The document provides updates from various O-I locations in Asia Pacific. The key points are: 1. The O-I Melbourne plant had its best color change ever by planning well, communicating clearly, and working as a team. 2. O-I BJC Malaysia opened a new technical training center to provide hands-on training for employees on new processes. 3. O-I's leadership team visited various locations in the region to host communication sessions with employees and provide business updates.

1. NEWS FOR ASIA PACIFIC EMPLOYEES | EDITION 105 | JULY 2015
PAGE 2
TM
O-I Melbourne has the
best colour change ever!
New technical
training centre
Malaysia
page 3
Manufacturing
fundamentals
page 10
EHS new
campaign
page 11
Inset: 1 – Robert Tucci, 2 – ??, 3 – Jack Morton and Craig Matthews.

2. 2
‘Planning meetings commenced four weeks out from the
colour-change week. We ensured that all key stakeholders
were involved from the start to make sure that everyone was
aligned with the plan and were clear on what was expected
of them.’
The team provided real
time updates through
pre-set distribution lists
and using messaging
services and emails
which meant the team
were not tied up in
meetings thus leaving them to get on with the task at hand.
‘At the end of the colour change, the team came together
for a close out meeting focussing on what worked well and
opportunities we can look to next time. We’ve set the bar high
and we are keen to make sure we keep improving moving
forward,’ David said.
Adopting a number of tools and processes from the
manufacturing fundamentals team and by challenging
the process used in the past, the O-I Melbourne team
recorded their best colour change – ever!
Knowledge shared from work in the United Kingdom along with
the use of copper oxide, a raw material not used in Melbourne
before, helped to bring on the colour change much earlier than
it had in the past. Melbourne were packing commercial ware
within 32 hours – the quickest they have found on record.
Spotswood’s David Ericksen (title?) said key to delivering this
result was good planning, clear communication and teamwork.
L–R: Gerry Fegan, Fatih Arisoy, Damien Bou-Ghosn (back), Joseph Nyosole,
Terry Kavanagh, Peter Jordan, Zaid Hassoneh, and Goran Veleski (front).
Your voice
and employee
engagement
I’d like to begin this message by
sharing with you how pleased I
am to be given the opportunity
to lead our region. As a member
of the Asia Pacific leadership
team for the past few years, it is clear to me that we are
heading down the right track and I look forward to leading
our region as we continue to grow our capability and
serve our local markets.
I would like to thank Sergio for the great leadership he
has shown during his time as our region’s president.
Under his leadership we have been able to enhance our
region’s capabilities to better face the challenging market
conditions and this leaves us well placed to deliver on our
regional strategy.
I wish Sergio and his family well as they embark on their
new opportunity in North America.
Stepping into the role as President, I am reminded of
the importance of good communication and employee
engagement. Strategies are merely words on a slide or a
poster, it is the actions we take to deliver on the words
that will see us succeed as a region.
In order to win, we all have a part to play, which is why to
ensure we continuously improve and grow our business
it’s important that we measure the thoughts, opinions and
engagement of our people.
The Your Voice survey is an opportunity for us all to have
a say on what you think we are doing well, and where
you’d like to see improvement in our business.
What was clear from the last survey was that you wanted
to hear more about the business, more about our strategy
for the future, and more about the role we all have to play
in achieving success.
The leadership team have taken on board the feedback
and put in place a number of key actions all designed to
build sustainable engagement across our organisation.
Safety is a non-negotiable and will continue to be a
leading focus for our business. To ensure we keep it front-
of-mind we launched our Journey to Zero campaign – a
structured communication campaign that targets all levels
and locations within the organisation.
To support our people leaders across the region, we
introduced People Leader Fundamentals – a new
framework to drive performance, achieve success and
empower our workforce.
We started telling our story more often with an emphasis
on face-to-face communication and video – introducing
more frequent business updates, a new take on town halls,
president video messages and small group sessions.
We looked to share our progress and results more openly
and more importantly explain them in the context of our
overall strategy, celebrating our success along the way.
I am pleased with the progress we are making but I also
would like to set us all the task to do more. I want to
encourage you all to speak up, challenge the status quo
and present new ideas so that we can all ensure the
success of our region for many years to come.
Tim Connors
President, O-I Asia Pacific
NEWS
We’ve set the bar high
and we are keen to make
sure we keep improving
moving forward...
O-I Melbourne has
the best colour
change ever!
Toni Melham
and Aydin Acisu.

