Name: PowerPoint Presentation
Uploaded: 2022-11-28
Duration: 7 min 56 s
Description: A picture containing water, floating, arch, close Description automatically generated.

A picture containing water, floating, arch, close Description automatically generated. 

Scene 1

A picture containing water, floating, arch, close

Description automatically generated

A picture containing text, sky, mirror, reflection

Description automatically generated

A picture containing grass, outdoor, building, arch

Description automatically generated

A picture containing text, background, close

Description automatically generated

A   N   N   U   A   L 	 B   U   S   N   I   E   S   S 	P   L   A   N

Increase in GDP & government spending driven by Oil prices. 

Scene 2

EXECUT I VE SUMMARY -   Given Macro-stability, Expect Positive Tailwinds For Industry To Accelerate

Significant change in the industry economics leading to a deviation from prior year i.e. 30Musd impact on raw material

Competition’s consistent low-price strategy with an objective to capture business even of B- brands players in CSD segment

No option to sell Core Sparkling at 250IQD price point unless subsidizing, low growth potential without 250 price point

Pressure on NWC – due to higher inventories and lower payments terms for key items, to secure supplies

Risk of old taxes and penalty , coming from pre-acquisition time in South

Like global trend, growth of e-commerce and food aggregators due to the rise of convenience

Increase in GDP & government spending driven by Oil prices

Increase in PCE/consumer confidence driving increased OOH expenditure

Coinage Issue remains biggest road-block for establishing both trade and consumer prices

Anti- government protests erupted, followed with armed clashes and unrest resulting in 20 people lost their lives and 300 injured

ISIS risk continues mainly in Arab North region

Government instability up till last month, North Iraq (Kurdistan separatism) & Iran influence can all flare up putting the country in turmoil

Government reforms started to take place with regional and international support but yet un-stable

YTD May Jun Jul Aug Sep eQ4 0.11449803173931161 -6.17790899682924E-2 -0.19446641085781802 -0.18322545507262722 -1.613431884973171E-2 -0.03 YTD May Jun Jul Aug Sep eQ4 -1.8862612645055066E-2 -8.5644905117682746E-2 -9.1144666356454379E-2 -6.593083378047282E-2 -5.0355608767163385E-2 -3.5000000000000003E-2. 

Scene 3

PRE & POST PRICE INCREASE VOLUME AND SHARE OUTLOOK

Discount 1.75ltr (1500IQD > 1000IQD) Impact PCI profit pool and lead them move on increase pricing

CCI Price increase leaving the entry price points in SS & MS

YTD May Jun Jul Aug Sep eQ4 0.11449803173931161 -6.17790899682924E-2 -0.19446641085781802 -0.18322545507262722 -1.613431884973171E-2 -0.03 YTD May Jun Jul Aug Sep eQ4 -1.8862612645055066E-2 -8.5644905117682746E-2 -9.1144666356454379E-2 -6.593083378047282E-2 -5.0355608767163385E-2 -3.5000000000000003E-2

PRICE INCREASE PREMIUMIZATION - Overall CCI is 24% more premium at retail and ~45% at consumer level. 

Scene 4

PRICE INCREASE PREMIUMIZATION  -  Overall CCI is 24% more premium at retail and ~45% at consumer  level

19%         4 %                  6%                                        4 0%                                                 22%

34 %       34 %                          -                                50%                                                 20%

For Sustainable Profitability Moving Away from 250 IQD Price Point & Entry Pack Price-500 IQD. 

Scene 5

4 P RONGED STRATEG Y  FOR HEALTY FINANCIAL GROWTH -2023

A picture containing text, beverage, soft drink, vending machine

Description automatically generated

A picture containing text, bottle, items, different

Description automatically generated

Segmented Action Plan Via Leadership Challenger Explorer Framework

Scale Up Crystal Business to cover fixed overheads

Introducing New Packs for Core and Crystal

Execute Plan B while continue to working on LRP with TCCC

PET Share of 0.75L & 1.75L to Increase to Drive better NSR

For Sustainable Profitability Moving Away from 250 IQD Price Point & Entry Pack Price-500 IQD

A picture containing text, soft drink, beverage

Description automatically generated

3.3601260715485566 6.5659276128876911 12.99284688522884 5.0508929773615616 48.478976000000017 53.230315240291809 39.169791089541789 27.656368213912096. 

