Supply Unchained eabl

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MARCH, 2016 EABL STAFF NEWSLETTER BUILDING A SUSTAINABLE VALUE CHAIN FOR ALL LET’S SUPPORT LOCAL AGRICULTURE TO SPUR ECONOMIC GROWTH LRM MANUFACTURING EXCELLENCE HEALTH & SAFETY £1.9M IN LOGISTICS SAVINGS! IDU UNVEILS PPMS AT SPIRITS SITE NGULE: UBL’s LATEST INNOVATION LTAs REDUCED BY 50%

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This is a publication of East African Breweries Limited. The publication shares insights about EABL supply value chain. It is published on a quarterly basis.

Transcript of Supply Unchained eabl

Page 1: Supply Unchained eabl

M A R C H , 2 0 1 6 E A B L S T A F F N E W S L E T T E R

BUILDING A SUSTAINABLE VALUE CHAIN FOR ALLLET’S SUPPORT LOCAL AGRICULTURE TO SPUR ECONOMIC GROWTH

LRM

MANUFACTURINGEXCELLENCE

HEALTH & SAFETY

£1.9M IN LOGISTICS SAVINGS!IDU UNVEILS PPMS AT SPIRITS SITENGULE: UBL’s LATEST INNOVATION

LTAs REDUCED BY 50%

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s part of our agribusiness programme, EABL has contracted over 900 farmers in the region togrow barley and approximately 40,000 who grow

sorghum. From this value chain, our farmers earn over Ksh 1.5 billion annually.

The company continues to undertake its work in such a way that ensures the farmers receive support through various value add services including crop research, seed development, credit extension in the form of farming inputs and guaranteed markets to the farmers.

This support is building back onto the business; we have seen that improvement in our productivity yielded a complete perfor-mance turnaround for East African Maltings in the past financial year. EAML’s performance was driven by huge benefits from financing farmers, supported by driving out costs.

I believe it is important to recognise and celebrate the strong achievements that we have had under the Supply Chain arm. To this end, we are re-launching the ‘Supply Unchained' - a maga-zine that will help colleagues across the business to not only see the impact we’re creating in our communities, but also, more important, to be used as a channel for sharing inspiring stories from our supply value chain.

This edition of Supply Unchained therefore holistically brings out the business’ overarching e�orts to ensure we are operating in a sustainable manner. In the same breath; it highlights our e�orts to support thriving farmers, and therefore, thriving com-munities.

Our focus, in this edition, will demonstrate how our local pres-ence in each region, Kenya, Tanzania and Uganda and South Sudan, is supporting the value chain, from grain, to glass.There are employment and entrepreneurship opportunities at the supplier and distributor level, there are also community sup-port initiatives, through the Jilishe-Uuze initiative – all of which are making a significant contribution today, towards solving social problems.

Finally, this edition also showcases our e�orts in innovation. I am excited to highlight that we are exploring new frontiers with technology. We intend to use technology as a means to enabling farmers improve productivity. Technology will ease communica-tion between the farmer groups, Cooperative societies and even at a business to consumer level.

It is key for us to start recognising the impact of technology, not just in crops or yield or prices, but rather, on an integrated food system that links all players in the agricultural economy.

I am looking forward to your feedback on how to make Supply Unchained even more exciting.

Enjoy your read!

OUR BUSINESS REMAINS COMMITTED

TO SUPPORTING LOCAL SOURCING OF

RAW MATERIALS

Message From The Group SupplyChain Director, Peter Vogtländer

“We intend to use technology as a means to enabling farmers improve productivity.”

“We intend to use technology as a means to enabling farmers improve productivity.”

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East African Beverages South Sudan (EABSS) partnered with local grain farm-ers in the country to boost their agricul-tural production.

The partnership, roping in the USAID Food, Agribusiness & Rural Markets Proj-ect, FARM II, will see South Sudanese farmers access regional markets for white sorghum and other marketable grain products.

The pilot project that kicked o� in Febru-ary 2016, in Kajokeji and Yei River State areas - former Central Equatorial region - will o�er over 13,000 small holder farm-ers, an opportunity to produce grain for a ready market.

“This partnership is establishing a ready market for the farmers in South Sudan. Additionally, South Sudan is a net importing economy and agricultural produce, alongside oil, will play a signifi-cant role in driving the country’s GDP,” said Kepha Oenga, our EABSS Country Manager.

