Region Name Review Name Date Confidential & Proprietary • Copyright © 2010 The Nielsen Company Regional Review Checklist Check Points Yes/No Have COE Leaders reviewed their sections? Have COE Leaders reviewed the entire deck? Have required pre-meeting reviews taken place? Has the completed deck been reviewed by GBS Communications at least two business days prior to the prep meeting? Is the number of pages in the deck no more than the total length of the meeting, divided by 4 (e.g. 8 hour meeting deck should have no more than 120 slides)? Are the sections in the proper order, as outlined in the agenda? Global Business Services April 13, 2015 Page 1 Confidential & Proprietary Copyright © 2010 The Nielsen Company Process Guidelines • This template should be used to build your regional review deck • If adding pages, please be sure to do the following: – Ensure readability—fonts must be legible—no smaller than 14 point in text boxes, no smaller than 10 point in tables or charts – Use Nielsen color scheme for all charts; text should always be black, except for page titles, which should be Nielsen Blue – When importing slides from other decks/templates, ensure they conform to Regional Review template look and feel – Please DO NOT insert tables and charts as pictures/images. • The number of pages in the deck should be less than or equal to the total length of the review meeting divided by 4 (e.g. 4 hour review deck < 60 slides). • The entire presentation MUST be reviewed by key stakeholders including COEs before the prep meeting and Mitchell’s review. • GBS Communications must review the presentation before the prep meeting. Please deliver the complete deck, and allow 2 days for review. Global Business Services April 13, 2015 Page 2 Confidential & Proprietary Copyright © 2010 The Nielsen Company Agenda Time (ET) Topic Presenter(s) Opening Financials MSci Data Acquisition Operations Technology BPI Meeting Wrap-up Global Business Services April 13, 2015 Page 3 Confidential & Proprietary Copyright © 2010 The Nielsen Company Core Standard Templates Cost Walk $$ in MM @ BR * IAG Excluded Takeaway Global Business Services April 13, 2015 Page 5 Confidential & Proprietary Copyright © 2010 The Nielsen Company Funnel 2009 PLAN ACTUAL Item #1 $XXMM $XXMM Item #2 $XXMM $XXMM Item #3 $XXMM $XXMM Item #4 $XXMM $XXMM TOTAL Global Business Services April 13, 2015 $XXMM Page 6 $XXMM Confidential & Proprietary Copyright © 2010 The Nielsen Company Add Targets / R,Y,G definitions to all KPI charts Scorecard Service Contractual Delivery Global Business Services Quality Cycle time April 13, 2015 Comments Page 7 Confidential & Proprietary Copyright © 2010 The Nielsen Company Include cost of all completed projects Job Jar View • XX projects delivered • XX still in flight in DATE and XX will be in flight in DATE • Using XX% of our capacity in QUARTER ‘09 Q2’08 Q3’08 Q4’08 Q1’09 Q2’09 # Projects Completed # Projects In-flight Still To Be Completed In-Flight for next Quarter Total FTE to be allocated Already committed Available workload Available capacity for 2009 projects Global Business Services April 13, 2015 Page 8 Confidential & Proprietary 8 Copyright © 2010 The Nielsen Company List of new programs for discussion… On the Horizon • Project One • Project Two Takeaway Global Business Services April 13, 2015 Page 9 Confidential & Proprietary Copyright © 2010 The Nielsen Company Competitive Landscape Should include 2-3 key competitors, their competitive performance, and additional description. • Explanation of Company X competitive performance, description • Explanation of Company Y competitive performance, description Global Business Services April 13, 2015 Page 10 Confidential & Proprietary Copyright © 2010 The Nielsen Company Four-blocker Text Text • Text • Text Text Text • Text • Text Global Business Services April 13, 2015 Page 11 Confidential & Proprietary Copyright © 2010 The Nielsen Company Text Slide Text • Bullet Takeaway Global Business Services April 13, 2015 Page 12 Confidential & Proprietary Copyright © 2010 The Nielsen Company Picture Slide Text • Bullet Global Business Services April 13, 2015 Page 13 Confidential & Proprietary Copyright © 2010 The Nielsen Company Chevrons/Process Text Text Global Business Services Text April 13, 2015 Page 14 Confidential & Proprietary Copyright © 2010 The Nielsen Company Numbered List 1. 