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Case Study - Findus MUMMRoma, 6 Febbraio 2017
2
Agenda
La nostra storia
Company values & HR Ambition
People value creation in Findus
La sfida gestionale – i talenti
Modello organizzativo –l’organizzazione HR di Country
La nostra storia
La storia di Findus
4
FindusFruit INDUStry
1941/45
19621964
1970
2006
2010
Il marchio Findus nasce in Svezia in una piccola fabbrica della Fruit INDUStry (da cui deriva il nome)
Nel 1941 il marchio, insieme alla fabbrica è ceduto a Marabou, un’azienda alimentare svedese, che nel 1945 lancia la prima gamma di prodotti surgelati a marchio FINDUS
Nel 1962 il brand Findus viene venduto dalla Marabou alla Nestlè che lo esporta in tutta Europa
Nel 1964 in Italia la Unilever, leader di mercato nei gelati con Algida /Eldorado/ Soave, entra nel mercato surgelati con il brand IGLO
Nel 1970 viene creata una Joint venture fra Nestlè e Unilever con gelati e surgelati (Findus+Iglo) di cui Unilever detiene il 75% e Nestlè il 25%
Nel 2006 Permira crea il gruppo Birds Eye Iglo, leader di mercato nei surgelati in EuropaNel 2010 Unilever Italia crea la newco CSI -
Compagnia Surgelati Italiana tramite spin-off del ramo surgelati a marchio Findus e il 1 ottobre 2010 C.S.I. viene venduta a Permira
Il marchio Findus all’estero rimane, invece, ancora di proprietà Nestlè per poi passare al fondo d’investimento Lion Capital (fatta eccezione della Svizzera dove la proprietà rimane ancora di Nestlè)
La storia di Findus
5
End2015Early
2016
Il 20 aprile 2015 viene annunciata la vendita del Gruppo Iglo alla Nomad Holdings
Dopo circa 6 mesi lo stesso annuncio riguarderà Findus Group...
Nomad Foods
6
Nomad Foods
0 5 10 15
1.0
3.3
4.3
4.4
4.7
10.3 3.5
(%)
2.2x
2 11
1
1
1
1 11
2
11
1
1
Nomad FoodsDirect market accessAccess via distribution
Findus CEDirect market accessNot present
3.0x
Source: Company information, Euromonitor 2014 data, AC Nielsen 2014 data, IRI 2014 dataNotes:1. Iglo ceased marketing activities in Romania, Slovakia and Turkey in 2014.2. Iglo's savoury frozen food excludes the ice cream segment.3. Based on retail sales value for FY2014.4. Pre-sale of Findus Group CE business.5. Only includes UK business; post sale of Findus Group CE.
CE
Strong positions (1) in savoury frozen food segment (2) Market share in Western Europe frozen food market (3)
Strengthened Market Leadership PositionExpanded Geographic Footprint
Rank
8
Transaction will expand geographic footprint and strengthen competitive offering in Europe
UK
(4)
(5)
Nomad Foods
9
Il contesto italiano
10
Mercato Food in Italia
Avarage Retail Margin
1,71,71,7
1,71,9
2,02,1
2,32,9
3,7
Yogurt Wine Diary Water
26.2
Other
46.8
Perishable
95
Total
Ambient
Bakery
PerishableFrozen FoodBeverage
0
100
20
Chilled
B€
Cheese Frozen Food
Vegjams Dessert Fixed weight
veg
40
Source: IRI data
FF has a strong impact both on turnoverand margin contribution for retailers
32-34% 20-22% 34-36% 22-24% 36-38% 38-40% 32-34% 24-26% 26-28% 28-30% 28-30% 28-30% ~30%
YE Marzo 2014Vendite in Valore-AT ya
Vendite in Valore Var % Val
Var % €/KG
Var % Vol
Var % Vol
Base
Var % vol incr
Totale complessivo 66.169.360.048 65.106.988.807 -2%1 Prodotti Forno e Cereali 3.931.275.744 3.915.568.672 0% 0% 0% -3% 12%2 Formaggi 3.378.645.024 3.382.907.360 0% 1% -1% -1% 1%3 Surgelati 2.606.481.840 2.549.420.624 -2% 0% -2% -3% 0%
4 Fuori Pasto Dolci 2.298.278.072 2.205.263.960 -4% -1% -3% -4% 8%5 Verdura Pi 2.104.643.920 2.153.947.696 2% 5% -2% -3% 5%6 Vino 1.838.482.528 1.921.198.936 4% 8% -4% -4% -3%7 Latticini Uht e Assimilabili 1.856.653.072 1.889.716.296 2% 3% -2% 1% -9%8 Preparati Bevande Calde 1.819.548.024 1.787.357.024 -2% -2% 0% -3% 10%9 Acqua 1.764.226.136 1.739.135.000 -1% -1% -1% -2% 3%
