Food Drink & Franchise February 2015
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www.fdfworld.com • February 2015 TOP TEN HIGHEST PAID CEOS TIPS FOR WINNING AT FACEBOOK STARBUCKS UPS ITS GAME with the Debut of the Reserve Roastery and Tasting Room
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Transcript of Food Drink & Franchise February 2015
www.fdfworld.com • February 2015
TOP TEN HIGHEST
PAID CEOS
TIPS FOR WINNING AT
STARBUCKS UPS ITS GAME with the Debut of the Reserve Roastery and Tasting Room
E D I T O R ’ S C O M M E N T
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Sasha OrmanEditor
W E ’ R E W I T H I N T H E H A L F WAY point of this decade, and 2015 is shaping up to be a year marked by a dedication to the mastery of one’s craft. It’s also a theme we’re exploring in this month’s issue of Food Drink & Franchise.
First we’re taking a look at the newest venture from Starbucks, an offshoot that moves away from sugary espresso drinks and is instead devoted to educating consumers on a better quality cup of coffee. Then we’re looking at chains and franchises who are making it work on Facebook. Last of all, we’re looking at the highest paid CEOs in the food and beverage industry and how they got where they are.
So read on, enjoy, and consider what you can do for your own business this year to take your quality to the next level.
Enjoy the issue!
A Job Well Done
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CONTENTS
MARKETINGTips for Winning at Facebook
FRANCHISINGStarbucks Ups it Game
5
TOP 106
32
18
Features
32 McCain Andina
44 División Industrial Pecuaria
64 ETG Commodities
72 Gravure Packaging
80 CDA
92 BALDO
Company Profiles
Highest Paid CEOs
McCain Andina
BALDO
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W r i t t e n b y : SAS H A O R M A N
TIPS FOR WINNING AT FACEBOOKWith more than 800 million users logging in every day, Facebook is awash with consumers and brands trying to make their individual voices heard.
MARKETING
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Imag
e co
urte
sy o
f Den
ys P
rykh
odov
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1 Let Images Do the Talking
It’s important to have goals in mind
when you’re building a social media
presence, and if you’re a restaurant
chain one of your biggest goals should
be to make your audience hungry
every time they scroll past one of your
posts. Images are vital in achieving that
goal, simply planting a mouthwatering
image of your products in consumers’
minds with minimal dialogue.
Who’s Making It Work: McDonald’s and Burger KingMcDonald’s and Burger King may be
rivals, but they’re also alike in many
ways. Both of the burger brands boast
Facebook page that are vibrant and
rich with relevant visual content, each
one showcasing its products well with
playful well-composed images that
keep the McNuggets and Whoppers
front and center in beautiful high
definition. But more importantly, the
brand keeps its content fresh and
engaging by varying what it posts from
day to day. There are graphic design
images and tons of video content in
between the product images, so they
never feel stale and overstated.
MARKETING
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T I P S F O R W I N N I N G AT F A C E B O O K
2 Let Your Personality Shine Through
Part of the beauty of social media is that
you don’t have to constantly be in sales
mode in order to engage effectively with
your fans—in fact, it can pay off to back off
from pushing your products (remember:
just let them speak for themselves) and just
engaging consumers by exposing them to
your brand’s unique personality. If consumers
can see what you’re about and decide that
you really get them, they’re that much more
likely to start identifying with your brand
more consistently and seeking you out. Who’s Making It Work: McDonald’s and Burger KingMcDonald’s and Burger King may be
rivals, but they’re also alike in many
ways. Both of the burger brands boast
Facebook page that are vibrant and
rich with relevant visual content, each
one showcasing its products well with
playful well-composed images that
keep the McNuggets and Whoppers
front and center in beautiful high
definition. But more importantly, the
brand keeps its content fresh and
engaging by varying what it posts from
day to day. There are graphic design
images and tons of video content in
between the product images, so they
never feel stale and overstated.
Who’s Making It Work: Taco BellWhen it comes to consistent
audience engagement, Taco
Bell is a master. How does
it accomplish this? A good
deal of it has to do with never
seeming too sales -y— this is
an especially crucial part of
Taco Bell’s appeal to younger
audiences who value honesty
and transparency over
authoritative sales pitches.
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3 Stay Newsworthy
For many consumers, their Facebook newsfeed works like an actual
newsfeed to the world, informing them of important current events.
It could serve your brand well to take that approach to building your
Facebook page, using it as less of a perfectly curated image gallery and
as more of a platform to keep consumers abreast of breaking news within
your company from new locations to employment opportunities.
Who’s Making It Work: In-N-OutCalifornia-based family-owned
fast food chain In-N-Out keeps its
Facebook page pretty no-frills simple.
But one thing the brand never fails
to do is give shout-outs to each and
every new In-N-Out locations opening
throughout the region from Cabezon
to Austin, Texas. In addition to being a
nice gesture, it also builds invaluable
fan buzz by alerting followers of the
general In-N-Out Facebook page
as to whether new ones might be
coming close to their homes.
MARKETING
F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E
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W r i t t e n b y : SAS H A O R M A N
STARBUCKS UPS ITS GAME with the Debut of the Reserve Roastery and Tasting Room
Most consumers tend to primarily associate Starbucks with sweet whipped cream-topped espresso drinks and coffee on the go. But what if the brand could attach itself to a broader understanding of what the coffee industry is and could be?
FRANCHIS ING
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WITH THE LAUNCH of its newest
Seattle outlet, the Reserve® Roastery
and Tasting Room, Starbucks is
hoping to capture a new demographic
and usher in the next evolution of the
Starbucks brand.
Launched in Seattle’s Capitol Hill neighborhood, nine blocks from the brand’s original Pike Place location, the Starbucks Reserve® Roastery
and Tasting Room is designed as an interactive experience enticing consumers into engage with the brand on a new level and experience coffee in a new way. The 15,000 square foot location sets aside 6,654 square feet for its tasting room, where consumers will be able to order coffee beverages prepared through one of six
The Starbucks Reserve Roastery and Tasting Room
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methods: Chemex, French Press, Siphon, Espresso, Clover, or pour over. Much of the remaining space belongs to its roasting operations—utilizing a Probat™ G-120 Roaster and a Probat™ P25 Roaster, the Starbucks Reserve® Roastery location will roast all of the coffee it serves on site in small batches. Thanks to the creative open design of the space, consumers will be able to see that process firsthand.
