"Dreaming together and transforming into purpose-oriented entrepreneurship!"
CEO, Sigma Group Benelux
Sigma in the Benelux is part of the Campofrio Food Group (Europe) and of Sigma, a global player in the field of food. Known in the Netherlands and Belgium, among others, by the brands Stegeman, Marcassou, and Aoste.
The Management Team strongly felt that the current course of the meat processing industry was not sustainable in the long run. It dared to see that meat production can be done differently. Water use, CO2 emissions, food use for animals, animal welfare, health, etc. can be done differently.
A new vision has been developed: more attention, more enjoyment. Taking into account people, animals, and the environment, because precisely that is what is important.
This vision has been translated into the 0-50-100 strategy. 0% waste, 50% meat and 100% transparency. The aim is for zero waste. This ranges from energy consumption, no injuries of people to using everything from the animal. With 50% of meat, a course is set for less and better meat. But also vegetarian and mixed products of meat and vegetables. And with 100% transparency and cooperation, people want to work in equal partnerships with other companies, create transparency in the chain, and also clarity in the ingredients of the products.
This was great. Not only did the new strategy have to be right and appealing, but it had to be brought to life throughout the organization and beyond. How would Sigma react? How would customers respond? How would the staff react? Would everyone embrace it or would there be a lot of resistance? After all, it is a rigorous shift in a fairly traditional sector.
A comprehensive plan of action. Actually too much to mention here but in short…
With the Management Team and Transformation Team, the vision was further developed and lived through so that people could tell it from their hearts. This is necessary to deliver an authentic message that everyone believes and wants to follow. Including the parent company in this new vision was also a challenge.
We brought all managers along and involved them in a leadership journey regarding this vision and gave them tools to be able to implement it in the company.
We created a drawing with a game to bring the message alive throughout the organization. A very effective tool in which everyone really understands the story in the right context and can also tell it themselves.
Front-runner groups started to lead the development and implementation of the new strategy. They have shown, among other things, what is possible and have made significant savings in the area of waste.
We brought the 150 key players of the organization together on a regular basis, taking them along and challenging them on the strategy.
We established a culture team that ensures that initiatives are taken to keep the vision alive throughout the organization.
Vision and strategy implemented throughout the organization that people believe in and are being executed. Everyone can tell and explain these and the vision is literally visible throughout the company.
The parent company, which used to hold back and was skeptical, is now an enthusiastic proponent.
Customers react very positively because they are included in an inspiring and purposeful vision. The development and production of the various products are catching on.
Employees who see a completely new challenge, enthusiastically embark.
A company that is still in a difficult sector now has a way to improve and do better. Doing better for themselves and better for society and the world in which we live.
What have we done: