insideThis promises to be a wonderful spring! Greenville has won the SHE Recognition Award, we have been nominated for the DSM Marketing Award and, to cap it all, our business is flourishing. That means we are on course also in a financial sense. Moreover, we worked 185 days without injuries until, unfortunately, a cut in Greenville put an end to our Injury Free Status.

Positive energy, that’s what binds us together. I see this in all kinds of ways. In March, for instance, we had the Technical Transfer Day and Innovation Day, which I had the good fortune to attend. It was exhila­rating to see how motivated and committed our people are, and how proud they are of our products, applications and technologies. At such moments I realize once again the kind of potential that is present within our company. Another example is the EXO team, which was set up some 18 months ago to ‘scan’ the outside world for new technological developments. The team consists of a diverse group of people who identify and assess trends from a technological background. The positi­on papers they present to the SLT are very well thought out, and the discussions we have on the basis of these papers are very valuable. In this way, the EXO team helps us make informed choices. These are excellent examples of external orientation and collaboration with speed. Both the Technical Transfer and Innovation Days and the EXO team prove that if we share

knowledge and work together we can fulfill our potential. From customers I also hear positive things. They regularly compliment me on our people’s enthusiasm and expertise. A matter of course? I should say not! We can be proud of this.

Commitment and motivation, making the connection, it’s all about communication. In the coming year, we will be paying even more attention to internal communication, also in response to the results of the Engagement Survey.

What we’re aiming for is a dialogue with employees at all levels of the organization. Instead of mainly sending out information, we especially want to create opportunities to give feedback and ask questions. We will do this in various ways, for instance through the Global Communi­cation Session, which will be attended by SLT members. A new initia­tive is that we will ‘open up all lines’ once a month and give everyone a

chance to call the SLT and ask questions during a pre­announced question hour (2 times a day). At least two SLT members will be

available to answer these questions. Of course we hope that everyone will jump at this opportunity so that we can make personal contact and discuss things that you consider

important. We have to do things differently if we want to achieve more, and this is a chance for you to speak out about how we should go about this. So don’t hesitate and grab that phone! I hope I will hear from (and speak to)

many of you in the coming period.

Gerard de Reuver

issue #02april 2014

DSM Dyneema – 1

Dear colleagues,

Suggestions of questions? inside.dyneema@dsm.com

DSM Dyneema – 2

Bitter Sweet farewell

This statement is true! It takes a strong leader with strategic vision, courage, humility, passion and integrity to lead during times of challenge and constant change. True leaders inspire and motivate others to be more and do more to achieve results. The Greenville site has been fortunate to have Randy at the helm over these last 13 years. We extend our sincerest gratitude for his leadership in helping us reach such high levels of success, individually and as a site.

It is with deep sadness that we watch him leave, but it’s also with much happiness that he has great opportunities ahead of him at DSM Engineering Plastics. Best wishes Randy!

Tom von Lehmden, Project Engineer: “It has been a real pleasure working with Randy over the last many years. To say the least, our time together as DSM Dyneema has been a memorable, though not always smooth, ride! Working under Randy’s leadership, I and a progressively growing number of colleagues have had the unique opportunity to experience the low and many more high points involved with designing, building, commissioning, staffing and working to perfect 14 production facilities and their associated support facilities. One staffing memory stands out from 2003, and that was Randy and I conducting 95 interviews for the first 26 Fiber Technicians hired! Not only were we interviewing them, we were selling them like travel agents (even showing videos) on the requirement to live in Maastricht for over 5 months while training in Heerlen. Considering Randy’s love of fitness today, I don’t think anyone has ever seen him eat as many cookies during these interview sessions as I did.

The times we laughed far outweigh the times we wanted to or did cry. I’ll

most fondly remember his time with us as one where he pushed me and all of us to become better. For that Randy, I personally thank you, and wish you all the world’s success! I know that your future DEP colleagues are inheriting a leader who will guide them to great things, just as you have done for us here at the DSM Dyneema Greenville Site.” Tammy Edmondson, Administrative Coordina­tor: “It has been terrific working with Randy over the last 12 years. I’ve been inspired by his positive attitude, respect and leadership. Through his coaching and advice, he brought out the best in each of us. We’ve been lucky to have the best of the best as a leader.”

