Alpro, founded in 1980 and acquired by Dean Foods in 2009, is a European market leader in non-dairy plant-based products, generating significant revenue and operating multiple plants across Europe. The company's mission focuses on creating sustainable, healthy plant-based foods while emphasizing innovation across its diverse product categories. The document also explores lessons learned about performance management, identifying challenges related to employee engagement and the effectiveness of performance assessment processes within organizations.

1. Performance-oriented
Ambition I Leverage I Professionalism I Results I Ownership
People-driven
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2. I
Who is Alpro ?
II
Learnings on
Performance Management
outside Alpro
III
Practice of
Performance Management
@ Alpro
Performance-oriented
Ambition I Leverage I Professionalism I Results I Ownership
People-driven
Authenticity I Leadership I Passion I Respect I Openness
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3. North America
Plant-Based Foods
& Beverages
Premium Dairy
Brand
Position
#1
#1
Subcategory
Share1
58%
45%
Europe
Coffee Creamers
& Beverages
#2
2
Int’l Delight: 30%
Land O Lakes: 22%
Plant-Based Foods
& Beverages
#1
38%
Category
Growth
Performance-oriented
People-driven
1) Please refer to the Industry and Market Data section in the company’s October 25, 2012 IPO prospectus for source descriptions and
category definitions Ambition I Leverage I Professionalism I Results I Ownership
Authenticity I Leadership I Passion I Respect I Openness
2) Represents International Delight only
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4. Key facts and figures about Alpro
•!
Alpro founded in 1980 and acquired by Dean Foods mid 2009
•!
Part of The WhiteWave Foods Company since mid 2012 NYSE
•!
Grown to ! 286 million in revenues in 2012 (US GAAP) (! 304 mio IFRS)
•!
European market leader in non-dairy plant-based products
•!
2 power brands: Alpro® and Provamel®
•!
6 product categories
•!
3 channels
•!
4 wholly-owned commercial organisations in BE, NL, UK and GE and more
than 30 commercial partnerships in all other primary European markets
•!
4 plants in BE, FR, UK and NL
•!
~850 employees
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5. Alpro mission anchored
in sustainable development
“We create delicious
naturally-healthy
plant-based foods
for the maximum wellbeing of everyone
and with the utmost respect for our planet”
Performance-oriented
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People-driven
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6. Evidence shows that healthy and
sustainable foods go hand in hand
Source: Barilla Centre for Food Nutrition
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7. 3. Innovation
6 product categories
Drinks
Desserts
Yofu
Cream
Meat-free
Margarine
Performance-oriented
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8. Alpro driving innovation in 3 dimensions
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9. Innovations 2012
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10. Innovations in 2012
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11. I
Who is Alpro ?
II
Learnings on
Performance Management
outside Alpro
III
Practice of
Performance Management
@ Alpro
Performance-oriented
Ambition I Leverage I Professionalism I Results I Ownership
People-driven
Authenticity I Leadership I Passion I Respect I Openness
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12. A UNIVERSAL STRUGGLE
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13. Learnings of Performance Management outside Alpro
The Bad – The Ugly
Impact
Performance Management
Process not embedded in
the Business Processes
•!Personal & Team Objectives not in
synch with heartbeat of the business
•!Lack of mobilization/connection of
the Workforce
•!Performance Management gets
considered as “bureaucratic
overhead”
•!HR fighting the “uphill battle”
Inconsistent roll-out of
Performance Management
across Business Segments
(optional versus mandatory)
•!Feeling of unfairness when
eventually “all” get Compensation
•!Performance Management (or lack
of) becomes an “Ego booster” for
Leaders – HR as chaser for 100%
•!HR considered as “powerless” and
“spine-less”, without overall
business impact
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14. Learnings of Performance Management outside Alpro
The Bad – The Ugly
Impact
The translation of
Performance Management
“results” into
Compensation varies
fundamentally over the
years (eg mathematical
bonus calculation vs bonus
based on management
discretion, eg gaussian/non
gaussian distribution, ")
•!Major efforts to explain (reason for)
changes in this translation – HR as
messenger/scapegoat
•!HR accused of having no long term
vision on the basics of HR (SMART
or not SMART", forced distribution
or non forced distribution")
Dramatic difference
between functions when
translating Performance
Management into
compensation (eg sales vs
non-sales)
•!Unhealthy friction between people
working for same “customer” but in
different functions
•!Disengagement of people
•!Power games to belong to the
“happy few”
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15. Learnings of Performance Management outside Alpro
The Bad – The Ugly
Impact
Overengineered
Performance Management
Systems
•!Line Management considers large
part of time spent on Performance
Management as waste
•!Performance Management
becomes a “tick the box” exercise
•!HR needs to install “help-desk” to
preserve its image
•!ROI low : many features not used
Frequent redesign of the
Performance Management
process and system over
the years
•!Major efforts required to align the
organization – management and
workforce get confused and start
neglecting the changes
•!HR accused of focussing on
change of processes and systems
instead of content (“HR is business
partner ??”)
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16. Learnings of Performance Management outside Alpro
The Bad – The Ugly
Impact
Despite application of
Performance Management
underperformance
regularly lacks
documentation (tactical
reasons)
•!Delay in taking the necessary
actions (especially when dealing
with active unions)
•!Will become a bigger issue in light
of the new Blue Collar-White Collar
legislation changes
When a company is in a bad
financial situation, priority
on Performance
Management drops.
•!HR is not always agile enough to
position Performance Management
in different contexts : “How does
Performance Management motivate
people to excel in a financially bad
situation ?”
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