“We have designed a space that will heighten all the senses. This is a real-life Willy Wonka experience with coffee as the heart and soul, where customers will see coffee being moved through the roasting process right before their eyes,” said Liz Muller, vice president of Concept Design for Starbucks, in the location’s launch statement. “We have opened up the world of sourcing, roasting and brewing so that our customers at any one point are only feet away from the theater and artistry in a sophisticated yet relaxed
environment. Each visit will bring new discoveries while setting the standard for what customers can expect for the future of retail.”
“This Roastery is the fulfillment of a decade-long dream—an homage to our relentless pursuit of coffee innovation that will create for our customers the most immersive, sensory demonstration of how we source, roast and craft the finest coffee from around the world,”
added Howard Schultz, chairman, president and chief executive officer of Starbucks. “Everything we’ve ever done has led
us to this point. This is the moment of the
FRANCHIS ING
“Everything we’ve ever done has led
us to this point. This is the moment of
the next generation of Starbucks”
- Howard Schultz, Chairman, President and CEO of Starbucks
The Starbucks Reserve Roastery and Tasting Room
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S TA R B U C K S U P S I T S G A M E
has the potential for such growth? The key isn’t exactly in what
Starbucks Reserve is selling, but in how it’s selling it. Coffee isn’t going away any time soon—according to the International Coffee Organization, it’s the most widely traded commodity in the world with more than 70 producing countries creating a $15.4 billion export industry that has grown significantly over the last decade. But while coffee will be a beverage staple for as long as farmers are able to grow it, the way that consumers want to experience that coffee is changing. Craft coffee is becoming as much
next generation of Starbucks.”There’s no doubt that this is a
passion project for Ells. But it’s also a key part of the Starbucks five-year strategy to accelerate profitable growth, with the brand touting the Roastery as the next step in coffee and tea industry leadership after its acquisition of Teavana in 2013. This is the first of a planned 100 Reserve-only stores set to launch around the world over the next few years, starting with Seattle as well as Chicago, Los Angeles, New York, San Francisco, Washington DC, and further growth in Asia in 2016. So what is it about the Roastery that
The Starbucks Reserve Roastery and Tasting Room
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of a movement as craft beer, with names like Portland-based Stumptown Coffee Roasters and Chicago-based Intelligentsia Coffee becoming major growing forces. While plenty of consumers just want to grab their Americano and get on with their day, plenty more are taking an active interest in where their coffee comes from and how it’s made. The Roastery initiative allows Starbucks to become a more active part of that conversation.
At the same time, this initiative will also help Starbucks sell a lot more coffee just by virtue of
having the facilities to produce it. At the location’s launch, Starbucks stated that these Roastery facilities will help the brand get its higher end Starbucks Reserve® coffee bean line into 1,500 retail locations globally. In that sense, the 100 new Roastery locations will also act as marketing enticing consumers to trade up and try some new coffee blends.
So it’s not just a new take on the coffee shop: it’s a win-win situation for the Starbucks brand and consumers looking to take their coffee game to the next level.
‘While plenty of consumers just want to grab their Americano and get on with their day, plenty more are taking an active interest in where their coffee comes from and how it’s made’
Highest Paid CEOs in the Food & Beverage World
Written by: Sasha Orman
But not all CEOs are the same Which are founders, and who was promoted into the position? Which executives keep a low profile, and which ones are as well known as the companies they represent? Do these variables factor in? Let’s take a look.
TOP 10
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10HUGH GRANT Monsanto: $ 12.5M
Not every agricultural production company is a household name among consumers, but everyone knows Monsanto. Famous (or infamous) for its position at the forefront of genetic engineering, Monsanto is a major force in agriculture in the United States and abroad. Scottish-born Hugh Grant (not that Hugh Grant) has been a part of the business since 1981, rising to the role of CEO in 2003.
www.monsanto.com
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H I G H E S T P A I D C E O S
9BRIAN P. KELLEY Keurig Green Mountain Inc. : $ 13.3M
In 2012, Brian P. Kelley left his position as President and COO at Coca-Cola Refreshments to lead Green Mountain Coffee Roasters (renamed Keurig Green Mountain Inc. in 2014 to reflect the company’s claim to fame). That turned out to be a wise decision—the consumer popularity of the Keurig coffee machine has exploded in recent years, bringing in profit and hefty salaries. Everything came full circle again last year as well, with Coca-Cola buying a 10 percent stake in Keurig Green Mountain to help it compete in the cold soda machine market.
www.keuriggreenmountain.com
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8J.P. BILBREY Hershey: $ 13.8M
J.P. Bilbrey joined The Hershey Company as Senior Vice President in 2003, after decades in the food business with other major brands like Mission Foods and Group Danone. Bilbrey was appointed interim CEO in May 2011 before formally moving into the role in June of the same year. Since then he has been striving to make the most of his position, succeeding in much more than just salary—in 2014 Bilbrey was named Responsible CEO of the Year by Corporate Responsibility (CR) Magazine, and was appointed to President Obama’s advisory council to advance business relationships in Africa.
www.hersheys.com
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H I G H E S T P A I D C E O S
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7IRENE ROSENFELD Mondelez International: $ 13.9M
Mondelez International hasn’t been around as long as most of the other brands on this list, but the Kraft Foods global snack brand spin-off hit the ground running and is a success in its own right. Rosenfeld has been there since the very beginning and even before that, first leading her brands as CEO of Kraft Foods since 2006.
www.mondelezinternational.co.uk
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6 INDRA NOOYI PepsiCo: $ 14.3M
Indra Nooyi is another well-known name on this list, unafraid to take the spotlight and speak publicly on issues like being a woman in the working world. Despite declines in soft drink sales, PepsiCo has enjoyed a good year thanks to the company’s global and product diversification.