Greg Hinchman, LCP Project Director ­ DSM Expert Center: “I’ve enjoyed working with Randy for all of these years. It’s been a pleasure

to see him grow and advance in his career. I am certain that our paths will cross again in the future, and I look forward to that experience as well. Best wishes in your new assignment Randy. Keep riding that bike! It will keep you fit and sane.”

Dirk Dupper, VP Global Operations: “Bitter sweet is the expression covering the feelings of many. The “bitter” part in saying goodbye to a marvelous person who wholeheartedly and passionately built the Greenville family to what it is now, the “sweet” part for the well-earned challenge that is ahead of him. I admire the way he always kept on moving all these years, not just to keep his balance, but especially to grow and develop the Greenville organization but also further develop as a person, always staying close to himself. We all owe him to stay the course and strengthen the bright future of the Greenville family.”

In April of 2001, DSM High Performance Fibers hired Randy McGowan as their very first employee to oversee building the first UD line in America. Once largely covered in pine trees in 2001, the DSM Dyneema Greenville site has now grown to 5 UD lines, 6 Fiber lines, 1 Tape Line and 1 Medical line, and from only 17 employees to 280+ employees all under Randy’s leadership as Site Director.

Anyone can hold the helm when the sea is calm

~ Publilius Syrus ~

DSM Dyneema – 3

Healthy Worker, Healthy Organization The DSM Vitality Check is back! It’s coming to Urmond in spring and Heerlen after summer. We learned a number of things from the first Vitality Check in 2010 which we are now incorporating. The main issue is greater awareness of the importance of being healthy and getting more people on board the DSM Vitality Check.

Ingrid Maubach, Vitality Coordinator for DSM Dyneema: “In 2010 participation in Urmond was significantly higher at 71% than in Heerlen, with 58%. One of the reasons was that in Heerlen participants had to travel to the Alert & Care Center in Geleen for their check­up. We’re resolving that issue this year by holding the check­ups at Heerlen itself. Apart from this practical reason, there also appeared to be some suspicion about what would be done with the results of the check­ups. We’re trying to allay these suspicions by constantly re­iterating that no individual data will be passed on to the employer or anyone else. They are used for group reports only. Of course, we do use the indivi­dual results to give staff members individual advice. But that’s only to help the staff member.”

Less medical but more coaching “The check­up itself has been slightly changed compared with four years ago. The check­up is now more concise and is based solely on forecast results. These include things like cholesterol, blood pressure, weight, etc. With some risk factors, such as a noisy work environment, or exposure to dust or (toxic) materi­als, we carry out additional checks. On the other hand we give a higher level of individual advice and coaching. At the end of the day, we expect that the employees will benefit more from this,” says Ingrid. “We’re aiming for a higher uptake than in 2010. We’re hoping for 75 to 80% participation. We’ve noticed, in other BGs as well, that manage­ment has a decisive role to play. If they set an example by attending themselves and encouraging their teams to follow suit, you often get a much higher participation. We’re holding information sessions to try to highlight to people how important their health is, and the chances their employers are offering on this front. DSM Vitality will be a success for

us when health becomes an integral part of our business culture. When the H, for Health, becomes just as important as the S in SHE. It’s a long­term process.”

Sustainable Employability and Vitality Rita Bianchi, Program Manager Vitality@DSM: “Vitality is very high up on DSM Dyneema’s agenda. In the past few years we’ve seen staff themselves becoming active in this field. That’s a very positive develop­ment. In Urmond, the Vitality@Urmond group arranges all kinds of workshops and sessions. In Heerlen, the theme is sustainable employ­ability, and Vitality is part of that. Ron van den Bergh, HR Business Partner for the Heerlen site, says: “For us, sustainable employability means creating a working environment and a working climate which

allows our staff to enjoy a good and healthy lifestyle in retirement. We have approached this subject from three aspects: Mindset, Vitality and the organization of continuous shifts.” Mindset, vitality and working environment “The mindset has to ensure that our staff are aware that much has changed. We have to continue working for longer, and people are being called on to take more responsibility for their own sustainable employability. In other

words, how can you remain fit and employable, at least for your working life. Vitality has been divided into three themes: sleep, food and exerci­se. We organize a series of activities on each theme, from workshops through training sessions (with partners where appropriate) to walking tours. As far as the working environment is concerned, we also have to ask ourselves if we can organize things differently to reduce the negative factors for continuous shift employees. For example, we could transfer some night shift tasks to other shifts, improve task allocation, provide flexible rosters, etc. There is a clear link between all these themes and the sustainable employability vouchers that DSM distributed to staff last year and will distribute again this year.”

