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The company held its Initial Public Offering (IPO) on the 24th of
September 1968, being the first milk company to be listed on the
Stock Exchanges of Kuala Lumpur.
Share Price Movement Shareholder Structure
Shown in Figure 1.1 &1.2, FrieslandCampina DLMI Malaysia Holding
Figure 1.1: Shareholder Structure B.V. holds the most ownership of the company (50.97%) and
Citigroup Nominees Sdn Bhd Employees Provident Fund Board
holds the second largest ownership of the company (9.29%), and
the rest (39.74%) is owned by the public.
Corporate Strategies
Source: Company Report 2018 Dutch Lady Milk Industries Berhad has the strategy to be a top
dairy player leveraging their Dutch dairy heritage to nourish
Figure 1.2: Shareholder Structure
Malaysian families. The strategic priorities are to maintain its
stronghold as the leading brand in Ready-to-drink category and
strengthen market leadership in the category of powdered milk
for children.
DLADY implements strategic decisions that aims to drive
sustainable growth and value generation, focusing in three
areas:
Purpose Driven - to strengthen our purpose “Nourishing by
Nature”
Source: Company Report 2018
Commercially Obsessed - to offer the best value to our
consumers and customers and lead the dairy market
Owners Mindset - operating like entrepreneurs in generating
value and be prudent on cost
Corporate Governance and ESG
Corporate Management
The company applied the principles and practices (Figure 2) set
in the Malaysian Code on Corporate Governance 2017 (the Code),
Figure 2: Governance Principles pursuant to the Main Market Listing Requirements of Bursa
Malaysia Securities Berhad. DLADY complies with the governance
principles, which are;
Board Leadership and Effectiveness: The Board, which includes
chairman and directors have their responsibilities clearly
defined, and approve strategic objectives to lead the company
within a framework to control risk and ensure that objectives are
set.
Effective Audit and Risk Management: The Audit Committee
ensure effective check and balance acting as caretakers for
shareholders. The company also adopts Enterprise Risk
Management program to identify, evaluate, monitor, report and
manage significant risks.
Source: Company Report 2018 Integrity in Corporate Reporting and Meaningful Relationship
with Stakeholders: The company spreads information to
stakeholders through Annual Report and announcements made
on Bursa.
The application of practices are disclosed every year as “CG
Report”, which can be seen from the company’s website
(www.dutchlady.com.my).
Safety, Health and Environmental (“SHE”) Policy
-Safety as Number One Priority
Establishes work practices to ensure a safe workplace for
employees, contractors and visitors such as leadership trainings
and safety assessments.
-Certified and Authorized Sources
DLADY manufactures using 100% sustainable palm oil from its
parent company (a member of RSPO) and cocoa which fulfills
the UTZ certified criteria. DLADY also uses Forest Stewardship
Council (FSC)-certified materials for packaging
Figure 3: CSR Approach
-Energy, Waste and Water Management
DLADY attempts to create a cleaner environment by carrying out
water recycling improvement projects at production plants, uses
natural gas in manufacturing operations and monitors the
usage continuously
Provides Balanced Nutrition
DLADY aims to serve the society with sufficient nutritious food to
fight against undernourishment by ensuring that products are
responsibly manufactured. It is demonstrated through several
Source: Company’s Website events such as SEANUTS (South East Asian Nutrition Surveys); a
study held through collaboration between parent company and
four other research teams from different countries , World Milk
Day; a holistic dairy campaign, National School Milk Programme;
a school milk outreach by providing milk to more than 200,000
selected schools
Spreading the Goodness of Dairy
DLADY held various programmes to drive society with dairy
nutrition such as Grass to Glass camps for employees’ children
and dairy milk education classes at orphanages and
underprivileged communities
Offers Dairy-Self Sufficiency
Works together with Department of Veterinary Service (DVS)
Malaysia and Netherlands Embassy to help local farmers. Being
the largest purchaser of local fresh milk in Malaysia, DLADY held
Dairy Development Programme (DDP) and Farmer2Farmer (F2F)
programme to help farmers increase milk production in terms of
volume as well as quality
Figure 4: Porter’s 5 Forces Food Quality and Halal Commitment
DLADY achieved the FSSC 22000 certification, which proved to
attain quality assurance and control as well as fulfilling
customers’ requirements. Their products were also put in Halal
monitoring tools and system to follow Jabatan Kemajuan Islam
Malaysia’s (“JAKIM”) requirements
Employee Engagement
DLADY ensures an open two-way communication channel to all
employees. One of the platforms is in the form of monthly town
hall meetings to provide employees with business-related
updates to give an understanding of the company’s objectives.