www.pepsico.co.uk
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5 JOHN F. BROCK III Coca-Cola Enterprises: $ 14.3M
Even Coca-Cola subsidiaries are enjoying good times—Coca-Cola Enterprises is a spin-off of The Coca-Cola Company, one of the largest bottlers and distributors in the world and supplier of Coca-Cola products to Western Europe. Appointed CEO in 2006, Brock has been leading the supply chain business for nearly a decade.
www.cokecce.co.uk
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4HOWARD SCHULTZ Starbucks: $ 17.2M
Howard Schultz is another CEO who commands attention from both his peers and his consumer base, outspoken and passionate about every-thing from politics to entrepreneurship. It’s that passion that helped him build his company from the ground up, and that helps Starbucks continue to grow and thrive as a top global coffee chain today.
www.starbucks.co.uk
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3AHMET MUHTAR KENT The Coca-Cola Company: $ 20.3M
Compared to some of the other names on this list, Kent keeps a relatively lower profile as CEO. But then again, his career speaks for itself—after joining The Coca-Cola Company’s sales department in 1978, Muhtar has steadily risen through the ranks of management in Coca-Cola’s Central Asia and Amatil-Europe divisions. After a short stint away from the company, Kent returned in a c-level capacity and was promoted to CEO in 2008.
www.coca-colacompany.com
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williamfry.ie
Dublin • London • New York • Silicon Valley
We cut throughthe red tape
At William Fry we focus on the details and work through it so you can focus on your goals. We are at the forefront of advising national
and international organisations in navigating legal and regulatory developments in food and agri business.
To fi nd out more about how we can help you please contact:
Shane O’Donnell, Partner, on +353 1 639 5112 or [email protected] Bourke, Partner, on +353 1 639 5106 or [email protected]
We cut throughthe red tape
williamfry.ie
Dublin • London • New York • Silicon Valley
At William Fry we focus on the details and work through it so you can focus on your goals. We are at the forefront of advising national
and international organisations in navigating legal and regulatory developments in food and agri business.
To fi nd out more about how we can help you please contact:
Shane O’Donnell, Partner, on +353 1 639 5112 or [email protected] Bourke, Partner, on +353 1 639 5106 or [email protected]
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2 STEVE ELLS Chipotle Mexican Grill: $ 25.1M
As the founder and co-CEO of Chipotle Mexican Grill, Steve Ells is certainly one of the most well known names on the list. Being founder as well as CEO has given Ells the freedom to put many of his personal view-points and passions front and center, spearheading company initiatives such as its commitment to better ingredients and the promotion of more sustainable agriculture.
www.chipotle.co.uk
williamfry.ie
Dublin • London • New York • Silicon Valley
We cut throughthe red tape
At William Fry we focus on the details and work through it so you can focus on your goals. We are at the forefront of advising national
and international organisations in navigating legal and regulatory developments in food and agri business.
To fi nd out more about how we can help you please contact:
Shane O’Donnell, Partner, on +353 1 639 5112 or [email protected] Bourke, Partner, on +353 1 639 5106 or [email protected]
We cut throughthe red tape
williamfry.ie
Dublin • London • New York • Silicon Valley
At William Fry we focus on the details and work through it so you can focus on your goals. We are at the forefront of advising national
and international organisations in navigating legal and regulatory developments in food and agri business.
To fi nd out more about how we can help you please contact:
Shane O’Donnell, Partner, on +353 1 639 5112 or [email protected] Bourke, Partner, on +353 1 639 5106 or [email protected]
TOP 10
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1IRWIN D. SIMON Hain Celestial Group: $ 26.4M
Even if you’ve never heard of Irwin D. Simon or Hain Celestial Group itself, chances are good that you have a box or two of their product in your cupboard right now. Hain Celestial Group is probably best known today as the parent company behind Celestial Seasonings tea, but the 2000 merger between Hain Food Group and Celestial Seasonings created an entity with a formidable portfolio of natural and organic brands from Arrowhead Mills and Greek Gods yogurt to MaraNatha and Spectrum Naturals. Irwin D. Simon has been with that entity every step of the way, guiding the merger as former CEO and president of Hain Food Group. Today, as one of the highest paid CEOs in the world, he’s continuing to reap the benefits.
www.hain-celestial.com
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H I G H E S T P A I D C E O S
McCain Andina:The leading frozen food producer from the land to the plateGlobal standards and years of improvements result in McCain’s excellence, providing something more than the best food products in their communities.
Written by: Mateo Rafael TabladoInterview by: Rebecca CastrejonProduced by: Taybele Piven Interviewee: François Simonpietri, CEO, McCain Andina
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MCCAIN ANDINA
McCain Foods Limited started as a family business in 1957; attributes such as effort, perseverance, compliance with
own and external standards, and commitment to quality, among others, helped McCain become one of Canada’s top 30 private companies and the world’s leading supplier for frozen fries. Having earned the trust of brands like McDonald’s, Burger King and Kentucky Fried Chicken, companies which in turn became the corporation’s most important clients. McCain wouldn’t just settle with frozen potatoes being their only product, or with Canada being the only territory in which they would concentrate their efforts. They offer other frozen food products both for restaurants and retail through their subsidiaries all over the world, such as McCain Andina.
Other products offered globally by McCain include snacks such as onion rings, stuffed jalapeños, frozen desserts and oven-ready frozen vegetables. McCain Andina makes the most out of its location by offering a complete line of tapioca-based foods as well. The company’s operation is not limited to agriculture and sales, but also to after-sales services, most precisely involving food preparation. McCain Andina’s procedures follow the company’s demanding standards and its product catalogue keeps growing, as does in any other of McCain’s more than 50 production facilities worldwide.
The first agricultural
social business in
South America opened
after McCain Andina
partnered with Yunus
Social Business
foundation
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Venezuelan engineer François Simonpietri was appointed CEO for McCain Andina around September 2013, bringing along a 20 year-plus experience in operations, logistics, marketing, acquisitions and brand management both in multinational corporations and family-run businesses in his native Venezuela, Canada, United States, Mexico, Central America and currently in Colombia. “The Andean region’s melting pot of cultures and business models makes up for an interesting challenge of integration between growing enterprises and a complimentary kind of organization, rather than a supplementary one,” stated François Simonpietri, CEO for McCain Andina.
