Zero based budgeting at Nomad Foods Europe

Problem statement

A newly merged SG&A profile exceeded leadership expectations. Visibility of actuals was hampered by integration and accounting changes, while fragmented transactional systems (including travel and expenses) complicated analysis. Indirect spend exceeded €300m across marketing units, factories and Group functions, with cost ownership dispersed among many stakeholders. The business needed a single source of truth, clearer functional cost views and a disciplined way to challenge and prioritise spend.

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Approach

We launched a discovery phase to rebuild the fact base, applying advanced cost modelling, FP&A and spend analytics. Mapping chart of accounts to operational drivers, we created one version of financials and introduced ZBB challenge across functions. We aligned processes, templates and governance, coached budget owners, and acted as a change agent to embed cost-conscious habits. The programme ran to a tight cadence, integrating with procurement pipelines and finance calendars.

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Results

The ZBB programme moved from standing start to delivery on schedule and budget, despite data complexity and live integration work. Nomad Foods hit critical milestones and is on track to deliver multi-million euro savings across SG&A categories, exceeding initial targets. The business now has clearer spend ownership, consistent reporting and a repeatable ZBB cycle. The initiative also earned an internal Aspiring Culture Change Award, recognising sustainable cost discipline.