Forging a Unified Culture: How a Century-Old Dutch Business Thrives in APAC
Join us as we explore the remarkable journey of a century-old European company expanding into Asia with its Managing Director Asia Pacific, Mr Andy Ang. This article delves into their strategic approach to growth, from establishing a solid presence in key Asian markets to building robust systems that support seamless integration. Discover how they are successfully adapting their corporate culture—deeply rooted in family values—while aligning it with the dynamic business environment in Asia. Learn how this company is not only expanding its footprint but also ensuring its legacy and values thrive in a new and diverse region. A story of tradition meeting innovation for sustainable success!
Member of Executive Committee
Royal Den Hartogh Logistics
(Photo: Andy Ang)
A Century of Excellence
Royal Den Hartogh Logistics is a global leader in chemical logistics, with a legacy spanning over 104 years. The company is family-owned and operates more than 25,000 tank containers, 5,000 dry bulk containers and specialised dry bulk trailers, 575 tank trailers and 900 trucks. Specializing in door-to-door logistics for the chemical and petrochemical sectors, the Rotterdam-based company transports liquid, gas, and dry bulk commodities and recently expanded into liquid food logistics in Europe. In 2020, it received the prestigious “Royal” designation from the King of the Netherlands thus becoming “Royal Den Hartogh Logistics”. To be eligible, an organisation must hold a highly prominent position within its field, be of national importance and have an existence for at least a hundred years.
Over the past decades, Royal Den Hartogh Logistics has grown through strategic mergers and acquisitions, including its recent integration of H&S Group in Europe. Operating in 28 countries with 58 locations worldwide, the company has a strong presence across the U.S., Europe, South America, the Middle East, and India. Its Asia-Pacific headquarters in Singapore oversees six regional offices and a workforce of over 200 employees, with plans for further expansion.
Strategic Expansion in Asia Pacific (APAC)
Royal Den Hartogh Logistics entered the APAC market 15 years ago by establishing its first regional office in Singapore in 2010. The company started with a small team based in Singapore and subsequently expanded its activity into China. Singapore was chosen as its entry point into the APAC region due to the country’s status as a global shipping hub, strong logistics infrastructure, and availability of English-speaking talents.
Acquisition of Interbulk (2016) and MUTO (2021)
A major turning point came in 2016 when Royal Den Hartogh Logistics acquired the Interbulk Group , which significantly expanded its international network. This global acquisition further expanded operational activities out of both Singapore and China offices. The company continued its growth strategy in 2021 by acquiring a leading intra-APAC chemical logistics service provider, MUTO, which expanded its direct office representation in Korea, Thailand, and Malaysia. The APAC organization further grew its regional presence with the establishment of an Indonesia office in 2024.
Through a combination of organic growth and strategic acquisitions, Royal Den Hartogh Logistics has developed its position as a leading chemical logistics provider in APAC. Its expansion underscores a commitment to long-term investment in the region, ensuring continued growth in the chemical and petrochemical logistics sector.
Acquisition of MUTO Group in APAC: Opportunity-Driven Strategic Acquisition
Royal Den Hartogh Logistics’ expansion into Korea, Thailand and Malaysia, through the acquisition of MUTO, was driven by a strategic vision focused on establishing a direct presence in key petrochemical hubs in Asia. “I’ve always believed that we need to have direct representation in what we call the Five Dragons of Asia,” Ang explained. These five countries—China, Korea, Thailand, Malaysia, and Singapore—are major refining and petrochemical centres where both upstream crude refining and downstream chemicals production are integrated. “Not only do these countries refine crude oil, they also have downstream crackers which are integrated into their respective refineries, producing cost-competitive ethylene and propylene, which are then used to manufacture midstream and downstream chemicals.” Recognizing the importance of these markets, Royal Den Hartogh Logistics prioritized securing direct office representation in these key APAC demand hubs. The acquisition of MUTO group of companies aligned well with this strategy. “MUTO fits that profile, and the timing was right. In terms of aligning the visions of both owners, we were able to merge the two companies successfully,” he added.
Empowerment and Trust as a Management Philosophy
Royal Den Hartogh Logistics’ strategic decision-making in Asia-Pacific is built on empowerment and trust from the senior leadership. “Empowerment is key,” Ang explained, noting that regional leaders are given autonomy to propose and steer investment decisions by following a structured approval process. With extensive experience in chemical logistics and mergers & acquisitions, Ang emphasized the importance of crafting robust and balanced investment proposals. “Each strategic investment decision will require gated internal approvals” he said. Not all proposals are approved as they must align with the strategic priorities of Royal Den Hartogh Logistics. “The MUTO acquisition and subsequent integration succeeded, and the entire process reflects the company’s trust in its regional leaders.” he added.
