See how Greenyard connects Quality, Food Safety and EHS across sites, improves shared learning and reduces its complaint ratio by 20%.
Greenyard is a global leader in fresh, frozen and prepared fruit and vegetables, with operations across multiple countries. As the organisation grew, Greenyard wanted to connect local expertise through more consistent Quality, Food Safety and EHS processes, data and ways of working.
This case study explains how Greenyard uses Bizzmine to connect Quality, Food Safety and EHS processes across its international operations:
standardise complaint management across 10 factories in four countries
centralise Quality and Food Safety document management
improve quality reporting, trend visibility and cross-site learning
create clearer responsibilities, workflows and follow-up
reduce the complaint ratio by 20% over time
extend the connected approach into Health & Safety incident management
“Over the years, we decreased the complaint ratio by 20%, which is quite a lot.”
How Greenyard is standardising Quality, Food Safety and EHS processes, connecting teams and turning operational data into shared learning across its international operations.
Greenyard is one of the world’s leading suppliers of fresh, frozen and prepared fruit and vegetables. Across its international operations, strong local expertise has always played an important role in Quality, Food Safety and Health & Safety.
As the organisation evolved, the next opportunity was to connect that expertise through more consistent processes, data and ways of working.
That journey started within Greenyard Frozen. In 2019, the division operated ten factories across Belgium, France, the UK and Poland. Sites had developed their own approaches to document management and key quality processes, supported by a mix of local systems, Word, Excel, email and shared servers.
Greenyard wanted to create more structure around processes that crossed sites, countries and departments, while keeping operational teams closely involved.
What began with complaint management developed into centralised document management and improved quality reporting. Greenyard is now building on that experience with Health & Safety incident management, extending its connected approach into the broader EHS and QHSE environment.
Greenyard Frozen began its standardisation journey across 10 factories in four countries.
Complaint management became the first major cross-site process implemented in Bizzmine.
Centralised document management created a common foundation for Quality and Food Safety documentation.
Shared workflows improved transparency, responsibilities, follow-up and collaboration between teams.
More consistent quality data supports trend analysis, internal benchmarking and the sharing of good practices.
Greenyard reduced its complaint ratio by 20% over time.
Bizzmine now also supports Health & Safety Incident Management, reporting and central monitoring.
Greenyard is exploring further use of Bizzmine for CAPA, internal audits, inspections and additional entities.
Greenyard’s divisions and entities have historically operated with a significant degree of independence. This allowed local teams to develop Quality, Food Safety and Health & Safety practices around their own operational requirements.
As Greenyard developed a more integrated approach, the opportunity was to connect those practices more closely.
Within the Frozen division, ten factories across four countries worked with different document management environments. Some had dedicated systems, while others relied more heavily on Word, Excel, email and shared servers. Automation for processes such as complaint management, CAPA and audit management also varied between locations.
For individual sites, these approaches supported day-to-day operations. At divisional level, bringing information together required more effort. Comparing data, creating central reporting and identifying common trends across factories involved significant manual work.
Greenyard saw an opportunity to create a shared foundation that would make local knowledge and data easier to connect, compare and use across the division.
Complaint management demonstrated why that connection mattered.
A single complaint could involve one of ten factories, four languages and stakeholders from Quality, procurement, sales, customer service, production and IT.
Creating consistency required agreement on categorisations, responsibilities, notifications, timelines and follow-up.
That made complaint management much more than an administrative workflow. It was a cross-functional Quality and Food Safety process in which information needed to move reliably between people, departments and locations.
A shared approach would also make the resulting data more useful. Consistent complaint information could support trend analysis, internal benchmarking and a better understanding of where improvement efforts could create the greatest impact.
Olivier Galard shares how Greenyard is connecting processes, data and teams across its international operations. See how standardisation and shared learning are driving measurable improvement.
Greenyard began exploring Bizzmine in 2019, followed by a divisional implementation project in 2020. Complaint management became the first priority.
The sequence mattered.
Rather than starting with an isolated process, Greenyard chose one that required collaboration across functions and entities. Designing the workflow meant agreeing how complaint management should operate across the division, including responsibilities, required actions, notifications and escalation.
Bizzmine’s process-driven approach supported that objective. Greenyard could translate the agreed process into structured digital workflows and bring relevant stakeholders into one common way of working.
The implementation therefore went beyond digitising an existing administrative process. It created a shared structure through which different teams could manage complaints consistently across locations.
Complaint management provided the starting point for the next stage.
Greenyard subsequently introduced centralised document management across the Frozen division. Local quality teams brought documentation into a common structure, creating a more consistent approach to controlling and distributing Quality and Food Safety information across factories.
Reporting developed alongside it.
With information increasingly captured through shared processes, Greenyard gained better visibility into quality performance, including complaint ratios. Bizzmine also interfaces with the Group’s BI environment to support broader performance reporting and analysis.
This created a new opportunity for multi-site quality management.
More consistent data makes it easier to identify trends and stronger-performing locations. Greenyard can understand what works well at those sites and turn that experience into good practices that can be shared more widely.
Quality data therefore becomes more than a record of individual events. It can contribute to cross-site learning and continuous improvement.
Greater visibility creates more value when it leads to consistent action.