DSM Dyneema – 4

Technical Transfer Day:

“A festival and a fantastic learning experience in one”Quickly and effectively sharing knowledge with specialist colleagues from all over. Riveting presentations from different segments. “It was a festival for all participants,” says participant Felix Hu of ADTS. The eighth edition of Technical Transfer Day, a platform for all technical colleagues involved with Dyneema®, was held on 18 April this year. Organizer Rigo Bosman: “It’s an event that gives us a chance to gain in-depth knowledge of technical developments once a year.”

This year again, the 100 or so participants were able to indulge in a wide variety of subjects. Says Rigo: “From certification of innovations to developments in radomes, from 25 years of technological develop­ments within DSM Dyneema to DM20, from flexural fatigue in hoisting cables to the Explore project. Those were just some of the topics on offer. Because the day wasn’t long enough to cover the large number of other interesting themes not covered in the presentations, poster display sessions were held for some themes. The best poster (Manufacturing Heerlen with the OEE project ‘How to increase output?’) received a prize which was presented by Yvonne Engelen, VP Innovation.

Celebrate and Share “Sharing knowledge is the most important objective of Technical Transfer Day. And this year has been another resounding success in that respect, judging by the enthusiastic comments of some partici­

pants. Zhiyi Li, Application Specialist in Singapore: “This was my first participation (and presentation) at TTD. It was a valuable experience. I am very positive about the commitment expressed by Innovation and to see that we are all fully dedicated to Bright(er) Things. The program, including the poster session, was very informative. It allows us to demonstrate and at the same time celebrate innovation in our worldwide team. One point that could be improved would be to have a good mix of technical disciplines to cover all four segments. This would allow us to share our knowledge and developments with an

even wider audience.” Felix Hu: “To me, TTD is an excellent platform for sharing knowledge, communicating with colleagues and learning. First of all I took part in the poster session, and so distributed my teaching points over two projects. The feedback from the participants was very useful to me. It gave me more confidence. To me, it’s a festival and a fantastic learning experience in one.” Dirk Dupper, VP Global Operations: “TTD offers the chance to look for real connecti­ons. Technology doesn’t distinguish between different departments and it’s good to see that.”

DSM Dyneema’s growth Ron Storms, Plant Performance Engineer: “This has been my first Technical Transfer Day. What impressed me was the scope of the event, and in particular the large number of participants and the wide range covered by the presentations. I’ve been with DSM Dyneema Manufactu­ring for 15 years now and attending the event brought home to me how

much the organization has grown over this time. All of the presentati­ons were of very high quality and very interesting. What I liked most was that Manufacturing was well represented in the presentations and the posters. Technical Transfer Day was an interesting and informative event.” Bill Fronzaglia: “Working from a remote site, (Stanley) makes it a challenge to stay connected. I always look forward to the TTD interactions both as an opportunity to share as well as to learn.”

DSM Dyneema – 5

First hoist rope with Dyneema® causes furore in Las VegasThe first 100% synthetic hoist rope was welcomed with great enthusiasm at the Conexpo in Las Vegas (4-8 March), one of the world’s two biggest construction expositions. At this event, Samson presented its KZ™100, made with Dyneema® and developed together with Manitowoc, the market leader in mobile crane technology and other fields, and DSM Dyneema Americas.

Sany, a Chinese crane builder, and Ropers Taiwan, a rope producer and Dyneema® customer, also used this exposition to present synthetic ropes with Dyneema® as novelties in their telescope cranes. This was the result of extensive cooperation with our APAC group.

Bright Project Paul Smeets, Application Development Manager in the Innovations AD group: “Within DSM Dyneema we have been working for some seven years on the development of new rope and netting applications. Our aim is not just to steadily increase sales but also to retain our technological lead in the market. In the last few years these activities have expanded to such an extent that last year it was decided to review the project within our PMP project approach. One of the results was a new name: the project formerly known as Steel Wire Rope Replacement is now called DYNAROWS. This project has meanwhile been designated a ‘Bright Project’, and is expected to yield a number of market applications in the coming period. The development of synthetic hoist ropes is a good example. We have for instance develo­ped a new fiber for this application (DM20 XBO), but also new coatings (ICO­DYN series), new rope constructions, new inspec­tion methods and a modified winch design. All these innovations have meanwhile been patented, these patents securing our lead and further improving our position in the steel cable replacement market. With, for instance, round slings we were already active in the hoisting market, but thanks to the most recent innovations we have once again made a great step forward.”