4. Title Text 2. Text 5. Title Text 3. Title Title Text 6. Title Text Title Text Global Business Services April 13, 2015 Page 15 Confidential & Proprietary Copyright © 2010 The Nielsen Company Table Global Business Services April 13, 2015 Page 16 Confidential & Proprietary Copyright © 2010 The Nielsen Company • When copying and pasting symbols into the table, make sure you select “Keep Source Formatting” (Country Name): The Watcher – DATE Select Clients Strategic Clients Quality Carrefour LeClerc Cadbury Danone- France Danone- Blédina Nestlé Unilever Bongrain Kraft Food LU Diageo P&G Henkel Coca Cola Reckitt Benckiser Pernod Ricard Colgate Ferrero SC Johnson Intersnack Benedicta/ Heinz Panzani Douwe Egberts DIM Beiersdorf Orangina Glaxo SmithKline COTY Sara Lee Bacardi Martini Kronenbourg General Mills LDC K K L K K K J L K J K K K K K J K L K K L L K L L L K K J L L On Time Global Business Services J J J J K J J L K J L L J J K J J J K J J J J J L L J K J J J Coverage UCWO N Y N N N Y N N Y Y N N N N N Y N Y N N N N N N N N N Y N N N N N Y N N Y N N N Y N N N Y Y Y N N N N Y Y N N N Y N Y N Y Y Service Satisfaction • Delete any extra spaces above or below images in table after pasting J K K K J K K K K J K K K K K J J L J K K K J K J J J K K K K J K K K K L J L K K K L K J K K J L K K K L J K K L K K K K L • Font for table cells with symbols should be set to “Wingdings” April 13, 2015 Page 17 Confidential & Proprietary Copyright © 2010 The Nielsen Company For On Time Delivery slides find way to show target delivery date (e.g. D+20) Region RMS – Key Timelines KPI Trend On Time Delivery Target Value Country Sep'08 Oct'08 Nov'08 Dec'08 Jan'09 Feb'09 Mar'09 Apr'09 May'09 Jun'09 Jul'09 Aug'09 Country 1 95.5% 100.0% 98.1% 100.0% 98.9% 99.8% 99.6% 99.7% 99.8% 99.7% 99.8% 99.8% 100.0% Country 2 97.6% 99.8% 98.4% 98.0% 99.0% 99.2% 99.7% 99.4% 98.8% 98.9% 99.8% 99.6% 100.0% Country 3 99.3% 99.3% 99.0% 98.7% 98.7% 98.7% 98.5% 98.4% 98.0% 98.6% 98.2% 98.3% 100.0% Country 4 100.0% 99.9% 99.9% 99.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Country 5 100.0% 100.0% 100.0% 100.0% 96.4% 94.4% 98.2% 100.0% 100.0% 100.0% 100.0% 99.6% 100.0% Country 6 100.0% 99.9% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 99.2% 100.0% 100.0% 100.0% Country 7 99.3% 93.8% 95.0% 90.0% 100.0% 99.3% 99.5% 99.5% 99.3% 99.0% 99.3% 99.2% 100.0% Country 8 98.7% 99.4% 99.1% 98.7% 99.0% 99.3% 97.3% 98.8% 98.9% 98.5% 98.1% 99.1% 100.0% Country 9 95.9% 95.7% 98.6% 93.5% 96.6% 96.8% 97.2% 98.3% 98.8% 98.9% 98.6% 99.0% 100.0% Country 10 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Country 11 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Country 12 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Country 13 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Country 14 98.5% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% Country 15 99.0% 93.3% 100.0% 94.8% 100.0% 100.0% 100.0% 99.7% 100.0% 100.0% 100.0% 100.0% 100.0% Global Business Services April 13, 2015 Page 18 Confidential & Proprietary Copyright © 2010 The Nielsen Company For CPS, only show metrics in meaningful months when data is delivered. Region CPS – Key Quality KPI Trend Sample Fulfillment (%) Country Sep'08 Oct'08 Nov'08 Dec'08 Jan'09 Feb'09 Mar'09 Apr'09 May'09 Jun'09 Jul'09 Aug'09 Target Value Country 1 75.6% 75.4% 75.9% 78.9% 89.8% 90.9% 91.1% 91.1% 