/BETWEENUS%20issue%2013%20Kenya

ISSUE 13 • WINTER 2006-2007

KENYA

THE JEWEL OF AFRICA

THANOS DIAMANTOPOULOS DELIVERING ON PROMISES MINI RETRO LAUNCH BEYOND WORK: SAILING AND HORSEBACK RIDING

Contents

Editorial

ISSUE 13 • WINTER 2006-2007

In the beginning of a New Year we always take a

Editorial

moment to look back on the distance we traveled, reflect on what

Editor-in-Chief Danny Yannaka

we’ve accomplished and steal a view of the new challenges that lie

Consulting Editor George Levounis Design & Production Peak Advertising

Business News

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Interview

As we move into 2007, we are pleased to welcome our new Chairman, Harry David, who has been an integral part of the Frigoglass success story and comes to the position with an extensive background and a wealth of experience in our field. We feel privileged to work with him and feel certain that under his chairmanship Frigoglass will continue to thrive. We would also like to extend our gratitude to our departing

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support and outstanding leadership during his term of office.

Our People

Success is a state of continual becoming; a road always under construction.

We start the year in great shape. Our resolution is to maintain our momentum. As we roll with our plan and strive to build on our tradition of excellence, our

Norway Oystein Andreassen

Beyond Work

goal never waivers: offering innovative, high quality products and services and responding to the

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constantly evolving needs and expectations of our customers. I’m confident that we will succeed because we have clear-cut strategies, concrete plans of action and a dedicated team committed to moving forward.

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Russia Olga Smetanina South Africa Janine Botha Glenda Maasburg Our Feature Story articles were largely based on data provided by Thanos Diamantopoulos

Feature Story

Chairman Dimitris Krontiras for his invaluable contribution, unfailing

India Avleen Sachdeva

Romania Gabriela Micu Mihaela Opait

a road always under construction.

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Greece Skevi Christou Bia Gritsoni Sotiris Kroussas

Poland Karolina Szmidt

there are many more to climb. Success is a state of continual becoming;

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Contributing Editors to this edition HEAD OFFICE Costas Bovolis Efi Chassapi Anastasia Georgouli Maria Glynou Nick Kontos Dimitris Souleles

ahead. But we don’t linger. We all know that after climbing a great hill,

Social Activities

At this special time of year, our thoughts turn to those of you who spent the holiday season in distant places, far from family and friends. We are keeping you close to our hearts and are constantly encouraged by your steadfast commitment. I send my warmest wishes to you and all

Find and Win

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our people around the world for good health, joy and happiness, and a heartfelt thank you for making Frigoglass the global leader in Ice Cold Merchandising. It’s an honor and a pleasure working with all of you.

Dimitris Lois Managing Director

A Frigoglass Quarterly Magazine. “between us” is published by the Group Human Resources Function of the Frigoglass Group, 15, Andrea Metaxa str., 145 64 Kifissia, Athens, Greece, Tel: +30 2106165700 This magazine is only of general interest to Frigoglass employees and is not published for investment purposes.

Business News

BUSINESS NEWS Nine Month 2006 Results

New Chairman of the Board of Directors

Frigoglass Maintains Guidance after Strong Results

After more than two years at the helm of Frigoglass Group, Dimitris Krontiras resigned his position as Chairman of the Board of Directors. His vast BoD experience and thorough understanding of both the global business environment and local cultures contributed substantially to our company’s dynamic growth. Moreover, his focused, practical and disciplined leadership during his tenure and sincere focus on the importance of human recourses were a major source of inspiration for all of us and helped our entire company’s team remain on the leading edge of performance excellence. Following that, the Frigoglass Board of Directors elected Harry David, a Board member since 1999, as our new Chairman. H. David launched his professional career in 1987 in New York as a certified investment advisor for Credit Suisse. From 1989 until 1991 he served in several executive positions within the Leventis Group of companies in Nigeria. Currently

Highlights Sales of €337.8 million, 38.7% above last year’s nine months EBITDA up 40.1% to €74.7 million EBIT up 54.2% to €60.5 million EBT rose by 52.8% to €55.5 million EPS of €0.94 versus €0.59, up 57.9% NTS/NWC ratio improved by 15.6% from first 9 months 2005 Frigoglass Managing Director Dimitris Lois commented: “Our strong performance in the third quarter allowed us to build on the positive tone set in the first half of the year, enabling us to present an excellent set of financial results, with Net Profit up 57.9%. This was achieved through a very strong sales performance together with a continued focus on operational efficiencies. Strong growth in all our geographies confirms the success of our strategy of focusing on multichannel development in mature markets as well as emerging geographies, together with our leadership in offering highly effective bespoke Ice-Cold Merchandising solutions.”

Group Review The first nine months of 2006 saw strong results from Cool Operations. Consolidated sales increased by 38.7%, with Cool contributing 85.4%, up from 78.6% in Q3 2005. Africa Cool Operations achieved the highest growth rate, at 89.3%. Western Europe sales grew by 81.2%, Asia by 40.4% and Eastern Europe, Cool’s most significant region, by 29.9%.

Strong volume growth, cost management and operational efficiencies, as well as product mix improvements offset raw material cost pressures. This led to EBIT growing 54.2%, to €60.5 million, while Net Profit rose by 57.9% to €37.5 million, with EBITDA margins expanding by 20 bps.

Performance COOL OPERATIONS: Sales increased by 49.6%, to €289.8 million, boosted by strong sales to Coca-Cola bottlers and breweries in Germany, Russia, Italy, Scandinavia and the Ukraine.The diversification of our customer base continues successfully.The percentage of Cool Sales from Coca-Cola bottlers, other than CCHBC, increased from 15.4% to 26.4%. The percentage of Cool Sales from breweries also rose, as Heineken, SABMiller and Inbev continue to drive incremental sales.

The highest growth came from Africa, with S.Africa and Kenya leading, followed by Western Europe, particularly Germany, Italy and Scandinavia. In Asia, India and Malaysia performed strongly, while in Eastern Europe the leaders were Russia, the Ukraine and Romania.

Sales to Coca-Cola bottlers (other than CCHBC) have increased 155.6%, with strong demand in Germany, South Africa, India and Scandinavia. Sales to CCHBC increased by 26.7%, mainly in Russia, the Ukraine, Italy and Romania. Sales to breweries increased by

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51.6%, mainly from Heineken, BBH, SAB, Inbev, Carlsberg and Diageo (Guinness).

New models include the “Easy Reach Express” and “Easy Reach”, open-front ICM’s, found in Hotels, Restaurants and Coffee Shops (HoReCa), as well as in supermarkets, and the “Frostwell”, a new high-impact ICM. NIGERIA OPERATIONS: Restructuring has led to improved financial results, with EBIT rising 3%, despite a sales decline of 6.5%.

Operating with 2 furnaces instead of 3, as well as cost management initiatives have led to a 30.2% reduction in operating expenses.

Though glass sales fell by 6.9%, volumes to breweries and exports increased by 24.2% and 67.1% respectively. Sales from Other Operations fell by 5.4%, yet like-for-like sales rose by 16.8% (excluding PET and vehicles). Nigerian Cool posted strong sales growth of 113.5%, and increased its percentage of total sales in Nigeria from 9.8% to 22.3%. Net Profit increased by 33.3% to €1.9 million.

PLASTICS: Sales of 3P Romania increased by 18.1% to €3.3 million, with gross profit margins rising substantially from 17.4% to 25.3%.

Restructuring led to a 39% fall in operating expenses, and EBIT rose from 3.9% to 17.6%. Net profit increased from €0.07 million to €0.48 million.

Outlook As we approach our traditionally least significant quarter, we continue to remain confident in our ability to meet our full year guidance, owing to our continued good operational performance in Q3, which offset sustained raw material pressures.

Guidance for FY 2006 versus FY 2005: Revenue Growth 25-27% EBITDA Growth 29-31% EPS Growth 46-48% Capex €26 million 3rd QUARTER 2006 NET TRADE SALES 87% Cool Operations 12% Nigeria 1%

Plastics

3rd QUARTER 2006 NET INCOME 94% Cool Operations 5%

Nigeria

1%

Plastics

he is Chairman of Plias SA, Vice-Chairman of Katselis SA and a member of the Board of the Hellenic Public Power Corporation (DEI), A.G. Leventis PLC, the Nigerian Bottling Company PLC, Ideal Group and Vectis Capital. He is also a member of the General Council of the Federation of Greek Industries (SEV) and an executive member of the International Directors Council of the Guggenheim Museum in New York.

As Frigoglass Chairman, Harry David noted: “It is a great honor for me to be appointed Chairman of Frigoglass’ Board of Directors, succeeding Mr. Krontiras, an extraordinarily capable man, under whose guidance the company has achieved substantial growth. As a Frigoglass Board member since 1999, I have closely witnessed both the company’s dynamic expansion as well as its vision of establishing a leading position in the ICM industry. Finally, I would like to thank the members of Frigoglass’ Board for entrusting me.”

Annual Greek Roadshow in London In September 2006 Frigoglass participated with great success in the 1st Annual Greek Roadshow in London, organized by the Athens Stock Exchange and Bloomberg.The event involved meetings between Greek-listed enterprises and foreign institutional investors. A total of 31 large capitalization companies made presentations to around 80 funds that manage approximately 2 trillion euros. Frigoglass was one of the companies most sought after for meetings. Our company’s management met with 30 institutional investors, including leading firms such as Capital International, Morgan Stanley, Lazard Asset Management, LCF Rothchild, AXA Investment Managers and Highfield Capital. Following the event, a number of new shareholders (mostly from the Roadshow) have taken positions in our stock, resulting in an increase of 14% in foreign investor holdings from 22.4% in September 2006 to 25.5% in November 2006.

Evolution for Growth

ICM Conference

This year’s ICM Conference took place at the Plaza Resort Hotel in Anavisos near Athens between the 6th and 9th of September. It was a grand meeting indeed, attended by 70 people including senior management and all Directors, Regional Managers, Heads of Departments, HO Departmental Managers and Plant Managers, as well as all Sales Office Managers and the entire HO marketing department. The 4-day meeting focused on year-to-date results for 2006, strategic priorities for 2007 and Cool operations reorganization under ICM Manufacturing and ICM Sales. In addition to the keynote speaker, Group Managing Director D. Lois, presentations were made

by ICM Manufacturing Director T. Aas, ICM Sales Director P. Giannopoulos, HR Director N. Dimelas, ICM China Director D. Valachis, Marketing Director K. Vossos, Purchasing Director D. Kouniakis, Corporate Development & Strategy Director P. Diamantidis, Investor Relations Manager L. Philips and HR Development Manager C. Bovolis.

In his opening statement on our company’s future prospects, after thanking all those involved for our continued success, D. Lois focused on the key drivers of our success, namely People, Quality, Growth, Profitability and Capital Efficiency.

During his presentation he stressed the importance of our new Organizational Structure, which is now more focused and more efficient, and underlined positive developments, such as the significant vertical and horizontal growth of Net Trade Sales in all

geographies, the success of our new products and the high and increasing Direct Material Cost (DMC). He also mentioned areas that need improvement, such as efficiency, inventory management and planning-on time deliveries, and noted the importance of the ongoing manufacturing consolidation, with Ireland production moving to Poland, and the initiation of phase one of our operations in China, a highly promising market.

The significance of our organization’s structural evolution was further stressed by T. Aas and P. Giannopoulos, who outlined the profiles, targets and objectives of these reorganized operations and stressed the effect of increased efficiency on growth, quality, cost control, competitiveness, working capital and strategic planning, as well as our company’s sustained prosperity.

Business News

2nd Human Resources Gathering The 2nd HR Gathering took place on September 9-14 at the Poseidon Resort Hotel Loutraki, southwest of Athens.

Attending the gathering were members of Senior Management, Heads of Departments, HO Departmental Managers and all our HR Managers. The meeting focused on organizational development and the Group-wide implementation of new HR policies, systems and tools that will benefit all members of our organization and enhance HR’s contribution to our company’s global efforts. In his opening statement, MD Dimitris Lois defined the long term goals of the Group’s core businesses, outlined our strategic planning and global restructuring and stressed that “HR managers should and will be playing a leading role in the process.”

Keynote speaker Group HR Director Nick Dimellas presented HR strategies and priorities for 2007 and the new Competency Model, detailing how the implementation of new tools, systems and policies will enrich and assist our Group’s organizational de-

velopment. Guest speaker ICM Manufacturing Director Tom Aas presented the priorities of the New ICM Manufacturing Operation. Presentations were also made by Group Compensation and Benefits Manager L. Papagiannoulis on the implementation of the Reward Strategy, salary surveys, manpower planning and labor cost process, HR Development Manager Costas Bovolis on the behavioral aspects of the Competency Model and the implementation of the Induction System in Nigeria and India, and Internal Communication Manager Danny Yannaka on travel policy and our recently launched intranet.

