"Dreaming together and transforming into purpose-oriented entrepreneurship!"

Remko Cook

CEO, Sigma Group Benelux 

Background

Sigma Benelux is part of the Campofrio Food Group (Europe) and of Sigma, a global player in the food sector. It is 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 face up to the fact that meat production can be done differently. Water use, CO2 emissions, animal feed, animal welfare, health, etc. can all be addressed differently.

A new vision has been developed: more care, more enjoyment, while taking into account people, animals, and the environment, because that is precisely what is most 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, whether in the form of energy consumption, employee injuries, or using every part of the animal. With 50% meat, a course has been set for less and better-quality meat. But also vegetarian and mixed meat and vegetable products. And with 100% transparency and cooperation, they want to work in equal partnerships with other companies, create transparency in the chain, and also clarity regarding the product ingredients.

The challenge

This was a major challenge. Not only did the new strategy have to be suitable and appealing, but it had to be launched throughout the organization and beyond. How would Sigma react? How would customers respond? How would the personnel react? Would everyone embrace it, or would it spark a lot of resistance? After all, it is a rigorous shift in a fairly traditional sector.

Approach
A comprehensive plan of action. Actually there's too much to mention here, but in brief…

Together with the Management Team and Transformation Team, the vision was elaborated and repeated to the point that they could recite it by heart. 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 together and involved them in a leadership journey regarding this vision, and gave them tools to be able to implement it in the company.
We made a drawing with a game to bring the message alive throughout the organization. A very effective tool in which everyone truly 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 also shown what is possible and have made significant savings in the area of waste.
We brought the 150 key players within the organization together on a regular basis, taking them along and challenging them on the strategy.
We established a culture team that ensures initiatives are taken to keep the vision alive throughout the organization.

The result

A vision and strategy, that people believe in and are carrying out, have been implemented throughout the organization. Everyone can tell and explain them, and the vision is literally visible throughout the company.
The parent company, which had been hesitant and skeptical, is now an enthusiastic supporter.
Customers react very positively because they are included in an inspiring and meaningful vision. The development and production of the various products are catching on.
Employees see a completely new challenge, and are enthusiastic to join in.
A company that is still in a difficult sector now has a path to improvement and growth, while performing better for themselves and better for society and the world in which we live.

What have we done:

Do you want to know more?

If you want to know more about this case or if you have similar questions, please feel free to contact Yves Ancher.