3. 3
NEWS
In anticipation of the NNPB process which will
be implemented soon in O-I BJC Malaysia and
acknowledging the need to equip our people with
the right skills and knowledge, our Plant Manager,
Mike Woods, scouted around the plant and identified
a suitable area to be set up as a Technical Training
Centre complete with a meeting room.
Construction of the Training Centre commenced in February
and was completed in April. The room is now equipped with
a 41/4” DG NNPB single section IS machine and a 41/4” DG
single section.
With the NNPB implementation launched in May, a FPX2
Inspection machine was purchased for the very same reason and
it will be temporary placed in the Centre for hands-on training for
approximately three weeks.
On site to assist with the assembling and training on the use of
FPX2 Inspection Machines are personnel from O-I APAC, Finbarr
O’Shea, Corey Murray and Hari Prasetyo.
The first hands-on training commenced on 5 May involving staff
from the IP Department Process Control, Job Change, Cold
End, FMU, UPM and
Verifiers.
We are now ready to
move on to the final
stage of NNPB.
in our leading customers’ teams in a new
way to what we have done in the past.
‘We met with 17 of our key customers
over the two weeks, with over 60 people
attending the sessions. Each session
was full of engagement and robust
discussion on our innovation capability
and opportunity and our customer’s
focus areas for growth,’ Maria said.
The Australian team was joined by
Molly Lynch, Global Commercialisation
Our commercial teams across
the region have been focussing
on transitioning from being
a transactional supplier to
a strategic partner with our
customers and are already
seeing positive results.
Australia’s top customers were
hosted by local and global marketing
and innovation teams for a series
of innovation days in March. With a
focus on conversation rather than
presentation, the sessions were held
at a variety of different venues in
Melbourne, Sydney and Adelaide.
Australian Marketing Manager, Maria
Armstrong said the sessions were an
opportunity to have constructive and
tailored conversations with the key
brand managers and procurement staff
Above: Lang Chee Yeow, Assistant Inspection & Packaging Manager,
assembling the FPX2 Inspection Machine.
Below: Training participants gathered around the FPX2 Inspection Machine.
O-I’s innovation and marketing teams with the key contacts of Carlton United Breweries at one of the sessions.
The initial
construction of the
Training Centre.
Leader, Andrés Jiménez, Business
Manager, COVET, and Brian Chisholm,
Senior Program Manager Global
Innovations, to provide further insight to
what is taking place globally.
From the sessions held, the pipeline
of work looks strong with over 60
opportunities identified through the
process to be explored further over the
next 12 to 24 months.
Australian Customer Innovation Workshops:
Ideas realised
O-I BJC Malaysia
Technical Training Centre

4. 4
NEWS
O-I leadership team hosts
employee communication
sessions across the region
Chairman and Chief Executive Officer, Al Stroucken
and Chief Operating Officer, Andres Lopez visited
Melbourne and Auckland as part of a global
leadership team visit to our region.
Al and Andres hosted
communication sessions at the
Hawthorn and Auckland sites
for employees. The leaders
shared a business update
and spoke of the important
role our region plays within
the company. The sessions
concluded with an open
question and answer session.
This trip was Andres’ first visit
to the region since stepping
into the role of Chief Operating
Officer in February.
In February, Asia Pacific President, Sergio Galindo
and members of the core leadership team visited
the Zhaoqing, Tianjin and Vietnam plants for the
first employee communication sessions of the year.
The leadership team provided the plants with a business
update and discussed the areas for focus in 2015.
SPC: how statistics
are supporting O-I
Becoming and remaining a first choice
partner for our customers
In March O-I Brisbane sent a team of operators
and staff to the O-I Sao Paulo plant, in Brazil,
to investigate the benefits of Statistical Process
Control (SPC).
SPC is a preventative method of process control used to detect
process changes before they result in non-conforming product.
SPC has been successfully implemented in Latin America and
in Europe, and for 25 years it has continually demonstrated
outstanding outcomes.
Operating with SPC is also
becoming critical to be
considered a first choice
partner for our customers.
After witnessing first-hand
the benefits that SPC
provides in manufacturing
stability and overall line
performance, the Sao Paulo SPC model is being replicated on
the QG32 manufacturing line to establish a proof of concept.
On line, SPC capability will give production personnel
immediate access to live information that will assist in
understanding our machine behaviours and give us the keys to
prevent defects from occurring. By monitoring and controlling
our process, we will ensure it operates at its full potential.
All forming, quality and machine line personnel are currently
embracing the theoretical and practical training required to
effectively conduct SPC, with the project to go live in the
coming weeks. Our goal is to have SPC fully embedded in
QG operations by December 2015.
Samantha Provost has been assigned as Project Lead
and will manage the upcoming roll-out across the remaining
Australian manufacturing facilities and the region.
The SPC bench is nearly ready to be put on QG32 for the
measurements to commence. The data gathered (five samples
every hour are going to be tested for weight, leaner, ovality,
sidewall thickness and bearing surface) will be reviewed
on a daily basis for a few weeks before SPC is used as a
production tool.
Al Stroucken addressing the Hawthorn audience.
Andres at the Hawthorn
communication session.
The SPC work bench.Tianjin – Back L–R: Michal Provaznik, Paul Vine, Pete Hinton, Sergio Galindo,
Luo Jianyang, Plant Manager, and Paul Marsden. Front L–R: Wang Yonglai, IT
Manager, Wen Xiangzhong, Sales Manager, and Sunny Ge, Finance Controller.
SPC capability will give
production personnel
immediate access to
live information...