Before the gathering all HR Managers participated in a three-day training workshop on our new performance management system.

Focusing on Quality Technical Conference 2006 This year, the Technical Conference of the ICM Manufacturing operation, successfully organized by the Manufacturing Support Department, took place at the Hotel Poseidon Resort Loutraki, southwest of Athens, on September 24-28 2006.

The conference focused on quality and cost issues, and was attended by Managing Director Dimitris Lois, ICM Manufacturing Director Tom Aas, Regional Manager-Europe Vassilis Soulis, Head of Manufacturing Support Slawomir Dubisz and Head of Engineer-

Securing Competitiveness

ing Projects Elias Trohatos, as well as Managers from Product Development, Group Purchasing, Quality Assurance, Technical Services, Production Supply and Manufacturing Support.

T. Aas welcomed everybody and reviewed 2006 objectives and results. He was followed by D. Lois, who outlined our Group’s guidelines for 2007. The conference then proceeded with informative presentations on planning and procurement issues, new technologies and strategies, ongoing projects, a review of Capex 06 and Capex 07 guidelines, and other MSD-related subjects.

The conference also included the presentation of the 2006 Quality Achievement awards to J. Antonopoulos (Greece), G. Kudryashov (Russia), A. Pappas (Romania), C. Biradar (India), P. Jaskiewicz (Poland), I. Prakoso (Indonesia) and K. Aucamp (S. Africa).

5th Purchasing Conference

The 5th Purchasing Conference was held at the Zafolia Hotel in Athens between the 2-5 of October. Participants included members of Senior Management as well as Supply Chain Managers and Purchasing Supervisors from all Group functions and operations.

Two suppliers, Embraco and Yorim, were also invited to present their companies and discuss their collaboration with Frigoglass.

The conference focused on quality, competitiveness and security of supply issues. Presentations were made by Purchasing Director D. Kouniakis, N. Doumas, S. Dimou, as well as by the Purchasing and Supply Chain Managers. The main objective was to strengthen the alignment between plants, our Head Office and other functions.Topics of discussion included a review of actual re-

sults versus ABP06 goals, the new targets and corresponding actions of ABP07, our ‘zero defect’ policy and Suppliers Performance Measurement.The conference ended on a positive note, with the participants agreeing that the objectives on the agenda were met, leading to improved understanding and alignment.

Mini Retro Launch

The last product launch event of the year, organized by our marketing team, took place in Athens, on December 11-12.

The event focused mainly on the launch of the Mini Retro, our new countertop unit.

Attending were Managing Director Dimitris Lois, Marketing Director Konstantinos Vossos and ICM Sales Director Panos Giannopoulos, as well as a big part of our marketing, sales and customer service teams.

The new member of our Retro family of products is a premium counter top unit that follows the Retro’s successful approach, featuring unique aesthetics and an elegant shape and offering excellent product and brand visibility. The Mini Retro, a Coca-Cola proprietary model, will ideally support TCCC’s strategy, being the perfect tool for penetrating the premium HoReCa channel. The Mini Retro meets this channel’s requirements, namely advanced aesthetics and differentiation, almost perfectly. Moreover, it’s shape is instantly associated with the Coca-Cola brand, thus enhancing brand presence and awareness in the premium HoReCa channel.

In the course of this new product launch all participants had the chance to attend a re-launch presentation of the Piccolo, during which all the latest updates available for this countertop ICM were presented. Our Piccolo ICM, the most compact of our countertop units targeting breweries, energy drinks and alcopops, offers excellent placement opportunities for our customers’ products in bars and cafes.

At the same time, the Piccolo is successfully positioned ver-

sus competitive units by offering very good value for the money, and by being the most complete proposal and the most energy efficient unit among key competitors.

The event also included the presentation of several new options that are available for our ICMs, such as the FIFO shelving system for the S88, a LED display for the Counter Express, LED lighting and a lid for the SLIM, dividers and price indicators for the ICM2000, and the EasyReach Express Pepsi Top Hat. In his opening statement, Head of Product Management Department, P. Papagiannidis saluted the event and presented our Marketing Department’s structure and responsibilities, while K. Vossos reviewed 2006 results and strategic priorities for 2007. The commercial and technical presentations of the Mini Retro that followed detailed the features, strategy and action plans for the new ICM, while Product Development engineers outlined its technical characteristics and service requirements. These were followed by an open discussion between our engineering and customer service team covering many technical details, and a service drill during which participants had the opportunity to interact with the Mini Retro and practice on the service process. During the closing stages, Regional Sales Manager Nick Vakalis presented the market activation plan for the Mini Retro, outlining specific tactics that will support the deployment of our new ICM in the market, while P. Giannopoulos closed the two-day event by presenting the Sales ABP for 2007.

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Business News

BUSINESS NEWS Frigoglass & Hyperion Financial Management In today’s dynamic marketplace Frigoglass Finance, after a decade of growth, faces new challenges: to improve the financial consolidation process, speed up reporting, reduce internal control risks and move from the role of scorekeeper to one of business partner delivering financial analysis and reports that support and enhance our company’s strategic and operational management decisions.

The need for a single, comprehensive view of financial and operational results integrated from multiple systems led Finance to select Hyperion Financial Management (HFM), an advanced, web-based financial reporting solution. A project team from our HO Finance Department, consisting of Vassilis Stergiou, Dimitris Souleles and Manolis Nikolaou, were placed in charge of planning, implementation, rollout and the training of key users. The system is currently in place and fully operational.

The project went through various phases. Initially the team had to determine security levels for each Group entity, enabling users to input, consolidate, and access global financial information quickly, easily and securely. This was followed by the development and integration of two application modules: a financial module, to include auditing financial statements, reducing and replacing manual control procedures with automated and preventative controls, and a human resources module, including new reporting requirements, headcount movement and the division of payroll into concrete categories. The next step was the integration of budget data, followed by enabling automated data loading from local ERPs, which will reduce or eliminate manual entry and reconciliation. Finally, prior to rollout, the training of key users -in our case Finance Managers from all Group entities, was completed in three weekly sessions that took place at our HO in Athens and our Lagos Offices

in Nigeria in September, and included a comprehensive review of HFM features and capabilities.

In the near future, the integration of capex-related applications, along with sales, production and productivity statistical data, will enable Finance to offer versatile what-if scenario management -dynamically consolidating and reporting on all financial budgets, forecasts and plans. Moreover, it will allow Finance to generate monthly reports from a single point of sources and easily conduct in depth analysis of key performance and operational metrics (KPI report).

After the successful completion of this project, the Hyperion Financial Management solution will become the cornerstone of our company’s sustainable compliance with stringent reporting requirements. It will provide our Finance people with the means to contribute to improving operational efficiency, managing for profitable results, leveraging opportunities for growth and, ultimately, sustaining our company’s long-term success.

Performance Management System Training In November 2006 the new Frigoglass Performance Management System was launched. Following a thorough evaluation of our previous Performance Management System, the new one was designed around our company’s culture. As such it is well structured and applicable to all countries - serving as a common language of human resource practices, as well as flexible enough to help us meet future challenges. The system’s scope was to ensure the reliability, objectivity and clarity of the system, so as to improve performance and ensure alignment with our business strategy at all levels of the organization. Frigoglass management developed our new

system supported by the valuable contribution of the Hay Group - a consultancy with extensive know-how and experience in management systems. In order to ensure a clear understanding of the system and create competent users, senior management was divided into four groups and attended 2-day training workshops conducted by Hay Group consultants. The training focused on analyzing the system’s philosophy, design elements and administration process. The four workshops took place at our Head Office in Athens and were attended by Plant, Sales Office, Region and Head Office Managers, as well as Department Heads and Directors, while an additional group included Nigeria Operations management.

Management Training in the mountains In October 2006, at the Crivaia mountain resort on the shores of the artificial Valiug-Gozna Lake, surrounded by lush beech forests, 34 employees of Frigoglass Romania from production, warehouse and refurbishment participated in a basic management training program, as part of the plant’s annual training and development initiatives.

Organized into two sessions of 17 participants each, the program covered topics such as leading from the middle (the role of the supervisor), leading and managing the team and efficient teamwork, and was structured to combine theoretical modules with outdoor exercises.

Having enjoyed the extremely fresh air of the mountains and the team-building sessions, all participants left with pleasant memories as well as a clear idea of what a good team is all about.

Plant expansion and new products in India

In October our India plant initiated a project to expand its facility, increase production capacity and introduce the FV 650 model to the local market. The project is scheduled to be

completed by May 2007 and will result in an increase of the plant’s area to 8,300 sq.m., an expansion of warehousing facilities for both raw materials and finished goods, and the installation of a new production line, machinery and equipment. This will enable the India plant to boost production and launch the FV 650 within 2007, meeting local demand. The project will also improve work flow through layout changes, upgrade the plant’s infrastructure, provide additional space for future machinery installations and prepare the ground for the introduction of additional FV models scheduled for the near future.

To mark the start of the project, a modest ground-breaking ceremony was arranged. With the plant’s entire workforce attending along with the Sales Office and Group function staff, Plant Manager George Polychronides symbolically dug out the first shovel-full and wished for an auspicious beginning and timely completion of the expansion. Following this important development, everyone at Frigoglass India is looking forward to new challenges and sustained growth in this very promising market.

Expansion in Poland As part of our Group-wide production rationalization efforts, Frigoglass Poland recently moved its warehousing and re-branding facility to a new location, 15 km away from the plant, in order to make room for the production of ICMs previously manufactured in Ireland, Romania and Norway.

Prior to this move, the Poland plant manufactured the S7, S88 and SLIM models on three dedicated lines and rebranded the Zero and Piccolo coolers on a dedicated line located in a sectioned-off area of the warehouse. In need of additional manufacturing space, a 2-month project named Topex was launched, supported by MSD, to convert the plant’s warehouse into a production area, requiring the relocation of the warehousing and rebranding operations to a new facility. Following the project’s successful completion in September 2006, the plant added the S5, S66, ICM 2000 and Feedback models to its lineup, becoming a key hub in the production of open-top ICMs.

Business News

BUSINESS NEWS Frigonet

our new channel of communication

In our time, fast technological evolution and the Internet are changing the way we communicate and handle various issues, both personally and professionally. These new means of communication might seem less personal at first glance, but they do offer certain advantages: they decrease the time needed to communicate and they minimize distances, bringing all members of the global web community closer together.

Our newly launched intranet (intra-company network) named Frigonet, will do the same thing for our company and its people, to the benefit of everyone. Frigonet looks and works like an Internet website but can only be accessed by Frigoglass employees. It is an advanced communications tool, enabling users to almost instantly transmit or receive accurate and timely information, whenever required. It is also a key operational tool, supporting the development and dissemination of company-wide policies and procedures, as well as the diffusion of know how and best practices among common-interest groups that are widely dispersed geographically, strengthening our corporate culture. On top of that, it will help all of us save time and money.

To ensure that we are all able to work with and benefit from using our new portal, some of our people were designated

Authors, responsible for providing and updating our intranet’s content, while others were designated IT Administrators, responsible for its proper operation and administration. To fulfill their role in the best possible manner, all Authors and IT Administrators had to undergo training provided by IMPACT, a leading e-business solutions provider in Greece.

Twenty HQ Authors received training in two sessions, on the 10th and 12th of July, while another ten Authors received training at the Kato Achaia plant on July 13th. Training subjects included portal navigation, information management,

content approval, survey creation, document uploading and downloading, document libraries, alert services and web area management. The HQ training sessions were attended by Dimitris Souleles, Manolis Nikolaou, Antonis Kyriakidis and Efi Chassapi from Finance, Costas Bovolis, Alexandros Maniatis, Leonardos Papagiannoulis and Alexandra Komi from Human Resources, Alexandros Panas, Nikos Kontos, George Exintaris and Liana Korovesi from Marketing, Diamantis Antoniou and Lora Syrigou from Purchasing, Athina Papandreou from Sales Office Greece, Anastasia Georgouli from ICM Manufacturing, Harry Patsos from Services & Commercial Development and Michael Kakoulidis from IT. The training sessions at the Kato Achaia plant were attended by Dimitris Angelopoulos from International Accounts, Marilena Vassila from the West Africa & Middle East SO, Marilena Armakola from Engineering (former), Skevi Christou from Human Resources, Spyros Mathaios from Quality Assurance, Soula Sparaki from E.S., Charalambos Kontogeorgos and Dionissia Georgopoulou from IT, Tasos Rantzaklis from Services & Commercial Development and Leonardi Rellou from Supply Chain.

