1

Accelerate volume growth and gain NARTD share

across all categories while reducing PoH + Opex and

step-changing EBIT margin, capabilities and talent pool.

Our Job Ticket

Our Supply Chain Model

3

Demand Driven

Quality

Customer ServiceCost

Supply Chain Goal

• Deliver Quality Performance : BPQI >=95% , PCQI >=92%, MQI >= 85%

• Drive Opex reduction by 6% basis excluding Depreciation Vs PY

• Improve System Line Efficiency by 6% basis

• Drive Production Compliance above 90%

4

EAST CENTRAL SUPPLY CHAIN STRATEGIC FOCUS

Strengthen Leadership

Functional Maintenance Structure and

Routines

Pre-emptive community mgt

Process Management

System

Embed Quality and Safety

Culture on the shopfloor

6

2013 Performance Overview

RGB CAPACITY UTILISATION – EAST CENTRAL Key Assumption

1,083 1,083 1,750 1,250 1,500

833 0 1,500 0 0

100% 100% 80% 100% 100%

0% 0% 20% 0% 0%

45% 48% 40% 50% 52%

52% 52% 50% 52% 55%

53% 55% 52% 55% 58%

OWERRI PORT HARCOURT EASTUtilisation Utilisation

Total Owerri1 Owerri2 Owerri4 Total Total PHC1 PHC2 Total

2014 19,071,734 5,398,719 5,758,633 8,102,171 19,259,523 99% 10,849,092 6,923,565 8,640,609 15,564,173 70% 29,920,827 34,823,697 86%

1.042015 19,834,604 6,238,519 6,238,519 10,127,714 22,604,753 88% 11,283,056 7,200,507 9,139,105 16,339,613 69% 31,117,660 38,944,365 80%

1.042016 20,627,988 6,358,491 6,598,434 10,532,823 23,489,748 88% 11,734,378 7,615,921 9,637,602 17,253,523 68% 32,362,366 40,743,271 79%

Sales Est Capacity Utilisation

Line cap. (cph)

Package Contrib. (%)

Yearly SLE

Sales Estimates Capacity

Line cap. (cph)

Package Contrib. (%)

Yearly SLE

CapacitySales Estimates

Key Assumption

1,750 1,750 1,750 1,750

1,250 1,250 0 1,250

60% 100% 100% 40%

40% 0% 0% 60%45% 45% 50% 50%

50% 50% 52% 50%

53% 53% 53% 53%

Benin Enugu CentralUtilisation

AsabaSales Estimate Ben1 Ben2 Total ENU 1 ENU 2 Total

2014 17,787,512 8,794,197 8,723,691 17,517,889 102% 13,314,203 9,692,990 9,810,500 19,503,491 68% 31,101,716 37,021,379 84%

1.042015 18,499,013 9,771,330 9,692,990 19,464,321 95% 13,846,771 10,080,710 9,810,500 19,891,210 70% 32,345,784 39,355,531 82%

1.042016 19,238,973 10,357,610 10,274,570 20,632,180 93% 14,400,642 10,274,570 10,399,130 20,673,700 70% 33,639,616 41,305,880 81%

UtilisationSales Estimates Utilisation prod CapSales EstCapacity Capacity

Line cap. (cph) Line cap. (cph)

Package Contrib. (%) Package Contrib. (%)

Yearly SLE Yearly SLE

Manufacturing

KBIs 2012 FY 2013 FY 2013 BP Vs PY Vs BP

Manufacturing Cost Per Case 176.0 173.8 143.2

SLE 51.9% 41.5% 58.0%

Concentrate Yield 99.1% 98.9% 99.4%

Sugar Yield 99.0% 98.8% 99.2%

Crown Wastage 1.6% 1.7% 0.7%

Bottle Breakages 0.62% 0.53% 0.57%

CO2 Yield 55.5% 57.8% 60.0%

LOB/Kwhr 13.0 13.2 15.1

PHC/LOF Boiler 13.4 14.8 12.4

Caustic Usage 1.6 1.6 1.5

Production Compliance 60% 75% 80%

Quality and Sustainability

KBIs 2012 FY 2013 FY 2013 BP Vs PY Vs BP

SAFETY: LTA 12.0 8.0 0.0

SAFETY: FAI 127.0 129.0 64.0

SAFETY: FATALITY 0.0 1.0 0.0

BPQI 92.5% 89% 95%

PCQI 85.6% 83% 91%

Date Code 95.8% 93.0% 97.0%

Net Content 93.4% 94.0% 96.8%

PDQI 78.0% 83.5% 83.0%

Water Usage Ratio 2.73 2.13 2.59

Energy Usage Ratio 0.60 0.56 0.53

Solid Waste Ratio 18.47 23.52 17.45

2013 – Key Learnings

SYSTEM LINE

EFFICIENCY

QUALITY AND

SUSTAIN-ABILITY

COST LEADERSHIP

Inadequate operating and maintenance skill

Problem Solving lengthy due to skill Team Management weak OPL driven mainly by Forlift availability