“The recent acquisition spans Korea, Thailand, and Malaysia as we integrated all three companies concurrently,” Ang explained. Emphasizing the company’s cultural philosophy, he stated, “We are a principles-based organization, not a rules-based company. As a family-owned global business, trust is our foundation.” One of the company’s six core values, he noted, is “fun in business” a concept that sets it apart in the industry.
Ang also encourages the “MEMO model,” which stands for “Meet Early, Meet Often.” “Every week, I connect with country general managers, and regional leaders in structured 15-to-30-minute sessions,” he explained. This model enables leaders to escalate issues, receive guidance, and stay aligned with the company’s broader vision.
“Through our principles-driven approach and MEMO model, we seek to foster a unified organization culture across Korea, Thailand, Malaysia, China, Singapore, and now Indonesia.”
Challenges of Expansion
Ang acknowledged the challenges of expansion, both external and internal, emphasizing the need for a focused strategy. First and foremost, the company prioritizes safety and compliance as fundamental pillars. “Without a clear safety framework and compliance with local legislation, there is no license to operate,” he noted.
Externally, market fluctuations pose challenges, but as a family-owned company, the strategic focus remains on the long-term. “We make sure that we run our business today as efficiently as possible while still creatively exploring tomorrow’s future,” he said. Internally, leadership plays a critical role in setting the right example. “We believe in walking the talk. If you expect the team to do something, the leader must firstly lead by example,” he added, emphasizing the need for visible management commitment.
Setting the Right Organization Culture
Ang emphasized the company’s principles-based approach to decision-making, ensuring clear guidelines while fostering flexibility. “We try to define the perimeters of the football field to play in whilst also encouraging the individual players to play to their own local strengths,” he explained. Regular communication is key as these touchpoints allow regional leaders to seek guidance on decisions.
Beyond maintaining goals alignment, the company actively encourages an entrepreneurial mindset, including the appetite to take risks. “We really want to encourage people to try new solutions,” he stated, stressing that mistakes are part of innovation. Rather than fostering a culture of fear, the APAC leadership supports employees in making decisions at both operational and tactical levels.
Investment Decision
When investing for growth, Ang highlighted the company’s emphasis on empowerment and trust. “We are given a white piece of paper to sketch our APAC growth journey,” he said, “and this encourages local and regional leaders to propose investment cases which then facilitate a culture of growth in APAC.” Drawing from his 18 years of experience in chemical logistics spanning tankers, terminals and tank containers, he emphasized the importance of creating robust and balanced investment cases. While multi-million-dollar decisions are ultimately made at Board level, he noted that local leaders are encouraged to recommend and implement investment decisions. “We have to gain the trust of our senior leaders,” he added, underscoring the company’s faith in local leadership to drive successful expansions.
Using Technology as a Business Enabler
The company leverages on a robust IT system to monitor business performance. “If a trading decision negatively impacts overall business performance, we can identify it quickly—just like tracking a stock portfolio where a few underperforming stocks can impact the index.” Royal Den Hartogh Logistics’ in-house IT system enables leaders to promptly assess why certain local commercial decisions are made and if they require course correction. “We encourage decision-making, even if it involves taking calculated risks” he noted.
Developing and Streamlining the Team with External Support
Seeking external help to align organization culture is key, offering fresh insights and expertise to unify diverse teams. The company collaborates with partners like ELP Network, a leadership development firm, to enhance human capital and leadership globally. Ang noted, “Partners like ELP Network focus on training our human capital.” This partnership shapes the company’s culture and leadership, benefiting leaders worldwide by developing the right characteristics to strengthen daily operations.
Ang also discussed the positive impact of ELP Network in strengthening leadership at various levels of the company. While ELP Network initially focused on senior leadership, their involvement has since expanded to include country managers and mid-level managers across the APAC region. “ELP Network has expanded their footprint with us,” Ang remarked. In 2023, ELP Network conducted four training sessions across multiple Asian countries, focusing on key areas such as performance management and leadership development. This approach has contributed to building a stronger organizational culture throughout the company.
Advice to Companies Venturing into APAC
Ang advised European companies venturing into the APAC region to prioritize trust and collaboration. “Listen to the experts you plan to hire and with that you will get a better understanding of the local environment,” he said. The approach, based on trust and collaboration, has proven effective for Ang’s growth journey in Asia, and he believes it can be equally successful for international companies looking to expand into the region.
Visit Den Hartogh APAC to explore their journey.
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