Training sessions for IT Administrators were held at our HQ in Athens on September 27 to 29 and covered a broad range of subjects including train the trainer -enabling IT Admins to train country users and Authors, and technical matters such as user group management and private site creation for countries, functions and plants. These sessions were attended by Owen Fisher (Ireland), Charalampos Kontogeorgos (K-A), Ibrahim Tunde Mufutau (Nigeria), Andy Novikov (Russia), Paul

Pancotan (Romania), Gerchard Wojciech (Poland), Manoj Sukumaran (India), Bernard Jooste (South Africa), Irawan Dadang (Indonesia), and Michael Karampelas and Michael Kakoulidis (HQ).

Training was followed by a month of content creation, evaluation and testing by the Authors and IT Admins, out of which came the excellent tool now available for your use. Frigonet makes communication as easy as can be, requiring less time and effort to connect with your colleagues worldwide. In the beginning it might seem strange, less personal and somewhat complicated. But once you start using it, you will discover that it’s user friendly and offers a wealth of information that can make your daily work easier and more efficient. Surf its many pages and discover new interesting facts about our company. Search for information that might interest you or help you with your tasks. If you don’t find anything, compile your own content and offer it for uploading, so that your colleagues can benefit from your contribution. Most importantly, use it on a daily basis to improve your work, strengthen you team and support our company’s prosperity.

400,000th ICM produced in Russia!

Frigoglass Nordic builds strong customer relationships

On the 6th of December 2006 our Frigoglass Eurasia plant produced its 400,000th ICM, an FV 650 for Coca-Cola, during the night sift. We congratulate the plant’s entire team for their great effort and positive results!

The first cooler was manufactured in Russia on June 1st 2000, a year in which the plant produced 1500 units. This year, with 3 shifts working, production volume is expected to exceed 160,000 standard units.

During the night shift the record was achieved, Production Supervisor Sergey Platonov gathered and congratulated all employees, while a commemorative photograph was taken of the plant’s oldest workers around the 400,000th ICM. Following the shift’s end, a celebration was organized at a local restaurant, attended by plant managers, veteran supervisors, foremen and technical support staff.

Recently, Frigoglass Nordic proved once again that knowing our customers’ business and meeting their specific requirements is the way to gain market share and build strong long-term customer relationships. After consistent efforts, Frigoglass Nordic successfully concluded a Total Supply agreement with Coca-Cola Drikker Norway, which covers the supply of new ICMs and spare parts, as well as a broad range of services, including on-site repair, refurbishment, storage and recycling.

Based on a common objective, that of improving the costeffectiveness of an ongoing business relationship, Coca-Cola

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Drikker will be able to focus on its core business, namely the sale of non-alcoholic beverages, by outsourcing ancillary activities to Frigoglass Nordic. Another example of how individual units, adhering to Group strategies, contribute to sustaining our company’s growth and profitability.

Career Moves

Spot News Yianna Karamitsa, previously Coca-Cola Account Manager at Sales Office Greece was promoted to Sales Office Manager of SOG based in Athens.

CAREER MOVES CHRISTIAN HANSEL

MARIA DIKOU

JUAN FERNANDEZ

Christian was born in 1969 in Ludwigshafen, a modern industrial city on the River Rhine in Germany.

He started his career at HM Interdrink, an independent CocaCola bottler, managing the service operations for technical equipment. He joined Frigoglass in 2006 as Customer Service Manager in the Central European Sales Office and is looking forward to all the challenges involved in his new position. Christian is married to Martina and they have two daughters, Rebecca aged 9 and Paula aged 5. His hobbies include skiing, cycling and wine tasting.

Born in Athens in 1969, Maria holds a degree in Chemical Engineering from the National Technical University of Athens and an MBA from the University of Louisville. She started her career in Customer Services with Diversy Hellas. She then moved to Henkel in sales and customer services and then to the Vodafone Group HQ in England as Senior Category Manager in the Network Supply Chain Department.

She joined Frigoglass in 2006 as Services Commercial Development Manager and feels very happy to be back in Greece, working for a multinational company with great potential. In her free time Maria likes to paint and loves traveling a lot.

Born in Buenos Aires in 1973, Juan is a qualified accountant and holds an M.Sc. in Negotiations from Universidad Catolica Argentina. He started his career working in accounting in the not-forprofit sector. After holding a number of different positions with various companies in Argentina he moved to Ireland five years ago to work with the NDG Finance Corporation as Finance Manager for European operations. He joined Frigoglass Ireland in 2006 as Finance & Administration Manager of the West Shared Services Centre. Juan has just been married to Lara, a professional artist, and in his free time he enjoys traveling and swimming.

ALEXANDROS PSOMAS

GEORGE POLYCHRONIDES

Finance Manager - Frigoglass Eurasia

Plant Manager - Frigoglass India

Alexandros was born in Athens in 1970 and holds an M.Sc. in Finance from Brunel University, UK. He started his career in investment banking, where he worked for four years, and then held the position of Finance Manager with a privatesector enterprise. He joined Frigoglass in 2006 as Finance Manager of Frigoglass Eurasia, aiming to successfully meet the challenge of cooperating effectively with people of diverse nationalities.

Alexandros is single and in his free time he enjoys music and literature.

George was born in Greece in 1967 and holds a B.Sc. in Computer Science from the University of Crete and an MBA from the University of Macedonia. He started his career with Aluminium of Greece as a Software Analyst and then moved to Almaco as an IT Supervisor. In 1999 he joined Alumil Milonas as Operations Manager and was soon promoted to Plant General Manager and then Corporate Production Director & Logistics Manager. In 2005 he moved to LEGO Systems as Business Development Manager and in 2006 he joined Frigoglass as Plant Manager of our unit in India. George is married and his hobbies include reading, traveling, watching movies and going to the theater.

Customer Service Manager - CESO

Services Commercial Development Manager - Frigoglass HO

Finance & Administration Manager - Frigoglass Ireland

UZOMA OKORONKWO

Compensation & Benefits Manager - Nigeria Operations Born in Nigeria, Uzoma hold a Bachelor’s degree in Economics/ Sociology and has just concluded a Master’s Program in Organizational Behavior. She started her career in the services industry, where she developed competencies in training and development. Thereafter she moved to the manufacturing sector, where she accumulated professional experience in human resources management before joining Frigoglass in 2006 as the Compensation & Benefits Manager of our Nigeria Operations.

Uzoma is married to Okey, a software developer, and they are blessed with two children, David and Eden. In her free time she loves to read, act and travel.

Rico Usluk, was appointed Sales Office Manager of CESO in Germany. He was Coca-Cola Account Manager responsible for the Coca-Cola Enterprises European account based in Haan.

Florian Pop, previously Key Account Manager in the International Accounts Function, assumed the position of Sales Office Manager at our Romania SO based in Timisoara.

Evangelos Christodoulou, undertook the position of Manufacturing Support Manager in the Manufacturing Support Function.

He joined Frigoglass in 2001 and his latest position was Plant Manager of our plastics plant in Nigeria.

Yiannis Christodoulopos, Customer Service Manager at CESO, Germany was transferred to Sales Office Greece in the same position. He is based at the Kato Achaia plant and will be reporting to the Sales Office Manager Greece.

Greg Unah, previously Human Resources Manager at the crown plant in Nigeria, was promoted to Organization Development Manager at our Lagos offices, reporting to the Nigeria Operations Human Resources Manager.

Lim Soyeantho, previously Plant Manager Indonesia, was promoted to Region Manager of the Southeast Asia Region based in Cikarang.

Nick Vakalis, Sales Offices Manager for both Greece and Romania, assumed the position of Region Manager of the South Europe Region based in Athens.

Arvinder Pental, Sales Offices Manager of our India Sales Office, was promoted to Region Manager for India based in Delhi.

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Feature Story

KENYA

The Jewel of Africa “The views were immensely wide. Everything that you saw made for greatness and freedom, and unequaled nobility.”

Karen Blixen, Out of Africa

Official Name Republic of Kenya Capital Nairobi Major cities Mombasa, Kisumu, Nakuru, Eldoret Languages English, Kiswahili Population 33 Million (35% urban, 65% rural) Population Density 56 persons/sq km Area 582,650 sq km Highest point Mount Kenya 5,199m

The land Situated right along the equator, on the eastern coast of the African continent, Kenya is blessed with incredible natural beauty, abundant natural resources and startling geographical variety: from coral reefs, white-sand beaches and low coastal plains to great volcanic mountain chains, of which the principal peak, Mount Kenya, is crowned with clouds and bejeweled by strange giant alpine plants. Between these two extremes is the rolling savannah that is home to game parks such as Amboseli, the Masai Mara, Samburu and Tsavo; the lush, agricultural highlands with their sleek green coat of coffee and tea plantations; and the most spectacular stretch of the Great Rift Valley, this giant scar across the face of Africa, demarcated by a succession of steep cliffs. One-tenth of all land in Kenya is designated as national parks and reserves. Over 50 parks and reserves cover all habitats from desert to mountain forest, making Kenya the primary focus of all adventure travel in Africa.

Mombasa and the Coast Kenya has an idyllic coastline -white sands fringed with palm trees, aquamarine and turquoise waters sheltered by coral reefs close to shore, or golden beaches flanked by sand dunes. Apart from its stunning beauty, the coast is

steeped in history. From the 9th century onwards, Indian and Arab traders mingled with the indigenous inhabitants to create a Swahili culture that still thrives today. During the 15th century, the Portuguese stamped their mark on the area, fighting with the Arabs, while at the turn of the 19th century the British established a foothold and declared the coast a British Protectorate. Subsequently, the coastal city of Mombasa became pivotal in the development of Kenya as a British colony, as the starting point for a railway that would connect the East African coast with Lake Victoria and Uganda. Today it still plays a vital role as the hub of commodity transportation inland and a strategic port on the East African coastline, prospering from its position at the head of the only railway into the Kenyan interior.

One of the most memorable things about Mombasa has always been the smell of salt on the breeze coming off the Indian Ocean. Kenya’s second most important metropolis, the city is spread out across Mombasa Island and in Kiswa-

Most Kenyans believe that once upon a time God took the world’s most beautiful destinations and put them all in one country. He then called that country Kenya. In Kenya he created the greatest wildlife show on earth and backed it with beautiful landscapes and vegetation and brought together people with culture so rich and diverse that the rest of the world refer to Kenya as “the jewel of Africa.”

Undoubtedly, in Kenya one feels absorbed by the myth and allure of the Dark Continent. It is this underlying, palpable energy, an assault on the senses -vibrant colors, a myriad of sounds, the smell of rain on dust, vast horizons and wilderness- together with the vitality of the people, which largely explains the country’s magnetism. It is the combination of friendliness, magnificent wildlife in natural surroundings and dramatic scenery which has given Kenya its worldwide reputation as a beautiful country with a warm heart. Karibu, meaning welcome, Jambo, meaning hello and Hakuna Matata, meaning no worries, are some of the words Kenyans use to warmly welcome the world to their country.

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Life in Kenya has always been an adventure to all visitors since the coming of Vasco Da Gama, the first European to reach Kenya. Millions of travelers from around the world are drawn to the country to discover its stunning beauty and explore its vast wilderness. Safari, coined from a Kiswahili word meaning journey, has become a byword for romance and adventure. Kenya has 48 National Parks and Reserves including Marine Parks, as well as many private sanctuaries and game ranches.

Tsavo National Park The largest park in Kenya, Tsavo covers a mammoth 21,000 sq km. Much of the land is open savannah and bush woodland inhabited by buffalo, a few rhinos, lions, antelopes, gazelles, giraffes, zebra, crocodiles and hippos. Despite a drastic fall in the elephant population, caused by massive poaching in the 1970s and 1980s, numbers are again on the increase and large herds are roaming the park. Besides being rich in wildlife, Tsavo has a wealth of birds, with over 440 recorded species.

WILDLIFE SAFARI

a world of romance and adventure

Masai Mara National Reserve The Maasai Mara is the jewel of Kenya’s wildlife, offering a unique opportunity to see the ‘big five’ (see relevant article) and many other game species. The Reserve is famous for its annual animal migration, where massive herds of wildebeest, zebra and gazelle move from one part of the reserve’s eco system to another. This northern extension of the renowned Serengeti is bisected by the Mara River, bordered by lush riverine forest.

Aberdare National Park This fairy park comprises of cascading waterfalls, bamboo forests and sub-alpine plants. The thick forest area is rich in wildlife: bongo, impala, waterbuck, black rhino, elephant and the spectacular colobus monkey all have their home here. Built on high elevation overlooking a floodlit waterhole and salt lick, the park’s tree-hotels provide an undisputed ‘royal box’ above this pageant of African wildlife.

Amboseli National Park Amboseli, dominated by Mount Kilimanjaro,Africa’s highest mountain, is home to large elephant herds. Human and wild life here is sustained by the melting snows of Kilimanjaro feeding the marshlands and swamp grounds through subterranean springs. Due to the daytime heat, reflections off the light soil and evaporation across the plains, game-viewing can be quite tricky and it is sometimes difficult to distinguish between real wildlife and mirages.