2015: Constant Changes and Successful Adaptation
Being a subsidiary company of the world’s largest frozen fries supplier demands more from McCain Andina than simply compliance with the company’s global standards, since raw material production depends upon variables such as weather—this factor can determine which procedures will be followed during a certain year, to sustain quality and production levels according with every production plant’s output. These challenges become an opportunity for McCain Andina to innovate, adapt and make the most out of every condition and resource available in their region. For example, besides working in the
Key People François
SimonpietriCEO
François Simonpietri, current CEO for McCain Andina, is a mechanical engineer born in Venezuela. His 20 year-plus career has taken place in Canada, the United States, Mexico and Colombia. He is experienced in plant operations, sourcing, distribution, marketing and brand management. Simonpietri has been successful both in family-run business ventures and for global corporations such as Jarden and Procter & Gamble. He was appointed CEO for McCain Andina in 2014.
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COMPANY NAME
world’s location where potatoes are originally from, McCain Andina is already growing cassava and developing tapioca-based products for domestic South American markets and also for export to North America and Europe.
The company is constantly undergoing tech and infrastructure upgrades to keep expanding its product line and increasing product output. “2015 seems as a very positive, dynamic year for Colombia and the Andean region, no matter the upcoming changes in our context,” Simonpietri said.
“McCain wouldn’t be
McCain should a single supplier
not be up to par with our standards”
–François Simonpietri, CEO, McCain Andina
Global standards for the Andean region
S E C T O RCOMPANY NAME
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A Crop of its Own from the Ground to the Plate
McCain Andina’s strengths which place the company at the top of its trade are:
• Farming: McCain’s 50-plus years of continuous work, research, and testing determine the best techniques for successfully growing each potato species as well as other vegetables.
• Skilled staff: One of the company’s constant investments is personnel training at every level.
Trained staff in the food
sector
For more information contact:Yara Colombia S.A.SCarrera 11 No. 94 A – 34 Edificio LG, Piso 3, Bogota – Colombia, Centro Industrial MetroparqueInterseccion Circunvalar / Cordialidad, Bodega MC11 pbx: 3289380, Barranquilla – Colombiawww.yara.com.co
QualityQuality starts with commitment
Knowledge grows
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• Timely service: McCain Andina already delivers clients’ orders within less than 12 hours.
• Technical assistance: Restaurants receive technical assistance for every product’s cooking methods; guidelines consider cooking times, the best ingredients—like cooking oils and seasoning—and other factors to serve the best possible dishes. In fact, most of McCain’s and affiliates’ websites offer tasty recipes and tips for retail customers.
• Wide variety of products: Besides frozen potato species, McCain’s frozen products line includes stuffed jalapeños, onion rings, desserts and other vegetables. McCain Andina caters to regional taste with assorted tapioca-based products (which are being exported to different continents); and recent additions to the catalogue include wedge cut potatoes, “smiley” potatoes and noisettes, among other varieties.
For McCain Andina, growth and expansion turns into re-investing to keep its clientele properly stocked for the long term. “Reinvestment is a must in the Andes region, business thriving here means a hope to open more job positions, businesses, suppliers… it has expansive effects,” remarked Simonpietri.
“The Andean region’s melting pot of cultures and business models makes up for an interesting challenge of business integration”– Francois Simonpietri, CEO for McCain Andina
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MCCAIN ANDINA
Automation and Specialized Training: Bases for Sustainability
Every improvement in McCain Andina’s facilities, as well as each hour of specialized training for its personnel, are resources destined to specific purposes: to increase and sustain product quality, increase production volume, and implement more sustainable, environmentally-friendly procedures.
McCain’s 50 production facilities worldwide operate in compliance with unified global quality standards, having earned both domestic and international certifications. 99 percent of each plant’s residues are recyclable. Between 2010 and
McCain’s quality control
Some of McCain brands for Colombia
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2014, McCain Andina achieved 30 percent water savings and 20 percent energy savings, while production volume increased in 30 percent during the same period. “Modernization and automation help us achieve higher standards for optimal operation, decreasing the use of our resources and also lowering costs,” Simonpietri said.
Suppliers and Partnerships Contribution
McCain Andina’s supplier lists include 2,500 entities. Both small-farming families and public institutions in the agricultural sector are among them. The Colombian Corporation for Agricultural Research (CORPOICA), the Colombian
Potatoes, McCain’s
specialty
MCCAIN ANDINA
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Agricultural Institute (ICA), the National Counsel for Potato (FedePapa) and Universidad Nacional are the company’s main partners for research, development and quality measurement. Some of the conditions for McCain Andina to establish new partnerships are prospects for long-term alliances, continual improvements and mutual trust.
The company’s small-crop suppliers receive a $4 million investment annually for financing and specialized training. Productivity rates have increased from 27 tons per hectare to 44 tons in just five years.
McCain Andina’s
production is not limited
to potatoes, it includes
other frozen snacks and
vegetables
Quality food products from Colombian lands
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Company Information N A M E
McCain Andina
I N D U S T RY
Frozen food: potatoes and
other vegetables
H E A D Q U A RT E R S
Bogota, Cundinamarca,
Colombia
F O U N D E D
1996
E M P L O Y E E S
250
R E V E N U E
USD $105 million
W E B S I T E
www.mccain.com.co
“McCain wouldn’t be McCain should a single supplier not be up to par with our standards,” pointed the CEO.
Partnering with Social Businesses: Key to the Future
Latin America’s dynamics and expansion opportunities are seen as an important global challenge for McCain. McCain Andina’s most important project is a partnership with the Yunus Social Business foundation (created by 2006 Nobel Peace Prize laureate Muhammad Yunus) with whom the first farming social business in South America was created. With the business’ success leading to new social businesses, farming is becoming attractive to the region’s youth rather than a context they wish to move away from.