10 Salumi 1.661.044.496 1.684.011.552 1% 1% 0% -1% 3%11 Igienico Sanitari 1.636.970.784 1.621.736.152 -1% -1% 0% 0% 4%12 Yogurt e Similari 1.683.834.592 1.621.475.240 -4% -1% -3% -4% 0%13 Conserve Animali e Formaggi 1.566.760.984 1.594.318.960 2% 4% -2% -3% 1%14 Usa e Getta 1.597.040.488 1.573.339.072 -1% 1% -2% -2% 0%15 Olio Aceto e Succo Di Limone 1.449.930.536 1.495.232.648 3% 4% -1% -3% 6%16 Pane e Sostitutivi 1.420.567.576 1.451.611.984 2% 1% 1% 0% 10%17 Birre 1.378.457.808 1.383.941.352 0% 1% -1% -3% 7%18 Pasta 1.449.164.064 1.359.443.464 -6% -3% -4% -5% 0%19 Bevande Gassate 1.384.101.008 1.329.639.704 -4% 1% -5% -5% -3%20 Frutta Pi 1.127.457.556 1.126.479.504 0% 4% -4% -5% -1%21 Latte e Panna Fresca 1.137.774.288 1.105.880.984 -3% 2% -5% -5% -10%22 Igiene Personale 1.068.203.992 1.049.122.296 -2% -4% 2% 1% 8%23 Detergenza Bucato 1.109.566.136 1.032.975.920 -7% -6% -1% -2% 4%24 Gelati 1.062.224.192 1.013.760.984 -5% -2% -3% -4% 2%25 Ingredienti Base 1.033.231.048 1.000.168.052 -3% 1% -4% -5% 7%
Mercato Food in Italia
Company Values & HR Ambition
Our Vision
We will achieve this through three steps:
Our Vision is to build on our heritage and create a leading global consumer food company
Step 1: TurnaroundWe will rebuild our frozen food foundation, iconic brand, by iconic brand, and earn the right to lead the Category once more
Step 2: TransformationAs category leader we will grow European frozen food organically and will complete consolidation of the category with the right acquisitions
Step 3: Global BusinessOur long-term ambition is to build a global portfolio of best-in-class food companies and brands by using our skills and expertise
Our Growth Model
All four elements of the growth model must work together for it to succeed
To support our journey through the three steps we have established our growth model
Our Values Amiamo i nostri marchi e siamo orgogliosi dei nostri prodotti
Siamo attenti ai costi
Siamo globali o locali in funzione delle necessità
Le persone talentuose fanno la differenza
Siamo responsabili
Preferiamo la semplicità per agire in fretta
Siamo dei giocatori di squadra con spirito imprenditoriale
Non saremo mai pienamente soddisfatti ma ci sforzeremo sempre per migliorarci
Our Way
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HR journey so far…….
2006 201520132010 2016
2006 – 2010 Fragmented local HR with some standardisation but it was a battle
2010 Findus Italy acquired
The creation of a Group Mindset to leverage scale
Focus on Local Agenda combined with a Group agenda
2013 Development of 6 HR Pillars & a fully aligned & integrated HR agenda
2016 Findus Nordics and Southern Europe businesses are acquired creating a new HR team
Iglo & me becomes Nomad & me
2015 Launch of Iglo & Me group portal
Our 2020 Group HR AmbitionWe share a BIG ambition. Together we will deliver a step change from where we are today and an NFE team that is recognised as:
Our 2020 Group HR Ambitionin 6 statements:
“Great Company Culture”We will transform our culture so we become a “One Culture Company” underpinned by shared values. We will respect our local heritage as we transform into one Global Company. Our culture will make a big difference; driving business performance, attracting, engaging, empowering and motivating our people. It will create a great place to work.
“Empowered People”We will empower our People so Nomad Foods employees feel trusted and have trust in the business. Our people will live and breath the business and treat it as their own. They will be accountable . They will be clear and aligned on what we need to achieve, thrive on risk-taking and continuously learn.