5. 5
NEWS
in New Zealand
Mate Pocrnich, Resort
Auditor, has recently retired
after 44 years of continuous
service with the company.
Mate has been a valued
member of both the quality
and the wider O-I teams. He
was always smiling and very
passionate about his job and
his colleagues – they were
his family he would say. We
would like to wish Mate and
his wife Wanda all the very
best in retirement and thank
him for his many valued
years with the company.
Shanghai Annual Dinner
O-I Shanghai management hosted its Annual Dinner
on 9 February to celebrate the Chinese New Year and
to welcome the Year of the Sheep!
Paul Marsden, Managing Director, O-I China, passed
on his appreciation to all employees for their strong
contributions in 2014 and wished everyone and their
families a pleasant and productive 2015. During the
celebration dinner, we also had an entertaining lucky draw
to bring good luck to all employees.
in Malaysia
Fresh out of school at the age
of 16, Tay Phua Hua, applied
for the very first job that caught
his interest – Machine Operator
in a glass manufacturing
industry, O-I BJC Glass
Malaysia. At that time Tay was
not aware that O-I BJC Glass
Malaysia would be the first and
last company that he would
work for.
Working with passion and
enthusiasm Tay’s hard work was
recognised by the company
and he gradually reached the
senior position of Manufacturing
Manager at the age of 48.
Upon retirement in 2012,
Tay was offered the post of
Forming Trainer due to his
technical knowledge and skills.
Now, at the age of 58,
after 42 years working with
O-I BJC Glass Malaysia, Tay
is happily imparting his skills
to the younger generation of
employees and still enjoying
his working days.
Thank you Tay for all you have
done and all you continue to do for the company.
Management meeting
On 2 March the first China management meeting
of the year was held at O-I China’s Shanghai
Headquarters.
Participants included Paul Marsden, Managing Director,
O-I China, and all other O-I China Management Team
members from SMC, ZQG, TJG and SMG.
During the meeting, the management team held a
productive review and discussion covering all functional
departments and future strategy to ensure continual
improvements in our China results.
Long-serving employees...
Tay Phua Hua today.
Tay Phua Hua in the early days. Laurie Milbank, Day Electrician; Maxwell Mkoki, Quality Technician; Katie Leigh,
Executive Secretary; Mate Pocrnich; Gary O’Neill, Warehouse and Resort
Manager; Andy Hubbard, Resort and Packaging Coordinator.
Paul Marsden (centre), Managing Director, O-I China, with the O-I China
Management Team.
Paul Marsden, Managing Director, O-I China, and Lucky Draw 1st prize
winner, Qianli Wang and Handian Li, General Manager of Shanghai.
Mate feeling quite emotional during
speeches with Gary O’Neill, Quality
Inspection Coordinator, and Peter
Myler, Quality, Inspection & Packaging
Manager, looking on.

6. 6
Inside the AD5 furnace at O-I Adelaide
In September 2014 the decision was made to convert O-I Adelaide into a one furnace, three machine line
operation, to better meet the demands of our wine customers. In October 2014 AD6 was decommissioned
and in January 2015 the AD5 rebuild began.
NEWS
In April 2015 after further review of the O-I Adelaide operations,
in order to focus on its core activity, the manufacture of wine
bottles, it was decided to outsource the activities of the Adelaide
Pack Centre. The main activity performed in the Pack Centre is
the handling of palletised ware and it was felt that this could be
performed better by Linfox who have expertise in this area.
COGS Reduction Program
From 24–26 March 2015 O-I BJC Vietnam established
a formal COGS Reduction Program.
With the support of O-I APAC’s David Payne, Director
Continuous Improvement, and Sri Sembiring, Strategic
Analyst, we conducted an assessment and created
a pipeline of
opportunities to
improve furnace
energy, lehr energy,
raw materials,
secondary
packaging, logistics,
etc.
We are now
establishing the
action plans and
have started to
report the savings.
This program is
aiming to reduce
more than 500,000
USD in 2015.
VIETNAM
The AD5 furnace heat up began on 9 May and commenced
producing glass the week beginning 18 May.
The next phase of the project was to decommission AD2
but this has been slightly delayed due to recent short-term
customer requirements. AD2 will now be decommissioned in
early July 2015 and the work to connect the third line to AD5
will commence.
The project that commenced 11 months earlier will be
concluded in August 2015 and O-I Adelaide will be better
positioned to meet our customers’ requirements.

7. 7
Historically sand supply in Australia has presented challenges for our
strategic sourcing team, with limited suppliers of glass-grade sand in
the market making it difficult to introduce change and lower costs.
Following the advice of O-I’s key sand
supplier in 2013 to cease operation and
supply to O-I Brisbane late 2014, Strategic
Sourcing identified a potential new
sand supplier called Earth Commodities
located in Bundaberg, Queensland.
A project team headed by Gabi Lenz,
Strategic Sourcing, and Linsay King
from Glass Technology was established
to investigate the company’s ability to
produce high grade silica sand from
their deposit and its
financial capacity to
invest in a new sand
processing plant to
meet O-I’s needs.
O-I recommended
to engage CDE, a
sand processing equipment supplier from
Ireland, whose technical capability was
key to a previous sand supply project
that Strategic Sourcing completed
successfully for O-I Adelaide.
‘Our previous experience with CDE
has given us the confidence that
Earth Commodities could develop the
operational capability to produce glass
grade sand for supply to O-I Brisbane,’
said Gabi Lenz, Strategic Sourcing
Manager.
The collaboration between O-I, Earth
Commodities and CDE resulted in the
establishment of a cost-effective, state-
of-the-art glass-grade sand processing
plant at Earth Commodities which was
commissioned in April this year.
NEWS
New sand supplier
BRISBANE
Above: Glass sand stacker.
Below left: Spiral. Below: Counter-flow classifying.
A robust transport solution was
established to provide secure and
sustainable supply over a distance of
over 400 km to the Brisbane plant.
A trial project team led by Gabriela
Bastarrachea (Continuous Improvement)
with key stakeholders of O-I Brisbane,
Glass Technology and Strategic Sourcing
has worked closely with the supplier and
transport provider towards a five week
factory sand trial at O-I Brisbane which
has commenced.
‘This is O-I Australia’s
second project that
has created a strategic
low-cost sand supply
partnership for O-I. It
is a great example of
successful cross-functional cooperation
and provides valuable learnings for future
alternative raw material projects within
O-I globally,’ said Gabi.
‘It is a great example of
successful cross-functional
cooperation and provides
valuable learnings...’

