Pringles to KNA Cutover/Transition Review

1. Pringles to KNA Cutover/Transition Review

2. Pringles - A Unique Implementation • New Systems: • No previous knowledge of Kellogg processes and systems • Symphony SAP design, set up and operation is different to P&G SAP • Migrating Manufacturing Execution Systems new to Kellogg (i.e. Proficy) • Moving from Pringles Heritage Innovation to Kellogg Innovation work systems • Replacement of Security / Badging system • New Processes: • Month end close, costing and budgeting processes different • New Intercompany and VAS process • Major Infrastructure Changes: • Replace P&G Network with Kellogg Network (Incl. Wireless & RF) • Deploying new computer hardware (laptops, desktops, Printers, etc.) • Moving plant to Outlook 365 email, requires ~20 cell phones to be replaced • Jackson Plant • Plant closed during cutover due to fogging • Production Lines down from midnight Wed 4/24 until 8:00 am Sun 4/29 • Training: • Over 800 people to be trained; average of 5 classes each - the bulk of this scheduled at Jackson first 3 weeks in April • Jackson training includes Symphony training and “new hire” training • Education on where to go for help -Hyper-care, IT help desk and other support • Technical, on-site and other support planned

3. Pringles - A Unique Implementation • What’s different to other Kellogg Plant Implementations: • Product Availability, Customer Service, Export functions performed on site (no other K US plant has these functions on site) • 96% of US Customer Shipments sourced out of plant (no other KNA plant has this volume) • Total FG warehouse space larger than ANY Kellogg plant • Total user population >800 across 3 shifts and weekends • Direct plant shipments to source Asia Pacific, Latin America and Arabian Peninsula markets • Cutover activities not limited to the pure manufacturing environment but inclusive of 3 distribution centers (Fontana, West Jefferson, Brampton) across 4 distinct business units (Canada, US, Latin America, Specialty, Snacks) • Cutover activities are on the critical path to end the transition services agreement with P&G. • Complex Innovation Process

4. Americas Integrated Cutover Plan We are here

5. WORK STREAM & FINANCE REVIEWS

6. Customer Service, Demand Planning, and Product Availability

7. Manufacturing and Engineering

8. Distribution, Transportation, and Foreign Trade

9. Procurement, RQT, and Quality

10. Innovation, Artwork, and Master Data

11. Marketing and Sales

12. Information Technology

13. Finance – AP

14. Finance – Plant Finance

15. RISKS AND CONTINGENCY PLANNING .

16. Risk and Mitigation Plans 3 4 13 1 2 11 10 6 12 5 7 20 21 8 9 14 15 16 Impact Low Medium High 17 18 19 22 23 24 25 Low Medium High Likelihood

17. Training – Business Systems

18. CUTOVER WEEKEND SCHEDULE .

19. Cutover Weekend Schedule

20. Weekend hour by hour schedule • Detailed schedule include key touch points with P&G (all time – Central) • 12AM on Thu 4/25 – confirm that production stopped and no more customer orders • 10AM on Thu 4/25 – confirm that shipments are done at Jackson and RDCs • 12PM on Thu 4/25 – confirm that all transactional postings are complete and systems synchronized (including RTCIS) • 2PM on Thu 4/25 – receive transactional data extracts from P&G

21. Weekend Cutover Critical Path