“We perceive important growth potential and interesting challenges within the Andean region during the next few years,” Simonpietri declared.
High Standards that reach the Consumer’s PlateDIP takes advantage of its resources to optimize operations, provide commercial growth and improve customers’ solutions.
Written by: Mateo Rafael TabladoInterviewed and translated by: Rebecca D. CastrejonProduced by: Taybele Piven Interviewee: Eddy Wever, CEO of DIPJuan Pablo De León, VP of Business Developmentsof DIP
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DIV IS ION INDUSTRIAL PECUARIA
A ll markets are subject to global standards to regulate trade conditions in terms of competition and for the welfare of
consumers, producers, suppliers and the environment. Corporación Multi Inversiones (CMI), the mother company of DIP, follows this direction.
CMI is a family-owned multinational corporation with more than 36,000 employees, and a presence in three continents. CMI began operations nearly 90 years ago in Guatemala, and has since grown to eventually become one of the largest business groups in Latin America. Juan Luis Bosch and Juan Jose Gutierrez are the company’s current Corporate Presidents.
Aliansa is a subsidiary of DIP with operations in Guatemala, El Salvador, Honduras,
Costa Rica
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D IV IS ION INDUSTRIAL PECUARIA
With a total of seven divisions that work in the areas of milling, fast food, poultry and pork, operations are structured according to each of the business lines of the corporation along with the use of renewable energy and constant infrastructure developments.
In 2013, CMI acquired 40 percent of the telecommunications company Telefonica in Guatemala, El Salvador, Nicaragua and Panama.
Today Corporacion Multi Inversiones has a stronger presence in Central America and the Caribbean, with offices in Guatemala, El Salvador, Honduras, Costa Rica, Nicaragua, USA, Mexico, Dominican Republic, Ecuador, Andorra, Spain,
Aliansa Headquarters in Guatemala, the strongest
Central American company in the manufacture of food
for animals
Key People
Eddy WeverCEO of DIP Wever in an industrial engineering graduated in 1983 from the Texas A & M University, same institution from where he received a Master Degree in Science. Since 1986 he started working for Corporacion Multi Inversiones (CMI), and in 2009 he was appointed Executive Chairman of CMI’s Animal Industry Division, Division Industrial Pecuaria.
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Italy, Bahrain, India Indonesia, Panama, Puerto Rico, Haiti and Jamaica.
Division Industrial Pecuaria (the livestock division of CMI) depends on external factors such as the price of commodities like soy, wheat and flour to operate; CMI has also heavily invested in the transformation process to elevate each division into first-world manufacturers.
“We have changed our management model to
standardize operations in the global market, this allows us the expansion and development of our business units,” said Eddy Wever, CEO of Division Industrial Pecuaria.
Before presiding as Executive Chairman of
Toledo is another leading
and growing brand in the
region.
Number of Employees: 1,167 at corporate level and employment generation of more than 13,000 employees at service station networks Founding Date: 1996Industry: Importer and distributor of fuels, fuel oil, diesel, gasoline and bitumen; trading approximately 650 millions of gallons yearly in the different segments of the market.Main Service: Meet the need of petroleum products in more than 1,300 service stations, commercial and industrial segments, bitumen and aviation fuels. Recent Projects: In 2013 operations were expanded to Colombia by becoming the largest stockholder in Biomax Colombia, a major business group in the country.Vice President: Fredy Nasser F. Webpage: www.uno-terra.com
PERFIL DE PROVEEDOR
L AT I N A M E R I C A
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DIP, Wever developed his expertise with more than 22 years of experience in different affiliate companies of CMI, such as Pollo Campero (a food chain in Central America).
Juan Pablo De Leon, Vice President of Business Development and Strategic Management, has nearly 20 years of experience working with multinationals in areas such as logistics,
A Concentration of Resources
Division Industrial Pecuaria is in the process of transforming its operational structure, due to recent management changes implemented across all CMI companies. One of these changes is the creation of common service
Inside the farm for
Toledo brand
Main text goes here and can be a block of copy - if there is no desire to indent the copy with headings. Main text goes here and can be a block of copy - if there is no desire to indent the copy with headings.
If you need to create a new paragraph then just hit return and a separating rule appears for segregating the paragraphs.
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Website: address goes here as the last entry
SUPPLIER PROFILECOMPANY NAME
Introducing the Sealed Air Food Care value drivers. At Sealed Air FoodCare we deliver measurable business results to our partners byfocusing on four drivers for purposeful innovation so that togetherwe share in the value created.
We protect what’s important - helping people live healthier, eat better and ship productssafely around the world. We strive to be the global leaders in food safety & security,facility hygiene and product protection.
Sealed Air offers sustainable and efficient solutions aimed at helping our customer tocreate a better brand, increase the quality of life, and provide a cleaner healthierenvironment for future generations. We create measurable value for our customer attheir facility and downstream.
For more information please visit www.sealedair.com
L AT I N A M E R I C A
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centers for all divisions while continuing to develop and grow brands.
T h e c o m p a ny ’s s t r a te g i c u n i t s a r e :
• Poultry products• Pork products• Processed food• Balanced pet food
“Our drive is to strengthen our portfolio of products and develop our brands in an effort to be closer to our customer and for our products to reach the Central American market,” says De Leon.
Production fo the brand
Pollo Rey
Introducing the Sealed Air Food Care value drivers. At Sealed Air FoodCare we deliver measurable business results to our partners byfocusing on four drivers for purposeful innovation so that togetherwe share in the value created.
We protect what’s important - helping people live healthier, eat better and ship productssafely around the world. We strive to be the global leaders in food safety & security,facility hygiene and product protection.
Sealed Air offers sustainable and efficient solutions aimed at helping our customer tocreate a better brand, increase the quality of life, and provide a cleaner healthierenvironment for future generations. We create measurable value for our customer attheir facility and downstream.
For more information please visit www.sealedair.com
Expertise in food science and microbiology to create solutions that protect and enhance the food and beverage supply chain. Ensure food and beverages are processed, sold and prepared in a safe and efficient environment, extend product shelf life and reduce waste, and provide value added convenience benefits.