Source: Team Analysis Workshops, skip-level meetings, employee surveys, gaining
intranet access also acts as engagement activities as an
enhancement for all levels to execute strategies and plans
accordingly.
Figure 7: Population years. The strong correlation between the two factors, together
with increasing global demand for milk, it is predicted that the
dairy FMCG industry will continue to rise in the upcoming years.
Correlation between US Exchange Rate and the Price Hike in
Goods
The increase in the price of goods in Malaysia is caused by the
GST (Goods and Service Tax) implemented by the government, in
the form of consumption tax with a fixed rate of 6%. The
Source: tradingeconomics.com weakening of the Malaysian ringgit (Figure 8) towards US Dollars
also in turn affect prices to rise. This situation brings a negative
impact towards the economy, affecting the purchasing power of
Figure 8: Malaysian Ringgit consumers and also to companies who often import goods from
other countries who use dollars in trade transactions especially
in Malaysia, where a majority of dairy products are still imported.
Increasing Local Demand for dairy
Malaysia relies heavily on imports to satisfy domestic demands
for dairy products. In 1970, the import value of dairy products was
RM69 million and increased to RM1.2 billion in 2014. Although milk
Source: tradingeconomics.com
production (Figure 9) has increased over the years, Malaysia is
still unable to meet the demand of its population. Between 1990
and 2005, consumption of fresh whole milk increased by 33%
from 32.9 kg per capita to 43.5 kg per capita. The rising
Figure 9: Fresh Cow Milk Production in awareness of consumers on the nutritional benefits of dairy
Malaysia products with increasing preference towards dairy products
contributed to the increase in demand for dairy products in
Malaysia. This situation drives the government to formulate
policies and suggest steps to meet this need, which in return
stimulates economic growth on the dairy industry.
Government Strategies to Fulfill an uptrend Demand of Dairy
Products
Since 1970, Malaysia has always been importing milk from other
countries to meet the growing local demand for milk. Therefore,
Source: FFTC Agricultural Policy Platform the government implemented 3 strategies to fulfil this demand,
which are :
1. Production: animal husbandry, national dairy development
programme
2. Trade: tariffs on imported milk
3. Integration: strategic partnership with foreign dairy
company
To carry out the production and integration strategies, it is
imperative for dairy farmers to be equipped with the necessary
skills and tools to adapt to consumer needs with the Department
of Veterinary Services, in which it reached up to 84 local farmers
in six states in 2018 through the F2F Programme. This drives the
government and local milk operations to undertake initiatives
that can increase self-sufficiency of the dairy industry, which is in
line with the government’s plan to encourage economic
development in agriculture, livestock and dairy industries, giving
a chance for Malaysia to attract private and international
investors to develop strong export business for locally produced
dairy products in the future long run.
COMPETITIVE POSITIONING
Improving dairy-self sufficiency through DDP and F2F
Dutch Lady Malaysia, together with the Department of Veterinary
Service (“DVS”) and the Netherlands Embassy work to help local
dairy farmers make their business more sustainable to meet the
growing local demand of milk. DDP and F2F provides education
for Malaysian farmers to improve their capabilities in effective
nutritional practices, good animal health and fertility practices,
milk testing, disease control as well as farm management. The
sustainable development of the local dairy industry will ensure
that Malaysians have access to high quality milk and is also a
great opportunity to expand the growth in dairy sector.
Sustainable Sourcing
With the belief in efficient and sustainable production chain, the
dairy raw materials are sourced via the parent company RFC (a
member of the Round Table on Sustainable Palm Oil and from
local farmers. In line with this, DLADY have been manufacturing
our products using 100% sustainable palm oil. Similar to cocoa,
sustainable cocoa is used, which met he UTZ Certified criteria. In
addition, the procurement of starch as a raw material for their
production is from SEDEX certified suppliers. As members of
Bonsucro, the global sugarcane sustainability platform, DLADY
supports the production of sugar cane by purchasing Bonsucro
certified sugar. Aside from sourcing sustainable (agricultural)
raw materials, we have also demonstrated our commitment to
responsible forestry by using the Forest Stewardship Council
(“FSC”) certified materials as the primary packaging used for
their Dutch Lady UHT milk. DLADY was the first manufacturer to
use FSC-certified packaging in Malaysia. The secondary
packaging is also made from sustainable sources as well.