8. 8
NEWS
Glass Is Life™
takes to the road
A series of new truck curtains has been produced featuring our product images.
Our team has taken the opportunity to take our Glass is Life™
movement ‘on the
road’ with sustainability being the focus on our first truck which features a wine bottle
photographed on a local beach. This curtain carries the message ‘Safe, Sustainable,
Ocean-Friendly Glass’.
NEW ZEALAND
The Tianjin team. The Jakarta team.
Safety and Quality Leaders
Our Tianjin and Jakarta plants have been named as two of O-I’s Safety and Quality Leaders in 2014.
To receive this accolade, both of these plants worked a full
calendar year without a single lost time injury, and without
shipping any critical defects to customers.
Only 10 plants globally achieved this award in 2014 and
the recognition for these plants is testament to the hard
work and focus the local teams have in place for safety
and quality.
Former Asia Pacific President, Sergio Galindo,
congratulated the two plants on their awards. ‘We have
been recognising plants that achieve excellence in safety
and quality for four years now. We know there is a strong
relationship between creating a safe working environment
and ensuring that any critical defect we might make does
not leave our plant. Both the teams at Jakarta and Tianjin
have demonstrated that this is possible and are to be
congratulated,’ he said.
This is the second time Jakarta has received this award,
with the first awarded in 2013.

9. 9
It’s no Furphy...
Little Creatures new Victorian ale
now available in unique O-I bottle.
Furphy is a new, refreshing ale from Little Creatures that is
Geelong born and brewed from 100% Victorian ingredients
and filled in a new unique, O-I designed and made bottle.
Furphy takes its name and pays tribute to the Furphy family of
Shepparton, Victoria, who for over a century have produced
water tanks. During World War I, Furphy water carts delivered fresh
water supplies to Australian Army personnel. Marked with their
trademark ‘J. Furphy & Sons’, the tanks became popular gathering
points where soldiers exchanged stories, gossip and rumours –
much like today’s water cooler conversations.
Troops who gathered around the water carts would swap stories,
in a similar way that today, some may swap stories over a beer,
except that many of which would become exaggerated along
the way and eventually had no basis in fact. These embellished
or improbable stories became known as a furphy.
After a few short months on tap in Geelong, Furphy Refreshing Ale has now launched
in our glass and we asked the Brand Manager for Furphy, Lorna Stephen, what role
our bottle plays in the overall positioning of the new ale.
Why did the Furphy team
select the bottle shape it did
for the launch?
Although part of the Little
Creatures family, it was
important for Furphy to have
its own independent identity.
The bespoke bottle design is
unlike any other in the range
and also works to convey
important messages about the
brand and its target consumer.
What part does the bottle play when it comes to launching the 375 ml Furphy
to the market?
Packaging plays a very important role in marketing to the consumer. Even without
any knowledge of the brand, a consumer will be able to look at the Furphy bottle and
have some understanding of what the brand stands for and its values. It’s also very
important to ensure the bottle has impact in the fridge so that it stands out among
competitors. Having a unique bottle design is one way to help achieve this goal.
O-I and SABMiller
work together on
lightweight bottles
for top‑selling
beer brands
Working with one of our key customers,
SABMiller we were able to identify
glass packaging saving opportunities of
between 10 to 15 grams per container
through the design, size and light-
weighting of its top-selling bottles
including those for Carlton Draught,
Pure Blonde, Crown Lager and an
industry 330 ml flint bottle used for a
range of their beverages.
A combination of production data and
software simulations were used to see
how much weight could be removed
from the containers. From there O-I’s
design team used the latest 3D CAD
software to re-design the bottles and
feedback from our manufacturing
experts was sought to ensure the new
designs were suitable for manufacture.
Each container identified for light-
weighting was then verified by finite
element analysis using filling line speed
and maximum vertical loads supplied by
SABMiller. Once verified, the O-I team
moved to the manufacturing trials of the
glass bottles. We hosted 20 forming
trials on multiple lines at multiple plants
across Australia.
NEW PRODUCT DEVELOPMENT
Members of the Brisbane team who worked on
the light-weighting project: Allan Ferguson, Scott
Mayes, Tony Millanta and Leon Vincent.
Cobram Estate
olive oil
Cobram Estate wished to create
uniformity in its olive oil range.
The requirement was for O-I Adelaide
to produce a recognisable ‘premium
look’ bottle on the shelf but at the
same time still capture the Australian
icon. O-I worked with the customer
to ensure the simplest transition
to the new design by maintaining
the same dimension of the bottles
and embossing with Australian’s
icon ‘kangaroo’ on the top body.
Capacities: 250 mL, 375 mL, 750 mL
Weights: 240 g, 359 g, 495 g
This local testing was the final proof that
the bottles could be manufactured at
the lighter weights. Following the trials,
we sent the bottles to SABMiller for their
filling and transport trials.
Stuart Faulks, Innovation Project
Manager said working together in
partnership with our customers was key
to making the changes.
‘The light-weighting project between
O-I and SABMiller would not have been
possible without the collaborative efforts
of the teams across both businesses,’
Stuart said.