Website: address goes here as the last entry
SUPPLIER PROFILESEALED AIR CENTRAL AMERICA
L AT I N A M E R I C A
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The brand Pollo Rey is part of the livestock division of DIP
Key People Juan Pablo De LeónVP of Business Developmentsof DIP De Leon is the current vicepresident of business development and strategic marketing of Division Industrial Pecuaria. He has worked for nearly 20 years in various companies dedicated to the massive consumer. His resume includes working with multinational companies such as Pepsi Guatemala (now CBC - Central American Beverage Corporation).
Compliance Through Medical Technology
Since 2012, Division Industrial Pecuaria integrated SAP and ERP systems in compliance with corporate regulations.
DIP’s automation process facilitates health standards, guaranteeing safety and quality in the handling of raw materials and packaging.
“We have strengthened quality control, extending it to our distribution network and logistics,” says Wever.
L AT I N A M E R I C A
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Toledo supplies product for Pollo Rey, Pollo Indio, Pollo Campero, Tele Pizza,
Domino’s Pizza and TGI Friday’s
“We use sub-products and
cogenerate energy to be self-
sufficient” – Juan Pablo De Leon,
Vice-presidentof Business Developments for Division
Industrial Pecuaria
Advanced Supply Chain Division Industrial Pecuaria takes advantage of corporate services, such as telecommunications advances, to optimize logistics and distribution.
“We rely on our strategic partners for updates in technology, especially the ones used inlogistics,” said Wever.
Alliances with Laboratories and Telecommunication Companies An important foothold for Division Industrial Pecuaria has been its partnerships with
exceeding expectations as a strategic partner of DIP
WAREHOUSES IN GUATEMALA & HONDURAS / SHOWROOM / CASINGS FOR MEAT PRODUCTS / FOOD PACKAGING / INGREDIENTS & CONDIMENTS/ CLOSURES/ TIES / TAGS / MACHINERY & EQUIPMENT FOR PROCESSING / ACCESORIES / INDUSTRIAL SAFETY / ADVICE & TECH SUPPORT
Strategic Supplier:
GUATEMALA PBX: (502) 2427-5000 / USA Calls: (713) 623-1525HONDURAS TEL: (504) 2508-2558 al 61 www.inter-americana.com
Formal experience since 1956 serving the Guatemala, Honduras, andCentral America market being exclusive representatives and distributorsof several leading companies in the field of packaging and production of raw materials (packaging and films) and processing equipment.Strategic partners with DIP since 1971, providing machinery, equipment,and supplies from worldwide leading lines like PROVISUR and VISKASE.
Worldwide leader in the supply ofcellulose, fibrous and plastic casings.
Present with Inter-Americana in thegrowth of Empacadora Toledo in Cent ra l Amer ica s ince i t s or ig in .
43years
L AT I N A M E R I C A
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laboratories and research centers, such as the Pan-American Agricultural School “Escuela Agrícola Panamericana”, who they have worked with to improve their livestock.
“We work with our research and development
allies in regards to genetics and nutrition. It is important to highlight the partnership we have with Zamorano (EAP),” says vice president Juan Pablo De Leon.
Prepared Human Resource
Human resources management at Division Industrial Pecuaria is certified with academic qualifications that meet HACCP (Hazard Analysis and Critical Control Points) principles.
There are opportunities for advancement within the company based on skills and career plans, as well as management support for both professional and personal skills such as technical and academic training.
Another incentive to working at DIP is that the company offers competitive pay. In sum, these qualities have built loyalty to the corporation, and having qualified and satisfied employees as the greatest asset of the company.
Pollo Rey has farms,
hatcheries and
processing plants in
Central America
www.tecnispice.com [email protected] PBX: (502) 6628 8000
DEVELOPMENTINTEGRATEDSOLUTIONSINNOVATION
We have a range of products for the meat and snacks industry, sauce and soup industry, bakery and food service - fast food.
L AT I N A M E R I C A
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“We want for growth and development to be integral,”
says Juan Pablo De Leon.
Sustainability
The environment is an important aspect for Division Industrial Pecuaria, therefore the company works in collaboration with its affiliates to minimize its environmental footprint, leveraging resources such as manure, which is used as a friendly fertilizer.
The company performs a strict practice of reforestation on each farm and treated water meets green standards. At the end of 2014, DIP will complete the installment of biodigesters in pig farms.
“We use sub-products and cogenerate energy to be self-sufficient,” says De Leon.
Growth Projections
DIP is currently focused on the expansion of its brands Pollo Rey in Guatemala, Honduras and Costa Rica; Pollo Indio in El Salvador and Pollo Toledo into new markets through investments, partnerships or acquisitions.
We import, manufacture, sell and distribute livestock products of the highest quality, with professional services and advice in El Salvador, Guatemala,
Honduras and Nicaragua.
SOLUTIONSfor regional livestock
productivity
INTEGRAL
Dentro de la planta
de División Industrial
Pecuaria
L AT I N A M E R I C A
w w w. c o r p o r a c i o n m u l t i i n v e r s i o n e s . c o m 6 3
Additionally, it is planning for an increase in production capacity in the fields of processed foods and balanced pet food.
“We depend on innovation for the development of new products, and to gain quality, good content and better costs,” said Wever.
Company Information N A M E
Division Industrial Pecuaria
(Corporacion Multi
Inversiones)
I N D U S T RY
Poultry and pork products
H E A D Q U A RT E R S
Guatemala, Departament of
Guatemala, Guatemala
F O U N D E D
1960
E M P L O Y E E S
10,000+
W E B S I T E
www.corporacionmultiinversiones.com
“We rely on our strategic partners for updates in technology, especially the ones used in logistics”– Eddy Wever, CEO of Division Industrial Pecuaria
ETG CommoditiesChanging the Grain Game with ETG CommoditiesWritten by: Sasha Orman Produced by: Sean Bakke
6 5
ETG CommoditiesChanging the Grain Game with ETG CommoditiesWritten by: Sasha Orman Produced by: Sean Bakke
6 6 F e b r u a r y 2 0 1 5
ETG COMMODIT IES
Export Trading Group is a multi national company in the business of exports,
imports, distribution and processing of various commodities. One of its most recent expansions has been the launch of ETG Commodities, its Canada-based wing. Operating on a sustainable business model of managing end to end supply chain of agricultural commodities from farm to retail shelves worldwide .ETG Commodities has witnessed swift success in the Canadian special crop industry since its inception. Throughout its global growth today and into the future, the
business is committed to maintaining its personalized link with farmers and users of its products on a ground level.