Central Island National Park Now designated a ‘World Heritage Site’, this island is reached from the western shores of Lake Turkana. It was formed as a result of volcanic activity and encompasses three crater lakes which over the years have been home to different forms of life as their names suggest: Crocodile Lake, Flamingo Lake and Tilapia Lake.

Lake Baringo and Lake Bogoria National Reserve Both lakes are situated within close proximity in the Rift Valley and offer an extraordinary variety of birdlife. Lake Bogoria’s shoreline is dotted with steam jets, boiling geysers and fumaroles- a clear reminder of the earth’s underground activity. Lesser pink flamingoes inhabit the lake fringes along with the rare Greater Kudu. Lake Baringo also nestles close to the Rift Valley’s eastern wall and is home to crocodiles and hippos.

Mount Elgon and Saiwa Swamp National Parks The upper slopes of Mount Elgon, whose peaks reach into Uganda, are covered with afro-alpine vegetation, which typifies equatorial mountains. The Kitum caves situated on its slopes have gradually been ‘burrowed’ by processions of forest elephants that follow a narrow trail at nights in search of mineral deposits.

Saiwa Swamp, Kenya’s smallest park, was established primarily for the protection of the shy Sitatunga (an antelope with splayed feet), as well as the blue and colobus monkeys.

Samburu, Buffalo Springs and Shaba Reserves Along this triple sanctuary, wildlife concentrates on the gallery forest of the Uaso Nyiro River. The rare Gerenuk and Grevy zebra inhabit this park along with oryx that bear an uncanny resemblance to the legendary unicorn.The reticulated giraffe displays its magnificent coat of distinct patterns which set it apart from the Masai giraffe. The abundance and variety of game make this park the northern rival to the Masai Mara.

Shimba Hills National Reserve Minutes from Kenya’s Indian Ocean, Shimba is the only place in Kenya where the sable antelope can be found. Elephant, buffalo, genet, civet and serval can also be spotted.

Sibiloi National Park and Koobi Fora Situated on Lake Turkana’s windblown eastern shores, Sibiloi’s wide variety of game includes northern species such as the Somali ostrich, gerenuk and oryx. The park’s borders extend one kilometer into the lake, embracing some of Turkana’s resident population of Nile crocodile and hippo. Koobi Fora is known as the ‘Cradle of Mankind’ (see relevant article).

hili it is called Kisiwa Cha Mvita, which means “Island of War”, due to the many changes in its ownership. Until the ascendancy of the Western powers in the Indian Ocean, Mombasa was second only to Zanzibar as a center of trade with Arabia, India and the Far East – slaves and ivory were exchanged for spices and small goods, and later for gold dollars. The Old Town retains a strongly Arabic flavor, with narrow, crowded streets and street vendors selling all kinds of local and imported craftwork.

The remains of early Swahili settlements may be found across the entire coastline, the most significant being the Gedi ruins south of Malindi, once the center of a powerful kingdom. A small white cross on the bay marks the arrival in 1499 of Vasco da Gama, the first European ever to visit the Kenyan coast. The Gedi National Park protects the well-preserved ruins of a Swahili city, founded in the 13th century and destroyed by Somali raiders in the 1600s.

North of Malindi, Lamu Town, founded in the 9th century and boasting magnificent mosques and fine old Arab houses, has been designated a UNESCO World Heritage site due to its significance as a Swahili center.

KENYA COFFEE a taste of excellence Kenya is doubtless one of the most universally admired coffee origins and ranks second in the world to Ethiopia in cupping and quality. Red volcanic soil rich in nutrients, high altitude crops and expertly cultivated coffee beans earn Kenya coffee its world-class status.

Coffee-growing came late to this mainly tea-drinking nation, introduced in 1900 by the British.When the Kenyans achieved independence they structured their coffee industry with what, in retrospect, seems admirable foresight. They maintained a technically sophisticated research establishment, made use of the most advanced techniques in fruit removal and drying, developed efficiently run cooperatives of small holders, and organized their export industry around an open auction.

Central Highlands and Mount Kenya This fertile, densely populated region contains a microcosm of the country’s scenic diversity. Landscapes range from semi-arid savanna to fertile hills with a tapestry of small-scale farms, magnificent forests, moorland and subalpine flora. The most fertile land originally belonged to the Kikuyu tribe and was parceled out during the colonial era to white settlers, who pioneered cash crops like coffee and pineapples as well as mainstream wheat and livestock farming, which are still mainstays of the agricultural

Kenya coffee also has the advantage of consistently high growing altitudes. The main growing area stretches south from the slopes of Mt. Kenya almost to Nairobi and whatever imponderables of soil and climate contribute to the heady fruit and wine tones that embellish the best East Africa and Arabia coffees.

Kenya is both the most balanced and the most complex of coffee origins. A powerful, wine-toned acidity is wrapped in sweet fruit. Although the body is typically medium in weight, Kenya is almost always deeply dimensioned. One can sometimes detect sublime overtones of blackcurrant flavors and aromas. The best grades are fabulously aromatic with very little bitterness. Whether displaying dry, berryish nuances, or citrus tones, Kenya coffees are almost always clean in the cup, without shadow defects or off-tastes.

Consistently producing top quality beans keeps Kenya producers in the high end of coffee export markets to the USA, Europe and Japan, and many in the trade would say that Kenya’s coffee is the best in the world.

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Famous Sports Events Safari Rally

Known as the man versus machine competition, the Safari Rally is considered by many to be the world’s toughest motor sports event. Competitors have to drive through rocky land and thick forests, coming face to face with animals in the wild. It was first held in 1953, named the East African Coronation Safari in Kenya, Uganda and Tanganyika, as a celebration of the coronation of Queen Elizabeth II. In 1960 it was renamed the East African Safari Rally and kept that name until 1974, when it became the Safari Rally. World rally champions like Juha Kankunen, Bjorn Waldergard, Carlos Sainz have admired the great Safari Rally, while the Kenyan driver Shekhar Mehta was the most successful in the event with five outright victories (1973, 1979-1982).

Safari Sevens Rugby

The Cradle of Mankind Lewa Downs Marathon Marathons have become regular events on the global sporting calendar, but none can match the annual Lewa Marathon when it comes to unique racing environments. The race is an annual fund raising event in support of major conservation and community projects on the Lewa Downs ranch. Once a private cattle farm, Lewa has become a wildlife sanctuary, breeding endangered rhinos and providing a safe haven for species threatened by growing human populations in the surrounding areas. Many major athletes from around the world come to run in this marathon, both to face the challenge of an arduous wilderness race, and for the chance to compete with some of Kenya’s Olympic superstars. Individual prizes are given for various age categories but the real winners are the local communities, which through this fundraising event have been able to built and support clinics and schools. Each year the marathon raises increased funds for Lewa, growing in size and international stature.

Rhino Charge Rattling through the African wilderness, Rhino Charge is a 4WD race through northern Kenya held annually to raise money for the wildlife conservation projects of the Aberdare National Park, one of Kenya’s largest forest and mountain ecosystems and habitat of a large black rhino population.The Rhino Charge has become a sporting event in its own right, attracting competitors from all over the world.The mission is simple. Each team brings its own 4WD vehicle, and the night before the event is given the locations of “guard posts” in the bush. They head off into the wild, and the team that covers the least distance to get to all the posts is the winner.

Maralal Camel Derby

Rugby was introduced to Kenya at the beginning of the 20th century by British settlers. Before the 1970s rugby in Kenya was played mainly by people of European origin, but since the 1980s there has been a significant rise in the sport’s popularity. Rugby sevens is a variant of rugby union with only seven players per side instead of the full 15. Safari Sevens Rugby, run by the Kenya Rugby Football Union, is one of Africa’s largest sevens tournament, each year attracting top players and fans from all over the world. The competition, which has improved in status over the years, is traditionally held in Nairobi.

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The International Camel Derby is an annual event held in northern Kenya, which is sunny and dry, an ideal climate for camels. It is also a spectacular festival packed with a variety of events that draws visitors from all over the world.The Derby has been held since 1990, with entries from Australia, USA, New Zealand, Canada, England, France, Spain, Japan and South Africa, and with both professionals and amateurs joining the fray. The route runs through semi-desert regions with varying levels of difficulty and camels (with or without handlers) are available to hire for those wishing to compete in this chaotic, yet highly attractive event. The Camel Race is recognized not only as a serious international sports event but also as a positive way to create awareness of the growing desertification of Kenya.

economy today. It’s a small wonder that this area was the center of discontent among the Kikuyu people and the stronghold of the Mau Mau rebellion which brought about the end of the colonial era and subsequent independence in 1963.

The dominant feature of Kenya’s highlands is the rugged, snow-capped peaks of Mount Kenya, an extinct volcano and Africa’s second-highest mountain. Free-standing, Mt Kenya dominates the landscape for miles around and plays an important role in tribal folklore. For the Kikuyu, it is the home of their god, Ngai, and the location of their creation.

The Kamba called the mountain Kiinyaa, which means ‘ostrich’, since from a distance its top resembles the black and white plumage of a male ostrich. In contrast, the mountain peaks Batian, Nelion and Lenana are named after Maasai leaders – the Maasai revering the mountain because they believed that this was where the first Maasai descended with their cattle. Today, Mount Kenya attracts over 15,000 people a year, ranging from world class mountain climbers to novice rock scramblers and nature lovers drawn by the breathtaking views and wide variation of flora.

The Rift Valley and Lake Naivasha The Great Africa Rift Valley bisects the country from north to south, giving rise to spectacular scenery with dramatic escarpments. The Kenyan Rift Valley is a section of a 6,000 km rift system which stretches from the Dead Sea in the Middle East, south through the Red Sea, Ethiopia, Kenya, Tanzania, Malawi and into Mozambique. Its narrowest point is just north of Nairobi, affording breathtaking views as the land suddenly drops away to a ribbon of green in the valley floor below.

Major geological upheavals

Kenya has played a key part in the research of man’s genealogy. By examining the age characteristics and surroundings of fossils discovered all over the world, anthropologists have now concluded that man originated in Africa. The Rift Valley, which runs through the center of Kenya, has been established as the ‘birthplace of humanity’ based on the now famous digs of the Leakey family in Olduvai Gorge (Tanzania) and Lake Turkana (Kenya). Their discoveries of several hominoid skulls have radically altered the accepted theories on the origins of humans.

In 1959, Louis and Mary Leakey made a key discovery: 400 skull fragments of a pre-hominid dated to 1.75 million years old. Furthermore, in 1960, they found the remains of Homo habilis, an evolved hominid capable of carving stone axes, whose age was estimated at 1.4 million years.

Throughout the 1970s and 1980s there were many fossil discoveries of ancient man boosting paleontological (the study of how human ancestors lived) knowledge. Mary Leakey discovered 3.6-million-year-old hominid footprints and fossils near Olduvai Gorge, while her son Richard, along with Kenyan paleontologist Bernard Ngeneo, discovered the two-million-year-old remains of Homo habilis close to Lake Turkana in northern Kenya.Ten years later, in 1984, Richard Leakey found an almost complete skeleton of a Homo erectus, the famous ‘Turkana boy’, a 1.6-

million-year-old hominid, more evolved and considered to be a possible direct ancestor of modern man, Homo sapiens.

Before the East African digs, the generally accepted theory was that the ancestors of modern humans were of the Australopithecus species. The Leakey discoveries suggested that there was a second contemporary species, Homo habilis, and it was this one which gave rise to modern man, while the Australopithecus had in fact died out leaving no descendants.

Each fossil discovery helped to fill gaps in the evolutionary path. In 1995, at the Turkana site, Meave Leakey, Richard’s wife, discovered what is now the oldest Australopithecus, an elderly man 4.2 million years old, and in 1998 and 1999 she made another significant find, unearthing fossils belonging to a new genus of human ancestor, Kenyanthropus, between 3.5 and 3.2 million years old.This discovery dismissed the previous scientific assumption that there was a single common human ancestor, revealing that at least two lineages -Australopithecus and Kenyanthropus- existed as far back as 3.5 million years during the same time interval but were significantly different. For example, the Kenyanthropus skull has a flatter face and smaller teeth than Australopithecus, suggesting that they had a different diet and therefore did not compete for food resources, enabling them to co-exist.

In November 2000, a French-Kenyan team found the remains of a sixmillion-year-old hominid, dubbed ‘Millennium man’, while younger fossils unearthed along the way, added yet another key link in the charting of man’s path on the planet, shedding new light on the early stages of human evolution.

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The Big Five

resulted in the sprouting of volcanic mountains and the formation of an intriguing necklace of lakes, some of which (Turkana, Naivasha and Baringo) are freshwater, while others are soda lakes, with a high saline content.These are rich in algae and tiny crustaceans, the main food sources for the millions of flamingos gracing the lakes.

Situated on the floor of the Rift Valley is Lake Naivasha, a spectacular freshwater lake surrounded by rolling hills and extinct volcanoes and home to over 450 bird species. The lake’s water is used to irrigate the bountiful agriculture, part of Kenya’s massive horticultural export industry.