Scene 6

INDUSTRY MARGIN DILUTION –  South CCI Estimate

3.3601260715485566 6.5659276128876911 12.99284688522884 5.0508929773615616 48.478976000000017 53.230315240291809 39.169791089541789 27.656368213912096

BSD   ABSOLUTE OI IN MN USD – South Iraq

2021 2022 2020 PCI Consistent Low-Price vs CCI  Commodity price Inc rease      Currency Devaluation

Compared to 2019, BSDC operating at low margins deprives profit by 20m $ per year and cash flow impact 30m $

South 2019 2020 2021 2022 0.19225469862441255 0.23096393663177106 0.2399862307253457 0.17137118531953555 North 2019 2020 2021 2022 0.28233738258766516 0.34651135549979545 0.26821079983162238 0.18995571186633486 BSD 2019 2020 2021 2022 0.23 0.26 0.18 0.13

South 2019 2020 2021 2022 2.9108087043583614E-2 4.0190874332363569E-2 0.10373923824044493 5.8676772926266427E-2 North 2019 2020 2021 2022 0.13129259828760462 0.17720853744031986 0.13358757598579588 9.7277431200393408E-2 BSD 2019 2020 2021 2022 0.16 0.16 0.11 7.0000000000000007E-2

O/OE- 1183 Yost- O/OL 183 O/OE 0/08 zzoz 18 stoz zzoz zzoz 6toz 0/08 O/OES 6toz. 

Scene 7

PROFITABILITY EVOLUTION - Transition of Mix From Non-Profitable To Profitable Categories

Volume UC'M 2019 A 2020 A 2021 A 2022 BP 2022 RE* 110.65600000000001 106.06928391499999 108.986388211 115 96.5 EBIT 2019 A 2020 A 2021 A 2022 BP 2022 RE* 12.708809809409665 19.020524050262942 27.828211982074336 35.218385844669953 12.348993288590652 EBITDA 2019 A 2020 A 2021 A 2022 BP 2022 RE* 30.774871717979497 41.594734622263971 43.795216627028573 51.477012303618864 28.98978036127556 #REF! 2019 A 2020 A 2021 A 2022 BP 2022 RE* 1

EBIT 2019 A 2020 A 2021 A 2022 BP 2022 RE* 5.3571062829793473E-2 8.3588860345277766E-2 0.11526004573149129 0.11693027283472542 0.05 EBITDA 2019 A 2020 A 2021 A 2022 BP 2022 RE* 0.12972438891658059 0.18279498789052809 0.181392849619784 0.17091132796166 0.11899999999999999 ROIC 2019 A 2020 A 2021 A 2022 BP 2022 RE* 5.6000000000000001E-2 7.3999999999999996E-2 0.15048991782505453 0.188 5.2265360235852411E-2 #REF! 2019 A 2020 A 2021 A 2022 BP 2022 RE* 1

O/OE-
1183
Yost-
O/OL
183
O/OE
0/08
zzoz
18
stoz
zzoz
zzoz
6toz
0/08
O/OES
6toz

CCI Total YTD'21 YTD'22 0.41506755658956201 0.36016542702140963 CCI Core YTD'21 YTD'22 0.28458429408019509 0.24278118364559648 Crystal YTD'21 YTD'22 0.13048326250936693 0.11738424337581317 PCI Total YTD'21 YTD'22 0.58493244341043804 0.63983457297859025 PCI Core YTD'21 YTD'22 0.5610206186948572 0.61235382486101886 Shani YTD'21 YTD'22 2.3911824715580766E-2 2.7480748117571337E-2. 

Scene 8

CCI Total YTD'21 YTD'22 0.41506755658956201 0.36016542702140963 CCI Core YTD'21 YTD'22 0.28458429408019509 0.24278118364559648 Crystal YTD'21 YTD'22 0.13048326250936693 0.11738424337581317 PCI Total YTD'21 YTD'22 0.58493244341043804 0.63983457297859025 PCI Core YTD'21 YTD'22 0.5610206186948572 0.61235382486101886 Shani YTD'21 YTD'22 2.3911824715580766E-2 2.7480748117571337E-2