and reliability Glass returnability could be better

managed Spares management still challenging Better line overhaul execution but

preparation needs improvement Better Line scheduling can help

utilisation

PPE compliance still a challenge Incoming material inspection

inadequate Shopfloor involvement in quality

inspection Ownership for on-line quality control

equipment operation and maintenance Use Process monitoring and control to

drive quality improvement GMP/GHK standard improvement Audit CAP review inadequate Toolbox Talk Execution Inadequate

Pre approval process key in controlling casual usage and overtime

Focus on energy projects Regular reconciliation on

area/equipment basis helps in Yields and breakages control

Better and Timely equipment maintenance helps control business loss

Plant level cost review on weekly basis Inadequate Quality control lead to high

business loss due to manufacturing defects

Ineffective incoming glass inspection both from Trade and new glass led to hogh cost of glass write-off

2014 EC PLAN

12

1. KHS line rebuild2. Execute RGB Lines Overhaul Plan3. End of Line automation in

Benin(Palletiser)4. Owerri Lines 1 & 2 Upgrade5. Leverage SAP PM and EATB Kaizen6. Leverage GPIT and TNT Support7. Ultra Glass Injection Impact8. Volume Allocation in Central(benin to

Enugu) during Peak Season9. Minimum Run Size Adherence and

Speed Loss Eliminination

1. Leverage New PHC PET Line2. Benin PET line Overhaul3. Juice Line 4 TPMS4. Owerri PET EvA Line overhaul5. Leverage on new end of line

equipments on Benin Line 66. Leverage SAP PM and EATB

Kaizen7. Leverage GPIT and TNT support

for Benin and Owerri8. Transition to 48h CIP on Eva line9. Reinforce Incoming inspection of

packaging materials e.g pallets, films etc

1. Effective glass management 2. Enforce Glass Staging across all

Plants3. Forklift Management(TAT and

Maintenance)4. Enforce EATB PM across all

Plants – Weekly and Monthly for STLs and LM

5. Line schedule optimisation6. Mixer Operator Assessment and

Skill Upgrade

1. SMED Implementation across all Plants

2. Restoration of CIP system into Auto Mode

3. Synchronisation of CIP/Changeover Timing

RGB SLE Up By 3%

OWP SLE Up By 6%

OPL Down By 50%

CIP/Changeover

Time reduction

Drive Volume Delivery Through System Line Efficiency Improvement(6%)

50.70% 52%

42%

54%

0%

10%

20%

30%

40%

50%

60%

11act 12 act 13act 14BP

47.90% 49%

40%

63%

0%

10%

20%

30%

40%

50%

60%

70%

11act 12 act 13act 14BP

REGION SLE - RGB59.96% 59%

45%

55%

0%

10%

20%

30%

40%

50%

60%

70%

11act 12 act 13act 14BP

REGION SLE - OWPREGION SLE

Conc Yield Sugar Yield

PRODUCTIVITY

1313

1. Leverage Juice line TPMS 2. Benin PET Filler Overhaul

Impact3. Benin Line 1 and 2 filler

overhaul4. Mixer Overhaul and operator

training

1. Tracking and reconciliation on shift basis

2. Leverage RGB line overhauls3. Ultra Glass Introduction Impact4. Proper Glass sorting process at

Plant and Depot5. Enforce Proper CIP/Changeover

practices as it relates to Washer

1. Weekly Pre approval process2. Weekly cost review and CAP3. Leverage SLE improvement to

minimise run days4. Energy management /Load

Shedding during Non Production Period

5. Implement Top 10 menergy sevres to reduce consumption

6. UPS Capacity increase and introduction in relevant plants

1. Effective sorting in trade2. Implement proper glass handling

practices in Plant and Depot

Reduce Manufacturin

g Defects<PY

Reduce Bottle

breakages<0.5%

Overtime ,Casual and

Energy Cost Management in line with

BP

Scuff Glass Management

Drive Manufacturing Cost Improvement Through Business Loss and Overhead Reduction

