1. A Health and Nutrition Strategy for Simplot Australia
Building for growth
A Health and Nutrition Strategy for Simplot Australia
Case Study: 31st October 2016

2. Our Challenge Background
In 2015 XPotential were asked by SAPL Nutrition team to help them develop a H&N Strategy and implementation plan that builds on the SAPL Vision and Strategy, clearly articulates how it will create added value to the current brand and innovation portfolio, and align the organisation behind the guiding principals and commitments that shows how SAPL add value to our community
Background
Simplot Australia (SAPL) identified the need to develop a Health and Nutrition (H&N) strategy to enable them to leverage the strengths of their brand portfolio and take advantage of the profitable growth opportunities available through providing healthy foods solutions in the current and future market environment.
Ranked within the the Top 23 Australian Food and Beverage suppliers and with a retail portfolio of 87% of its product with 3.5 Health Star ratings or above, SAPL’s brands already played a major role in the future health and wellness of the Australian population. SAPL also provide the largest range of Australian grown vegetables with most of its major brands core strengths in health and wellbeing.
SAPL’s sustainability commitment ‘Bringing the Earth’s Resources to Life’ would increasingly require it to have a clear position on how its products contribute to the Health and Wellbeing of the communities where its products are both produced and consumed.

5. The Process
Information was gathered by XPotential and the client about the external environment in the areas of sustainability, nutrition and corporate health as well as reviewing the internal systems, capabilities and portfolio position in relation to health and nutrition.
Over 10 individual and group interviews were undertaken internally to gain an understanding of the needs, issues and barriers to more proactively leveraging nutrition as a differentiator within the business, across different brands and channels as well as capturing ideas about how SAPL should improve communications nutrition internally and externally.
Analysis of the data collected was conducted with the nutrition team and key staff to identify the major issues, opportunities and internal barriers to adopting a more proactive approach to promoting the nutritional benefits of SAPL brands
A Health and Nutrition Vision and Strategy including objectives and key actions was workshopped and developed with key staff
The Nutrition team organisation structure, roles and engagement processes with the rest of the business were refined
A mobilisation and communications strategy was designed with the nutrition team and corporate communications team.

6. Results The SAPL H&N Strategy was adopted by the Executive team
Changes were made to the company Vision and Strategy Research and Innovation team strategy to more directly highlight the role nutrition will play in future business growth.
The Nutrition team was restructured to align to the business operational process and strand engagement at a strategy as well as operational level.
A new leader of the Nutrition team was employed to embed the changes within the business
SAPL became more proactive in engaging health care professionals and dietitians about the nutritional benefits of its brands with nutrition taking a more prominent role in innovation programs where appropriate.