Western Kenya and Lake Victoria

Historical Time Chart

The appeal of western Kenya lies in its varied landscapes and rich tribal cultures. Its main draw is the Masai Mara, a wildlife Mecca mingled with colorful, traditional Maasai pastoralists. It encapsulates how the western world imagines Africa’s wildlife to be: large herds roaming bleached plains, tribesmen guarding the cattle, rolling hills, endless vistas and dramatic skies.The region’s highlights also include Lake

2000 BC 500 BC to AD 500 AD 500 8th c. - 9th c.

History An ethnic and cultural melting pot, Kenya has a long and complex history. Its present population is the result of incursions by differing groups over the past 1500 years.

Immigrants arrive in Kenya from the north, bringing advanced farming techniques.

Traders and explorers arrive from outside Africa.

Arabs and Persians begin to trade with East Africa creating trade routes.

Mombasa, Malindi and Lamu founded by Arab traders.

1498

Portuguese explorer Vasco da Gama arrives in Mombasa, beginning 200 years of oppressive rule.

1696

Omanis arrive in Mombasa and defeat the Portuguese in 1698.

1856

Sultan of Oman dies. The pro-British sultan of Zanzibar gains control of the East African coast.

Late 1800s

Partition of East Africa between Britain, Germany, Italy and Turkey. Competition between nations.

1885

Kenya becomes a British protectorate.

1894

Britain takes control of Uganda, inspiring the Uganda railway.

1901

Railway reaches Lake Victoria, speeding expansion of white settlers.

1919

White settlers reach 10,000. Major injustice felt by African Kenyan WWI war veterans.

1920s

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Victoria and Kakamega Forest. The equatorial lake of Victoria is the world’s second largest freshwater lake, covering a vast area of about the size of the Republic of Ireland. Divided between Tanzania, Uganda and Kenya, it played a pivotal role in 19th century explorations seeking the source of the River Nile. The Kenyan section is the smallest, but there is a busy network of waterways between the trading towns and villages that lie on the shores of the lake.

Fishing for tilapia and Nile perch provides a living for many of the Luo people who live along it. The fish are sold at local markets or to the processors for sale in Nairobi and for export. Most of the fishing is done from small dugout canoes, equipped with lateen sails. The lake once had large hippo and crocodile populations but their numbers have diminished considerably.

Birth of big-game hunting and African nationalism along with Jomo Kenyatta’s political life.

1947

Birth of Mau Mau.

1952

British troops brought in to quash African Nationalism; Kenyatta jailed.

1960

End of state of emergency; Kenyatta freed.

1963

Kenyatta leads Kenya to independence.

Originally used only by game hunters, the term ‘Big Five’ refers to the five large mammals that were originally most sought in Africa: lion, elephant, buffalo, leopard and rhino.

These wild animals were chosen for the difficulty in hunting them and not their size, which is why the leopard is on the list and the enormous hippopotamus (noted for lazing around in pools and rivers all day) is absent.

Legends of the wild that have become synonymous with Africa, the big five are among the most dangerous mammals on the planet. If a hunter were to just injure one of these animals instead of killing it, he would then become the hunted.

Each one of them has a reputation for pursuing its attacker with intent to kill. Perhaps the most persistent is the buffalo, which will ceaselessly pursue his aggressor. As during the bygone hunting era, the term ‘Big Five’ still conjures up the romance and excitement of Africa’s exotic destinations and experiences.

Lion The lion is a large carnivorous mammal whose size, power, and bearing have captured human imagination since earliest times. Called the king of beasts, lions once ranged throughout Africa and from Europe to Iran and India.They disappeared from Europe about 2,000 years ago and from northern Africa and most of south-west Asia 150 years ago.Today, lions roam Africa south of the Sahara, and although they are not endangered it is thought that their populations in west and central Africa are now too small to be viable and may soon become extinct there. This drastic reduction in range came about as human beings and domestic livestock spread into savannah lands. Because they live in open areas, they are easily shot by hunters and herders. Lions have a short tawny coat, a tufted tail, and, in the male, a heavy mane around the neck and shoulders.

Elephant The elephant is the largest living land mammal, which during the Pleistocene Epoch (1.6 million to 10,000 years ago) roamed every land mass except Australia and Antarctica. Two surviving species, the Indian elephant and the African elephant, are now limited to tropical forests, savannahs, deserts, and river valleys. Elephants have thick, almost hairless skin, a long, flexible, prehensile trunk, upper incisors forming long curved tusks of ivory, and, in the African species, large fan-shaped ears.

Buffalo African buffalo include the Cape buffalo and the dwarf forest buffalo. The Cape buffalo, which inhabits most of southern and central Africa, is large at the shoulder and noted for horns that are massive at the base, forming a helmet over the forehead.

The dwarf forest buffalo, which lives in forested areas of central and western Africa, has a red hide and backward-curving horns. Cape Buffalo are quite intimidating. They are the most dangerous of the “Big Five” game animals, with the longest list of attributed deaths among trophy hunters.

Leopard Leopards are large, ferocious cats that inhabit a wide range of habitats in Africa and southern Asia. They typically have tawny coats with dark rosette-like markings but some specimens are completely black and are known as black panthers. Remarkably swift and skillful hunters and agile climbers, they mainly stalk their prey at night and often eat and store food in trees. Leopards are the most difficult to hunt of the ‘Big Five’ due to their overcautious behavior and night-time feeding habits. Leopard hunting usually requires several weeks of baiting.

Rhinoceros The Rhinoceros, characterized by one or two median horns on the snout used mostly for defense, is one of the largest living land mammals, with massive body, short, thick legs and thick skin. Their vision is poor, but this is compensated for by acute senses of smell and hearing. Rhinos are basically solitary animals and their principal food is grass and other foliage. Although the rhinoceros family was widespread in older geological times, only five species now exist: three in Asia and the Malay Archipelago, and two in tropical Africa. Though they have a reputation for being dangerous, in fact they are peaceful and even timid except when threatened; a charging rhino is, indeed, very dangerous. The otherwise protected rhino is illegally hunted for its horn, which is prized in Asia as a medicine and aphrodisiac. As a result, four of the five rhino species are nearing extinction.

KAREN BLIXEN Out of Africa ‘I had a farm in Africa, at the foot of Ngong Hills...’ So began the classic love story, Out of Africa by Isak Dinesen, pseudonym of Baroness Karen Christence BlixenFinecke, née Dinesen (1885-1962). Born in Rungsted, Denmark, she studied painting in various European cities. In 1914, during World War I, she married her cousin, the game hunter Baron Bror Blixen-Finecke, and went to live in British East Africa (now Kenya) on a coffee plantation. After her divorce in 1921 she remained in Africa, returning to Denmark in 1931.

Out of Africa (1937) was based on her experiences in Kenya, recounting the triumphs and failures of her plantation venture, the death of her companion, Englishman Denys Finch Hatton, and her sadness for the loss of the simple African way of life she so much admired. With its evocative writing, immortalized by the film of the same name starring Meryl Streep and Robert Redford (1985), Out of Africa captures the magic of Kenya.

Donated to Kenya by the Danish government in 1963 and fully restored, the house at the foot of Ngong Hills became a museum in 1986. Built in 1910, it has a red tile roof and mellow wood paneling in the rooms.

A striking feature of the Karen Blixen Museum is its beautiful grounds. When the writer bought the property it had 6,000 acres of land but only 600 acres were developed for growing coffee; the rest was retained as natural forest.

Much of the filming for Out of Africa was done here and the house is a period piece, displaying original items of furniture that provide an insight into the privileged lives of the early aristocratic settlers.

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Before AD 1000, East Africa was invaded by Nilotic clans from the north. The invaders, called Hima, were aristocratic pastoralists who introduced cattle herding and developed powerful kingdoms. Bantu invasions after the 14th century forced most of the Nilotes into Uganda, where they established new kingdoms.The process absorbed the Nilotic Luo into basic Bantu culture. The Bantu invaded Kenya by two routes. The Kamba and Kikuyu took the northerly way west of the great lakes area and settled in the highlands. A more southerly route was followed by the Taita and other coastal Bantu. Both groups were organized into clans, with no centralized social or political institutions. As a result, no large and powerful Bantu kingdoms ever emerged in Kenya. Another group of invaders came to Kenya in the 17th century from the region north of Lake Turkana. These were the Nilo-Hamitic Masai clans with their cattle herds. Scorning the uplands for the plains of central and southern Kenya, they clashed with the Bantu only on the frontiers.

The coastal areas were dominated by traders and settlers from southern Arabia since the 11th century. They established various Zenj city-states, so called because in Arabic the country was known as the land of the Zenj, or black people. The most important of these settlements in Kenya were Malindi and Mombasa. The Muslim entrepreneurs were content to control the interior trade, and their cities became important ports in the Indian Ocean trade system. In time, a composite Arabic-Bantu culture developed along the coast, exemplified by the hybrid Swahili language, which became the trading language of East Africa. The Portuguese, following Vasco da Gama’s discovery of the sea route to India in 1498, attempted to monopolize all Indian Ocean trade, and for more than a century, despite native resistance, they dominated the Zenj states. Fort Jesus, a massive 16th-century fortress in Mombasa, stands as a memorial to their former power on the Kenya coast.

In the early 19th century Sultan Sayyid Said of Oman conquered all the city-states north of Cape Delgado. In 1896

A Safari through Kenyan Tea Kenya is perhaps best known around the world for its game parks and beaches - but the tea industry is a huge and important part of Kenya’s economy and culture. A Kenyan safari may mean lions and zebra for some, but safari means journey in the local Swahili language - and the most amazing journey in Kenya is through its vast tea fields.

Kenya vies with Sri Lanka for the most tea exported in the world, yet everyone has heard of Ceylon and India and China teas, while Kenya tea is not as well recognized. Fifteen other African countries are also tea producers, though Kenya produces more tea than all the rest added together, last year topping 300,000 tons for the first time. Kericho, where the best Kenyan tea is produced, is widely referred to as the home of the world’s best tea.

Tea is a plant of the moist tropics. On the equator and at sea level the temperatures are far too hot for tea to grow. Fortunately, Kenya has plenty of high land on both sides of the Rift Valley where, at elevations from

4,500 up to 7,000 feet the air is cool and rainfall is plentiful; combined with rich acid volcanic soils, intense natural light and high humidity, the conditions are ideal for tea.

In Kenya the tea growing conditions uniquely combine quality with quantity. In the 400 square miles that are carpeted with tea there are over 1 billion tea bushes growing, and every one of those bushes is visited every ten days by a trained tea plucker who selects just the newly grown tips for harvest. No harvesting machines operate here – just human skill. At 1,500 tips per kilogram, a plucker will select and pluck over 30,000 per day!

The peaks and dips in tea prices at the Mombasa auction affect a lot of lives. Out of Kenya’s 25 million over 12% are involved in the tea industry in some capacity, and half a million are directly employed in producing tea. At the auction, held every Monday and Tuesday, tea is sold by the producers and bought by local and international packers. Of the thousands of tons produced each year only 7% is retained for local drinking.

For the rest there are three main customers –the UK, Pakistan and Egypt, who together purchase nearly three quarters. US consumption of Kenya tea is very small. The main reason is that Kenya’s high quality CTC black tea is ideally suited to England’s “strong tea with milk and sugar” taste but is not so popular with Americans and most Europeans who drink tea without milk.

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TRADITIONAL KENYAN RECIPE Nyama Choma

KENYAN ATHLETES an amazing track of records

Kenya’s international sporting reputation is built on an excellent athletic track record, with frequent victories in Olympic, Commonwealth and other international events by such world-class champions as Kip Keino, Paul Kipkoech, William Tanui, Moses Kiptanui, Paul Tergat and many others. Sports fans may well wonder how a single African country produces such consistent results in athletics.What gives Kenyan runners this definite competitive edge?

There is one simple reason for this: altitude. The average altitude in Kenya’s western highlands is well over 2000m, offering ideal training conditions for long-distance runners.

Those born and bred in this beautiful region of high green mountains and precipitous valleys have a definite athletic advantage, which combined with specialized training is a perfect recipe for champions. This has turned Western Highlands from a quiet rural retreat to a Mecca for athletes who rule long distance races across the world. International runners have now realized that highland exercise is an integral part of successful training, and that there is no better place for this than Kenya.

Training camps are now being established throughout this

area, providing highly specialized training for both local and international athletes. Five separate camps offering accommodation and training programs are now in operation, and as international interest increases, more are planned. Many of these have been established by famous Kenyan runners, while sports exchange programs have been set up allowing international athletes to train in the highlands From Boston to New York and London to Berlin, the marathon races are dominated by Kenyans. Little wonder the world record holder comes from the highlands.When Paul Tergat broke the world marathon record in Berlin in 2004, it was yet another great athletic triumph for Kenya.