Greenyard incorporated responsibilities and follow-up directly into its workflows. Complaint management provides a practical example. Defined escalation criteria can require additional root cause analysis when certain thresholds are exceeded.
The workflow helps determine what needs to happen next, rather than requiring teams to establish the appropriate follow-up separately for each case.
That supports clearer responsibilities and more consistent action while creating a traceable record of decisions and follow-up.
The same traceability supports audit readiness. Quality teams can more easily demonstrate which information was captured, which actions were taken and how issues were followed through.
Greenyard also needed its Quality Management System to develop alongside the organisation.
Bizzmine gives teams the flexibility to make many process changes and improvements themselves. This allows Greenyard to continue refining workflows as requirements develop without losing the common structure behind them.
That balance matters in a multi-site environment.
Standardisation provides a shared foundation. Configurability allows processes to evolve as teams gain experience and identify opportunities for improvement.
The Quality and Food Safety implementation provided experience Greenyard could build on.
In 2023, Greenyard developed a Group-wide Health & Safety approach designed to increase cooperation between entities and create greater consistency in practices and performance reporting.
In 2025, Greenyard adopted Bizzmine to support Health & Safety incident management, reporting and central monitoring. This extends the process-driven approach into another part of Greenyard’s broader EHS and QHSE landscape.
Structured incident management provides a common process for capturing information, assigning responsibilities, monitoring follow-up and supporting analysis. More consistent incident data also creates a stronger basis for central reporting and trend visibility.
For Greenyard, this represents the next stage of a journey that began with Quality and Food Safety, applying experience gained in one operational area to another.
The difference is increasingly visible in how Greenyard can work with information across locations.
Where cross-site analysis previously required data to be brought together from different sources, Greenyard can now work with more consistent information, clearer responsibilities and better visibility of trends.
Shared workflows make actions and follow-up easier to track. Structured data supports central reporting. Defined responsibilities provide greater clarity about ownership.
Together, these improvements give Greenyard a stronger basis for understanding performance across participating sites.
Better visibility also changes what Greenyard can learn from its operations.
When quality information follows a more consistent structure, the organisation can identify trends and recognise locations that perform particularly well.
Those insights can then move beyond the site where they originated.
Practices that deliver strong results at one location can be understood, evaluated and shared with other teams. Internal benchmarking therefore becomes a mechanism for continuous improvement rather than simply a reporting exercise.
This connection between site-level expertise and divisional learning is one of the important outcomes of Greenyard’s multi-site quality management approach.
The effect is also visible in everyday work.
Structured workflows clarify what people need to do, where responsibility sits and what should happen next. Complaint management connects stakeholders from Quality, procurement, customer service, sales, production and other functions within the same process.
Instead of information moving separately between departments, teams can work around shared responsibilities and follow-up.
Greenyard has also seen greater employee involvement as processes have become clearer.
“You actually see people being more engaged because they know what they have to do, and they have a tool to help them out.” Olivier Galard - Group Sustainability, Quality and Health & Safety Director, Greenyard
Technology provides the structure, but the operational value comes from helping people work together more consistently.
The development of complaint management gave Greenyard a stronger basis for continuous improvement.
Common workflows created more consistent follow-up. Better data made patterns easier to identify. Clear responsibilities helped teams act on issues, while cross-site visibility created opportunities to learn from stronger performers.
That progress is reflected in one particularly important quality metric: Greenyard has reduced its complaint ratio by 20% over time.
The result goes beyond processing complaints digitally.
Greenyard created a process through which complaint information can be captured consistently, followed through, analysed and translated into improvement.
Better information provides insight. Structured workflows help turn that insight into action.
The same foundation provides benefits beyond complaint performance.
Greenyard reports improved transparency and standardisation, clearer roles and responsibilities, better follow-up, more reliable data and greater visibility of trends.
Complete and traceable records also support audit readiness by making it easier to demonstrate how information was captured, which actions were taken and how issues were followed through.
These capabilities give Greenyard a more consistent view of Quality and Food Safety performance while keeping operational teams closely involved in the processes themselves.
Greenyard’s journey has developed progressively.
Complaint management created the first cross-site foundation. Document management brought Quality and Food Safety information into a more consistent environment. Reporting made performance more visible. EHS incident management is now extending the approach into another operational area.
Each step builds on experience from the previous one.
The Frozen division is exploring additional Bizzmine functionality for CAPA management, internal audits and inspections. Other divisions are evaluating the potential of adopting Bizzmine as their Quality Management System. Greenyard is also considering further expansion of Health & Safety processes.
The long-term direction creates room for further integration, but Greenyard can determine that pace based on its own operational priorities.
A focused implementation created practical experience. That experience now provides a foundation for deciding where a connected approach can add value next.
Standardised complaint management across 10 factories in four countries
Centralised Quality and Food Safety document management
Better quality data, reporting and trend visibility
Clearer roles, responsibilities and process follow-up
Greater cross-functional collaboration and employee involvement
Easier identification and sharing of good practices between locations
20% reduction in complaint ratio over time
More complete and traceable information supporting audit readiness
Structured Health & Safety incident management and central monitoring
Foundation for CAPA, internal audits, inspections and potential further multi-site expansion
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