Employee Engagement - Alpro case_Marc De Boom 12 November 2015

Employee Engagement

The Alpro story

12.11.2015

Amsterdam

Marc De Boom

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It all started with an idealistic dream

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Alpro

Our History

• Alpro founded – 1980 – 35 years!

• Construction of Wevelgem plant – 1989

• Acquisition of Issenheim (FR) plant – 1996

• Construction of Kettering (UK) plant – 2000

• Acquisition by Dean Foods – 2009

• Launch and entry in non-soy ingredients – Jan 2012

• Spin-off The WhiteWave Foods Company including Alpro from

Dean Foods and listing on the NYSE – 2012

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Alpro

Facts and Figures

• 385 M€ turnover in 2014 (US GAAP) (410 M€ IFRS)

• European market leader in non-dairy plant-based products

- 43% branded segment share

• 2 power brands: Alpro® and Provamel®

• 5 product categories in 3 channels

• 3 plants in BE, FR and UK

• 4 wholly-owned commercial organisations in BE, NL, UK and DE and more

than 30 commercial partnerships in all other European markets

• > 1000 employees

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Alpro

Growth has further accelerated in 2014 …

2009 2010 2011 2012 2013 2014

239

265

286

257

385

315

Net Sales (M€) (US GAAP)

Source: Alpro

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NYSE listed (WWAV) 100% public ownership

$3.4 billion

2014 Net Sales

4,000 Employees

$8.8 billion Equity Market Capitalization

Alpro is the European platform of The WhiteWave Foods

Company

Denver, CO – Corporate HQ Broomfield, CO – North American HQ

Ghent, Belgium – European HQ

Shanghai, China – China JV HQ

Note: Market capitalization as of November 12, 2014 *Pro forma for the acquisition of Earthbound Farm on January 2, 2014

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Global plant-based foods & beverages

North America Europe Premium dairy Organic greens

& produce

Coffee creamers

& beverages

Asia

(China JV)

N.A. organic and coffee

creamers / beverages

WhiteWave is active in plant-based foods in Europe with

the Alpro and Provamel brands

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Alpro has a clear strategy …

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… and a broad product portfolio

100% plant-based alternatives to milk

100% plant-based alternatives to cream

100% plant-based alternatives to yoghurt

100% plant-based margarines

100% plant-based cream desserts

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Alpro – Vision, Mission, Business Model.

Sustainability at the heart of all we do

We will change the way the world eats for the better

We create delicious, naturally healthy plant-based foods

for the maximum wellbeing of everyone

and with the utmost respect for our planet

By mainstreaming Plant Power, we create Shared Value

Healthy

food

Sustainable

food

Profitable

growth

Products that benefit society … … as well as the

economy

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://bpando.org/2013/02/18/logo-one-planet-living/&ei=pVJuVKinHMS4OIySgdgD&bvm=bv.80185997,d.ZWU&psig=AFQjCNFUmUNt8BHymGLbbNqP22RajEpjaw&ust=1416602671954855

https://www.google.be/imgres?imgurl&imgrefurl=http://www.premierfoods.co.uk/news-&-media/posts/post.cfm?p=71F97835-1851-505D-DF7B-4168A850A257&h=0&w=0&tbnid=2VrjxFaGvRfQDM&zoom=1&tbnh=253&tbnw=199&docid=t9J3XZQCpdLwXM&tbm=isch&ei=YFNuVM-gO8f0PL6NgIgE&ved=0CAQQsCUoAA

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://www.dreamstime.com/stock-photos-green-environment-home-image26194613&ei=GlZuVN_YL4TqOMXygYgC&psig=AFQjCNFIrEXCQxjQOShyNRRsi8WwXBopSQ&ust=1416603400820162

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The HR Challenge…Sustainable Growth

Vision

Mission

Strategy

Organization

Processes

Systems

Engagement

Culture Culture

Culture Culture

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Vision

Mission

Strategy

Organization

Processes

Systems

Engagement

Culture Culture

Culture Culture

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growth

time

Talents have a

“preferred place”

on a growth curve


Talents on the Growth Curve

See tradition as

precious; stress

reliability and

predictability

Focus on results,

efficiency, targets,

measuring

Always thinking

something new;

bored by

repetition

Try to make ideas

work, invent ways

with trial and error

to get it done

Sleeves up, let us

do, produce, make it

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growth

time

Individual Contributors have a

“limited swing”

on growth curves

=> Cast on Strengths


Casting of Talents – Individual Contributors

See tradition as

precious; stress

reliability and

predictability

Focus on results,


measuring

Always thinking

something new;

bored by

repetition

Try to make ideas

work, invent ways


to get it done

Sleeves up, let us


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growth

time

Leaders are expected to lead

across the “full swing”

on growth curves


Casting of Talents - Leaders

See tradition as

precious; stress

reliability and

predictability

Focus on results,


measuring

Always thinking

something new;

bored by

repetition

Try to make ideas

work, invent ways


to get it done

Sleeves up, let us


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growth

time


Stretch of Talents – the limits

People Growth in Career

Job Complexity T0

Job Complexity T1 … so far so good

Job Complexity T2 … Competency Issue…

Healthy Stretch Zone

Unrealistic Stretch Zone

T0 T1 T2

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Alpro – Vision, Mission, Business Model..


Vision

Mission

Strategy

Organization

Processes

Systems

Engagement

Culture Culture

Culture Culture

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Engagement Drivers – the model in use (by AON Hewitt)

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Engagement Drivers – the priorities – capita selecta

1. Leadership

2. Career Support

during Change

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(*) : by Demoucelle


Engagement Drivers – Leadership – the model in use (*)

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Engagement Drivers – Leadership – the model in use

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From Knowledge Ability Application (Do It)


Engagement Drivers – Leadership – Application

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Engagement Drivers – the priorities – capita selecta

1. Leadership

2. Career Support

during Change

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Engagement Drivers – Career Support during Change

Why needed ?

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What could go wrong ?

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The 3 most important Key

Success Factors for change

were excellent in each

organization

Key Success Factors to

strengthen are

• Perceived meaningfulness

• Personal emotional involvement

• Personal active support

• Quality communication project

• Time to learn & develop

• Quality of change Process



What did Employees Perceive ?

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• Identify one`s personal style

• Understanding other people and possible preferences in change and reactions

to change

- Identify one`s personal style

- Understanding oneself and other people regarding

preferences in change and reactions to change

- Value the mix in the teams



Why aren`t you more like me ?

Tool used – Personal Style Indicator

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• Build a leading coalition with good mix of personal styles: those who can

bring the big picture, those who can drive the change, those who want to

spend time on describing and explaining the details

- Give airtime to all in the leading coalition

• Get everybody on board by addressing the question:

“What is in it for me ?”

- Understand the individual needs/drivers of the impacted people,

embrace this diversity and address adequately

• Take time to change… it usually takes “π” times more time than originally

planned

- Some people take more time to change as they want to

fully understand the impact of the change on their job;

do not misjudge this as a “negative signal”,

as these people can become strong ambassadors



Lessons Learned

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Vision

Mission

Strategy

Organization

Processes

Systems

Engagement

Culture Culture

Culture Culture

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Organizational Culture… move the needle carefully

Peter Drucker

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCJiXj-Kq8sgCFQWyFAodqu0Org&url=http://www.tutor2u.net/business/strategy/culture-change.html&psig=AFQjCNG4UJ1nl20ZV8_5uSX9zknI5BWrSg&ust=1446574137654160

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Organizational Culture… move the needle carefully

What do we want to keep / change in the

organizational culture of Alpro ?

Employee Engagement - Alpro case_Marc De Boom 12 November 2015

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