial performance.

A range of initiatives were launched. Capacity problems were tackled by shortening lead times, introducing productivity improvement measures and establishing an improved tracking system. Customer engagement was enhanced by increasing database quality and maintenance as well as better post-service follow-ups. Passive customers were courted with friendly reminders and a new proactive strategy was introduced, including the Toyota Home Service where a fully-equipped service vehicle made house calls.

To motivate staff and instil a culture of innovative problem-solving, Auto2000 set up training programmes following Toyota’s Kaizen (continuous improvement) and Jishuken (participating) systems. Kaizen experts managed small groups with the mandate to trouble-shoot and develop improvement ideas. These ideas were then shared under the Jishuken system with other branches.

This focus on continuous improvement and relentless push for quality paid off. Maintenance and repair lead times were reduced by 56% and workshop capacity was increased by 2�%. The customer retention rate has improved from 50% to 66%, while the customer satisfaction level has jumped up by 7.2 points. Last but not least, Auto2000’s gross profit for its after-sales business has increased by 26% to US$4�.4 million.

MARKETING EXCELLENCEcelebrates effective marketing strategies or initiatives

that produce clear commercial results

5

Guardian, SingaporeBeyond Trustworthy to Trendy

While Guardian, Singapore’s largest pharmacy chain, enjoyed an enviable reputation as a trustworthy and professional operator, it wanted to be regarded as a trendsetting health and beauty outfit. Its transformation from ‘pharmaceutical to beauticeutical’ is a winning combination of innovative thinking and marketing excellence.

When a 2010 survey revealed that Guardian was best known for its patient care and dispensing services, its management decided that to attract Singapore’s younger generation of more demanding and sophisticated consumers, Guardian needed to be repositioned as a more contemporary retailer. Under the campaign titled ‘pharmaceutical to beauticeutical’, stores were redesigned to offer a more exciting shopping experience and product offerings expanded to focus on skincare, haircare and health supplements. At the same time, the campaign reinforced Guardian’s expertise as a pharmacy professional.

In addition to revamping existing store formats, new outlets were sought in the more trendy fashion floors of shopping malls. The new Guardian Serangoon Nex store best personifies this new concept with state-of-the-art store design, innovative display and merchandising and a wide range of beauty and wellbeing products. To strengthen customer confidence, a private room for Patient Care Counselling – the first in Singapore – was installed. Guardian Serangoon Nex is a roaring success story; in its first year of operation it achieved sales of ��% above budget and a PBIT of 45% above budget, and was nominated for ‘Best Concept Retail Store’ at the 2011 Singapore Retailers Award.

Guardian’s annual sales grew by 11.5% in 2011 and profit rose 26.6%. A November 2011 survey had consumers rating Guardian as a vibrant, fun and upscale shopping destination. Guardian’s professional leadership position has also been recognized – it received the 2011 Community Pharmacist Award and its pharmacists won 11 out of 1� professional awards conferred by the Pharmaceutical Society of Singapore and Singapore Health Promotion Board.

SUCCESSFUL NEW INITIATIVErecognizes the achievements of developments of all sizes from across the Group

7

Jardine Lloyd Thompson, IndiaPassage to India Pays Off for JLT

Set up as an offshore service centre to reduce process and administration costs for the Jardine Lloyd Thompson Group (JLT), JLT India started life in 2006 with six staff sharing a single laptop crowded in a rented room. Today JLT India occupies 80,000 sq. ft and employs 700 people.

Indeed the story of JLT India reflects the story of modern India – it personifies relentless ambition, innovation, entrepreneurship and a tenacity to succeed. In just five years and with a total investment of US$�7 million, JLT India has achieved US$�1 million of recurring annual cost savings for the group, representing a 165% return on investment. On the quality front, customer satisfaction has improved by over 20%. Turnaround times for claims processing has decreased from five days to just �6 hours, while the group’s Right First Time score (a measure of accurate submissions captured by London Market Underwriters) has leaped from 58% to over 90%.

There were many initial hurdles, in particular the sceptics who could not conceive how dismantling parts of JLT’s business and re-assembling them in a different way on the other side of the world with people who had no previous experience of the industry could work. But the determination of JLT India’s management and their strong can-do culture prevailed. The company is today one of the preferred employers in India with an employee attrition rate of only 10% versus the industry norm of 40%.

Beyond numbers, JLT India’s rigour and vigilance in understanding costs, processes and the concept of value-added from a client perspective has resulted in the business taking a series of fundamental decisions around resourcing and investment which has contributed to making the group sharper, leaner and more client-focused. At the same time the capability developed through the JLT India initiative has enabled the group to compete far more successfully against larger competitors.

INNOVATION & CREATIVITYshows how a creative approach leads to a breakthrough

for their business

9

Gammon, Hong KongGammon’s Magnum Opus Arises in Hong Kong

As befitting its name which means a great work of art, Opus, Swire Properties’ new prestigious residential tower has emerged as one of Hong Kong’s iconic buildings. Its success is due in part to its main contractor, Gammon, whose professional approach and engineering expertise has ensured that Opus was completed on-time and on-budget.