He noted that the success in achieving higher yields and the link to reliable and profitable markets will motivate addi-tional farmers to join the project as many more smallholder farmers will rise to the ranks of “high producers.”

The venture will open opportunities to the farmers as the produce will be purchased directly by EABSS. FARM Project, a USAID funded project, has already facilitated the formation of farm-ers groups into a cooperative that will be supported by EABSS in producing white sorghum and other marketable grain products.

In the last two years, FARM Project, has mobilized and supported 13,754 small-holder farmers across 27 Payams within 9 counties of the targeted region. FARM Project has also successfully mobilized a good number of farmers into groups referred to as “Farmer Based Organiza-tions” or FBOs.

So far there are over 143 cooperative societies, 83 of them have come togeth-er to form seven legally registered Coop-erative Unions to advance their agricul-tural production and financial interests in the country.

Unlike before when farmers were faced with lack of market, the new partnership will open opportunities that will help increase the country’s smallholder farmer income from agricultural produc-tion.

EAST AFRICAN BEVERAGES SOUTH SUDAN EMPOWERS FARMERS

Harvesting is set for mid 2016 with a target of 2,000 metric tons anticipated this year.

East African Maltings Limited (EAML) in partnership with Kisumu County Government has launched a sorghum farming recruitment drive in Kisumu County.

Speaking in Kisumu County, EAML General Manager, Lawrence Maina said the recruitment drive is aimed at increasing the production of sorghum value chain in the country. “The demand for Senator has increased three-fold. In order to ensure our customers continue to enjoy Senator without any disruption, we need to recruit many farmers in counties that sorghum is grown,” Law-rence said.

Over 1,000 farmers attended the launch, which was graced by Kisumu County Governor, Jack Ranguma. The farmers were taken through the EAML Sorghum Value Chain, which include seeds selection, land-tilting, fertiliz-ers, importance of extension o�cers, contracts, storage as well as harvesting.

“The open forum imparted potential sorghum farmers with information on sorghum farming best practices as well as contract farming – whereby the farmers can bene-fit from the ready and reliable EABL market,” added Law-rence.

Previously, the farmers in Kisumu County grew sorghum for subsistence, but EABL is now ready to contract them for commercial farming. This will help reduce rampant poverty in the county. Lawrence told the farmers that EABL was ready to contract them once they formed groups and consolidated their farms for production of white sorghum. The sorghum varieties suitable for EABL include Gadam, Sila and Kari Mtama, which flower in 40 to 60 days and mature in about three months depending on the altitude.

EAML RECRUITS SORGHUM FARMERSIN KISUMU COUNTY

LRM – Domestic Value Creation | 03

Kisumu County Governor, Hon. Jack Ranguma (Right) presents a bag of White Sorghum seeds to a farmer, Ms. Anna Kombewa. Looking on is EAML General Manager, Lawrence Maina (Centre).

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By KBL Managing Director, Jane Karuku

LET’S SUPPORTLOCAL AGRICULTURE

TO SPUR ECONOMIC GROWTH

he majority of the poor in Sub-Saharan Africa depend on agriculture for survival making the sector one of the most fundamental drivers in spurring growth,

overcoming poverty, and enhancing food security. Kenya’s Vision 2030 identifies agriculture as one of the key sectors to deliver sustainable economic growth and improved livelihoods for the poor in the rural areas.

Although Kenya’s agricultural sector accounts for nearly a quarter of Kenya’s Gross Domestic Product (GDP), the agro-processing sub-sector still contributes only 3.2 percent of GDP. The turnaround to this equation lies in policy support instruments and continuous investment in local agriculture especially through small scale farm-ers’ empowerment.

The Agricultural Sector Development Strategy (ASDS), 2010-2020 which guides the Kenya’s agricultural sector aims to increase agricul-tural productivity, commercialization and competitiveness of the sector’s commodities and enterprises to achieve national food secu-rity, increase exports for foreign exchange earnings and create employment opportunities.

Before the policy was developed, agricultural policy mainly focused on cash crops rather than staple food crops, with more attention paid to maize than other cereals. However, with the agriculture sector’s challenges in production due to frequent and prolonged drought, more resistant crops like sorghum are increasingly being propelled to address the issue of climate change and adaptation, food security and poverty alleviation among marginal communities. The appropriateness of sorghum lies in its climatic adaptability and is today classified as one of Kenya’s main food crops, alongside maize, rice, wheat, potatoes, cassava, vegetables and beans.