“Great Talent”We will attract, retain, develop and grow Great Talent so Nomad Foods is recognised as having the best performing “players” and teams in the food industry.
“Brilliant Employer Branding”We will become a destination employer because we have great energy. People will find out about us because someone told them in person or via social media what Nomad Foods is known for and how amazing it is!
“Engaging Total Reward Experience”We will deliver a great all round employee experience. From the delivery of payslips to the physical environment and the coaching they experience. Cash will only play a small part. Recognition and empowerment will be the priority motivators.
“Fabulous Integrated HR Systems”We will enable our people with HR systems that talk to each other and deliver fast, effective, timely and accurate data across our global organisation. Our HR systems will be pragmatic and progressive.
1
2
34
5
6
People Value Creation in Findus Italy
People management
#37 internal moves during 2016
#12 vacancies covered through internal resources (#17 total vacancies, 71% vs benchmark 50%)
In 2016 :
Role Q4 2016 Q1 2017 Q2 2017 Q3 2017Senior Customer Trade Marketing ManagerSenior Customer Trade Marketing ManagerSenior Customer Trade Marketing ManagerCustomer Trade Marketing ManagerCustomer Trade Marketing ManagerCustomer Trade Marketing AssitantCategory & Commercial Finance ControllerCorporate Finance ControllerCustomer Service MgrCommercial Finance Mgr
People Planning!!
Training & inspirational initiatives
• Change & Transformation Programme• Breakfast with GM
• Leading & communication with generations
• Human Value – Mindfulness• WOBI – World Business Forum
• Breakthrough Thinking• …………………….
• Induction & Learning Vitamin Program• In Lingua – English Course
• Safety update• GEMA- Technical Skills
• Nego Pro –negotiation skills• Crosslearning – Coaching
• …………………………….
Training and values growth initiatives
Inspirational and behavioral initiatives
All the costs incurred for training activities were so far
100% recovered by Government Funds
Breakfast with GM – feedback
The new strategy satisfied a need strongly felt in
almost all the organization (back to basics).
We have to intensify our ‘sharing practices’ (good or bad) approach
to increase engagement and continually learn how to avoid
mistakes' avoidable‘
We must return to excite our consumers, decreasing more and more distances between us and their real
needs!
We lost the awareness of the
strength of our Brands
The results are showing that the road taken is correct, we must believe it!
Code of Business Principles & ethical procedures
We launched the new Code of Business principles, including #8 related policies
On November 2016, the local Company Board has approved the new organizational model, as required by the law on administrative responsibility of Italian Companies (Legislative Decree 231/01 similar to the AntiBribery Act). To be compliant, we launched #22 specific protocols, treated in a cycle of dedicated training courses.
Engagement people & Welfare•Group people portal “Nomad & Me” & Internal website “FINDUS PEOPLE”, including :
- Communication and announcements- Learning Initiatives- Policies and procedures- Forms- External agreements (shops, gym, cinemas, medical centers, insurances,
kinder garden, etc)•Internal “FINDUS-STORE” on line•Flexible working•Team Building initiatives•Free medical check-up•Additional accident insurance•English learning•New offices fully open space
27
People Portal
New Offices
29
Initiatives & events
30
Recognition … NFE People Award!A giugno 2016 è stato lanciato il nuovo Recognition Scheme di Gruppo... Nomad Food Europe People Award (NFEPA)
Obiettivi: Premiare contributi straordinari Celebrare successi Modellare la nostra nuova Company come un «Great place to work» Condividere le best practices
4 Annual Awards speciali (scelti dall’Exec di Gruppo) MU of the Year SU of the Year Group Function of the Year (NEW) Sales Champion Award (NEW)
31
NFE People Award - Nomination form
Charity Initiatives
FINDUS FOR EARTHQUAKE VICTIMS-Findus offered products to feed earthquake victims and support to the store areas in the area, including replacement of damaged freezers -Findus collected 11k€ through a fundraiser among employees and with the Company support too
-The Company decided to buy a “charity basket” to deliver as Christmas gift to each employee. It contained a selection of typical products of the affected areas. Total cost 21k€-Findus sustained with Coop a charity initiative during the last week of December: “Findus will donate 0,5€ buying a Captain pack”: donate 8k€
33
HR challenges for 2017
Worklife balance & empowerment
Annual “Working” Calendar:
• Opportunity to choose the preferred period for Summer vacation (not Company closure in August!)