As the rest of the athletes crossed the line, any doubts regarding Kenya’s global domination of long distance running were rapidly blown away as one Kenyan after another

flashed past the amazed crowd. In the final tally, Kenya held seven of the top ten positions! This spectacular success has been repeated in recent years, with Kenyans dominating international marathon competitions.

Kipchoge (Kip) Keino, (b.1940), legendary Kenyan middledistance runner, was the first of a series of great Kenyan athletes. Keino began his international career in 1962 when he set a Kenyan 1 mile record. In 1964 he was fifth in the Olympic 5,000m, won the 1,500m and 5,000m at the first African Games, and set world records at 3,000m and 5,000m. In 1965 he was African champion at 1,500m and 5,000m. At the 1968 Olympic Games he won the 1,500m and was second in the 5,000m; and at the 1972 Olympics he won the 3,000m steeplechase and was second in the 1,500m. Keino also won Commonwealth titles in 1966 at 1 mile and 3 miles, and in 1970 at 1,500m. Having retired from competition in 1973, Keino lived on his farm in Kenya with his wife and seven children and an extended family that sometimes reached 70 members, orphans whom he had taken as his own.

Paul Tergat, (b.1969), the man with the golden feet, is one of the most successful athletes in the world today. He holds the half-marathon and marathon world records, set in Milan in 1998 and in Berlin in 2003 respectively.Tergat is also a two-time Olympic silver medalist (1996 and 2000) and three-time world champion at 10,000 meters, a fivetime world cross country champion (1995-1999), and twotime world half-marathon champion (1999 and 2000).

This recipe for roasted meat features an innovative use of curry powder in a marinade. Roasted meat, usually served with Ugali and Kachumbari, is very popular in Kenya.

the British Foreign Office assumed direct control of Kenya and started to build a railway from Mombasa to Lake Victoria. In 1902, Kenya became the British base of operations in the protracted East African campaign against the Germans during World War I. The type of government established in Kenya was the crown colony system. The governor and the secretariat were appointed from London.

Tribal lands were guaranteed, but all unoccupied territory became crown land.

The Kikuyu community, denied any major additions to their reserve and never reconciled to the loss of their original lands, began to agitate after World War II, a movement which culminated in the Mau Mau uprising of the early 1950s that cost the lives of thousands of Kikuyu. By the end of the emergency in 1956, the pro-settler policy was abandoned, eventually leading to majority rule and independence. The only obstacle concerned Jomo Kenyatta, who had been imprisoned for complicity in the Mau Mau uprising. The Kenya African National Union (KANU), Kenya’s main political party, refused to cooperate fully until their leader was released. Once this was accomplished in 1961, full cooperation ensured Kenya’s independence, which was proclaimed on December 12, 1963.

A Wealth of Culture A land of unending change, contrasts and diversity, Kenya has a culture born of countless sources. The early tribal states saw cycles of migration and shifting power, with Kenya as a meeting place for peoples from the plains of the South, the forests of the West and the deserts of the North.

The sea brought influences from the outside world, and the passage of the spice trade created the unique coastal culture, where lines between Africa and Arabia blurred.

The open coast brought European influences into this world of change and ignited a turbulent struggle for control whose history lingers on today.The coast was for centuries Kenya’s gateway to the world, a place of passage for sailors, traders, slavers and explorers, all of whom left their

Ingredients 2-3 lb (2-2.5 kg) of beef short ribs, or any meat suitable for roasting 2 cloves garlic, minced juice of one or two lemons curry powder turmeric coriander paprika salt & black pepper Marinade Combine the lemon juice, garlic, and spices (to taste) in a large glass dish, mix well. Add meat. Stir to coat meat with marinade. Allow meat to marinate for at least one hour.

Ugali 2 cups maize meal (cornmeal) 4 cups water Salt and pepper to taste Bring water to a boil in large saucepan. Stir boiling water as you sprinkle in maize meal. Cook for 20 minutes or until it is very thick and smooth, stirring constantly to prevent burning. Cover saucepan and continue cooking 10 more minutes over very low heat.

Kachumbari 1 (more or less) hot chili pepper, cleaned, seeds removed, chopped 1 medium onion, chopped 2 to 4 tomatoes, thinly sliced juice of one or two lemons or limes, or a few tablespoons of vinegar 1 teaspoon salt fresh cilantro (coriander leaves, dhania), chopped 1 cucumber, peeled and sliced (optional) 1 small cabbage, shredded (optional) Combine all ingredients in a mixing bowl.Toss to coat all ingredients with dressing. Set aside in a cool place for 20 to 30 minutes before serving. Consume within twelve hours.

Tip: If raw onion is not to your liking, try one of the following: soak the chopped raw onion in salted water for a few minutes then squeeze the water and onion juice from the onion by pressing it in a sieve or a clean cloth, repeat if desired. place the chopped onion in a sieve or colander and pour a few cups of boiling water over it, then drain.

own indelible mark.

The first explorers discovered a land of great peril and greater beauty, and their adventures created the most unique colony in the British Empire. Adventurers and soldiers of fortune mingled with a complex tribal society, and the arrival of laborers and merchants from India brought new and pervasive influences. The colonial legacy lives on in the traditions of the great safari, and the pursuit of adventure and freedom.

Kenya has drawn on all of these influences to develop its own unique culture.This is the nation’s greatest strength the ability to blend the best of many worlds into a strong, singular identity. Kenya has 42 cultures, countless languages and dialects, different religions and one of the most diverse social tapestries on earth. Yet Kenyans remain a peaceful nation bound by one language-Kiswahili, living in harmony and respecting individual beliefs and traditions.

Most of Kenya’s tribal cultures have their own creation myths and legends, handed down from generation to generation. For the Kikuyu, the peak of Mt Kenya is the sacred realm of their God, Ngai, who created heaven and earth, as well as a man and a woman who lived in a grove of fig trees with their nine daughters. A sacrifice

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to the mountain brought forth nine young men from a fire and the resulting marriages created the nine Kikuyu clans. To this day, the mountain is considered a sacred site and individuals are occasionally drawn there to commune with the divine. The Meru people believe that they escaped from slavery on an offshore island, reaching Kenya through parted seas. The Maasai legend has it that the earth and the sky were once woven together until Enkaie, the creator, decided to tear them apart. As the two pulled away, only fig trees remained stretched between them.

Enkai sent cattle down through these trees as a blessing.

As a result, both cattle and fig trees are treated with great reverence.

These are just a handful of the many and varied myths scattered across Kenya. Local lore, customs and traditional music and dance that have survived intact over the centuries are greatly treasured. Each year, a festival held in Nairobi celebrates the country’s musical heritage. From beadwork to basketry and wood carving to pottery, traditional handicrafts also continue to be widely practiced throughout the country, reflecting the range of cultural values and beliefs of the people of Kenya.

NAIROBI

Green City in the Sun Widely referred to as the ‘green city in the sun’, Nairobi is the capital of Kenya and the country’s principal economic, administrative, and cultural center. Sprawling and cosmopolitan, with a population of over 3 million, Nairobi is one of the continent’s largest and fastest growing cities -the largest between Cairo and Johannesburg- and an important player on the pan-African stage. It is the diplomatic base for many countries, with a broad spectrum of embassies covering central and eastern Africa, and hosts the headquarters of many multinational businesses and international organizations, such as the United Nations Environment Program and the World Health Organization.

Nairobi was once an uninhabited brackish swampland known by the Maasai as ewaso nyirobi, a reference to the cool waters where they came to water their livestock. With the coming of the British in the 19th century, the name changed to Nairobi. The British who were building the Uganda railway from Mombasa negotiated with the Maasai to have the rail line cut right through the heart of their grazing lands on its way to Nairobi, which became the railway’s headquarters in 1899.

The railway brought wealth and the city grew dramatically.

Nairobi replaced Mombasa as the capital of the British East Africa Protectorate in 1905, eventually becoming Kenya’s second largest town after Mombasa.

The city continued to grow under the British rule, and many

British people settled in the city’s suburbs. This continuous expansion began to anger the Maasai, as the city was devouring their land to the south. Nairobi was granted city status in 1954 and after independence rapid growth put pressure on the city’s infrastructure. Power cuts and water shortages were a common occurrence, ameliorated only much later.

In addition, slums developed due to the shortage of housing and increase in population. Today, tens of thousands still live in slums like Kibera -the largest and most densely populated slum in Africa.

The main gateway for safaris and home to a large international community, Nairobi has embraced a broad range of cultures –primarily African, European and Asian, and is remarkable for

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East Africa Sales Office (Frigorex East Africa)

its lack of racial tensions. It has also attracted a high proportion of the diverse ethnic mix of Kenya’s rural population, drawn by the magnet of employment and the bright city lights. This is a place of great contrasts where race, tribe and origin all become facets of a unique Nairobi character.

A frontier town no more, Nairobi is a lively, interesting, pleasantly landscaped city and a good place to get essential business and bureaucratic matters sewn up. The entire town has boundless energy, and one soon becomes engulfed in the thrusting bustle of entrepreneurial activity, living life on the edge. The city is a modern metropolis with an active music scene, excellent international restaurants and an endless and colorful array of shops and markets.

However, Nairobi has not lost its sense of the past -hosting the excellent National Museum of Kenya- and has retained most of its original flavor. This is not a modern capital separated from the great wilderness that surrounds it. Just outside the city is the Nairobi National Park, a vast expanse with a diversity of environments ranging from grass plains to rocky Thanos was born in 1967 in Athens and holds a Master’s degree (Hons) in Psychology and Business Studies from the University of Edinburgh. He started his career in 1990 with Diageo’s Central Strategic Unit in London. Following his military service, he held marketing positions with CCHBC and TCCC in Athens and Bulgaria. In 2000 he joined the International Business Development division of the ALTEC Group and in 2001 he moved to the Sales & Marketing department of PZ Cussons in Indonesia and Nigeria. He joined Frigoglass in 2006 as Sales Office Manager of our East Africa SO. Thanos is married to Anita and they have two lovely daughters, 5-year old Nafsika and 3-year old Ariadne. In his spare time he enjoys traveling, reading and playing tennis.

THANOS DIAMANTOPOULOS Sales Office Manager

valleys and deep gorges.The park -the only protected area in the world with a variety of wildlife close to a capital city- is home to large herds of zebra, wildebeest, buffalo, giraffe and more. Rhino, cheetah, a large number of lions and a diverse avian population of 400 recorded species are all found here, living in their natural habitats.

Stephen was born in 1974 in Nairobi, Kenya and holds a Bachelor of Commerce Accounts and Business Management degree from Daystar University.

He started his career in 1997 as an Account Executive with AAR Health Services and in 2000 moved to DHL Express as Key Account Manager. He joined Frigoglass in 2005 as Sales Manager East Africa. Stephen is married to Kalekye and they have a one-year old son named Mumo. His hobbies include driving, weight training, football and golf.

STEPHEN KIALAH Sales Manager East Africa

Stephen was born in 1976 in Central Kenya and holds a B.Sc. degree from Jomo Kenyatta University. He started his career in 2003 as an Accounts Manager with an Online Recruitment Firm and joined Frigoglass in 2005 as Sales Manager Kenya. Stephen is married to Caroline and they have two lovely children, a 2 -year old son named Dikiosyne and a one-month old daughter named Gethein.

In his free time he enjoys reading, writing, sightseeing and playing the guitar.

STEPHEN KIGWA Sales Manager Kenya

History of Frigorex East Africa

Established in 1997, Frigorex East Africa is responsible for a territory that covers 10 countries, with Kenya, Uganda and Tanzania being the largest markets. Main customers include Coca-Cola Bottlers and East Africa Breweries (Diageo). The Sales Office in Kenya has 13 employees. 2006 was a year of changes and new beginnings for our East Africa SO. A new team joined the office with the support and leadership of the NA & ME Sales Office. Unit sales are expected to grow by over 60% compared to 2005 and revenue by 2.5 times. Relations with existing customers have been strengthened while new customers, both in Kenya and other East African countries, have been gained. Market share leadership in most key markets has been re-established and a number of important new initiatives, focusing on services, have been implemented.

1995

First sales of Frigoglass coolers to Coca-Cola Bottlers in East Africa.

1997

Frigorex East Africa Ltd. registered in Kenya.

1998

Initial assembly of Frigorex coolers in Thika (40km from Nairobi) under assembly agreement with local manufacturer.

2000

Downturn in Kenya economy lowers demand for coolers by Coca-Cola bottlers and other beverage companies.

2001

Company aggressively markets to other beverage companies, and introduces a semi-built kit.

2002

Sales to other customers increased significantly, but the Kenyan economy was still down and sales to Coca-Cola remained low.

2003

Decision to stop assembly and convert Frigorex E. Africa into a regional sales office and refurbishment center based in Nairobi.

2004

Revenue from sales, spare parts and refurbishment activities increased significantly. A major milestone was the sale to E. Africa Breweries (Diageo).

2005

Sustained sales gains, with the E. Africa SO coordinating deliveries from Frigoglass plants in Indonesia, Greece, India and Romania.

2006

Headed by a new resident SO Manager, totally new team in place. Future prospects look great.

Lavinia was born in Nairobi and holds degrees in Business Management and Agriculture and an M.Sc. in Entrepreneurship from Egerton University and Jomo Kenyatta University. Having acquired considerable experience in a number of social research and enterprise development projects, she joined Frigorex East Africa as an office administrator in 2003. Since then she was gradually promoted to logistics coordinator, sales administrator and finally to her current position of Sales Administration Supervisor in charge of the lease hire project for East Africa Breweries. Lavinia is married to Apollo and they have a daughter Chiwo. In her free time she enjoys reading, watching football and traveling.

Jedidah was born in 1977 in Nairobi, Kenya and holds a B.A. in Economics and Sociology from the University of Nairobi. She started her career working as a programmer developing systems in Visual Basic and Delphi Borland and joined Frigorex East Africa in 2005 as Sales Administrator responsible for Sales Orders and Logistics. Her objective is to answer the 5w’s of Logistics effectively without causing any delays to our customers. Jedidah is single and in her free time enjoys dancing salsa and going on safaris.

JEDIDAH MASILA Sales Administrator

Gladys was born in 1976 in Kenya and after completing her studies at the Focus Business Institute was certified as a Public Accountant. She joined Frigorex East Africa as an Accounts Assistant in 2005 and was promoted to her current position of Accountant at the start of 2006. Her big dream is to study for a Ph.D. in the near future. Gladys is married to Mike and they are blessed with three children, 9-year old Joseph and the lovely twins Vincent and Victor, now 10 months old. In her free time she enjoys playing with the twins, watching movies and traveling.

GLADYS THUITA Accounts Administrator

LAVINIA OWUOR Sales Administration Supervisor

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Interview

THANOS DIAMANTOPOULOS Delivering on promises and building on our success What are your first impressions from Kenya, and how easy was it to adjust to a new way of life?

Kenya was a very pleasant surprise for my family and me.

Nairobi is a modern, cosmopolitan, beautiful city with a cool climate (a big bonus when you’re on the equator!) and the infrastructure is good. In Nairobi, things work – most of the time. Above all, the people are very gentle, courteous, friendly and hospitable which helps newcomers adjust easily and fast.

Once you had taken over your position what were the first things you asked of your team?

Thanos Diamantopoulos is a relatively new member of our organization. He was appointed Sales Office Manager of our East Africa SO in 2006.Thanos always looks cool and easy going, though he is very attentive and highly focused. His answers are well thought out, betraying his worldly experience, which he acquired during his extensive travels. He follows his inner rhythm and believes that he is well prepared for unforeseen situations.

He spent most of his professional life in “foreign” locations, such as Nigeria, Indonesia, Russia and Bulgaria. For him it was mostly a journey of exploration, since he believes that the experiences amassed can lead to maturity, enriching one’s personality and shaping an open-minded philosophy on life. “While traveling,” he says, “you strike roots in each new place, offering part of your self, and subsequently take something precious with you when you leave. On one hand you benefit from meeting and becoming familiar with other cultures, lifestyles and perspectives. On the other, you miss home, the ways you know, the safety of a predictable routine, the daily interaction with friends and family.”

Thanos is married to Anita, who shares his views and accompanies him on his professional travels.

They are blessed with two lovely daughters to whom they have passed their love of independence and respect of individuality. Currently they are all living happily in Kenya.

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To help me understand as much and as quickly as possible the country, the culture and the business environment we work in. In addition, I asked for open and honest communication so we can build together on their success so far.

It is imperative for me to understand their roles and the challenges they face, in order to prioritize the issues that we need to address as a team.

How would you assess your sales team in terms of positive characteristics and elements that require improvement?

The “Stephen and Stephen“ Sales Team is very new. Both have strong professional backgrounds and a dynamic attitude. I am pleased to have on board two positive and enthusiastic team players. They have made great progress in establishing relations with our main customers and in identifying new ones. Looking ahead, we will aim to better understand our customers and their needs in a more structured way and to strengthen their trust in us.

Could you briefly tell us how you plan to develop your team and improve its performance?

In the immediate future we will add a Customer Service Manager, a position that will greatly improve after sales service and increase our customers’ satisfaction. We all need to increase our in-depth understanding of our customers and how everyone’s role contributes to satisfying their needs and adding value to their business. To this end we will provide training so that the members of this young team can develop their skills and product knowledge. Gladys Thuita recently participated in HFM

training in Athens and a tax seminar in Nairobi. Stephen and Stephen attended the Mini Retro launch and training on the FV range in Athens, while Jedidah Masila attended a course on the Planning Process, also in Athens. Finally, I must ensure that the team has all the necessary tools and motivating environment to maximize their performance and personal development.

main customers. East Africa is a tough market both for our customers and us. They appreciate partners whom they can trust and rely upon to do things together. Being close to them and supporting their new initiatives is critical. Delivering on promises is what differentiates Frigorex.

Besides Kenya, what other countries fall under the East Africa SO’s sales territory and what is your assessment of their market’s potential?

The main models that are being sold in the territory are the S12 together with the FV280, FV400 and FV650.

A small number of Open-Front and Retros has met customer needs in a few supermarkets and other high-end outlets.

The East Africa territory includes 10 countries. Uganda, Tanzania and Ethiopia are big countries with established businesses and the greatest potential for growth. Then there are 6 countries that are smaller or have an unstable political and economic environment (the kind that most readers will have, unfortunately, seen on CNN). These are Rwanda, Burundi, Djibouti, Congo, the Democratic Republic of Congo (formerly known as Zaire) and Somalia.There the future is much more uncertain.

At what developmental stage are the markets in your territory and are there any local requirements that have to be met to achieve sales growth?

I would call Kenya, Uganda and Tanzania developing markets and the rest emerging ones. One needs to realize that there is big diversity among the countries covered by the East African SO. However, the territory is characterized by a tough, hot and dusty tropical climate, with an erratic electricity supply and a large number of small shops with limited space and purchasing power. The key is to build a good understanding of the conditions prevailing in each one of these countries and how they affect our customers’ business, so that we can provide the products and services that best suit their needs.

Kenya is one of our company’s first SOs in a relatively tough market. What were the key factors that sustained our sales growth in this area?

The quality and reliability of our products have been key factors considering the tough conditions that prevail in tropical Africa. However, good products would be nothing without the excellent relationship that exists with our

Which models are currently being marketed in your territory?

What are your future expectations regarding new market penetration? What factors will affect growth?

In the short term the opportunity lies with our main customers in Kenya, Tanzania and Uganda who are investing in “cold availability”. In the medium and longer term we will grow in the smaller countries, as their markets stabilize and start developing. The greatest opportunity, however, lies with the added-value services that we can offer to our main customers. These include innovative financing terms like leasing, refurbishment, 1-2-1 placement and full service agreements. A number of pilot projects have already been implemented with great success. We project that this revenue stream will grow substantially in the future and replace part of the traditional ICM sales revenue. In countries with limited spending power the price factor is of extremely high importance and the competition is already taking advantage of this. In order to maintain our competitive edge we need to offer additional services and, therefore, add value to our customers’ business.

What is your estimate of your sale territory’s growth potential in the next 5 years and what do you plan to do to realize this potential?

I believe that we should be able to at least double our sales in the next 5 years (which have already almost tripled in the last couple of years) with 10 to 20% of our revenue coming from added-value services to our main customers.

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Our People

OUR PEOPLE AGELIKI DAVLAKI

VLADISLAV VASIN

Born in Athens, Ageliki holds a degree in Economics from the University of Piraeus and is a certified public accountant.

Though she dreamed of becoming a teacher, numbers won her over and she started her career with Tecnica, a cable manufacturer, as Accounting Supervisor. She joined Frigoglass in 1998 and currently holds the position of Accounting Supervisor in our HO’s Accounting Department. She feels comfortable as a member of a productive team and challenged by her demanding position that brings her into contact with many colleagues, though she has to constantly maintain a healthy balance between her professional and personal life.

Ageliki is married to Spyros, a computer programmer, and they have two children, 14-year old George and 12-year old Celia. In her free time she enjoys reading and experimenting with exotic dishes, and she also loves dancing and interior decorating.

Vlad was born in Orel, Russia, where completed his education as an electrical and gas welder. He joined Frigoglass Eurasia in 2000 when the plant was under construction. Initially he worked in final assembly and was then transferred to the cooling department. As one of the plant’s most senior, experienced and respected employees, familiar with most production operations, he has been actively supporting and coaching newcomers, helping them adjust and contribute to our organization. Vlad was recently married to Elena and, as a dedicated automobile enthusiast, likes to spend his free time tuning and fixing his own car.

Frigoglass Head Office

Last Goodbye Last October we unexpectedly lost Dadang Irawan, one of our dearest colleagues.

Dadang was working in the Group IT Department and spent the last five years, together with his wife Naomi and their one and a half year old son Nicholas, in Kato Achaia.

Dadang joined Frigoglass in 2001 as IT Supervisor of the Indonesia plant, responsible for IT systems and local projects. Due to his exemplary job record, diligence and commitment, in 2005 he was promoted to Project Manager of the Bar-coding system.

Initially he was heavily involved with phase 1 of the project, covering finished goods, and wrote the operations manual. He then got involved with requirement analysis and implementation planning for phase 2, covering spare parts, raw materials and semi-finished goods, and also undertook the analysis and planning for the system’s implementation at the Romania plant, scheduled for 2007.

At the same time he was involved with troubleshooting in Greece and Romania and contributed greatly to the bar-coding system’s integration with those of third party logistics providers.

The IT team lost a dear and important colleague, while Frigoglass lost a valued employee.

We extend our heartfelt condolences to his family.

ALINA BODGAN Frigoglass Romania

Alina was born 33 years ago in the town of Bacau in eastern Romania and graduated from Al. I. Cuza University in Iasi with a BSc degree in Marketing. She started her career as Area Marketing Manager with a beer company and was promoted to Brand Manager after one year.

She then moved on, holding positions with Modatim and Solectron, two major players in the Romanian market. She joined Frigoglass in 2005 as Production Planner and this year was promoted to Production Planner Supervisor. In her free time she enjoys playing tennis, reading and hiking.

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Frigoglass Eurasia

VINCENT ONYEBUCHI NWAOKWU Nigeria Operations

Born in 1958, Vincent is the Assistant to the Nigeria Operations Director. He studied Public Administration at the University of Benin and is a member of the Chartered Institute of Administration of Nigeria. He joined Frigoglass 13 years ago and has worked with several heads of our Nigeria Operations, interacting extensively with our HO staff.

Vincent is married to Winifred, who is a teacher, and they have three children – Stella, Ekene and Isioma. Stella and Ekene are presently attending University studying English and Computer Engineering respectively. Vincent loves meeting people and making new friends and in his spare time he likes to read articles and discuss business and economic issues, as well as local and international politics.

35

Beyond Work

BEYOND WORK Sailing, an exciting team sport

Vangelis Christodoulou is 29 years old and has been with Frigoglass since 2001. After spending five years working in Nigeria, he was appointed Manufacturing Support Manager for Frigoglass Greece and Romania. Beyond work Vangelis loves to sail, a hobby he picked up while in Nigeria, where he used to race almost every weekend.

Why did you take up sailing as a hobby? Did someone introduce you to the sport or were you always irresistibly drawn by the sea and adventure?

I must say that I always liked the sea and communing with nature. When I arrived in Nigeria, I looked for ways to socialize and break away from the daily routine. A colleague of mine who works for Ideal-AG Leventis suggested that I should check out the Lagos Yacht Club and was the one who recommended me.

36

Was it easier for you to pursue this interest in Nigeria than in your home country? Could you please give us some information on how you decided to join the club?

When I joined the Lagos Yacht Club in May 2002 I didn’t know the first thing about sailing. I just thought it was an interesting sport that combined physical exercise with a chance to stay in touch with nature. Besides, since all the action takes place in a very limited space -the boat, sailors

How did you learn how to sail?

I learned how to sail first by practicing along with experienced sailors and then by acquiring a theoretical background. Initially I joined any boat that didn’t have a full race crew. After that, a 75-year old Englishman and the owner of a Lightning sailboat (a 6-meter single-masted boat with a crew of three) from the Greek isle of Ithaca taught me how to steer. Lightnings are popular, safe and roomy, almost ideal for rookies like me.

“

Did you have any interesting experiences you would like to share?

The longest regatta I took part in was a two-day race from Lagos to Agbara –where our Group’s glass and plastics plants are located - and back. It was the first time I spent a night on board.