Global Reach Present in 46 countries around the world from Australia to the Ivory Coast, ETG is a company with extensive global reach. With more than 300 warehouses and processing facilities around the world, the company moves 3.2 million tons of special grains and manages 26 commodity verticals including oilseeds, pulses, cereal grains, fertilizers, and more. But despite this massive reach, ETG
VP, Victor Swierad at Saskatchewan Facility
C A N A D A
www.etgwor ld .com 6 7
ETG COMMODIT IES
ETG Toronto Team
is committed to superior supply chain management, adding value and staying close to the farming community and its supply chain partners in every country it does business.
“We operate in a fast changing world of commodities, where we constantly need to innovate to stay ahead ” says Rav Kapoor, CEO at ETG Commodities. “In today’s world, changing weather and consumption patterns is one of the biggest challenge for our societies and that’s where we come in with our global reach and dynamic team of individuals to narrow the
gap between excess supply in one region with strong demand in other. For example North America is one of the largest producers of specialty crops and Asia is the largest consumer. Our presence on a ground level in both continents helps us keep us ahead of the curve of this ever changing supply and demand matrix. In addition, we strongly believe in a 2 way business model in the countries we operate, for example in 32 African countries we provide seeds, fertilizers, and all the inputs to farmers and then buy back the crop they produce. It’s a 2-way business model where we
Slinkemo is in the business of helping high volume shippers to maximize
productivity, by creating transportation solutions that provide seemless flow
of their client’s goods to market. We take the time to study your business,
then develop solutions that allow your rapidly growing business to thrive.
When you are utilizing intermodal – the 1st mile and the final mile are key
components of your supply chain. Slinkemo can provide the solution.
30 6 . 529.6205 | 750 D Atk i nson st | Reg i nA , sk s 4 n 7R7 | w w w.contA i neRt R Ansp oRt.c A
Delivering your containers on time, safe and secure in Regina and across the prairies.
contAineR stoRAge contAineR tRAnspoRt DRAyAge contAineR HAnDling pick up AnD DeliveRy
Ray-Mont Logistics is your “one-stop shop” for all of your North American export logistics needs; whether it is through our terminal logistics group for all container transloading activities or through our international logistics group for all your international freight forwarding vessel cargo business, we have experienced staff to handle your shipments with care. As an ISO 22000:2005 certified company we also hold the following certifications:• Organic certification in Canada• CFIA sampler certification in Vancouver• Government certified scales• Specialization in the handling of
agricultural products including soybeans, wheat, and all special crops
• CIFFA & FIATA members• Bonded terminal in Montreal for
US origin cargo• NVOCC status and FMC licensed freight
forwarder in the USA.
Contact us to learn more:[email protected] | www.ray-mont.com
for all your international freight forwarding vessel cargo business, we have experienced staff to handle your shipments with care.
Integrated Logistics Solutions
Think Efficient!
ETG COMMODIT IES C A N A D A
www.etgwor ld .com 6 9
benefit from selling all the input and buying all the output which then is used in our processing plants and distribution centers around the world.
“Staying close to the farmer helps us understand the farmer’s needs very well,” says ETG Commodities COO Harjee Makkar. “We’re present in 46 countries, and that helps us stay updated on destination market dynamics. At the same time, our presence at the farm level helps us understand the origination dynamics—what farmer is planning to seed and what kind of costing he has. If we are in 2014, we can contract with them for 2015, and that can only happen if you’re close to the farmer and understand what he’s planning.”
Ground Presence in North America Export Trading Group has been in business for decades, and in 2012 the company expanded its reach into North America with the incorporation of ETG Commodities in Ontario to reach markets in Canada and the United States. Just over two years later, ETG Commodities has rapidly grown into one of the largest exporters
in Canada, exporting more than 250,000 tons of pulses and oilseeds out of the country on a yearly basis. It’s growth that ETG Commodities attributes to a dynamic team that knows the market and is committed to staying ahead of the curve.
“ETG’s market intelligence and ground level presence helps us understand the international perspective better than our competition. For instance, yellow peas are grown in multiple regions around the world. Other than North America, Ukraine, Russia and Australia are major origins in the world, since we are present in all of these countries, we know international supply dynamics very well,” says Makkar, explaining ETG’s techniques for staying at the forefront of the industry. “ETG is a global brand today in the commodity world and we have been quite successful in developing good strategic partners at every point of the supply chain. May it be the farmers, shipping lines, transloaders or the importers around the world, these relationships have been instrumental in our growth. We stand behind our quality and our
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ETG COMMODIT IES
commitments, whether it is at the destination or at the origination. We will deliver on the quality, we will ship on time, and when it comes to the origination site we will make sure the farmer is paid promptly.”
The experience of the ETG Commodities team also plays a key role in the company’s growth and continued strengths. “Our traders and merchandisers are well experienced and understand the various risks of the business. When hiring new employees we ensure
they have the market intelligence and connections which we can leverage on” notes Anshul Nagar, CFO at ETG Commodities. “ETG believes in mitigating the risks and thrive to innovate tools for the same, from hedging mechanisms to insurance products ETG has every tool at its disposal to make sure interest of our share holders and stake holders are protected at every step we take.”
C A N A D A
www.etgwor ld .com 7 1
ETG COMMODIT IES
Agents of Change ETG Commodities has hit the ground running, and only has plans to grow further from here. This year the company successfully completed its first acquisition in TW Commodities, allowing ETG to increase its in-house capacity for processing, grading, cleaning and packaging grain. ETG is also branching out into newer crops like soybeans and wheat, and is actively seeking out new partners to expand its distribution reach further within Canada and the United States. It’s all part of the company’s quest for growth and success, and that means embracing the ups and downs and changes involved in the commodities market by utilizing effective risk management tools.