• “half-Friday-off” for HQ employees from May to Sept
• “full Friday off" for Sales Force from end of June till Sept.
Smart Working:
• New Office layout• Laptop• Friday off meetings
Family benefits:
• Findus store• Agreements with external
shops• Wishes letters
WORK IN PROGRESS
Worklife balance & empowerment
Empowering Programme
• Engagement initiatives for MM• Extended coaching programme• MSC Day• Peas university• ……………
Wellbeing in workplace:
• Mindulfulness programme• E-mail rules• Lounge room “due to slow
down”• Review relax rooms and
furnitures
Health support:
• Review free check-up• Free vaccination• Medical consultancies
WORK IN PROGRESS
Accelerate cultural transformation
• Monthly meetings dedicated to Company values (1 value per month)
• «Breakthrough» event (15 th of March)
• Support L&D Group initiatives
• ……….
La sfida gestionale: i talenti
Employer branding & Talent attraction
3500 applications received through our Linkedin hiring posts
12.500 spontaneous applications received on local recruitment portal - Findusjob - of which 3.000 only in 2016
• 13 Agreements in place among Universities and Business Schools (included International Business Schools like ESADE of Barcelona and ESCP of Paris)
• 16: Company presentation (Universities: LUISS, Bocconi, Sapienza, LUMSA; Business School: Sole 24 Ore, Ge.Ma., Mumm- Sapienza, HRC)
• 2: Career Days (LUISS e LUMSA)
18 trainees hosted in MU Rome during 2016
Main Pillars
Continuo change
management, in termini di:
- Membri del Board- Proprietà- Strategia Aziendale- Capi- Focus- Priorità
Motivazione
Retention
Attraction Ridefinizione priorità
Performance
Chiarezza e trasparenza
Attraction
FINDUS GRADUATE PROGRAMCostanti attività di Employer Branding («Put your face on»)
• 6 mesi di stage finalizzato all’assunzione• Programma di apprendistato di 3 anni con posizionamento salariale al 110% della scala HAY. Alla fine dei 3 anni contratto a tempo indeterminato. Eventuale managerialità.• Esposizione forte al business e immediate responsabilità• Ambiente dinamico e giovane (età media della BU di Roma: 32 anni)• Esposizione internazionale
Motivazione
• Forte esposizione al business a tutti i livelli• Grande visibilità interna e internazionale• Opportunità di carriera (vertical moves e lateral moves)• Programma di formazione interna (Learning Vitamin) e know-how sharing program (From field to the factory, etc etc…)• Pianificazione di un programma di training a 360° (circa 10 diversi corsi l’anno) con provider diversificati erogando in media 2500 ore di training l’anno solo su MU Roma, con il metodo 70-20-10.• Curva salariale posizionata ai livelli medio-alti della scala HAY
Retention
Ridefinizione priorità
Chiarezza e trasparenza
• Meeting mensili (monthly meeting) in Town Hall dove Board e top management presentano lo stato dell’arte del nostro business, comprese innovazioni, adv, andamento finanziario, etc.• Decision Meeting dove vengono portate sul tavolo del Board gli argomenti più urgenti allo scopo di decidere «go – no go»• Daily bullettin emesso dal finance giornalmente in cui si evidenziano i risultati di business.