Something I will never forget was the time our boat overturned in the harbor of Lagos, a very busy area with extremely polluted waters. Since capsizing in such a public fashion is very embarrassing, we had to... buy a lot of people drinks at the yacht club’s bar before the teasing stopped!

Another time a tropical storm broke out during a race and some boats lost their masts and sails, while others capsized.

They had to fight the waves to keep afloat for two hours before the safety boats rescued them!

The communication code should be predetermined and agreed upon well in advance to ensure that all information passing from one crewmember to the next is clear and accurate and the flow of information is uninterrupted.

”

must develop interpersonal skills so as to improve the team’s overall performance.

Please elaborate a bit more on this or, at least, give us an example.

What I mean is that the communication code should be predetermined and agreed upon well in advance to ensure that all information passing from one crewmember to the next is clear and accurate and the flow of information is uninterrupted. Perfect coordination between crewmembers is paramount when it comes to racing, as are well-planned tactical moves. The captain must know his boat and crew and must be familiar with the competition and the environment, that is the racing venue’s currents, tides, weather patterns, shipping lanes, etc. Based on these, the captain or the navigator can formulate a race strategy with at least two or three alternative scenarios that can lead to success.

Once he returned to Greece and was posted at the K-A plant, Vangelis joined a local club so he could continue enjoying his hobby. In April he participated with the Warwick Business School team -where he attends an online MBA program- in the prestigious Global MBA Trophy Sailing Regatta, organized by the London Business School and the Yacht Club of Greece. His boat placed second behind the Bocconi team but in front of entries from such leading business schools as Columbia, London Business School, NYU Stern, Kellog and Rotterdam.

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Beyond Work

BEYOND WORK Observing the world on the back of a horse Laurence Dwinger was born in 1974 in Saint Louis, France but was brought up in Germany. Since June 2004 she has been working at the Central European Sales Office in Germany in the sales administration department. Every evening after work she is longingly awaited by Moyana or Micky, a nine-year old Hanoverean mare who has been very close to this lover of equestrian sports for the past six and a half years. They met for the first time at an auction near Bremen, where Laurence short listed Micky, then called Mona, from among 145 horses. The show horse’s new owner was determined on the first bid. “It was a strange feeling. Though auctions are

usually furious and very exciting, suddenly, with one blow of the hammer, this gorgeous horse was mine. I immediately ran up to her,” Laurence remembered.

When they arrived at the home stables, the horse was immediately renamed. “The breeder called her Mona but I felt that the name was more fitting for a fat pony and not such a noble filly”, she recounted and added “I liked the name Maja and, therefore, my sister and I baptized her Moyana, a combination of the two names.The keen horsewoman had already decided on the training of her animal: “My horse should keep its own character and should not be broken. It is my partner, not my subordinate.” This attitude benefited Laurence during tournaments and training. “Even when we were making no progress during training, Micky did not let me down.”

Success came to the young horsewoman in her very first tournament when she was 16 years old and riding her then foster pony Tessa.“My heart was beating so fast,” she recalls with a smile. “Previously everything was just a game. I was always enthusiastic about horses even as a small child. My sister started riding at 13 and I was eight years old at the

time and I wanted to ride too. But my mother was opposed because I was small as a child and she was afraid I would fall off the horse.” Nevertheless, she always went to the stables with her sister, stroked the horses and sat in a cold riding hall for hours watching the horse riders. When she was 12 or 13, she was finally allowed to observe the world on the back of a horse. “The daughter of the owner of the stables had three ponies. She let me sit on Arpart, a brown, German riding pony, without a saddle. Of course, I fell off a few times.” Nev-

It was a strange feeling. “ Though auctions are usually furious and very exciting, suddenly, with one blow of the hammer, this gorgeous horse was mine.

I immediately ran up to her.

”

ertheless, even after a painful fall that left half her face black and blue, the 14-year old got back on immediately.

Three years later the horse Bacardi strode into her life. “He was a horse with character and I loved him. I treated him as if he were my own. He went everywhere with me, through thick and thin. You either like horses or you don’t. They are almost like people. Bacardi had to go through a show-jumping course with his owner but would not do it. A few days later I tried and he did it.” Then, from one day to the next, the horse disappeared, sold by the owner.

After this shock, Laurence started to work with a dressage rider, her present trainer, taking care of horses after school.

“I earned DM 350 (approx €175) a month. In addition, I also received tuition when I sat on the horse.” When she was 22, her parents rewarded her dedication to riding with her own horse. Laurence then started her tournament career in dressage with Pepino, a six year-old fox gelding with basic training. However, after four years the horse’s potential was

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exhausted and the young woman was faced with an important decision. “I knew I would either give up riding or I would need a new horse. Since I wanted to progress, I opted for the latter. My ambition was to reach German mid-class level.”

2006 was a golden year of success for her; “whenever I rode I always ended up with a ribbon.”

However, since she started working Laurence has had to cut back. “I can no longer participate in every tournament. Previously I would get up at 5 am every weekend to prepare for a tournament. I can’t do that any more.” Even though she does not enter every tournament, when she does the thrill is still there. “The more successful you are, the greater the pressure is. Since I ended last year with a victory, I feel I have to make sure the success continues.” When working with horses Laurence has learnt an important rule from her previous four trainers. “Whatever you do, you are training your horse.Therefore, you must always be aware of the consequences of your behavior.” Laurence also demands a clear awareness from her friends regarding the significance of equestrian sports in her life. “After work comes sport. Everyone close to me understands this. One of the first things I tell people when I meet them is that I ride. If you want to get to know me, then you should know that it will be me and my horse.” At the end of the interview she turns serious again.

“It is difficult to compare riding with any other sport. Horse riding is not like football for example.You can throw a football into a corner when you cannot be bothered to play. However, with horse riding you must persevere; you always need to take care of your horse. It’s a huge responsibility. You need to tend to it when it is ill or has other problems. Horses are like people; they have off-days or days when they are unwell but they are unable to convey what is actually wrong and it can take a lot of time and effort to find out. Being totally dependent on humans they would waste away if not properly looked after. One has to be clear about all this before taking up riding.”

Social Activities

SOCIAL ACTIVITIES Frigoglass Poland is having fun A memorable get together

Frigoglass Romania awarded for 2005 results Frigoglass Romania was awarded for its 2005 results during the Top Companies of Timis County event organized and hosted by the Timisoara Chamber of Commerce, Industry and Agriculture. The company ranked 1st in the large company category and 5th in the Top Direct Exporter category, and was honored with the Trophy of Excellence, an award given to companies that ranked among the first three in the last 5 editions. 2005 results brought Frigoglass Romania another award at the national level: 1st place in its category at the National Top Companies event organized by the Romanian Chamber of Commerce and Industry.

With a tradition that goes back 13 years, the Top Companies of Timis Country event has become an institution for the local business community. This year it took place during a period of utmost importance for Romania’s history, on the eve of the country’s accession to the European Union.

In celebration of India’s Independence Day (August 15, 1947), Frigoglass India organized an employee get together at the Unitech Country Club in Gurgaon.The party, which included lots of music and dancing, followed by a sumptuous dinner, was a great event and an excellent energizer for all teams involved in its organization. All Plant employees, along with our Sales Office and Group Function staff participated and enjoyed themselves thoroughly during the evening.

Last June Frigoglass Poland organized a great family picnic for all its employees in Kaweczyn, an ideal location for outdoor activities.

Everyone had a great time, especially the children who enthusiastically participated in many activities especially designed for them, including contests, horseback riding and a football match.

The event was also a great opportunity for our plant’s young guests to play with animals, such as ponies and goats. During this special evening, which featured delicious local dishes, such as ‘bigos’ and ‘pierogi’, and lots of dancing, there was no time to get bored. Everybody had fun till very late at night.

Art affects and adds color to our lives

Feeling like kids again!

On November 6, ΗΑΜΑ (Hellenic Academy of Modern Art) International organized in Athens a retrospective exhibition of the artist Kostis Andreou under the auspices of the French Embassy and with the support of corporate sponsors. Frigoglass supported this major show, helping to familiarize the broader public with the work of an eminent artist, and contributed to the compilation of many of his works on a CD that will be donated to correctional facilities as part of the education and entertainment of young inmates.

Born in Sao Paolo, Brasil in 1917 of Greek parents, the painter and sculptor Kostis Andreou lives and works in Paris. Internationally acknowledged, he is represented in many museums around the world and especially in Paris, where he collaborated with such great masters of modern art as Pablo Picasso, Henri Matisse and Max Ernst. In his sculpture, Andreou developed an innovative technique using welded copper sheets that allowed him to formulate a highly personal expressive vocabulary of forms.

On November 18, Frigoglass India organized a family day with the active participation of all Plant employees, as well as Sales Office and Group Function staff. The event, which lasted more than seven hours, was well coordinated by the teams responsible for various activities planned during the day.

The event started with a plant tour, coordinated by the Production Team that guided the guests through the production area and briefly explained the manufacturing process. The tour was followed by a brief visual about the Frigoglass Group.

The cultural activities, which began with a ceremonial lamp lighting by Maria (wife of George Polychronides) and Aarsee (wife of Arvinder Pental), featured an instrumental performance and a powerful show by employees, their spouses and children, includ-

A heartfelt contribution to children in need To support the provision of the best possible care to seriously ill children, Frigoglass supported the PNOI (Friends of Children in Intensive Care) Association for the acquisition of three MX300 oxygen analyzers by the Ioannina University Hospital’s children and infant intensive care unit.

PNOI is a non-profit organization established in 1991 by parents, pediatricians and volunteering friends. Its main goals include the supply of medical instruments to intensive care units for children and infants, providing financial and moral support to parents of children hospitalized in intensive care units, monitoring the rehabilitation of children no longer in intensive care, offering educational and training seminars to medical, nursing and paramedical staff, and basic cardiorespiratory recovery (massage, mouth-to-mouth resuscitation) knowledge and skills to the general public, as well as establishing children intensive care units in regional University Hospitals.

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ing singing and dancing, as well as group performances that involved the participation of guests.

Cultural activities were followed by equally interesting games with the active participation of both children and adults, who felt like kids again! The agenda also included a drawing competition for kids, which was a great success like last year. All kids were delighted with the color packets and stuff they received for participating in the competition; while at the end of the day all guests took with them souvenirs and gifts in fond memory of the event.

All employees and staff felt that this year’s family day was a great event, an excellent tonic for all teams and a wonderful opportunity for families to come together and get to know each other better.

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Find and Win

QUIZ WINNERS

FIND AND WIN

We would like to thank all of you who participated in our “Find and Win” section.

We received 439 correct replies to our previous quiz from our colleagues. As usual, to determine the winners, the magazine’s draw committee met on November 29th and verified the correct entries and drew the lucky ones.

The Grand Prize went to Abel Egbiniyokor from Delta plant, Nigeria, who won a flat screen 32” LCD Philips TV. The 10 runner-up winners (listed below) will each receive an MP-3 player.

Abido Ezekiel

Delta plant, Nigeria

Matthew Agborume

Delta plant, Nigeria

Peter Osiobe

Delta plant, Nigeria

Monday Udohmacaulay

Guinea plant, Nigeria

Olusholape W. Osinowo

Guinea plant, Nigeria

Bernard Jooste

South Africa

Alexandros Maniatis

Head Office

George Smirnis

Kato Achaia, Greece

Vinod Maun

India

Samuel Babatunde

Crown plant, Nigeria

The correct answer for quiz no. 12 was: Brazil

LETTERS FROM OUR WINNERS We received these thank-you letters from two of our winners. We thank them all for their kind words and enthusiastic participation and renew our invitation to all our Frigoglass colleagues around the world to send in your answer slips for our quiz.

I am very happy to receive your letter informing me that I have won a prize of one high quality sleeping bag as one of the 10 runners-up in the last “Between Us” magazine’s quiz. I am also delighted to be one of the regular participants of the valuable Quiz competition and shall continue to be one. I thank the Management and the Organizers of this credible Quiz competition for the great recognition given to the entire staff of Frigoglass all over the world.

Thanks for your recognition. Best Regards.

Yours faithfully, Victor Ohuonu HRM Dept., TSG Plant, Nigeria I am very happy to have been one of the runner-up winners in the last between us magazine quiz, receiving one high quality sleeping bag. I pray that God will rightly bless the management of the Group and the draw committee and that this quiz will continue to boost up the entire staff of Frigoglass.

Thank you once more.

Yours faithfully, Ikporo O. Solomon Delta plant, Nigeria

How many Olympic medals did Kip Keino win during his career?

Find the right answer and you may win a high performance mountain bike [Grand Prize] or an advanced traveller’s swiss knife [10 runner-up prizes].

Hint: The right answer is somewhere in this magazine.

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Contest winners will be determined by draw. All entries must be received

by March 15, 2007. Fill in the answer slip provided.

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Travel with us to Greece, explore this ancient land of art, philosophy and science and meet the people of Frigoglass