COMPANY PROFILE

1. Organization Profile.
Company & plant name
TPM Slogan/Objectives

Lindt & Sprüngli France – Oloron Sainte-Marie Factory,
FranceLindt Performance Way: 1 Team - 0 loss – 100% Excellence

Lindt & Sprüngli France is part of Lindt & Sprüngli AG, a global organization developing,producing, selling chocolate products and recognized as leader on premium quality chocolatesegment.
The holding company, Chocoladefabriken Lindt & Sprüngli AG, founded in 1845 with
headquarters in Kilchberg ZH, is listed on the SIX Swiss Exchange. With 14 135 employees, theLindt & Sprüngli Group reported sales worth CHF 4,59 billion in 2021.
The board of Directors handles management and strategy while Group Management, headed bygroup CEO Adalbert Lechner, is responsible for operational and geographical management tasks
and owner of a patented conching process.
L&S France is led by President and CEO Jean-Baptiste JARRY with Arturo FERRER as Vice
President Operations overseeing manufacturing and supply chain processes.
There are two complementary establishments in France: Headquarter in Paris and the production
plant in Oloron Sainte-Marie
The plant regroups together all the personnel assigned to Operations (Production, Maintenance,Engineering, Safety, Environment, Industrial Performance and Logistics), Research andDevelopment, Quality, Purchasing, Administration & Finance, Human Resources, Import / Export
Departments.
It’s a unique plant in Europe that manage end-to-end process from the cocoa beans to the final
product (tablets, pralines and chocolate panning) following four main process steps:- Cocoa beans roasting and chocolate liquor preparation- Chocolate mass manufacturing- Moulding, extruding, coating and panning- Wrapping, final packing
Oloron plant produced 41624 Tons in 2023 with almost 70% dedicated to export; the production
volumes have more than doubled in the last 20 years with the export growing 114% delivering 19
countries versus 6 in 2001.
Our product range includes references of tablets, pralines and chocolate panning products divided
in two types of businesses: permanent (all year) and seasonal dedicated to Christmas gifting(production April – November).
In 2023, people employed full time were 803 in average. We reached a peak of 931 employees
during summer, they were organized in shifts patterns rotating 8 hours shift providing 24/7
coverage, 5 or 6 days per week.

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Page 1COMPANY PROFILE-Permanent products :-Seasonal products :2022

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2. Milestone on the Journey of Manufacturing Excellence
In October 2012, Lindt Group decided to launch a global TPM approach in the manufacturing
facilities called Lindt Performance Way (LPW). Focus was initially set on the foundations: 5S andPerformance Control Systems (PCS).
Lindt France was motivated to start the journey by several factors:ooooo

Market challenges: An increasing challenging market (higher competition,fragmentation, almost zero category development) began to shrink Lindt France profit. By
working on losses, TPM would improve the profits.
Increasing business complexity: Customers expected wider Portfolio, as well as higher
service levels. To achieve the goal, TPM methodology became necessary to improve time
to market, performance delivery and improve our service.
Standardization between Lindt plants: The international Lindt factories had different
operational models and KPIs structure. Introducing the TPM approach allows easiercomparison between plants.
Competitiveness and improvement opportunities: Some Lindt facilities experienced
advantages of the TPM methodology implementation. Lindt France was motivated tofollow their example and increase internal and external attractiveness thanks to
improvements on processes, organization and procedures that could be activated using theTPM methodology.
Volume Growth: Oloron Sainte-Marie Plant experienced 115% increase in volume from21517 tons in 2001 to 46195 tons in 2021. This drastic increase creates opportunities toimprove the existing way of working and be ready to absorb the coming growth.

Major items that have been introduced with the TPM implementation were:o Overall factory re-organization involving all the factory from the Top management tothe shopfloor. The departments organization was modified to follow the pillar structures,with clear roles and responsibilities, that ensure the use of TPM methodologies and new
mindset development.
o Priorities alignment: clarify and link all the factory activities to a logical processcascading through a Master Plan directly linked to the Business Strategy (KMI ➔ KPI ➔KAI)
o 5S implementation in production and officeso Standards setting and monitoring, restoring nominal conditionso Autonomous maintenance with all the factory at the step 4 and deployment of step 5 &6.
o TPM routines setting: PCS meetings in all levels of the factoryo Improvement data collection, work on their reliability
o Activities optimization support by digitalizationo Work on team efficiency including headcount rationalizationo Setting a skill assessment system and improve efficiency of our training organizationo TPM Culture development: losses analysis mindset with the “0 loss” vision at all levels,
Root Cause Analysis mindset to attack each loss, collaborative improvement using Kaizenideas, Change management and culture of standard routines by all employees
o Safety culture deployment through tools like safety tags, genba audits and risk awarenessshared with operators.

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3. Benefits Achieved
Tangible business results followed through KPIs are visible in safety, quality, productivity,delivery, cost, morale and environment.
Since the adoption of the program Lindt France has developed a safe workplace and minimize theenvironmental impacts. The development of quality culture helped to decrease the number ofconsumers complaints. Direct and indirect costs have been decreased. On-time delivery has been
improved reducing our penalties and improving the satisfaction of our customers.
The involvement of the shopfloor employees has allowed the plant to pass several steps in theTPM maturity. All employees have been involved in the 5S, Kaizen teams, daily management, orpillars. This has transformed the mindset of the plant and given more autonomy to our teams. The
consciousness of the losses in operations has been drastically improved. Now, we take decisionsbased on the losses analysis and can define the way to tackle losses with the objective to eradicateit.
The multidisciplinary teamwork has been introduced thanks to TPM and it is now a standard totackle every issue. Some employees could demonstrate their leadership and ability to drive thechange, we use them as ambassador of the TPM culture.

