Happmobi Case Studies: corporate education platform for the food industry
Kraft Heinz is one of the largest food and beverage companies in the world, the result of the 2015 union between Kraft Foods Group and H.J. Heinz Company. With around 37 thousand employees in more than 40 countries and global net revenue of about US$ 27 billion in 2023, the company sustains a portfolio of more than 200 brands across 55 product categories.
In Brazil and around the world, names like Heinz, Kraft, Philadelphia, Hemmer, and BR Spices are part of millions of consumers’ daily lives — at home, in restaurants, and across different consumption occasions.
Guided by the global purpose “Let’s Make Life Delicious”, Kraft Heinz seeks to combine industrial scale with innovation, quality, and safety across the entire chain — from raw materials to the consumer’s table.
Behind the brands lies a permanent challenge: training and continuously updating large teams with different profiles, operating in different regions and contexts.
The daily routine of a company like Kraft Heinz is intense and multidisciplinary. On the manufacturing side, the focus is on protecting the consumer through robust food safety processes, good manufacturing practices and occupational safety. In the field and in retail, sales teams need a deep knowledge of the portfolio, launches, campaigns and in-store execution guidelines. In corporate areas, strategy, supply chain, finance, technology and people connect to make all of this happen.
Even with constant initiatives, onboarding tends to run into frictions that repeat frequently:
In practice, these challenges create overload for those who train, scattered materials and little clarity about the real impact of learning efforts. The question became: how can this need for continuous training be turned into a digital, accessible and measurable experience,without increasing complexity for HR, managers and partner areas?
To respond to this challenge, Kraft Heinz Brasil chose Happmobi’s LMS LXP platform as the foundation to bring more consistency to administrative onboarding and reduce dependence on one-off handoffs.
The trend is for onboarding to stop happening as a sum of scattered materials — presented at different moments, by different areas, through different channels — and to be organized as a digital journey that is accessible and easy to navigate. In practice, the change aims to turn the “welcome package” into a guided experience, in which employees understand what is essential in the first days, which content is mandatory and which is recommended according to their profile and area of work. Instead of concentrating everything in a single integration stage, the journey can be distributed over the first weeks, following the pace of adaptation and allowing content to be consumed more progressively.
This model also seeks to make alignment easier between the areas that take part in onboarding, because the core message comes to be recorded and organized in the same environment — reducing variations in interpretation and decreasing the manual effort of those who run the integration. At the same time, the journey can open space for area-specific deep dives, allowing each team to complement the common base with content that speeds up day-to-day autonomy. With this, administrative onboarding will evolve from a process dependent on schedules, emails and parallel controls to a structured learning path, more consistent, easier to update and simpler to track as the company adjusts its policies, processes and priorities.
With this, onboarding becomes less “a set of materials” and more a structured process — with greater organization and more visibility for those who track it.
As the onboarding journey consolidates, tracking tends to rely less on perceptions and more on objective signals along the way. Among the points that can be monitored:
This kind of reading helps HR and leadership identify reinforcement needs, adjust the path and act in a more targeted way — without “losing” people in the integration process.
With the onboarding foundation organized and the platform embedded in the routine, Kraft Heinz can see the partnership with Happmobi as a lever for new steps, such as:
By treating onboarding as part of the corporate learning infrastructure, the company creates a clearer path to consistency, communication and continuous evolution — starting from day one, keeping people, truly, at the center of everything.
+ 3000
Food & Beverage / Consumer Packaged Goods (CPG)
Operation with about 3 thousand employees, 4 plants, 2 distribution centers and an office in São Paulo.
Strong local portfolio with Heinz, Quero, Hemmer and BR Spices, present in most Brazilian homes.
Production supported by its own agricultural chain and continuous investment in technology and industrial expansion.
Brazil positioned as one of the company’s main growth engines in emerging markets.
From the learner experience to manager governance: Happmobi’s features were designed to simplify L&D operations and accelerate learning results.
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