Copyright Chicago Tribune
It’s one of the biggest dairy companies in the United States, with well-known brands such as Yoplait and Kraft Natural Cheese in its portfolio. But Lactalis USA is also a company where employees are cared for, and where values such as ambition, engagement and simplicity are emphasized. The company offers opportunities for training and internal promotions, and the CEO meets regularly with small groups of employees, just to check in. “It’s a very open, supportive, caring environment,” Peter Cotter, chief executive officer of the company’s Chicago-based Lactalis Heritage Dairy division, said of the culture. “Employees can grow their careers and can also engage in a wonderful community. We have this place that uniquely allows everybody to be themselves. Something we really stress, we try to be as inclusive as possible to make sure we are recognizing our employees, who they are and where they come from.” Lactalis USA is the U.S. arm of France-based parent company Lactalis Group, the world’s largest dairy group and a family-owned enterprise. The U.S. operation is ranked among the top 10 U.S. dairy companies by revenue and in the top 50 U.S. food manufacturers. Brands such as Galbani, Président and Stonyfield Organic are also part of its portfolio. The company is ranked No. 8 among midsize employers on the Chicago Tribune’s list of Top Workplaces, as measured by the consultancy Energage in Exton, Pennsylvania. Building a top workplace culture starts with truly caring for one another, Cotter said. “Caring for each other leads to caring about consumers, the brands, the business, but starting with caring,” he said, adding that staff have embraced that motto. The company, which opened its Chicago office in 2021, has grown from two employees locally to 240 today. It supports employees via training and coaching to help them pursue and achieve their career goals, Cotter said. “As this company has changed and grown, we continue to provide more and more opportunities for folks,” he said. “The number of employees we’ve hired in the Chicago office over the last couple of years has been tremendous, and at that same time, we’ve been promoting people as a part of the growth of the organization.” Ambition is matched with care at the company, and that helps make it a top workplace, said Jessica Dugum, senior manager of talent development for Lactalis Heritage Dairy. Cody Tossava is among the staff members who’ve been promoted. He started at the company 2½ years ago as a supply planner and is now senior planner, supply chain projects. “They really allow you to take on as much as you can handle,” he said, adding, “They’re really big on not only getting the hires right from the beginning, but then also retaining said employees through internal growth and making sure that your needs in your career are met to the best of their ability.” The company’s volunteer turnover rate, which measures the percentage of employees choosing to leave the organization, is 8.3% annually, according to Dugum. The average voluntary turnover rate for other companies of the same size is 19.2%. Bernard Ben-Carew, sales operations manager, said he has taken advantage of the opportunity to work on three different teams during his four years at the company. “If you show that you are ambitious and willing to learn and grow within your own career, opportunities do arise at Lactalis,” he said. “There are different departments that really allow for you to expand on some of the skills that you have.” There’s a collaborative culture at the company and a lack of silos, and people work well together, he said. Leadership engagement and accessibility help set it apart, Cotter said. Simplicity, a company core value, actually means accessibility, Cotter explained. “All of the leaders are accessible and are engaging all of our workforce in the future of this company,” he said. Leadership also seeks out ideas. Cotter meets with groups of six or seven employees, typically every week. “We talk about how they’re feeling, what’s going on, what do they think about the brands and the business, what are the things they think we can do better,” he said. Tossava appreciates the transparency and open communication. “There’s not a lot of hoops to jump through to get information that you’d be looking for,” he said. “It’s very easy to get what information you need, to get answers on questions you may have that maybe your direct supervisor has to go up more levels (to get). The information travels well throughout the company, top down and from the bottom up to the top as well.” The company allows office employees to work a hybrid schedule — two days at home and three days in the office, and it also aims to create a fun workplace environment, Dugum said. Office events include pancake Thursdays held once a month, nachos and popcorn days, costume contests and holiday celebrations. There’s also an annual Twin Day, when two or more employees or groups of staff dress up like each other, an event that Dugum says can get competitive. One year, one team came dressed in Disney shirts with Minnie Mouse ears, she said. Staff members also get together for tastings of the company’s products and to volunteer. A group of employees participated in a clean-up day in September along the Chicago River, and each year the company volunteers at the Greater Chicago Food Depository. Last year, the company’s Chicago office donated 10,344 meals through the food depository. There’s a feeling of family at the company. “From the very top of the organization all the way down, it feels like a family,” Tossava said. “I have great relationships with not only my co-workers but my bosses and their bosses, and I feel like I can talk to anyone about anything. It’s just a really great environment to walk into every day, knowing that you have people who have your back and want what’s best for you and want what’s best for the company as a whole.” Francine Knowles is a freelance writer.