CCI Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2021 2022 0.43795106609754286 0.36966454572075497 0.39297087168956207 0.41071907189924228 0.44611767568152455 0.41969080468381303 0.40918862662708388 0.41036270293941657 0.4150976474054151 0.42714507645595706 0.41300737349689443 0.38008266514653499 0.42635689790726022 0.37778678183496373 0.35766090466275008 0.37888205972693056 0.3846086660057515 0.33443463254547756 0.32376508903683593 0.3551908598594829 0.36458214506566866 0.34126364809484566 PCI Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2021 2022 0.56204893390245703 0.63033545427924498 0.60702912831043787 0.58928092810075761 0.55388232431847539 0.58030919531618697 0.590811373372916 0.58963729706058343 0.58490235259458478 0.57285492354404288 0.58699262650310569 0.61991733485346501 0.57364310209273983 0.62221321816503627 0.64233909533724998 0.62111794027306944 0.6153913339942485 0.66556536745452255 0.67623491096316413 0.64480914014051705 0.63541785493433134 0.65873635190515445

Sparkling Category (KO+PCI) volume grew by +15.3%, driven by almost completely PCI which grew by +26.2% while CCI is nearly flat (+0.1%)

As a result, CCI Volume Share decreased by -5.5pp vs. PY to reach 36% while PCI gained +5.5pp to reach 64%

CCI lost -8.6pp vs previous month driven mostly from MS PET (-5.3pp) & SS CAN (-2.5pp)

PCI continued to show significant volume growth (+43%) during Oct’22 while CCI volume declined by -0.6%

CCI lost –8.6pp share, driven mostly by Coca-Cola (-4.4pp) with all other brands also losing share (-4.3pp);

PepsiCo on the other hand gained +8.6pp share, coming from all brands, but mainly from Pepsi Cola (+3.3pp) and Orange (+2.4pp); PCI share gain mainly driven by MS PET (+5.5pp) and SS CAN (+2pp)

Fast Growing & Young Population IRQ CCI Population CGAR 2.5% 1.5% (2021 till 2026) U30 Ratio 63% 58% 1. 

Scene 9

Fast Growing &  Young Population  	                    	      IRQ             CCI Population CGAR                     2.5%         1.5% (2021 till 2026) U30 Ratio                                63%          58% 1

Recruitment & Beverage Incidence 		    26%           12% 4

Per Cap  Consumption                           NARTD Per Cap / Serving  2

COLA SEGMENT ~70%  o f the Sparkling Industry Represents Cola Coca-Cola 20% vs Industry Represents Huge Opportunity to Lead Growth Through Cola    5

Room to Grow in  Sparkling Share                         CCI Value Share Sparkling               NIQ                                     SIQ 3

RTM  Optimization Outlet Frequencies as per the Seasonality Delivery Optimization to Serve Customer Better Distributor Mergers/Replacements 6

-Huge Opportunity for Teens Recruitment  - Drive Beverage Incidence to Help Grow Sparkling Category

Accelerate Quality Growth. 1. Sustain core sparkling by sustaining consumers base through building meal rituals and Music , explore upsizing opportunities Improve Crystal profitability Continuous RGM initatives for bottom line improvement. 

Scene 10

Sustain  core sparkling  by  sustaining   consumers  base  through building    meal rituals  and Music ,  explore  upsizing opportunities  Improve  Crystal   profitability Continuous  RGM   initatives for bottom line improvement

Leverage DCX , increase adoption and Deploy Nextgen CRM Assets Optimization,  Leverage Digital Products to increase line utilization, decrease OOS and improve OTIF  Apply Advanced Technologies  to boost productivity and ensure standardization (CLM & EarnX)

Expand  outlet base  Improve   cooler efficiency Improve  commercial   capability  Strenghteen  distributor system

Focused   &   Owned  Talent Management Strenghten  women presence Enhance  ONETEAM  culture

Extend  Tax   Exemption Actively participate  regulatory risks  mitigation actions Increase  stakeholder communication Launching of  water project  for community

PowerPoint Presentation

Scene 1 (0s)

Scene 2 (23s)

Scene 3 (1m 18s)

Scene 4 (1m 51s)

Scene 5 (3m 5s)

Scene 6 (3m 45s)

Scene 7 (4m 34s)

Scene 8 (5m 19s)

Scene 9 (6m 54s)

Scene 10 (7m 27s)