Opus is designed by Frank Gehry, the Pritzker Prize-winning architect internationally renowned for his bold and eccentric designs. As such, Opus boasted several innovative geometric elements, such as its unique curvilinear shape, and use of unconventional materials. In addition, the building featured a complex combination of a reinforced concrete structure with external inclined steel columns, precast façade, shingle glass wall, stone cladding, glass balustrade and curved glass doors. These coupled with the site’s uneven topography and complicated logistics presented intricate construction challenges.

Gammon’s answer to these challenges was its highly developed in-house Building Information Modelling (BIM) programme. Armed with BIM and working as the development’s pre-construction adviser eight months prior to the tender for the main contract, Gammon’s project team was able to anticipate and resolve issues arising from the complex design and eliminate uncertainties before the commencement of construction. The expertise that Gammon demonstrated during the pre-construction period, along with the trust it had built with Swire Properties, helped it to secure the main contractor role.

During construction, BIM was used extensively to manage and coordinate the building process. It was also used to evaluate the quantity of materials required following changes in the choice of finishes as well as calculate time and manpower needs in major operations. This creative use of BIM reduced all potential risks and ensured an efficient and timely construction process with a good profit margin. As a result, Gammon’s reputation as a leader in the local construction industry has been further enhanced.

BUSINESS OUTPERFORMANCErecognizes the persistence required to consistently outperform the competition

11

Jardine Schindler JSG Elevates its Regional Operations to New Heights

In 2008, Jardine Schindler Group (JSG) launched a campaign to shake up the performance of its Regional Operations Division (ROD) which encompassed 12 territories across Southeast Asia. Following an intelligent realignment of strategy aimed at driving growth, improving profitability and expanding market share, the ROD ended 2011 with an EBIT of US$15.7 million, compared to an EBIT of US$6.2 million in 2007, and representing 20% of JSG’s consolidated EBIT.

This exceptional performance was especially impressive as it required a coordinated effort across 12 different cultures with their own market dynamics. JSG focused sharply on improving sales and marketing skills while simultaneously implementing programmes designed to develop its next generation of leaders. Its ROD business model for profit growth centred on eliminating low margin escalators and instead focused on two key Schindler elevator products – the ��00AP, a commodity elevator product line, and PORT, a patented ‘Top Range’ high-rise destination control system.

With the ��00AP, JSG was able to successfully penetrate Indonesia’s second- and third-tier cities and install the elevator in the booming low-rise construction market. Similarly, the ��00AP has helped JSG achieve a higher presence in the Taiwanese residential market. Within ROD, sales in this low-rise segment has more than tripled from 259 units in 2008 to 969 in 2011. Sales value has grown nearly fourfold to US$�2.6 million in 2011.

PORT, which offers increased traffic efficiency, energy savings and enhanced building security, also enjoyed equal success. ROD installed this top-of-the-range elevator in some of the most prestigious buildings in Indonesia, Taiwan, Thailand, Cambodia and the Philippines. ROD sales of PORT has more than doubled from 80 units in 2009 to 164 units in 2011, yielding a 150% increase in revenue from US$16.4 million in 2009 to US$40.8 million in 2011.

Overall, the group grew its PATAM at an average annual rate of �5.1% over the past three years and improved market share by 6% to 20%.

Customer FocusToyota Sales Operation, IndonesiaIn Pursuit of ‘Customers for Life’

Dairy Farm, Hong KongPeople First

JEC, Hong KongOvercoming Complexity through Partnership

Pamapersada Nusantara, IndonesiaDancing with Customers

Marketing ExcellenceGuardian, SingaporeBeyond Trustworthy to Trendy

Pizza Hut, Hong Kong Brand Rejuvenation & Business Turnaround

Successful New InitiativeAstra Honda Motor, IndonesiaEnhancing the New Growth Engine within Parts Business

Hero Supermarket, Indonesia Rethinking the Retail Mix in Indonesia

Jardine Distribution, Inc., the PhilippinesJDI on the Rice

Jardine Lloyd Thompson, IndiaPassage to India Pays Off for JLT

KFC, TaiwanKFC Taiwan Acquisition: A FingerLickin’ Good Deal

Bina Pertiwi United Tractors, IndonesiaIn the Shadow of Death

2012 Pride in Performance Awards Entries

Innovation and CreativityKimia Tirta Utama Astra Agro Lestari, IndonesiaIncreasing CPO Production through Integrated Improvements

Astra Honda Motor, IndonesiaTotal Value Chain in Transportation Management through New Business Creation

Gammon, Hong KongGammon’s Magnum Opus Arises in Hong Kong

Hongkong Land, Hong KongThe Sail at Victoria

Pamapersada Nusantara, IndonesiaTotal Road Management System

Pamapersada Nusantara, IndonesiaSubcontractor Optimization: Best Performances in Operation, Cost Efficiency & Safety Environment

United Tractors Pandu Engineering, IndonesiaAn Innovation to Leverage Business

Business OutperformanceJardine Schindler JSG Elevates its Regional Operations to New Heights

The Landmark Mandarin Oriental, Hong Kong A Landmark Performance

Toyota Astra Motor, IndonesiaExcellent Vehicle Logistics Value Chain Operation

Tradeport, Hong KongBack to Basics — Turning an Underperforming Business into a Profitable Business with a Platform for Growth

Trane, ThailandUplifting to the Brighter: the Relocation of Trane Manufacturing Operations

Zung Fu, Hong KongStriking a Peak and Going for Another

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