10. 10
Manufacturing fundamentals has built the basis of manufacturing
improvement across Asia Pacific. All plants with the exception of
Zhaoqing (scheduled for the third quarter 2015) have completed
the first wave of the manufacturing fundamentals audit.
All audited sites have achieved
significant improvements
in compliance across all
disciplines, showing very
encouraging results to take up
on the challenge to achieving
a minimum compliance rate
of 50% for all four disciplines
audited in the first wave by
year end.
The program has enhanced
the synergy between
all the plants in the
region, standardising and
documenting collective
knowledge. It has introduced
an effective dynamic between
the regional specialists, the plant
representatives and their teams
in each discipline, leveraging
everyone’s skills.
A business case is soon to be
presented to our partners to
extend this program to our joint venture sites in South East Asia, based on the positive
results of the micro-audit that was conducted in our joint venture plant in Malaysia
(March 2015).
All employees have lived up to our region’s reputation for embracing new opportunities
and accepting change by making manufacturing fundamentals their priority and by
leveraging the best of what we have learned in the past 100 years. We thank all
employees for their energy
and diligence in making this
initiative a success.
A step-by-step approach
ensures success
MANUFACTURING FUNDAMENTALS
Pete Hinton, Regional Manufacturing and Engineering Vice
President; Joseph Haddad, General Manager Indonesia; Stefanus
Rantetondok, Integrated Systems and Risk Indonesia; and Mark
Campbell, Regional Forming Specialist; at the manufacturing
fundamentals close-out in Jakarta in January 2015.
Below: The very welcoming
Indonesian plant team and
the Regional Manufacturing
Fundamentals team gathered under
the Manufacturing Fundamentals
banner during the audit in Jakarta
in January 2015.
Our APAC team:
• Tu Bui: APAC Manufacturing
Fundamentals Manager
• David Price: APAC Operational
Capability Manager
• Matthew Poliness/Matthew
Klaric: Batch & Furnace RNLs
• Paul Race/Mark Campbell:
Forming/Forehearth RNLs
• Andrew O’Connor: IS Machine RNL
• Ezzio Stucchi: Job Change RNL
• Brett Walsh: Moulds RNL
• John Sufra: Regional Manufacturing
Engineer
• Finbarr O’Shea: Packaging &
Inspection RNL
• Jane Taylor: Director, Talent
Management and Organisational
Development
What our manufacturing
fundamentals leaders
have to say...
‘Our plants have really embraced
the fundamentals program and
philosophy. There has been a
strong focus on compliance and
action completion which has seen
five plants exceed the year-end
target of 50%. The manufacturing
fundamentals are helping our plants
to ensure the basics are maintained
and creating a solid base for future
improvements in performance.’
John Sufra, Manufacturing
Fundamentals Manager
‘The long-term impact of the
process is to drive significant
productivity improvements by
running our operations more
efficiently and with more flexibility.
It will empower us to deliver better
quality, to be more innovative and
ensure we are in a competitive
position in the market. This will
be achieved through coordinated
efforts of global, regional and
local resources.’
Tim Connors,
President O-I Asia Pacific
‘Manufacturing fundamentals
impact will be felt by all of O-I.
From discipline leads in global
technology to our operators
in every plant – everyone will
contribute to the success of this
long-term approach.’
Steve Kitcher,
VP, Global Engineering &
Manufacturing Excellence
Our plants have fully embraced
the fundamentals program
and philosophy.

11. 11
Throughout the year we will be issuing newsletters, updating safety communication
boards and hosting EHS-focussed activities across the business to keep our vision
front-of-mind.
We commenced our new campaign with a new animated video and poster series
featuring our six golden rules. The materials were localised for our regional audience
and have been very well received. Sites have also embraced the new campaign
by hosting communication sessions to share the materials and by placing the new
posters and banners up around the sites.
Together with the new Global EHS vision, mission and principles, we are focussed
on building a culture at O-I that values environment, health and safety for what it can
bring to the company and to our employees and our communities.
Part of that culture is the increasing emphasis on reporting near misses. A near miss
is something – safety or environmental – that has the potential to result in an incident
with consequences, such as an injury or a fine.
‘When employees start seeing
problems and solving problems
early on, we avoid more significant
outcomes down the road,’
said Steve Bourke, Director
Environment Health & Safety.
‘Every O-I employee has the right
and the responsibility to report
near misses and to engage in
behaviours that build a strong
EHS culture.’
Global Environment Health
and Safety
Vision: Zero incidents
Mission: Empower our people
and engage our communities to
achieve zero incidents. Through
leading practices, we implement
sustainable, innovative and global
collaborative solutions. We enable
learning, recognise achievements
and continuously improve.
Principles:
• All incidents are preventable
• Everyone is responsible
• We identify and reduce risk
• A proactive no blame approach
• Never put production ahead
of EHS
On our journey to
zero incidents
Earlier this year we launched our new EHS communication
campaign – Journey to Zero. Journey to Zero represents our aim
to minimise our impact on the environment, promote health and
wellbeing, and to keep everybody safe at work.
ENVIRONMENT HEALTH AND SAFETY
A communication
session at Hawthorn and
the safety posters below.
Posters at the Zhaoqing plant.
Vietnam Sales and
Marketing Team
committed
to safety
In order to improve safety
awareness among the team and
contribute to our journey to zero
harm, O-I BJC Vietnam Sales and
Marketing Team had their very
first safety walk in March.
Fully equipped with necessary
PPE, the team walked around the
factory, starting from the mould
shop, going through the raw
materials area, to the production
area and finished with the
warehouse and ACL.
The Sales and Marketing Team
work in the factory office every
Tuesday and have joined many
factory audits with customers.
However, when purely focussed
on improving safety, we strictly
followed the safety regulations
in the factory and found some
potential safety issues such as:
water leakage which could cause
slips and falls, cullet spilling
out of the cullet feeding path,
and displacement of tools and
materials inside as well as outside
the warehouse. All findings were
reported to the EHS Manager for
immediate corrective actions.
The team contributed nine hazard
and near miss reports to improve
safety and each team member
raised awareness about the
importance of safety – and we
will continue paying attention to
improving the safety at work as
well as our safety outside the
work place.
We are committed to
Think Safety – Act Safely!