90.3% 89.9% 89.3% 88.1% 86.0% Country 2 87.3% 88.3% 87.6% 86.5% 85.7% 84.5% 83.4% 83.4% 84.1% 85.2% 85.3% 85.4% 88.0% Country 3 86.4% 86.7% 86.6% 86.6% 86.0% 85.8% 85.0% 84.4% 84.3% 83.8% 84.1% 84.6% 88.0% Country 4 92.7% 93.5% 93.3% 93.7% 93.8% 93.9% 93.5% 92.1% 90.4% 88.6% 86.6% 86.0% 90.0% Country 5 99.3% 99.0% 98.7% 98.7% 98.4% 98.0% 97.5% 96.9% 96.7% 96.4% 96.9% 97.8% 93.0% Country 6 101.2% 100.6% 100.6% 100.7% 101.0% 100.5% 100.1% 99.2% 99.1% 99.7% 100.0% 100.7% 100.0% Country 7 99.1% 99.3% 99.6% 99.3% 99.0% 99.4% 99.9% 100.2% 100.1% 100.0% 99.9% 99.8% 100.0% Country 8 96.5% 96.6% 96.7% 96.7% 96.9% 97.1% 96.6% 96.7% 97.1% 97.4% 98.6% 99.1% 98.0% Global Business Services April 13, 2015 Page 19 Confidential & Proprietary Copyright © 2010 The Nielsen Company Hot Client Issues Client Issues Process Summary Hot Client Issues by Client • Weekly calls to review each hot client issue - region and local teams • Cross functional – GBS, PL, MSci, CS • One tracker and status • Focus on root cause analysis and actions • Extended to client communication and sign-off • Expedite resolution with SME support Hot Client Issues by Area Total Hot Client Issues Global Business Services April 13, 2015 Page 21 Confidential & Proprietary Copyright © 2010 The Nielsen Company Hot Client Issues: Feedback • Shared accountability to close issues – everyone has a role to play (CS, PL, GBS and MSci) • Speedy escalation to regional heads (CT, Glen, Richard, Sophie, Ravi and Anna/Andrew) - no place to hide • Meaningful resolutions – reporting rigor and senior involvement ensures the right process is followed first time • Client communication and involvement – ensuring clients are involved and stake-holders of what we are attempting to achieve • Impressive improvement in the response rate –a sea change • Brings in the management focus on Key client pain areas • Formal sign-off from clients for each of the issues • Sharing solutions across clients/ countries Cross functional involvement resolving issues Global Business Services April 13, 2015 Page 22 Confidential & Proprietary Copyright © 2010 The Nielsen Company Most Common Root Causes Hot Client Issues – Root Causes Overview • Product Design Issues: – Coverage issues – Universe update – Panel Representation – Sample adequacy – Uncovered channels • Process Deficiency: – Non Sampling errors – IMDB: wrong coding - incorrect weight factor/price, item classification etc – Data fluctuations: Inadequate corrections given by RF to handle wide variations of sales reported by a store versus previous period, especially for low penetrated brands and SKUs MSci Engagement is Critical Global Business Services April 13, 2015 Page 23 Confidential & Proprietary Copyright © 2010 The Nielsen Company Deep Dive countries should show annual revenue for the country. Deep Dive on Red Zone Countries RMS: Root Cause Analysis Indonesia On Quality Escapes/On-Time Delivery scorecards, add a thick bar after the month of the last regional review (Mitchell visit) May'08 Jun'08 Jul'08 Aug'08 Sep'08 Oct'08 Nov'08 Dec'08 Jan'09 Feb'09 Mar'09 Apr'09 % Quality Escape 6% 5% 8% 23% 8% 14% 24% 18% 18% 1% 0% 3% % On Time Delivery 82% 21% 32% 87% 35% 65% 26% 67% 0% 75% 92% 93% Quality Escapes • Root Causes – Significant Volume growth and fluctuation in distribution in some MBD – Error in inputs on New Universe Update • Action Taken – Revised sensitivity on Trend Check QC, IBD review done – Check list/ point included on Universe Input Add Revenue and EBITDA to each Country Deep Dive chart On Time Delivery • Root Causes – Degradation of performance, capacity issues resulting in RF slow performance. • Action Plan – Short term managed by team by rescheduling and reallocating work – New server in place in June, Go live in July Global Business Services April 13, 2015 Page 25 Confidential & Proprietary Copyright © 2010 The Nielsen Company