Presentazione aziendale Findus a cura del Dott. Vitolo - 06/02/2017

1. Case Study - Findus
MUMM
Roma, 6 Febbraio 2017

2. 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

3. La nostra storia

4. La storia di Findus
4
Findus
Fruit INDUStry
1941/45
1962
1964
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)

5. La storia di Findus
5
End
2015
Early
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...

6. Nomad Foods
6

7. Nomad Foods

8. 1.0
3.3
4.3
4.4
4.7
10.3 3.5
0 5 10 15
(%)
2.2x
2 1
1
1
1
1
1 11
2
1
1
1
1
Nomad Foods
Direct market access
Access via distribution
Findus CE
Direct market access
Not present
3.0x
Source: Company information, Euromonitor 2014 data, AC Nielsen 2014 data, IRI 2014 data
Notes:
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. 9
Il contesto italiano

10. Mercato Food in Italia
10
Avarage
Retail
Margin
1,7
1,7
1,7
1,7
1,9
2,0
2,1
2,3
2,9
3,7
Yogurt Wine Diary Water
26.2
Other
46.8
Perishabl
e
95
Total
Ambient
Bakery
Perishable
Frozen Food
Beverage
0
100
20
Chilled
B€
Cheese Frozen
Food
Vegjams Dessert Fixed
weight
veg
40
Source: IRI data
FF has a strong impact both on turnover
and 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%

11. YE Marzo 2014
Vendite 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

12. Company Values & HR Ambition

13. 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: Turnaround
We will rebuild our frozen food foundation, iconic brand, by
iconic brand, and earn the right to lead the Category once
more
Step 2: Transformation
As category leader we will grow European frozen food
organically and will complete consolidation of the category
with the right acquisitions
Step 3: Global Business
Our long-term ambition is to build a global portfolio of
best-in-class food companies and brands by using our
skills and expertise

14. 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

15. 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

16. Our Way

17. HR journey so far…….
17
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

18. Our 2020 Group HR Ambition
We share a BIG ambition. Together we will deliver a step
change from where we are today and an NFE team that is
recognised as:

19. Our 2020 Group HR Ambition
in 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
3
4
5
6

20. People Value Creation in Findus
Italy

21. 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 2017
Senior Customer Trade Marketing Manager
Senior Customer Trade Marketing Manager
Senior Customer Trade Marketing Manager
Customer Trade Marketing Manager
Customer Trade Marketing Manager
Customer Trade Marketing Assitant
Category & Commercial Finance Controller
Corporate Finance Controller
Customer Service Mgr
Commercial Finance Mgr

22. 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

23. 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!

24. 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.

25. 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

26. Finduspeople
26

27. 27
People Portal

28. New Offices

29. Initiatives & events
29

30. 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. 31
NFE People Award - Nomination form

32. 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. 33
HR challenges for 2017

34. 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

35. 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

36. Accelerate cultural transformation
• Monthly meetings dedicated to Company
values (1 value per month)
• «Breakthrough» event (15 th of March)
• Support L&D Group initiatives
• ……….

37. La sfida gestionale: i talenti

38. 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

39. FindusJob – www.findusjob.it
39

40. Main Pillars
Retention

45. 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

46. Modello organizzativo
L’organizzazione HR di Country

47. HR & Legal Department – Findus Italy
7
Southern Europe
HR & Legal Director
V.Vitolo
HR Business Partner MU Roma
G.Nasole
HR Mgr SU Cisterna
N. Iannacone
Group Talent Acquisition Manager
A.Bocchini
Legal Mgr
M.Gubitosi
Payroll/T&A
HR Specialist
M. Rotundo

48. Responsabilità
48
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
49
Valerio Vitolo
HR & Legal
Director
Giacinto Nasole
HR Business
Partner MU Roma
Alessandro
Bocchini
Group Talent
Acquisition Manager
Nicandro
Iannacone
HR Manager SU
Cisterna

50. Findus Italy HR Team – progetti
internazionali
50
Valerio Vitolo
HR & Legal
Director
Giacinto Nasole
HR 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
51
Valerio Vitolo
HR & Legal
Director
Giacinto Nasole
HR 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
52
Valerio Vitolo
HR & Legal
Director
Giacinto Nasole
HR 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
53
Valerio Vitolo
HR & Legal
Director
Giacinto Nasole
HR 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
54
• 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)

55. Questions & Answers

56. Thank you!