Three markets Synthetic hoist ropes offer numerous advantages over steel ropes. “They are 80% lighter than steel, so that they are easier to handle and install, they have optimum resistance to bending fatigue and they can be used to hoist larger weights. Compared with steel ropes, ropes with Dyneema® are not susceptible to corrosion and need no lubrica­

tion. Yet another advantage is that due to their specific construction there is no torsion in the ropes, so that the load does not start twisting when it is being hoisted, which is a problem when steel ropes

are used. These specific properties render these hoist ropes particularly suitable for markets demanding long lengths, with the ropes running over sheaves and being wound and stored on large winches. That is why the program is called DYNAROWS (DYNAmic Ropes On Winches and Sheaves). We have identified three markets in which optimum use can be made of these advanta­ges of Dyneema®: deep sea installations, crane ropes and mining.”

On the eve of a breakthrough “These are all conservative markets. A synthetic rope is a revolution,” Paul says. “It is, therefore, quite a challenge to convince the industry that synthetic ropes can actually replace steel. Still, we do find that customers are receptive to our message, as is proven by the first two big orders for hoist crane applications that we have received. In the two other markets, too, we are ­ sooner than expected ­ on the eve of major breakthroughs. Having won over the early adopters, we now need to persuade the rest of the market.”

Hybrid ropes “To give customers the time to get used to

synthetic ropes we have started the ‘Hybrid Ropes’ project, which for instance involves using a steel sheath around the synthetic core with Dyneema®. This project is carried out in cooperation with steel rope producer Bekaert in an open innovation approach. The hybrid ropes are easier to fit into existing applications like ships and mine shafts because the installations do not have to be modified. For syn thetic ropes they often have to, and therefore fully synthetic ropes with Dyneema® will be used only in new building installations.” In this field, too, the necessary activities are being undertaken within DYNAROWS, which we expect will soon lead to breakthroughs in both existing and new building projects.”

DSM Dyneema – 6

Dyneema® Diamond Technology:

In search of the unknown specification Ever since its introduction, Dyneema® Diamond Technology, the greatest innovation in the HPT segment in recent years, has been a great success. So it came as a big surprise when last year we suddenly started getting complaints about the quality: there were ripples in the fingers of the gloves which made them unfit for sale. The problem was, that the complaint related to a specification that didn’t exist!

tion on the basis of particular quality parameters which highlight problems quickly, identify the stage of the process and allow us to correct them quickly. So the system automatically uses the quality rules. To avoid the material being rejected at too early a stage, we put a lot of

effort into sorting out the right tolerances. At what point does ‘acceptable’ tip over into ‘not good enough’? To find out, we enlisted the help of our customers. The ADTS team members carried out tests jointly with our customers, trying to link fiber quality with the quality of the end product. Our customers told us at which point the fiber no longer provided the desired product quality.”

Involving the entire chain “This project is a great example of ‘collaboration with speed’,” says Peto. “It was unique in that it involved the entire chain, from operator to customer. Thanks to Felix and Stewart, we have managed to convince our customers – two in Korea and one in China – that their input was essential. To resolve complaints like this you need a great deal of information,

especially about the material involved.” The main lessons? “Specifications aren’t the be­all and end­all,” Herman believes. “For example, if I want a red BMW that does 180 kilometers per hour and I get one with a dent in it, it may meet the specifications, but I won’t be happy with it. Operators have an important role to play in flagging up discrepancies. Although the process is largely automated, manufacturing Dyneema® still involves a human element.” “However, we still have work to do,” says Peto. “We’ve started with the most expensive fiber, and now it works in principle, we’ll look into the next product by taking the same approach.”

Herman Bruns, Fiber Solutions Operations Manager: “The first thing we did was to get the material back through ADTS team members Felix Fu and Stewart Lee, including the material used in the customer’s various processing stages. We wanted to check whether it really was Dyneema® that had caused the problem, or whether it was an elastic fiber such as Lycra. Unfortuna­tely, it turned out that Dyneema® was indeed to blame. So we promptly set up a project team consisting of players from the whole chain to help resolve the issue as quickly as possible.”