• Una chiara ed oggettiva definizione di parametri valutativi armonizzati a livello di Gruppo• Valutazione di performance e potenziale gestita a livello nazionale ed internazionale attraverso appositi «forum» locali e funzionali (Talent Boards) che coinvolgono il Top Management Aziendale• Un chiaro/trasparente programma di sviluppo e di carriera con appositi tool dedicati (Career Development Toolkit) ed un «talent management process» pre-definito e inserito nel sistema di valutazione
Performance
Meno del 5% di voluntary turnover
Nessun contenzioso legale
Il 70% dei neo-assunti raggiunge la managerialità nel giro di 3 anni
Il 71% delle vacancies viene coperte internamente
Il 15% della forza lavoro ricopre un ruolo internazionale
Main Achievements – 2016
Modello organizzativoL’organizzazione HR di Country
HR & Legal Department – Findus Italy
7
Southern EuropeHR & Legal Director
V.Vitolo
HR Business Partner MU RomaG.Nasole
HR Mgr SU CisternaN. Iannacone
Group Talent Acquisition ManagerA.Bocchini
Legal MgrM.Gubitosi
Payroll/T&AHR SpecialistM. Rotundo
48
Responsabilità
RESPONSABILITA’ DI OGNI HR MEMBER:- Business Partnership e/o competenze specialistiche (a livello di Sito o di Region)- Coinvolgimento in almeno 3 progetti internazionali a livello di Gruppo
49
Findus Italy HR Team
Valerio VitoloHR & Legal
Director
Giacinto NasoleHR Business
Partner MU Roma
Alessandro Bocchini
Group Talent Acquisition Manager
Nicandro Iannacone
HR Manager SU Cisterna
50
Findus Italy HR Team – progetti internazionali
Valerio VitoloHR & Legal
Director
Giacinto NasoleHR Business
Partner MU Roma
Alessandro Bocchini
Group Talent Acquisition Manager
Nicandro Iannacone
HR Manager SU Cisterna
- CAREER DEVELOPMENT: Ownership- TALENT MANAGEMENT: Integrated
Talent System- ORGANIZATION & PERFORMANCE:
Deliver new Operating Model
51
Findus Italy HR Team – progetti internazionali
Valerio VitoloHR & Legal
Director
Giacinto NasoleHR Business
Partner MU Roma
Alessandro Bocchini
Group Talent Acquisition Manager
Nicandro Iannacone
HR Manager SU Cisterna
- CAREER DEVELOPMENT: Ownership- TALENT MANAGEMENT: Integrated
Talent System- ORGANIZATION & PERFORMANCE:
Deliver new Operating Model
- CULTURE&BEHAVIOURS: Nomad&ME refresh
- REWARD: NFE People Award- ORGANIZATION & PERFORMANCE:
Deliver new Operating Model
52
Findus Italy HR Team – progetti internazionali
Valerio VitoloHR & Legal
Director
Giacinto NasoleHR Business
Partner MU Roma
Alessandro Bocchini
Group Talent Acquisition Manager
Nicandro Iannacone
HR Manager SU Cisterna
- CAREER DEVELOPMENT: Ownership- TALENT MANAGEMENT: Integrated
Talent System- ORGANIZATION & PERFORMANCE:
Deliver new Operating Model
- CULTURE&BEHAVIOURS: Nomad&ME refresh
- REWARD: NFE People Award- ORGANIZATION & PERFORMANCE:
Deliver new Operating Model
- ORGANIZATION & PERFORMANCE: One PDP process
- LEARNING AND DEVELOPMENT: Roll out L&D strategy across entire NFE
- RECRUITMENT & INDUCTION: Share Italian best practice across the entire organization
53
Findus Italy HR Team – progetti internazionali
Valerio VitoloHR & Legal
Director
Giacinto NasoleHR Business
Partner MU Roma
Alessandro Bocchini
Group Talent Acquisition Manager
Nicandro Iannacone
HR Manager SU Cisterna
- CAREER DEVELOPMENT: Ownership- TALENT MANAGEMENT: Integrated
Talent System- ORGANIZATION & PERFORMANCE:
Deliver new Operating Model
- CULTURE&BEHAVIOURS: Nomad&ME refresh
- REWARD: NFE People Award- ORGANIZATION & PERFORMANCE:
Deliver new Operating Model
- ORGANIZATION & PERFORMANCE: One PDP process
- LEARNING AND DEVELOPMENT: Roll out L&D strategy across entire NFE
- RECRUITMENT & INDUCTION: Share Italian best practice across the entire organization
- TALENT MANAGEMENT: Integrated Company Talent Strategy
- ORGANIZATION & PERFORMANCE: Factory footprint optimization
- LEARNING & DEVELOPMENT: General Business skills training menu & training calendar re-fresh
54
Vantaggi di questo approccio organizzativo
• Visibilità internazionale per tutti• Partecipazione di tutti alla fase ideativa/strategica a
livello di Gruppo e non solo operatività• Sviluppo di conoscenze e competenze multidisciplinari• Sharing best practices internazionale• Struttura organizzativa slim (come richiesto dalla
corrente situazione economica)• Piena integrazione tra Countries e culture diverse• Aiuta a sviluppare una rapida capacità di integrazione in
caso di future ulteriori M&A (come manifestato dalla Proprietà)
Questions & Answers
Thank you!
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