COST LEADERSHIP

0.590.62

0.530.57

11act 12 act 13act 14BP

Bottle Breakages

147.1

176.0 173.8

150.4

11act 12 act 13act 14BP

Manufacuring Cost, CPC

1414

1. Coding Machine Upgrade and Overhaul

2. Effective Power Protection in Place

3. Implement OEM Standards for operation

4. Operator Involvement in On-line Quality control(15minutes check by filler operator)

5. Installation of Laser coders on all PET lines

6. Fully functional standby coders on all RGB lines

1. Implement revised Vent tube management

2. Filling valves and lift cylinders validation and Maintenance

3. Operator Involvement in On-line Quality control

4. Check mat Functionality Audit and Access Control

5. Robus incoming inspection and adherence to 1000cases run for new glass

1. Enugu Lines fully ASEBI2. Miho Asebi Maintenance

Schedule compliance3. Mixer Operator Training4. Implement Effective DO

Management: Daily tracking, Review and implement CAP for out of limits

5. Regular Crimp checks and control by Filler operator

1. Regular System audit action plan tracking and review

2. Biannual Compliance Self assessment

3. Yearly Kore Standards Training/Refresher(Virtual Factory)

4. Process monitoring and control across all plants

5. B2B rollout in EC

Date Code Net Content CarbonationQuality Systems

Compliance

Drive Quality Through Shopfloor Engagement and Accountability

89.0 89.0 88.0

93.0

11act 12 act 13act 14BP

EAST - BPQI94.0

82.0 84.0

90.0

11act 12 act 13act 14BP

EAST - PCQI

93.0 93.0

90.0

93.0

11act 12 act 13act 14BP

CENTRAL - BPQI

90.0

83.0 81.0

90.0

11act 12 act 13act 14BP

CENTRAL - PCQI

QUALITY

1515

1. Daily random PPE Compliance by PMs

2. Daily Tool Box Talk in SBT and weekly in PM meetings

3. Implement weekly Hazard spotting and correction

4. Enforce Hot work permit5. Ensure all Machine guarding fully

functional6. Enforce Energy isolation(LOTO) in

plants

1. Fully functional Fire protection: Extinguishers and Hydrant system

2. Enforce Drill Schedule3. Fire Alarm Systems Fully

functional

Implement Preventive

Systems

Implement Protection

Systems

Drive Safety and Environmental ComplianceThrough Zero Tolerance to Non Compliance and standards implementation

Safety Regulatory Compliance

1. Regular System audit action plan tracking and review

2. Biannual Compliance Self assessment and Corrective action Planning

SUSTAINABILITY – SAFETY AND ENVIRONMENT

1. Restore all Plants ETP to full functionality

2. Ensure all water meters are fully functional and calibrated

3. Implement agreed WUR and SWR projects in all plants

4. Drive implementation of key energy reduction initiates eg UPS Enugu, Gas Generator sets for owerri

Environmental Systems

Compliance

Capability DevelopmentTop Key issues

Line Management Quality Knowledge especially on the shop floorPreventative Maintenance Deep Diving Skill

Key Initiatives

Rollout of EAtB across East and Central PlantsTechnical Training for Key Equipment operator - MixerProduction, Quality Assurance, Plant Engineer Development ProgrammeSimplified BQAT to the shop floorLevarage New PHC PET CSD Line to Upscale technical skillAll PMs Enrolled in Accenture Supply Chain AcademyLeverage TTC Graduate Trainee Line Manager Development CurriculumB2B Rollout across East Central

Sales Volume:87.05MUCS

DIFOTAI: 90% SLE: 54.4% Production Compliance: 85% Manufacturing Cost, CPC:

=N=152.51/Case Concentrate Yield: 99.32% Sugar Yield: 99.12% Business Loss: 50% below

PY MQI: 84% BPQI: 94.5% PCQI: 92% Date Code: 97% FAI: 50% below

PY LTA: 0 Fatality: 0 WUR 2.50 EUR 0.48

Customer Preference

Cost Leadership

Consumer Relevance

Community Trust

People & CapabilityCapability Development: 85% IDP ComplianceQuality and Safety Audits: 100% ComplianceEATB Audits : All 4 Plants Certified

EC 2014 PICTURE OF SUCCESS

THANK YOU