1. Page 1 Using our process library as a key tool in delivering changes throughout Openfield Jim Hotchin Operations Director

2. Agenda 1.Introduction 2.Overview of the Combinable Crop Industry 3.Overview of Openfield 4.Our Challenges 5.The way forward 6.Why Triaster Page 2

3. Combinable Crop Market 1.UK crop size of 20 million tonnes 2.10,000 farmers 3.Driven by world market 4.Highly volatile 5.Not historically service orientated 6.High levels of waste in the supply chain 7.Regulated Red Tractor TASCC FIAS Page 3

4. Openfield 1.Merger of Grainfarmers and Centaur Grain in November 2008 2.20% of the UK crop 3.Owned by 3,000 farmers 4.250,000 tonnes of fertiliser 5.25,000 tonnes seed 6.Agrochemicals 7.Turnover £650 million 8.230 employees Page 4

5. The Challenges 1.Two very contrasting cultures 2.Two very different IT systems 3.Two very different sets of processes 4.Very low levels of service and little or no measurement 5.Lip service to compliance schemes 6.A “trading” mentality 7.Increasing volatility and unpredictability in the market 8.Consolidation in supply and demand 9.Competition Page 5

6. Way Forward 1.Unify cultures 2.Consolidate on one IT platform 3.Create standard processes 4.Dramatically enhanced, measured service levels 5.Conformance with compliance schemes to mitigate risk 6.A service mentality 7.Agile in the market place 8.End user and farm group relationships 9.Move faster than the competition Page 6

7. Page 7 Our Ambition Openfield will be recognised as the best grain business in the UK By Being an integral part of our farmers’ and customers’ businesses

8. Way Forward Openfield Excellence = Service Excellence X Operational Excellence Page 8

9. Service Excellence Strategy “When everything else is equal, people buy on price. So if you don’t want to sell on price, you must make things unequal.” “Successful strategy means making choices your competitors don’t make. Its not about doing the same things better (the same race faster), it’s choosing to things they can’t or don’t want to do (a different race)” Page 9

10. Pace of Improvement Level & of Service Level & Style of Service Competitors This is NOT differentiation This IS differentiation This IS differentiation We need a gap like this for it to be noticed and sustainable We need a gap like this for it to be noticed and sustainable Service as Strategy

11. How will we create Loyalty Beyond Reason How will we create Loyalty Beyond Reason

12. Worse Expected Better Worse Expected Better Better Expected Worse Caring Considerate Empathetic Courteous Patient Welcoming Careless Impatient Rude Faulty Late Poor Value Reliable Timely Good Value Delightful Early Exceptional ValueLookingLooking DisloyalDisloyal Lodger Competence (What you do ) Character (How you do it ) Common target Common target Intense Loyalty Target Intense Loyalty Target Why Customer Experience Management ?

13. Customer Journey Mapping

14. Match customer needs Add something extra Do it with emotion Understand customer needs ProcessProcess PassionPassion Tools and Techniques

15. Lean / Operational Excellence Principles 1.Identify Value from the customer’s perspective 2.Identify all the steps across the whole Value Stream 3.Make the product Flow 4.Respond to the Pull of the customer 5.Continuously improve in pursuit of Perfection

16. Waste of T ransportation Waste of I nventory Waste of M otion Waste of W aiting Waste of O verproduction Waste of O verprocessing Waste of D efects Waging War on Waste TransportationInventoryMotion Waiting Over Production Defects Over Processing

17. So why Triaster? One source of truth Easy access to standard processes Easy on line library of documents Training medium Visualisation of process – not dry manuals!

18. Maps identify “Customer touch points”

19. Voice of the Customer Feeds into Improvement

20. Match customer needs Add something extra Do it with emotion Understand customer needs CompetenceCompetence CharachterCharachter How Important is Triaster? Triaster

21. Thank you Any questions?