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Group HR Plan

Case Study - Findus MUMMRoma, 6 Febbraio 2017

2AgendaLa nostra storia

Company values & HR Ambition

People value creation in Findus

La sfida gestionale i talenti

Modello organizzativo lorganizzazione HR di Country

2

La nostra storia

La storia di Findus4

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 ceduto a Marabou, unazienda alimentare svedese, che nel 1945 lancia la prima gamma di prodotti surgelati a marchio FINDUSNel 1962 il brand Findus viene venduto dalla Marabou alla Nestl 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 Nestl e Unilever con gelati e surgelati (Findus+Iglo) di cui Unilever detiene il 75% e Nestl il 25%

Nel 2006 Permira crea il gruppo Birds Eye Iglo, leader di mercato nei surgelati in Europa

Nel 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 PermiraIl marchio Findus allestero rimane, invece, ancora di propriet Nestl per poi passare al fondo dinvestimento Lion Capital (fatta eccezione della Svizzera dove la propriet rimane ancora di Nestl)

La storia di Findus5End2015Early2016

Il 20 aprile 2015 viene annunciata la vendita del Gruppo Iglo alla Nomad HoldingsDopo circa 6 mesi lo stesso annuncio riguarder Findus Group...

Nomad Foods6

Nomad Foods

2.2x

21111111121111Nomad FoodsDirect market accessAccess via distributionFindus CEDirect market accessNot present

3.0x

Source: Company information, Euromonitor 2014 data, AC Nielsen 2014 data, IRI 2014 dataNotes:Iglo ceased marketing activities in Romania, Slovakia and Turkey in 2014.Iglo's savoury frozen food excludes the ice cream segment.Based on retail sales value for FY2014.Pre-sale of Findus Group CE business.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 FootprintRank8Transaction will expand geographic footprint and strengthen competitive offering in EuropeUK

(4)(5)Nomad Foods

Step 2. Findus. Signing in August

Expected closing in Q4

How to combine #1 and #3 in Europe with a fantastic complementary.

From 7 to 11 #1 positions

3 times the size of the next frozen food player

82/9/2016

9Il contesto italiano

Mercato Food in Italia10Avarage Retail Margin

1,71,71,71,71,92,02,12,32,93,7

YogurtWineDiaryWater26.2Other46.8Perishable95TotalAmbientBakeryPerishableFrozen FoodBeverage010020ChilledBCheeseFrozen FoodVegjamsDessertFixed weight veg40Source: 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%

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

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Our Growth Model

All four elements of the growth model must work together for it to succeedTo support our journey through the three steps we have established our growth model

14

Our Values

Amiamo i nostri marchi e siamo orgogliosi dei nostri prodotti Siamo attenti ai costiSiamo globali o locali in funzione delle necessit Le persone talentuose fanno la differenza Siamo responsabili Preferiamo la semplicit 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

16

HR journey so far.17

200620152013201020162006 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 & me2015 Launch of Iglo & Me group portal

Tim - Where are you on this evolutionary journey Findus?172/9/2016

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:

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Our 2020 Group HR Ambitionin 6 statements:Great Company CultureWe 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 PeopleWe 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 TalentWe 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 BrandingWe 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 ExperienceWe 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 SystemsWe 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.123456

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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 :

People Planning!!

Come coltiviamo le persone.La gestione delle persone coinvolge tutto il Board aziendale in un lavoro continuo e costante di attenzione alle persone che si declina in HR Board mensili o trimestrali dove vengono discussi i piani di carriera di ciascun dipendente.Questi cosiddetti Talent Board forniscono elementi per i Group Functional Talent Board per consentire carriere internazionali (e di esempi ne abbiamo) oggi ancor pi favoriti dalla nuova organizzazione regional21

Training & inspirational initiativesChange & Transformation ProgrammeBreakfast with GMLeading & communication with generationsHuman Value MindfulnessWOBI World Business Forum Breakthrough Thinking.Induction & Learning Vitamin ProgramIn Lingua English CourseSafety updateGEMA- Technical SkillsNego Pro negotiation skillsCrosslearning Coaching.Training and values growth initiativesInspirational and behavioral initiatives

All the costs incurred for training activities were so far100% recovered by Government Funds

Come cresciamo le personeAttraverso il modello 70% job learning ovvero formazione sul campo, 20% job sharing ovvero la formazione travasata dal contatto costante con il proprio line manager ed i peer pi esperti e 10% di formazione tradizionale daulaMolteplici Iniziative formative e di crescita valoriale con coinvolgimento diretto del Management aziendale sin dalla fase di induction : un investimento non indifferente di tempo volto a valorizzare il sapere delle nostre risorseMa anche tante attivit ispirazionali e di confronto sui comportamenti Particolare remark al breakthrough thinking unattivit ispirazionale di alto profilo che per ora ha coinvolto i membri del Board ma anche nel primo Quarter del 2017 coinvolger lintera popolazione aziendale in fasi successive22

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' avoidableWe 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 BrandsThe results are showing that the road taken is correct, we must believe it!

In particolare vorrei soffermarmi sul feedback ricevuto dal GM e dal resto del Board negli innumerevoli incontri Breakfast con il GM Se vuoi cambiare le cose devi ascoltare e noi abbiamo dato seguito ai vostri chiari ed univoci messaggied i risultati positivi cominciano ad essere il giusto raccolto di una semina diffusa23

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 admi