12. 12
TRAINING
Our graduates in action
O-I Adelaide Graduate
Learning Workshop
By Samantha Sinardi,
Graduate Manufacturing Engineer, Brisbane
At the beginning of April, the manufacturing graduates across
Australia and New Zealand had the opportunity to spend a
week in Adelaide for a Graduate Learning Workshop. Jane
Taylor, Talent Management and Organisational Development
Manager for Asia Pacific, did a fantastic job ensuring the week
was engaging and value-adding to our development.
Mona Liu and Alex Li, graduates at our Auckland plant, flew
over and met Aaron Davies (Melbourne), William Hayes
(Penrith), Jack King (Adelaide), Samantha Provost (Hawthorn)
and myself (Brisbane) in Adelaide, allowing the rare opportunity
for us to experience a furnace rebuild through the AD5 project.
The O-I BJC Vietnam
Graduate Program
By Huynh Nhat Tuan,
a member of the graduate team
In frequent mentor and mentee meetings.
‘Glass is life’, our company’s slogan states. Six months ago
to me glass was just a sometimes transparent material. The
graduate program and O-I BJC Vietnam were not known to
me. Now, after many interview rounds, I am officially a member
of the graduate team of O-I BJC Vietnam!
The recruiting process included five rounds, however, the final
three rounds impressed me with their novel content. Firstly the
plant tour reminded me of a reality television show. As we got
on the bus to go to the plant the driver gave us letters with
tasks on them and the discussion time was simultaneous to
the travel time. All the candidates worked quickly to provide
possible solutions to the questions.
After the debating round there was an information series on
safety and the history of the company. The final round tasked
us with preparing a presentation on ‘how we could encourage
employees to send hazard and near miss reports’.
Throughout this process I was learning new things, meeting
new friends, understanding the pressures and I also celebrated
my 22nd birthday! I enjoyed both giving and receiving feedback
and I think this is what differentiates this company as both
professional and selective.
I have worked here now for four months both in non-technical
and technical departments (some other companies only offer
technical programs). I am currently working in the production
area in the engineering department. For someone like me who
graduated from a mechanical faculty, working in engineering is
a good chance to put theory into practice. Glass production is
new and fresh to me and so are IS machines, but I believe their
principals are the same with mechanics.
O-I BJC Vietnam is a new company in the O-I group so
there are naturally problems to solve and improvements to
make, however, I love the atmosphere here where change,
improvement and challenges occur every day. After graduating,
working at O-I BJC Vietnam is absolutely the best choice I
could have made.
Our career paths may be difficult but we are young and full of
energy. I believe we can overcome obstacles and contribute to
the development of the company.
Samantha Provost, Mona Liu, Jack King, William Hayes, Michael House, Alex
Li, Aaron Davies, and Samantha Sinardi.
As we are new to the manufacturing industry, the week began
with a competitive, fast-paced business simulation, which
also saw a number of Adelaide employees joining in. The
simulation was an excellent tool that gave clarity on business
decisions and initiatives that come from higher up. It indicated
the importance of our roles and how working efficiently as a
team contributes to the overall success of a business. As an
extension of this, Warren Meadham gave an overview of basic
plant metrics through the key performance indicators that we
measure, highlighting the importance of cash flow.
Carlos Pittaluga and Tu Bui’s presentations on the FMU
and UPM structure and the drives for its implementation, were
undoubtedly value adding. This leadership role is one we are
likely to assume during, or at the completion of our graduate
program and it is important for our development to understand
the expectations of this position and how it influences efficient
process flow.
A visit to Pernod Ricard, organised by Michael House, was an
eye opener for us all. With the speed at which their lines run, it
wasn’t hard to imagine the impact bottle breakages would have
on production (thankfully, we didn’t get to experience it!). This
definitely put an emphasis on the importance of quality, as this
defines our brand.
The week was coupled well with a number of presentations
from subject matter experts which reinforced knowledge learnt
in our rotations as well as a good insight into the areas of the
plant we are yet to experience.
A sincere thank you to Jane for coordinating a fantastic week,
Adelaide for their exceptional hospitality, all of those who fit
us into their busy schedules to ensure our development and
Aaron, for allowing us to celebrate his birthday with him.