As a staple food crop for many low-income households in Kenya, sorghum is typically grown by small-scale, resource-poor farmers and was mainly used for home consumption until brewing commer-cialized its demand in 2009. Following the 2013 tax increase on sorghum brewed beer that led to the fall in demand for sorghum, the farmer population shrank to a paltry 2,500 with the crop output declining 84% to 2,060 metric tonnes.

As the largest market guarantor for sorghum and driven by the need to cushion farmer livelihoods, KBL made a strategic decision to absorb over 13,000 metric tonnes of surplus grain not needed for keg production. Sorghum received a lifeline last year with the review of the excise tax for beers manufactured using 75% locally sourced sorghum, millet or cassava, reviving its demand and renewing hope for over 30,000 small scale farmers initially recruited into the program, close to 100 keg distributors and another 12,000 retailers.

Today KBL’s annual demand is close to 22,000 metric tonnes, 944% increase over the last financial year with projected farmer revenues estimated at Ksh 0.7 billion. Since July 2015, for example, the value chain has directly created over 98,000 jobs at various levels; produc-tion (farmers), logistics (handling and transport), manufacturing as well as distribution and retail and more importantly provided consumers with a safe and hygienic alternative to the dangerous illicit brews.

Key to sustaining sorghum production will be strategies to increase productivity, enhance quality and expand markets access. Beyond market guarantee, KBL through its agriculture arm East African Maltings Limited continues to o�er structured capacity building and contract growing support to farmers and agents with adequate land capacity. The business will redouble its e�orts in investing more resources in farmer mobilization, recruitment, and training on e�ec-tive sorghum farming methods.

Our approach to building a thriving sorghum production value chain is based on public-private partnership model, taking advantage of the appropriate roles that partners have to play in financing, best-practice farming and market provision. Working with institu-tions such as Kenya Agricultural and Livestock Research Organiza-tion (KALRO), we have already boosted production and supply of certified gadam and sila variety seeds.

Since the launch of this partnership, other important players such as Ministry of Agriculture, the county administrations, Smart Logistics (harvest aggregation) and commercial banks (financing) with networks across the country have made significant contribution to the sorghum value chain. Not only has this model encouraged local production of high-quality sorghum but it has also provided a sustainable platform for socio-economic empowerment for the smallholder farmers from the arid and semi-arid regions.

As a business we remain committed to supporting sorghum and the local agriculture industry in fueling economic growth for our country.

LRM – Domestic Value Creation | 04

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The move to sorghum was in line with our commitment to source materials locally, and our global goal of achieving 80 per cent local materials sourcing in all our mar-kets by 2020.

At the time of our entry many farmers from semi-arid areas had already abandoned sorghum production, in favour of maize as most viewed it as a poor man crop with no cash opportunity. This was despite the wonderful work done by many research institutions, headed by KARI and seed compa-nies.

Growing sorghum proved a major challenge at the beginning as the business required sustainable supply of sorghum to support its brand Senator, which it had devel-oped specifically to use sorghum. Initially, we had to supplement

with imports, in order to meet the Brewers’ demand. At the same time a sensitization campaign was going on in semi-arid areas urging farmers to plant sorghum, now that EABL was o�ering contracts with known volume, price, quality and delivery schedules. This was a value addition to o�ering exten-sion services to farmers, directly and through our partners.

The fact was that sorghum as opposed to other crops had a ready market.

Through a campaign dubbed, Jilishe kisha Uuze meaning grow, eat and sell, The business encour-aged the farmers to grow sorghum for food and sell the balance for commercial use; this commitment remains to date.

The sorghum partnership has been

a success story that has achieved the following milestones; an increase in sorghum production from a mere 500 metric tons to 21000 tons metric tons in 2015, an increase of contracted sorghum farmers from 1000 in 2009 to over 30,000 in 2015, sorghum market has generated KSh 12m to KSh 700m in 2015, improved food security, the conversion of sorghum from an orphan crop to a cash crop, renewed interest in sorghum research and hybrid vari-eties, investments in storage, transport and harvesting technol-ogies, the mobilization of banks ready to finance sorghum and finally direct and indirect employ-ment in the value chain.