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4. TPM Award Assessment Achievement Sheet (Index Table)

OLORON, FRANCE - FACTORY DASHBOARD FY 2023
Kick offTPM
Category

Index (Calculation Formula)

2015First Score if nodata in 2015

2020

2021

2022

2023

SRate of Lost Time Accident
Formula : Number of Work-related accident with absence ( LTA) /1000kh

9,25

2,08

2,082,130

S

Lost Time Accident
Formula : Number of Work related accident which results in anabsence from work (LTA events) .

163330S

Rate of Accident without Lost Time
Formula : Number of Work-related accident without lost time/ 1000 kh

7,3

6,2

2,8

5,0

2,34

QRework
Formula : Total Quantity Rework (T) / Finished product Total quantity (T)3,43,63,23,23,3Q

Consumer complaints per 1000 tons molded
Formula : CC (rolling 12 month) = (Rolling 12 month number ofcomplaints) / (Rolling 12 month Consumer units sold) * 1'000'000

65,758,754

37,847,654,2

Q

Critical Complaints
Absolute number of foreign bodies, insect infestation

7 (Year 2017)

74,6

3,4

2,62,4Q

Waste of Production
Formula : Total Quantity Waste & Scrap (T)/ Finished product Total
quantity (T)

2,5

1,3

1,2

1,2

1,1

P

Plant Productivity
Formula : kg produced / direct labor hours

128174

192

193

209POverall Plant OEE (Overall Equipment Effectiveness)
Formula : OEE[%] = Operating Time at Nominal Speed [Hours] /Production Hours Used [Hours]

65,965,365,666,064,9P

Plant Technical Efficiency
Formula : TE[%] = Operating Time at Nominal Speed [Hours] / Run Time
Hours [Hours]

78,2 (Year 2017)78,282,781,182,082,3P

Number of breakdowns

840 (Year 2017)

840

422

424383206

PMTTR
Formula : Time to Repair (h)/Number of breakdown CARL

2,25 (year 2017)

2,25

1,81,76

1,31,3DService level Trade - On time / in full (OTIF)
Formula: (Sum of customer order finished products quanitities inKilograms shipped at the customer requested date) / (Sum ofcustomer ordered finished products quanitities in Kilograms)

97,39998,999,4D

Planning Service Level (PSL) = Manufacturing Schedule Adherence
Formula: (Weekly SKU Scheduled Production volume – Weekly SKU
Actual Production volume)/Weekly SKU Scheduled Production volume

85,288,587,186

CDirect Cost
Formula: Total direct cost / Total sales volumes (t)100878995109

CIndirect Costs
Formula: Total indirect costs / total sales volumes (t)1009799

166

189

M

Employees suggestion
Formula : Number of "Improvements" tags generated & recorded inCarl

1236

709

696882

M

Sick Leave / Absenteeism
Formula : Number of absence hours / Number of worked hours

6,98,16,16,95,8

E

Energy consumptions
Formula: Consumption of gaz and electricity(MWh)/Tons of product

1,81

1,79

1,8

1,8

1,7

E

Water consumption
Formula: Liter of water consumption in the factory / Tons of product

2,51

1,64

1,52

1,71,565,9 (Year 2017)

96,886 (Year 2018)1378 (Year 2019)

861378

NOTE: Some indicators were not in place or were not reliable when we launched our TPM
program. If not, we mentioned the score with the year of implementation in the column "First
Score(Year)"

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Page 5COMPANY PROFILE* In 2017, the definition of OEE and our tracking system were revised by including additional loss
categories like changeovers, weekly cleaning, preventive maintenance, etc. This is the reason why
the scores for 2015 and 2022 are not comparable.
5. Key of our Manufacturing Excellence

LPW will continue to keep focus on manufacturing, implementing 11 TPM pillars and launchingsoon the Cost pillar. We will continue to develop the maturity of our pillars by expandingknowledge on methodologies, indicators deployment, losses analysis and advanced tools.

EPM and TPM office pillars will open the path to make the TPM approach more visible outsideof Operations by involving functions that had no or minimal exposure to the system so far (e.g.
Marketing, Sales, Retail). On the same way, after improving and stabilizing the internal scope(factory), in the future the Lean Flow pillar can start to expand the TPM journey to the overallvalue chain from suppliers to customers to deliver the maximum value to our consumers. As well,the Environment pillar will be able to enlarge its scope to raw material, packaging material andsuppliers.
Additionally, Lindt France will have some major investments link to capacity and productivity
increase. It will be key for the factory to work within the EEM & EPM pillars to ensure verticalstart-up of all new equipments and directly involve in the early stages new Product Development
process.
Initiatives like digitalization, utilization of Artificial Intelligence, de-materialization of IT
infrastructures will be developed to raise the detailed system knowledge of our people, anticipate
problems or reduce nonvalue added activities.
Finally, we will explore opportunities and challenge ourselves to be more agile.

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