13. 13
Compliance training
In early March we were pleased to
welcome Jack Radke, Chief Ethics
and Compliance Officer, to our plant to
administer the Compliance training. The
sessions were very well received and Jack
kept us all well engaged throughout the
four-hour sessions.
Jack covered: Code of Conduct and
related key policies; Anti‑Corruption and
Reporting Misconduct and O-I’s Ethics
and Compliance Helpline. Thanks for
visiting us Jack – it was a pleasure to have
you ‘down under’, and leaving us with a
much better understanding of Compliance.
Partnering
with Training
Prospects
In order to meet business needs and
tailor our learning to our workforce,
the Adelaide plant has established
a national Memorandum of
Understanding (MOU) with Training
Prospects.
This allows each state the opportunity
to engage in reliable and consistent
external training and assessment at a
negotiated price.
Training Prospects offer the opportunity
for our employees to be assessed
toward their Certificate III and Certificate
IV in Manufactured Mineral Products,
using on the job assessment techniques
coupled with observation reports from
managers. This more flexible approach
to training and assessment allows our
workforce to do what they are best at
and to be assessed fairly without the
need to sit in a classroom for days or
complete reams of paperwork.
We were lucky enough to secure Peter
Hurcombe as our assessor. Peter is a
former O-I employee who has become
a specialist manufacturing assessor
to mining and other industry. The trial
group of 15 employees began in May
2015 to complete their Certificate III
in MMP and Training Prospects have
already delivered four sessions of First
Aid, White Card training and are set to
deliver HACCP.
TRAINING
NEW ZEALAND ADELAIDE
L–R: Josh Nowak and Peter Hurcombe from
Training Prospects and Nicola Powell, HR Manager.
Training Prospects, a division of SYC,
is a Registered Training Organisation
delivering flexible training solutions in
over 70 qualifications across business,
plumbing, engineering, furnishing,
electrical and construction. Trainers
are highly qualified specialists and
provide training across South Australia,
Queensland, Victoria and Western
Australia.
Based on our manufacturing development strategy and sales plan using high
quality manpower, the O-I BJC Vietnam’s Board of Management through the
Human Resources Department hosted and carried out this training program.
Well done to HR Manager, Nguyen Minh Hoa, who adapted the materials and
was excellent at teaching the course. Her lively and informative lesson was a
great success as she called on all participants to actively share their ideas and
questions. At the end of the course, our HR Department has included many
new innovative ideas and contributions.
The aim of the course was to revise and update all participants about the role
of leaders. The lessons were designed by integrating different background
and years of experience from our senior participants, then empowering our
newcomers so they are well prepared for their roles.
People Leader Fundamentals
VIETNAM

14. 14
Adelaide
HawthornBrisbane
Greg Baker
Cherie Castle
Brendan Hall
Jack King
Andrew Lyon
Charities nominated:
Trees for Life
– South Australia
beyondblue
Junction Australia
Cancer Council SA
OzHarvest
Charities nominated:
Villa Maria – Build a Bus
beyondblue
Australian Mitochondrial
Disease Foundation
Down Syndrome Victoria
Charities nominated:
Run for Redlands
Guide Dogs Queensland
beyondblue
Prostate Cancer Foundation
of Australia
Rosies – Friends on the Street
Charities nominated:
beyondblue
Chain Reaction
Cancer Council Victoria
Spotswood Primary School
Charities nominated:
Salvation Army Christmas
Toy Drive
beyondblue
Penrith Community Kitchen
Rural Fire Service Penrith
The Leukaemia Foundation
Nick Bolton
Allan Ferguson
Michelle Hughes
Gary Prickett
Samantha Sinardi
Jad Stipanovic
Lisa Baccega
Chris Brackin
Hung Chau
Prue Elms
Amanda Godridge
Claire Hill
John Hopkins
Darren Jones
Julia Morrison
Betty Rose
Linda Ross
Rohan Sanderson
Carly Zivec
Joe Alves
Gary Dunk
Neil Evans
William Hayes
Alicia Lovett
Marlaina Morely
Ben Thompson
Jason White
Stan Bialis
Amy Bourke
Aaron Davies
Melissa Oakley
Dave Wichmann
This year, our five sites across Australia had the
opportunity to apply for up to $10,000 of corporate
funds to donate to charitable organisations of their
choice as part of our new Pay it Forward initiative.
Each site formed local Pay it Forward teams, who will be
responsible for selecting their chosen charities and leading their
site’s fundraising charge. Applications were assessed against
our corporate giving guidelines which include; community need,
development and support of community priorities, employee
engagement opportunities, coordination of social services
(umbrella agencies) and support of organisations which
encourage local community involvement.
As an additional challenge as part of the initiative, if a site can
raise $5,000, the company will add in an additional $5,000 to
the cause, meaning each site’s chosen charities can potentially
share in a donation of $20,000.
The Pay it Forward teams and their nominated charities are:
The Australian team Pay it Forward
IN THE COMMUNITY
Sydney Spotswood
Warren Meadham
Nicola Powell
Dean Sharland
Mark Shetlat
Peter Rideout