In October 2013, the introduction of duty on Senator Beer had a neg-ative e�ect on Senator sales and ultimately a�ected the Senator

market in 2015. It even threatened to wipe out the gains made in the development of sorghum value chain in Kenya. The taxes have since been reduced, and as a result the demand for sorghum has tripled.

With tax revenues from Senator market growing by 30 percent, in the last three months. EABL through East African Maltings has already issued contracts for the delivery of 25,000 metric tons this year. EABL shall continue to work with farmers by supporting them in running long-term agri-business enterprise. The scale of this engagement means a lot for the farmers we work with, especially in ASAL areas, in establishing a sustainable economic activity with a market guaranteed by KBL.

Tanzania has an excise duty regime that gives a remission of 40% to beer manufactured form 100% local cereal. SBL has taken advantage of this regime and uses local sorghum to manufacture of popular value brands such as Senator. The busi-ness largely requires approximately 20,500 tonnes of cereal per annum but there is opportunity to source additional cereal as available quanti-ty is not enough for current and future needs.

During the F16 period, a total of 9,000 acres of land was seeded with 45 commercial farmers in small, medium and large scale being contracted in various parts including Kilimanjaro, Arusha and Manyara

areas. It is expected that 6,000 – 7,500 M tonnes of barley will be procured.

In the coming F17 period, the team plans to procure 10,000 M tonnes from the Tanzanian community.

The map highlights SBL’s network across the country. A Total of 53 household families have been contracted for barley growing around Manyara, Moshi, Arusha, Iringa and Sumbawanga areas. Seedlings were also provided to the local communities. Under sorghum, 7 households have been contracted with approximately 5,000 acres around Singida, Dodoma and Man-yara areas being procured. Although

the programme has largely been successful, there have been a number of challenges experienced, including diseases such as yellow leaf disease – caused by lack of Zinc element in the soil – and spot blotch and rust which slows down yields.

Mitigation measures are however in place for the next planting season. For instance, farmers will be provid-ed with fertilizer containing Zinc element in order to increase soil nutrients and use of herbicides to combat yellow color and spot blotch in the leaf.

The team is confident of high yields the next season.

In 2009, EABL made a deliberate decision to promote and use white sorghum, produced locally as an alternative source for starch, which is the main component for beer. At that time, the key locally sourced brewing material was barley, which had developed its supply chain since the 70s.

BUILDING A SUSTAINABLESORGHUM SUPPLY CHAIN

ENHANCING PROFITABILITY AND SUSTAINABILITY THROUGH LOCAL SOURCING IN TANZANIA

LRM – Domestic Value Creation | 05

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£1.9M IN LOGISTICS SAVINGS!The Move programme has grown in leaps and bounds in F16 having already realised £1.6million in savings. What is also impres-sive it the sustainable methodologies that have been adopted and maintained by the teams.

The Daily Operations Review (DOR) has fundamentally transformed how we manage our logistics through metric driven decision making.

The market teams are still on the Perfect Plant Management System (PPMS) journey; however, this methodology for managing Improvement Task Force (ITF) has already created stair step change in their perfor-mance. For example, in KBL the NCD site

Turn -Around Time (TAT) has dropped from an average of 15hrs to 9hrs through the ITF’s cross functional collaboration.

The UBL Logistics team has reduced shunt-ing cost through a “Direct loading” ITF, and SBL has a work stream to manage stock levels due to closure of external warehouses.

In H2 all three markets are implementing Tier 1,2,3 integrated DOR in order to improve performance and deliver e�ciently to the market. The DOR process and PPMS ITF con-tinuous improvement methodology will con-tinue to give EABL a competitive advantage in the market.

NGULE - UBL’s LATEST INNOVATION!

Ngule is UBL’s latest Innovation that was launched on 31st of December, 2016 by the Prime Minister of Buganda Kingdom.

Ngule is a 6% ABV Beer that has been crafted by the UBL team of Master Brewers to deliver a good quality, easy to drink value beer using 100% Local raw materials.

The brewers took cassava and sorghum through a defined process to deliver an estery, rich in colour liquid with a good mouthfeel.

Delivering good quality and affordable beer for our value consumers, is driven by the possibility of creating a partnership within the community by providing ready market for their agricultural produce which is majorly cassava. This in turn has created the opportunity to source for the raw materials locally hence contributing to the liveli-hoods of the local communities.