A non-existent specification Peto Verdaasdonk, Applied Research Manager: “We analyzed the material thorough­ly ourselves and sent it to an external institute which used a specific testing method on the material. This found a regular variation in the thickness of the fiber. Although this didn’t affect the cut resistance of the gloves in any way, it was clear that the material couldn’t be used in that condition. The problem was that the material had been rejected on the basis of a specification that didn’t exist yet. But our customers expected this non­existent specification to be met. We now apply the analysis method regularly ourselves. This allows us to intercept suspect material and prevent it from getting on to the market.”

Discovering tolerances “As a result, the project team did everything to pinpoint the cause of the variations. For example, they checked whether the yarn was more sensitive to tiny discrepancies in the equipment due to things like wear, for example. We’ve now got to the stage where we measure the produc­

DSM Dyneema – 7

EXO team: bringing in the outside world

“The reason we set up the EXO (EXternal Orientation) team was because our business intelli­gence wasn’t focused enough on technological trends and developments. And with some trends, although we were identifying them, they weren’t being implemented adequately in the organization,” explains Yvonne. “This meant that technological intelligence was actually the poor relation. The risk was that we were missing out on some things. The EXO team was set up to fi ll this gap. It focuses specifi cally on technological developments. Of course, there is a clear link to the market and the competi­tion. After all, market develop­ments can affect technology, and vice­versa. To link up the two, André van Wageningen, Business Intelligence Manager and myself are co­owners of the EXO team. The champions are Tim Kidd, NBD manager, and Guuske Busscher, BI Offi cer.”

What keeps me awake at night? The idea was there. The organization was enthusiastic about it. The team that was set up was broad­based, multidis­ciplinary, multi­BG, with DEP, DSM Resins and DSM Ahead all represented on it. But where to start? Tim Kidd: “It was a hit­and­miss process. The hardest thing was getting the scope right. It’s a big world out there, so where do you start? We didn’t want to spend our time with existing Business Intelligence (which includes information about the competition), because that was already doing fi ne. So a number

What technological developments are there on the market? What do they signify for us? Are they opportunities, or just threats? Should we get on board, or let them go their way? These are the sort of questions that the EXO team, set up in 2012, has to try and answer. Yvonne Engelen, VP Innovation, is proud of what the team has achieved so far.

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of subjects relevant to DSM Dyneema were selected which are not part of the existing business. These are: new polymers/fi bers from DuPont and Teijin, Carbon Nanotubes & Graphenes and Melt Spinning. That provided some focus. Towards the end of 2013 we brainstormed new subjects for this year. The question we asked the team was: what keeps you awake at night, whether with fear or with excitement? This question gave us three new subjects we now have to get to grips with.”

Beyond ‘strength’ “A second challenge at the outset was to think outside the box of Dyneema® yarn and its strength. We had to force ourselves not to write off technologies merely on the basis of ‘strength’, as there are other characteristics that could potentially have a great infl uence on the high­perfor­mance polymer, fi ber or tape market. A third challenge was communication. With such a large and diffuse team, it was important to sort out communication properly, i.e. to go further than just quarter­ly meetings. That’s why we set

up a sharepoint site where relevant documents can be found and which has a link to a discussion forum. However, there’s scope for improvement here too.

DSM Dyneema – 8

OutcomesYvonne: “The team hit the ground running, writing a position paper on each issue, which was then presented to the Innovation Leadership Team (ILT). The papers were the result of thorough research and intensive discussions within the team which, thanks to its variety of disciplines and perspectives, was able to think through the issues thoroughly. Our experience so far has shown us that these kinds of papers lead to interesting discussions in the ILT: what are the opportunities and threats, is there more we could do, how will things develop? The position paper is then refined even further. The good thing for me is that we can take decisions. Even if we sometimes take the wrong ones, or they’re too early or too late, at least we’ve discussed the issue thoroughly and are aware of it. In this respect the EXO team provides collaboration with speed.” 2014 and beyond “The aim for 2014 is to link up with more colleagues (greater inclusion and diversity) at DSM Dyneema and DSM. For this reason the Sharepoint site has been opened up to all DSM Dyneema colleagues. The core team has added a few new faces from

outside DSM Dyneema. In this way we hope that the EXO team will have further ties in DSM Dyneema.”

New distribution strategy: advantages for customers and business

Marco: “This is more than a technical system integration. The transport management party adds intelligence in the process and actively manages the carriers performance by quick feedback to our transport suppliers. The customers profit because of improved delivery reliability. They also will receive notifications of possible delays even before they are aware.”