Preservation of quality and sustaining energy through
advanced technology
DLADY manufactures products using LocNutri® production
technology, which preserves the milk’s protein as close as
possible to its natural structure, leading to easy digestion and
absorption of nutrients. The company also adopts energy-saving
practices and projects which contributed significantly to sustain
energy such as installment of steam accumulator and
investments in UHT milk filler and processing line, which helped to
increase output and reduce costs.
Appendix
Appendix 1.1 - SWOT Analysis
Strength Weakness
Opportunities Threats
Appendix 1.2 - Porter’s 5 Forces (Figure 4)
1. Rivalry among existing competitors - Moderate (3/5)
There are a number of multiple big companies in the market who compete
with Dutch Lady, such as Nestle (Milo,Ovaltine), Vico Milk, and other small to
medium-sized dairy companies in Malaysia that offer dairy products.
However, Dutch Lady is a market leader in quality branded dairy products,
proven by the awards received (No 1 Milk Brand in Malaysia, Brand Awareness,
Marketing Communication/Public Relations in 2018, and many more. The
Company was also voted as 1 of the Top 3 companies as a great place to work
and grow in their careers. Dutch Lady also continues to innovate and maintain
their high quality to be able to maintain its position as market leader.
2. Threat of new entrants - Moderate (3/5)
New players have high potential in entering the dairy industry. However, it is
difficult to obtain the ability to build a good image, gain trust and loyalty from
customers. Entering this industry also requires a lot of capital injection needed
to make or build a well-organized dairy company, such as the workforce,
technology, raw materials, systems, etc. Therefore, the
3. Bargaining power of suppliers - Moderate (3/5 )
The bargaining of suppliers has moderate intensity. Dutch Lady’s primary
supplier for raw material and packaging comes from its own parent company
(Dutch Lady Netherlands) and as well as sub-company such as Frisian Flag
Indonesia, FrieslandCampina Thailand and Singapore, giving them more
chances to negotiate on prices.
4. Bargaining power of buyers - Low-to-Moderate (2/5)
The growing demand for locally produced milk in Malaysia contributes to the
low bargaining power from buyers. However, the increasing number of
competitors also gives buyers the ability to influence into setting lower prices,
resulting in a moderate bargaining power. Therefore, the bargaining power of
buyers is low-to-moderate.
5. Threat of substitutes - Moderate (3/5 )
Threat of substitution is considered moderate in the dairy industry. There are
many competitors that can act as substitutes such as Nestle (Milo,Ovaltine),
Vico Milk, Nespray, and other dairy brands, offering numerous options of dairy
products to consume. However, Dutch Lady also offers a variety of products,
ranging from child until adults.
Appendix 1.3 - Business Model Canvas
KEY PARTNERS KEY ACTIVITIES VALUE CUSTOMER CUSTOMER
Suppliers: - Dairy products PROPOSITIONS RELATIONSHIPS SEGMENT
-FrieslandCampi - Specialised - SEANUTS Survey -Customer -All Age
na Netherlands products - National School loyalty (Infant,Chil
-Frisian Flag - Liquid milk Milk Programme programme dren,Teena
Indonesia - Yoghurt - Number 1 ger, Adult)
Employer in
-Friesland Dairy (Fairness)
Brands BV KEY RESOURCES - Employee CHANNELS
(trademark - Technology Engagement -Website
license) - Machines - World Milk Day - Advertisement
- Raw Material - Grass to Glass - Annual Report
- Workforce Camps - Social Media
- DDP & F2F - Email
program -Youtube
References
https://www.dutchlady.com.my/
https://tradingeconomics.com/
https://www.thestar.com.my/metro/metro-news/2019/06/15/govt-mooves-to-i
ncrease-local-dairy-production
http://ap.fftc.agnet.org/ap_db.php?id=501
https://www.theguardian.com/world/2018/may/08/malaysia-election-2018-ev
erything-you-need-to-know
https://www.malaysiakini.com/en/search?q=employment%20law&date_from=
2014-01-01&date_to=2018-12-31&type=or&sort=asc&advanced=true
https://www.nst.com.my/news/2015/09/%E2%80%98gst-not-only-factor-would-
affect-prices%E2%80%99