The first bottle of Ngule was run on the line on 28th December, 2015, bringing to life great team work - innovating at scale to meet consumer needs.

Andew Kagenya

Martin Wathanga

Dickson Musango

Mburu Ng’ang’a

Caroline Micheni

Harison Ayuak

& Ronley Otieno

Fredrick Kamande

Philip Wamutitu

Nicholas Kirimi

Joshua Ong’any

Alex Kimanzi

Haron Mugambi

John Ray Mwoya

Lucas Omosa

PPMS coach

PPMS coach

PPMS Ambassdor

PPMS Ambassador and

Week 13 Star of the week

Week 19 Star of the week

Week 18 Stars of the week

PPMS Ambassador

Week 12 Star of the week

Week 9 Star of the week

PPMS Ambassador

PPMS Ambassador

PPMS Ambassador

Week 11 Star of the week

Week 10 Star of the week

LINE 4 ITFLine 4 Improvement Task Force (ITF) held their team building session in January. A crucial part of the agenda was to celebrate their success in improving Line 4’s Over-all Equipment E�ciency (OEE) to 55%, up from 48%! In the 12 weeks the ITF was in service, the average OEE was 54.7%. Below are the people who were recognised for ensuring use of PPMS Principles to achieve this success.

REWARD & RECOGNITION

Manufacturing Excellence | 06

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UBL’s International Distillers Uganda Ltd (IDU) has launched a Perfect Plant Management System (PPMS), a program, whose intention is to boost enthusiasm and employees morale, as well as promote cost reduction.

According to UBL’s Manufacturing Excellence Manager, Sam Oiko, PPMS aims to deliver sustained Control and Improvement in spirits production site.

“PPMS will also embed Perfect Plant Control Reporting System (PPCRS) to enable effective decision and control at all levels and install the Performance Improvement System,” said Oiko.

“All these efforts are aimed at delivering a step change in the spirits hall at UBL and ultimately install the Improvement Task Force (ITF) tools to drive Overall Equipment Effectiveness (OEE) and waste improvement through strong governance to deliver ROI,” he added.

IDU UNVEILS PPMS ATSPIRITS’ SITE

BRINGING CLARITY, STRUCTURE & RIGOR TO ENABLE PERFORMANCE IMPROVEMENT ACROSS THE SUPPLY CHAIN

Unstructured Departmental control meetings and reports that have no clear formal POST, action logs are not driving personnel to proactively resolve issues

Too much machine speed and OEE losses plus quality not internally owned by Spirits team

Lack of clarity of Accountability and Responsibility in spirits team

RCPS, SIC and walkabouts not fully used in problem solving

PPCRS meetings and reports ( hourly, daily, weekly, monthly) in line with forecast and planning which are effective in driving alignment of KPIs and accountability of closure of variance from plans

OEE improvement by reducing speed loss plus quality being owned by packaging internally

A clearly defined RACI which all employees will be aware of, accountability and responsibility given to the appropriate person/level to deliver clear ownership of the process

RCPS linked to triggers, linked to KPI deviation and measured through SIS, Structured walkabouts occurring to defined frequency, drive compliance to the PPCRS and adherence to stop and fix culture using SIC

FROM TO

As we mark World Water Day in March, we recognize and celebrate champs of the Water Improvement Task Force (ITF). They have deliv-ered a spectacular 30% improvement in our water KPI, which is currently at 3.45 Liters of Water per

Liter of Production (L/L) from an F15 value of 4.89 L/L. This is as a result of the remarkable work done by the Water Improvement Taskforce at KBL Brewing, Utilities and Packaging departments. Congratulations team!

WATER SAVING TIPS

Manufacturing Excellence | 07

22 MARCH 2016 - WATER AND JOBS

OUTSTANDING 30% IMPROVEMENT IN WATER USE!

4.89 L/L

0

1

1

2

2

3

4

5

6

WATER KPLL/L

Liter of waterper liter of beer

or spirit

F15 Full Year

30% Improvement (1.44l/l)

3.45 L/L

F6 Year to date

1

Members of the water ITF.

PACKAGING BREWING Contribution SAVING PER MONTH SAVING PER MONTH

Water 5370 M³ 1,000 M³

KPI 0.5 HL/HL 0.47 L/L

Cost 320,644KES 60,000KES

2

saves up to 20 litres per day

Use a bucket of water to wash your car without a hosepipe.

