Overarching outcome this role should strive for: Sustained improvement in field produc vity, planning capability, incen ve earning, and execu on discipline across the sales organisa on.

PILLAR 1: Establish Desired Ways-of-Working & Execu on Discipline Making sure the sales team works in the right way, every day, and follows all systems, processes, and mandates.

Key Responsibili es

1. Ensure the field sales team is clearly aware of the expected ways of working, systems, processes, and execu on discipline. Ensure TSO / TSE / Sales Leaders: a. Understand what is being rolled out b. Know how to execute it c. Follow it consistently on the ground and measure progress and results daily 2. Track and improve adherence to rou nes, systems and processes, including: a. Usage of sales produc vity tools b. Compliance to defined ways-of-working 3. Iden fy gaps in adop on, flag them early to concerned leaders and follow up un l correc on happens 4. Onboard new hires at execu ve level efficiently, aligning them to the structure and expecta ons What success looks like • High adop on of agreed processes and tools • Minimal devia ons from defined ways-of-working • Strong execu on discipline across markets

PILLAR 2: Field Sales Force Engagement and Incen ve Earning Keeping the sales team engaged by helping them deliver and grow consistently; and ensuring they can track and earn their incen ves.

Key Responsibili es 1. Collaborate with Sales Heads to ensure: a. Area mapping and repor ng structure are correct b. Right Targets are shared on me c. Ways to deliver targets are clearly understood by the sales team 2. Share regular target vs achievement updates with sales execu ves and their supervisors 3. Highlight risks early where targets are unrealis c and Incen ve earnings may be impacted 4. Follow up with relevant supervisors to ensure mid-course target correc ons happen on me 5. Support mely communica on and closure of incen ve payouts What success looks like • Majority of sales execu ves earning incen ves every month • Clear visibility of targets and progress to all concerned • Higher engagement driven by predictable earnings Internal

PILLAR 3: Effec ve U liza on of Temporary Resources Ensuring off-role resources are properly deployed and used effec vely to support market development.

Key Responsibili es 1. Ensure off-role resources: a. Are deployed only in approved market clusters and are aligned to the right person b. Have clearly defined expecta ons and correct repor ng structure c. Suppor ng sales teams effec vely in improving in-outlet execu on level 2. Flag non-performing or mis-deployed resources, drive correc ve ac on and share regular updates on produc vity and effec veness with leadership. What success looks like • External resources adding visible & incremental value in iden fied markets • Clear accountability and control over off-role resources High-Impact Ac ons | March 2026 to June 26 | 1. Design and improve performance trackers on an ongoing basis, and ensure they are shared on time and used properly by field teams and managers. 2. Design an effec ve digital solu on for performance tracking for Salesmen, Sales Execu ves & Sales Leaders, and improve adop on and usage level consistently. 3. Regularly review and correct sales mapping and repor ng structures so that accountabili es are clearly understood. 4. Create short capability-building modules to help the sales team clearly understand and follow expected ways of working. 5. Work closely with identified sales leaders to deploy temporary off-role resources in select markets to improve visibility, availability, and market share. 6. Ensure select national programmes are well understood, adopted, and followed through regular tracking, on-ground checks and required capability development initiatives.