Q&A Other Program Templates GBS Latin America Engagement Model Henrique Valerio Technology Arturo Garcia Castro Bene Pagani Client Service Team Latin America Pablo Lavolpe Operations Hector Mendoza Data Acquisition Global Business Services April 13, 2015 Page 28 Confidential & Proprietary Copyright © 2010 The Nielsen Company Risks and Opportunities Risks COE Region Countries Risks Amounts ($K) TOTAL RISKS: Opportunities: COE Region Countries New Opportunities Amounts ($K) TOTAL OPPORTUNITIES: Global Business Services April 13, 2015 Page 29 Confidential & Proprietary Copyright © 2010 The Nielsen Company 2009 Say:Do Ratio Q3 2009 – XX% APIMEA Say: Do Ratio Oct – XX% Planned Project Commitments • Delivered On-Time • Late Due to IT Reasons • Late Due to Non-IT Reasons Cancelled YTD On-time Delivery by Job Jar Root Cause Analysis IT Reasons affecting APIMEA region Segment Project Root Cause Consumer Price is Right tool used by CS when launching new Products - Consumer Non-IT Reasons affecting APIMEA region Segment Project Root Cause Consumer Global Business Services April 13, 2015 Page 30 Confidential & Proprietary Copyright © 2010 The Nielsen Company Capacity Summary – Q2 Project Name Project Health Owners BUS/ GBS Actual Percent Hrs of JJ Q2’09 Capacity DPPF Implementation Tech : Neil Banfield; Sponsor: Scott Davey GBS 2,032 12.2% AIS Reporting Tech : Volker Stapelmann; Sponsor: Michele Strazzera BUS 2,016 12.1% Production System Tech : Neil Banfield; Sponsor: Scott Davey BUS 1,974 11.9% AIS Reporting (Global) Tech : Volker Stapelmann; Sponsor: Michele Strazzera BUS 1,680 10.1% RAM/MI Tech : Stephen Bills; Sponsor: Peter Cornelius BUS 1,512 9.1% Tech : Gilbert Cheong; Sponsor: Dan Coutts GBS 1,050 6.3% Tech : Dan Coutts; Sponsor: Scott Davey BUS 1,050 6.3% Data Collection TV Tech : Dan Coutts; Sponsor: Scott Davey BUS 840 5.0% Data Collection Print Tech : Dan Coutts; Sponsor: Scott Davey BUS 420 2.5% Ad Validation Tech : Volker Stapelmann; Sponsor: Ben van der Werf BUS 420 2.5% Data Collection Mail Tech : Dan Coutts; Sponsor: Scott Davey BUS 210 1.3% Data Collection Internet (NL) Tech : Volker Stapelmann; Sponsor: Scott Davey BUS 210 1.3% 13,415 81% Production System Convergence (Asia) Data Collection Jobs Total Resource Hours Overall * JJ Capacity is as a % of assignable capacity Global Business Services April 13, 2015 Page 31 Confidential & Proprietary Copyright © 2010 The Nielsen Company RMS: Root Cause Analysis (Detail) Quality Escapes Root Causes: Several quality issues were identified during the Operational review and the main focus are: On-time Delivery On Target - Repetition of Convenience Chain information. - Wrong Retailer item description - Price quality controls -Current Status: Operation Review made on w/March 23rd Next Steps: Quality plan on progress Global Business Services April 13, 2015 Page 32 Confidential & Proprietary Copyright © 2010 The Nielsen Company Client Hot Spot Process Client/ Country Issue Nestlé / Brazil • (APR1) - RMS – Retail Index – Client questioned the price variation for Molico 90g in Yoghurt data base • Conversion factor error SOLVED • Corrected and reprocessed Nestlé / Brazil • (MAR1) RMS – Retail Index Baby Food product category – the client identified a coverage drop after change all bar codes of their products, due to a change in its weight and flavor. • MSci concluded the analysis and the coverage drop is due drugstores channel that is part of the sample of Retail Index, but not of Nestle databases • MSci will present the analysis to CS Global Business Services Root Cause Action • CS is requesting a rework to correct the conversion factors that are not correct. Deadline still TBD • RD also verified some problems with conversion factor, but this does not justify the coverage issue April 13, 2015 Page 33 Confidential & Proprietary Copyright © 2010 The Nielsen Company