Take a shower of 5 minutes or less.

Close taps properly. Don’t rinse dishes

under a running tap.

Turn off the tap. While brushing your teeth and washing your hands,

don’t leave the water running.

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Health & Safety | 08

We in EABL believe that ‘Everyone should go home safe, every day, everywhere’, therefore, we shall continue to invest in Health & Safety initiatives within our production sites in Kenya, Uganda and Tanzania.

Again, we are putting in place robust mainte-nance systems, training and skill acquisition to operate equipment safely as well as strengthen-ing compliance to achieve this goal.

Importantly, we have not had any fatality in any of our sites in the last two and half years, and over the same period we have reduced Lost Time Accidents (LTA) by over 50% and minor accidents by over 60%.

Notably, in Uganda we have not registered any LTA in the beer plant, in three years and eight years at the spirits plant. We’ve learnt from a recent fatality incident in Nigeria and intro-duced daily work permits, regular checks, as well as monitoring all high risk jobs on sites using site maps and discussing outcomes of the audits in our daily operational meetings (DORs) to reduce the chances of a similar occurrence here.

We will continue to create a proactive safety culture in which all EABL employees believe in, over and above invest in awareness initiative, which explains that all injuries and occupation-al illness are foreseeable and preventable and act in a manner that demonstrates their personal commitment to this aim.

‘Everyone should go home safe, every day, everywhere’

DAR AND MWANZA SITES CELEBRATE LTA FREE YEARS

Occupational Health and Safety Department is very pleased to announce that the SBL Dar and Mwanza sites have achieved an outstanding safety record of 3 years and 4 years respectively without Lost Time Acci-dents.

The Dar site achieved 3 years on 26th Febru-ary 2016 while Mwanza site marked 4 years on 28th February 2016. Dar’s last reported LTA was on 31st May 2013, while Mwanza’s last reported LTA was 27th February 2012.

This safety milestone could not have been achieved without an enormous amount of hard work and e�ort by all. There has been an enthusiastic and ongoing safety commit-ment from SBL management to provide:-

• Continual training; (zero harm strategy,

safety passport trainings etc) • Preventative programs (risk assessments, permit to work etc) • Communication of safe work practices; (procedures, manuals)• Sharing of lessons learned from observa- tions and incidents; (safety alerts)• And good site safety vigilance so that every one works safely every day • Contractors management on site

To mark this outstanding achievement, the Dar team came together to cut a cake.

Similar celebration moments are also currently underway for the Mwanza team. These include, blood donation, first aid train-ing and various fun activities such as dancing competitions.

Mwanza team during the celebrationsJustine Molel (Financial Controller), Alice Kilembe (Plant Manager) and Experius Ngwangaza (HR team) cutting the cake in Dar es Salaam

Participants after a Water Stewardship Workshop. SBL recently teamed up with other corporates at a workshop dubbed The Kilimanjaro Water Steward-ship Campaign held at the Kibo Palace Hotel, Arusha. The Workshop, organized by The 2030 Water Resources Group Tanzania Partnership, Pangani Basin Water Board and Tanzania Horticultural Association was aimed at engaging key partners in identifying priority actions and milestones for the joint Kilimanjaro Water Stewardship Campaign. Diageo has already implemented the Alliance for Water Stewardship Standard at the SBL Moshi site, with support from Water Witness International and the Scottish Government.

SBL Supply Director, Mark Taylor (right) takes Diageo Africa President John O’Keeffe (3rd right) on a tour of the Effluent Treatment Plant in the Dar plant. Looking on from left are Environmental specialist, Saimon Peter, Engineer-ing Manager, Sanjay Singh and Dar Site Manager, Alice Kilembe.

Diageo Africa President Mr. John O’Keeffe addressing the SBL Management (Executive and ELT team) during his recent visit at the SBL Dar es Salaam plant.

Left: KBL’s Continuous Improvement Business Leader, Felix Alala, takes some of the EABL Foundation Scholars from Strathmore University through the bottling and packaging processes during a plant tour recently. The students who are studying different disciplines were hosted at KBL for a tour and mentorship sessions where they also engaged KBL team around how to excel in their pursuit of career excellence. Right: Felix with some of the students during one of the presentations.

Chaingram Supply chain events in picturespeak