“DSM Dyneema will be less dependent on single suppliers in the logistic chain, which will have a positive effect on our risk profile, the cost and performance. Next to that we will benefit of the ONE DSM synergy advantages as we will be in the same setup as other business groups,” says Program Manager Jaap Hartse­

The first step in roll out of our new Distribution Strategy is LIVE. As per 01 March the start button in project LogLink Road Europe was pushed. Marco de Vries, Manager Supply Chain Operations: “All our road shipment orders are transferred via automated XML messages to a transport management party, who will select the optimal carrier per shipment size and destination and online returns information to SAP of the shipment status and cost.”

ma. “Next steps in roll out of the distribution strategy are LogLink Marine for all our sea shipments en LogLink Road US. Also air transport will be reviewed as well a possible interface to our warehouse partners.”

DSM Dyneema – 9

On track! One year on, the M&S Excellence program is on track. Says project director Marco Kleuters: “We managed to achieve one of our main goals – to make profi ts in 2013 exceed the business segments’ targets – in particular thanks to improved pricing, which was one of the reasons for DSM Dyneema’s good results last year. Of no less importance are the signifi cant improvements made in the way segments and regions work with each other. This wasn’t always easy and would defi nitely not have been possible without the great involvement and dedication of everyo­ne in the M&S team. Changes to core processes in themselves are tricky enough, without having to take on a new role, which most colleagues had to do. So we can be proud of the result we’ve achieved so far.”

The 4 priorities: what has been achieved?

M&S Excellence… the journey continuesAt the start of 2013, Marketing & Sales set out on a challenging journey. The goal: to become a world-class M&S department to enable DSM Dyneema to achieve its long- and short-term ambitions for growth. The M&S Excellence program is based on four priorities:

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A solid strategy

This route had to deliver two results: updated robust Strategic Marketing Plans and a Uniform Marketing Plan framework for the most important segments Commercial Marine, Life Protection and High Protective Textiles. The Strategic Marketing Plans were drawn up and then transposed into regional sales plans and functional plans for various departments. These are currently being rolled out. The result: a more robust strategy with discipli­nes that are more closely aligned to strategy, resulting in better and faster collaboration.

Transparent and Uniform Way of Working

Two main processes were redefi ned for this priority in 2013: Customer Segmentation and Pricing Process. Returning a sustainable profi t meant we could no longer offer all services to all customers. Customer Segmentation groups customers into clusters of different strategic importance for DSM Dyneema. Six clusters were identifi ed: stars, medium value players, key prospects, large transactional players, medium transactional players and small players. Each customer segment has a specifi c service level in, amongst others, the fi eld of technical support of ADTS and Tech Center, joint product development, access to the latest products, use of the Dyneema® trademark and the possibility of speed orders or changes to orders. A star has greater possibilities here than a small player.

Customer Segmentation went ‘live’ on January 1, 2014. However, there’s a big difference between defi ning a new way of working and consistently translating it into practice. However, implemen­tation also means some customers no longer getting the service they’re used to getting, while others get more. What’s essential is for the sales teams to manage customer expectations properly. It’s also important for Sales and Customer Services to be well coordinated when implementing the new services to avoid sending customers mixed messages. To ensure this, all relevant Customer Services and Marketing & Sales staff were given training before the roll­out began. Now we’re a few months into the new service levels and the results, which have been closely monitored, look promising.

Marco de Vries, Supply Chain Operations Manager: “This is a good example of ‘collaboration with speed’. The importance of Customer Segmentation was confi rmed, collaboration between the different disciplines was excellent, everyone made the effort to look beyond the boundaries of their own discipline and to put themselves in each other’s shoes. The result is that we now have a way of working that is broadly applied.”

DSM Dyneema – 10

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To improve ‘price setting’ and ‘price getting’ we redesigned the pricing processes for various business segments. Roles and responsibilities were redefined and a new pricing model was developed. The ‘Price Calculator’ was introduced or re­introduced in all segments; this is a tool that brings trans parency by calculating the target price based on the basis of product, segment and customer­specific elements. In addition GPS, a new reporting and monitoring system, which amongst other things makes price performance more transparent, was implemented. 2013 was also the year in which a global price increase was introduced over all segments. This was a considerable effort, but essential to improve value extraction from the market.