15. 15
$1080.60 was raised through our
Christmas gifting auction which we
donated to Ronald McDonald House
– this will accommodate 10 families
for 10 nights.
Also, it was that time again for us to put
our ‘chefs’ hats on and ‘do our thing’
at Ronald McDonald House Auckland
(RMHA). A team of 11 put their hands
up to support this cause and together
we delivered a meal of burgers (beef,
chicken or vegetarian) with a variety of
fillings along with chips, wedges and
salad, followed by dessert.
This was very well received by over
100 guests who, at the end of a long
and challenging day with their loved
ones, could just come back from the
wards without having to then worry
about cooking for themselves or their
families. This is very rewarding and the
house guests were extremely humbled!
Adelaide plant
and OzHarvest
L–R: Cherie Castle, Human Resources and
Training Advisor; Peter Rideout, Plant Manager;
Jack Howard from OzHarvest; Nicola Powell,
HR Manager.
Since February the Adelaide plant
has donated their leftover catering
to OzHarvest to be distributed to the
local ‘Diamond House Clubhouse’ a
community-based rehabilitation program
for people with mental health issues and
the local Salvation Army.
Cherie Castle, Human Resources &
Training Advisor said, ‘My dog was
becoming obese with leftovers, so I
found a community solution. Three days
a week OzHarvest collects the food and
takes it to our local charities. My dog
is back to a normal BMI and the local
people love our leftover goodies.’
With the Pay it Forward initiative being
launched soon we hope we can include
a cash donation and non-perishable
food to assist
OzHarvest in
their work.
OzHarvest
is a not-for-
profit food
rescue organisation that collects surplus
food from all types of food businesses
and delivers to charitable organisations
who feed people in need. Not only
does OzHarvest eliminate hunger in our
community, it also diverts good food
from going to landfill and educates
about nutrition and the impacts of food
waste on our environment. Since their
inception in Adelaide in 2011, OzHarvest
Adelaide has rescued and redistribute
more than three million meals!
IN THE COMMUNITY
Feeding the 5,000 … look
at the smile on this little
girl’s face … priceless!
L–R back: David Green, Kaizen Leader; Jeremy
Wooller; Bayard Sinnema; Kirsten Sargent, Human
Resources Manager; Ben Rea; Peter Curach
(Contractor); and Fran O’Keefe, Health & Safety
Training Manager.
L–R front: Beata Kelly, Senior Account Manager
Beer, Spirits, RTD & NAB; Jessie Wu, Customer
Service Supervisor; Katie Leigh, Executive
Secretary; and Amy Ooi, Human Resources Officer.
L–R: Jeremy Wooller,
Industry Marketing
Manager; Ben Rea,
Senior Account
Manager Corporate
Wine & Food; Bayard
Sinnema, Business
Sales Manager Beer,
Spirits, RTD and NAB;
with of course Ronald
McDonald himself!
Dominique Cornille, Business Relationship
Manager, RMHA receiving the cheque from Katie
Leigh, Executive Secretary.
Giving to the community
NEW ZEALAND
Not only does OzHarvest
eliminate hunger, it also
diverts good food from
going to landfill...’

16. 16
A commitment to
sustainability
As makers of glass, the
world’s most natural and
sustainable packaging, we have
incorporated sustainability into
our business practices for more
than a century.
Once it’s made, a glass container can
be reused repeatedly. A glass container
is also infinitely and 100% recyclable.
Our view of sustainability encompasses
our people, the planet and profit. We
are focussed on continuous sustainable
development and improvement. To
share our story, we have created our
first-ever global sustainability report.
Director of Environment, Health and
Safety in Asia Pacific, Steve Bourke
said we have been doing many things
over the course of the company’s
history that promote sustainability, but
we have never tried to capture it all into
one report.
‘This report was our first attempt
to tell our story. It’s just the
first chapter. There will be
many more after this one. The
purpose of the report is to drive
change. We are not expected
to be great or perfect in all of
the measurement categories
but we are expected to
demonstrate progress.
We plan on issuing the
external report every
two years, but will track
our progress internally on
a yearly basis,’ Steve said.
New optical
cullet processing plant
In June 2014 O-I Australia announced its intention to enter into a joint
venture to build a new optical cullet processing plant in Brisbane.
SUSTAINABILITY
A PDF copy of the 2014
Sustainability Report can be
downloaded from www.o-i.com
The state-of-the-art, high-
capacity cullet sorting plant
will recover large volumes
of recycled cullet for use
at our glass container
manufacturing facility in
Brisbane. The project is
being supported and jointly
funded by the Australian
Packaging Covenant.
Since then the company
has been registered and
will be known as Brisbane
Cullet. It will be located
at Crestmead, within the
Logan City Council (LCC),
approximately 30 kilometres south of O-I Brisbane. Urbis, a professional consulting
firm operating in Australia, Asia and the Middle East advising on the use, development,
investment and governance of property, cities and communities has been engaged to
assist with obtaining approvals from the LCC and the State EPA authority to operate.
Through Safety Australia we engaged Robert Parés, a professional EHS consultant
with over 30 years’ experience, to coordinate all EHS activities on the site during
construction. The first deliverable was the development of a Brisbane Cullet EHS
Management Plan. Once this was developed we were able to induct Queensland
Glass Recycling (QRG), our major contractor, onto the site.
Construction has commenced and it is anticipated the facility will be operational,
producing furnace-ready cullet in late September 2015.
Site Induction Workshop for QRG to Brisbane Cullet, faciliated by
Robert Parés (front left) our EHS consultant.
A diagram of
the optical cullet
processing plant.
BRISBANE
Melbourne Plant Karen Zammit
Sydney Plant Marlaina Morley
Brisbane Plant Noel Hoelscher
Adelaide Plant Cherie Castle
New Zealand Plant Katie Leigh
Jakarta Plant AL Primarina
Malaysia Plant Corryn Teh
O-I BJC Vietnam Hoa Nguyen Thi
Glass Limited
China Huifen Zhu
Editor and AP Regional office
correspondent
Melanie Kerin
Communications Manager, Asia Pacific
YOUR OURGLASS
CORRESPONDENTS