Launched the SOVI project (share of visible inventory) in TOP 20 city of the country. Develoed launch plan, Picture of Success (PofS), KPIs, reporting, was agreed partner, hired and trained Auditors and TLs. Project results: * Together with Marketing team and Commercial Excellence was developed PofS by channel for 340k AA * Together with Route to Market team was developed and implemented customer service policy for 3k MC and 1.2k BD depending on the channel, segment and location customer * Together with commercial managers and marketing was developed and implemented actions to increase market share +0.6ppt * Together with SKAMs was identified products affecting to low OSA, developed and implemented action plan, achieved growth OSA to 92% (+3% vs before launch) * Developed individual tracking system and score cards to FIFA2018 Cities, achieved result 96% PofS

* Was calculated head count BD ~230-280, MC ~450-500 across the business plan, strategy business needs and forecast increase market share * Was increased efficiency of sales force from 39% to 60% * Was managed process season rerouting of sales force (SF) twice in year across The Customer Service Policy and seasonal demand * Was trained sales force and implemented tools of efficient work with customer, achieved PofS implementation from 40% to 64% * Was launch Call Center in region, achieved efficiency of Telesales operators from 22% to 52% * Approved policy and formed staff backup business developers * Was launched process monitoring Primary Age in customers, achieved decrease non conditional product to 0.05% (-0.2 vs PY) on the market * Successfully was certified by international and internal standards EATB at level 92% * Developed, trained and builded a team, one of the employees moved to CSO * Together with GFK Rus was calculated customer satisfaction index, developed and implemented action plan across sales team, delivery, supply chain, marketing, HR. Was achieved growth of loyalty and service level to champion league in NKA customers and the first league in fragmented trade.

* The plan of training SF fully implemented inclouding the Class training, conducting trainings and mini modules, control of residual knowledge * Was trained SF in the fields * Adapted the new employees, reduced turnover new BD in a first work year to 33% (-17% vs PY) * Conducted semi-annual BD and TL assessments, achieved transfer employees up level 66% (+21% vs PY) * Reached the level of training 3.1 (+0.5 vs PY, at max 4)

* Managed and developed SF in Yekaterinburg City * Development AA (+12% vs PY), was returned to work TOP Trade Names * Was increased market share to 38% (+3% vs PY) * Stabilized work with juice business after merge the Multon company * Reduced turnover BDs 22% (was 32%), formed a team

* Manage group of BD and MC * Development AA (+17% vs PY) and loyality at customers * Sucsessful realised project to increase distribution in Tobolsk city, increased most then 120 AA, installed 30 additional point of sales and most then 80 CSEs * Sucsessful realised project to improve representation in LKA (increase volume +40%), installed more than 100 additional point of sales, developed and conducted unique marketing actions * Sucsessful implemented strategical project -"RED Zone"

* Increased representation within the outlet * Control financial discipline of clients * Initial negotiations with clients * Increased AA from 83 to 120 * Installed +32 additional point of sales and +54 CDEs