Focus on customer

To be able to realize the growth ambitions of Dyneema® and its customers, close collaboration with strategic customers is essential. To improve this, Key Account Management (KAM) was developed or updated for all of DSM Dyneema. There were several major points on which improvements could be made: greater knowledge and insight into the strategic focus of the customer; developing an effective, shared key account plan; securing effective monitoring of plan implementation; and setting up clear KAM governance within DSM Dyneema. Because of their strategic importance, key accounts needed greater effort and more intensive contact with the customer involved. This meant that a choice needed to be made about which customers should and which should not be nominated as key accounts. Now there are 10 key accounts distributed over all business segments. Most of the key account plans have now been prepared, approved, and the new governance model is in place. The new key account management process has been integrated with the Customer Relations Management (CRM) system currently being rolled out throughout the organi­zation, and in which all (key) account plans need to be up and running by mid­2014. Although it still needs to be truly embedded into the organization, there is already positive feedback from the internal organization as well as the key accounts. KAM has definitely helped us to implement our strategy as well as our customers’ strategies.

The Integrated Customer Engagement (ICE) program also provides more customer focus. ICE is aimed above all at the end­customer by linking offline and online (digital) communi­cation. DSM Dyneema’s activities on digital communication networks have grown rapidly over the past year. Big steps have also been made in the field of customer engagement. This resulted not just in good brand visibility for us, but also in a huge increase in the number of leads for DSM Dyneema as well as for our customers.

“Key account management provides us a deeper perspective on how to make the customer and DSM Dyneema successful together,” says Jeff Brule, Sales Director Americas. “The use of Joint Value Creation Initiatives (JVCI’s) and the review process with the

customer has proven very constructive. It creates shared goals and joint commitment of resources across both organizations. We work together with clearly defined goals, timelines and focus on success. This collaboration enhances our relationship with individuals throughout the customer’s organization with a shared accountability for the results. Management from both sides take responsibility for the progress of the initiatives. This does not happen overnight, it is a dynamic process that builds upon itself. We have already completed a couple of JVCI’s with customers and we are now working on developing new ones. It is a continuous process that is driven by shared success.”

A highly engaged and capable team

A good M&S organization stands and falls by the professiona­lism of its staff. That was why in 2013 we introduced the People & Performance program, sub­divided into Capability Develop­ment and Performance Management. The aim was to bring the skills and knowledge of the M&S team to an even higher level. First we focused on what knowledge, experience and competen­ces were needed from the different marketing and sales functi­ons so that we could implement our growth strategy. The M&S organization as a whole and all individual colleagues were then separately measured up to pinpoint where the main areas for development lie and where more training is needed. This formed the basis for, amongst other things, a Capability Development Plan to be rolled out in 2014. Key Performance Indicators were set up for Performance Manage­ment in the various M&S function profiles and ‘performance

DSM Dyneema – 11

DSM SHE Recognition Award for Greenville site DSM Dyneema Greenville was selected to receive the DSM SHE Recognition Award 2013. The jury acknowledged Greenville’s overall SHE performance and specifically highlighted the site’s ‘sustainable’ Behavioral Based Safety Initiatives and ‘impressive engagement.’

Lamont Moore, Shield Facilitator states: “We all share the same belief that the most powerful way of influencing behavior is through daily feedback with our co­workers about workplace safety. Danny Ward, Director of QESH for the Greenville site states: “I am proud of employees’ sustained commitment and dedication to a safe work environment. It is an affirmation of the SHE

journey that has been undertaken since the start of the site. Our journey is never ending and each associate has to take personal responsibility for their coworkers and their own safety.”

The SLT: “The SLT is very proud on this remarkable achievement and we congratulate our Greenville colleagues. Since there are no ‘quick wins’ in SHE, only true engagement and sustained attenti­on and efforts will yield a sustainable SHE culture and performance. This is truly inspiring, fueling our current initiatives to do even better.” It feels great to win a prize and to be part of a winning team. Let’s however never forget that the biggest prize is that our colleagues return home safe after a day of hard work.”

dialogues’ were set up with all staff. These are structured talks between a colleague and his or her manager, with the emphasis on the performance, coaching and problem­solving needed to achieve objectives. In 2014 this way of working will be fully incorporated in the M&S team.

Both Capability Development and Performance Management are basic building­blocks upon which the main themes of the One DSM Culture Agenda can be built up in 2014: Accountability for Performance and Collaboration with Speed.

Bastiaan de Koning: “I’m really enthusiastic about the People & Performance program. It’s an approach where we have applied existing performance & development insights, processes and systems more thoroughly. It gives the teams, and also individual staff, more focus and context. The monthly performance dialogues are an important element of the ‘people and performance’ approach for individuals. The dialogues are based on the PDR and the IDP and really do deliver individual development in close liaison with where we want to go as a business. It is clearer than ever before where the business focus lies and how individual contributions and development fit in here. In addition it allows us to get the emphasis exactly right for the market situation at that particular moment: collaboration with speed in a fantastic environment that is constantly in motion: go go DSM Dyneema!”

Priorities for 2014 We’ve come a long way, but we’re not there yet! 2014 is the year in which the new processes need to be fully embedded in our organiza­tion. It’s a course that involves continuous consideration for the whole M&S organization.

Marco: “There are also several new items on the agenda. For example, further improving the Opportunity Management & Sales Funnel Management Process which should lead, among other things, to greater transparency and optimum follow-up of new sales opportunities to ensure that there is a constant demand. Here too, a more uniform way of working is essential. In addition the so-called ‘Net Promoter Score’ has been introduced, where a questionnaire and interviews are used to measure customer satisfaction. The results are then used to set up focused activities to increase satisfaction and loyalty. Finally, we would like to make more use of our CRM system to create greater transparency and to offer our customers a better service.

All these improvements make a real contribution to practicing what we preach in our strategy. But we obviously haven’t yet finished implemen-ting these new processes and tools. In 2014 and afterwards we will have to continually work to improve our processes and results. The dynamics of the market are high and require that we are continuously on the alert and adapt. And that’s actually quite a challenge. So the M&S journey continues…”

Randy McGowan, Site Director states: “This award is a product of employees applying their skills and knowledge to

improve SHE performance. Most importantly, employees put their ‘heart’

into reducing safety, health and environmental exposures.”

Inside Dyneema® is a DSM­internal digital newsletter primarily distributed among DSM Dyneema employees. All content published in or made accessible via Inside Dyneema® is for internal use only. Dyneema® and Dyneema®, the world’s strongest fiber™ are trademarks of DSM. Use of these trademarks is prohibited unless strictly authorized. All rights reserved. © 2012 DSM Dyneema Communications

www.dyneema.com/tugnology2013

Mitch Manning

It pays to go your own way

Robin Notermans, Global ICT Services Manager: “We decided to plan and implement the roll­out ourselves. We wanted to control the quality as much as possible and to impact the business as little as possible. Migrating to Windows 7.0 was a considerable project. In total 634 PCs were migrated, older machines were replaced and those with some life left in them were updated and Windows 7.0 installed on them. This was done with the minimum possible disruption to users. That was why the first two quarters of 2013 were dedicated to careful preparation, with the number of applications and versions being slimmed down considerably. In Q3 the detailed planning was carried out and the hardware was ordered, with the roll­out getting underway in Q4. The roll­out started in Europe, followed by the US. The project was complete by the end of Q1 2014.”

Focus on the user “There’s nothing as annoying as starting up your PC and finding that all your settings have disappeared,” says Robin. “That was something we wanted to avoid. We had a special tool which allowed us to transfer most settings and files to the new installation. In addition, users could use a website to plan their own migration at the time that suited them most. The migration took 4 hours per PC at the most, less in most cases.

Windows XP had been creaking at the joints for a long time. In addition, support for the system had stopped. The result was serious security problems. So at the end of 2012 DSM decided to migrate to Windows 7.0. When the plan had been finalized, DSM Dyneema decided to roll out the implementation in its own way. This was a resounding success: on schedule, lower costs, better performance and higher customer satisfaction. The difference? The focus was on the user.

In addition, we were the only BG to decide to replace all hard disks with solid state drives, which have superior performance. This seems to have been a good choice, as other BGs are now grappling with performance problems, which we’ve managed to avoid. As a finishing touch, we also gave all PCs a thorough external clean.”

Communication and training A major project like this involves thorough communication and training. Users were kept updated before and during the project through diverse communication channels. Several channels were also implemented to share knowledge and provide training: quick reference cards, manuals, training sessions, webinars and FAQs. During the roll­out a lot of consideration was given to personal aftercare for users.

Best in class! The approach to the project won high accolades. Robin: “We gained top scores in the DSM­wide satisfaction survey. This makes us best in class, and at a lower cost than the roll­out organized by DSM ITss. This shows that it pays to go your own way. Incidentally, that success wouldn’t have been possible without the help of external partners like Help­IT, Alphanumeric and Desotech­IT, and of course our internal ICT coordinators and application managers.”