“We believe in out of the box thinking and nurturing innovative ideas to overcome the challenges in our industry” says Kapoor. “Shipping and commodities is an ever changing world, and our ability to adapt to the ever changing world keeps us ahead of the curve.”
“We are a group of people who drive change,” adds Makkar. “In this market things change every single day, and that’s something we are very good at handling. It’s about anticipating change, and sometimes even being an instrument to cause the change. It’s this foresight and anticipation backed with fundamental knowledge of the market that has contributed to the swift increase in our market share. We have a lot of drive and motivation in this team and a hunger to do better.”
Company Information
I N D U S T RY
Grains and pulses
H E A D Q U A RT E R S
Mississauga, Ontario
F O U N D E D
2012
E M P L O Y E E S
42
R E V E N U E
$150 million
Written by: Sasha Orman Produced by: Rob Benson
Gravure Packaging: A Tradition of InnovationNew Zealand-based Gravure Packaging Ltd uses time tested rotogravure printing to achieve forward thinking innovation in the field of custom flexible packaging
Gravure Packaging: A Tradition of InnovationNew Zealand-based Gravure Packaging Ltd uses time tested rotogravure printing to achieve forward thinking innovation in the field of custom flexible packaging
7 4 F e b r u a r y 2 0 1 4
GRAVURE PACKAGING
Whether you’re producing, marketing or transporting a
product, the strength and design of packaging is critical. Gravure Packaging Ltd. understands this concept well. For the past three decades, the Wellington-based company has been dedicated to the production of high-quality packaging and label design.
Introducing Innovative Ideas Clients come to GPL with a variety of complex problems. One area
where GPL excels is in using its experience and creativity to find innovative solutions, whether it’s creating a label that changes colours as the product’s temperature drops or a package that will protect its delicate contents from outside concerns like UV damage. Frucor came to GPL with the latter issue, and the company met this challenge head on.
“When Frucor came to us for a packaging solution for their V Iced Coffee we were excited and enthusiastic about coming up with
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GRAVURE PACKAGING
a functional solution to protecting the sensitive nature of milk based ingredients,” says the company. “To achieve a well-preserved and high-quality product Frucor required a shrink sleeve that would completely block out UV light and prevent oxidation of unprotected milk ingredients.”
To solve this issue GPL looked to its library of high opacity inks, which are dense enough to block light from passing through. By pairing its high opacity inks with metallic ink for branding, GPL was able to
create packaging that is as vibrant and impactful as it is functional. “The end product consisted of 100 per cent light and UV barriers, leak detection holes, tamper evidence and high recyclability.”
Another process that GPL prides itself on is its flexible shrink sleeve packaging. Made of PVC or PET materials, this thin tamper-resistant packaging design wraps tightly and smoothly around containers of all shapes and sizes. “Regardless of the container, our sleeves fit tightly with its contours
Agents for Mitsubishi Plastics, Inc. and Mitsubishi Chemical Hong Kong in New Zealand and Australia
Require further information?Please get in touch!
Email: [email protected]
Direct all enquiries to Estrella Muhr:Ph: +64 (09) 537 3955 Mob: +64 (021) 905 761
www.diamiron.com/english/about/customize.htmlwww.techbarrier.com/productinfo/index.htmlwww.techbarrier.com/supernyl/index.htm
Links to product information:
High Gas Barrier Film
SIOx vacuum coated film with excellent high gas barrier properties. Techbarrier is used for high performance food packaging, medical, pharmaceutical and electronic devices .
Bi-Axially Oriented Gas Barrier Nylon Film
A high performance gas barrier film with superior heat durability & clarity.
Designed to provide heatresistance for microwaveableapplications, i.e. retort pouches
Eco Friendly
A multiplayer film with various functions such as high gas barrier, easy peel, pin-hole durability.Used in thermo-formed applications for food, medical, pharmaceutical & industrial packaging.
Multilayer Co-Extruded Film
EN13432 and ASTM D 6400 certified. Fully biodegradable & compostable. Various grades of resins for blown film, injection molding, foam or coated materials.
Biodegradable Plastic Resin & Products
LX-91S is perfectly suited to your standard machinery and processes and will significantly contribute to improving your efficiencies.WWe offer a wide variety of films along with competent technical support and local support, advice on seaming solution adhesives and test equipment for new films such as seam boxes, sample makers and wick holders on EFD Needle Assemblies.Best quality consistentlyReliable delivery serviceClear strategy and focus
HISHIPETTM- LX-91SUltra-High Shrink PETG Film
77 % TD ShrinkageUnique MD Shrinkage performanceUniform shrink finish at critical areas on demanding bottle shapes
Creating better relationships among people, society, and our planet
GRAVURE PACKAGING A U S T R A L I A
www.gravurepackag ing .com 7 7
giving products a distinctive identity,” says GPL. “The Shrink Sleeve format combined with our gravure processes allows for a vibrant metallic colouring that has revolutionised flexible packaging.” To date, GPL is New Zealand’s largest manufacturer of this highly customizable and durable form of product packaging.
Commercial Recognition for Innovative Work The work done at GPL has not gone unnoticed within the industry. The company has received numerous Pride in Print
awards for its creativity and technical expertise within the fast moving consumer goods (FMCG) packaging sphere. Most recently, GPL was named the 2014 Gold Award Winner at the Pride in Print awards for its innovative work on Horleys HAVOC, a pre-workout drink from New Zealand-based sports nutrition and dietary supplement company Horleys.
“Every year our innovativeness and expertise is highlighted amongst the printing community and is a chance for ourselves to be proud of the world class work we produce,” says GPL. “Our
Agents for Mitsubishi Plastics, Inc. and Mitsubishi Chemical Hong Kong in New Zealand and Australia
Require further information?Please get in touch!
Email: [email protected]
Direct all enquiries to Estrella Muhr:Ph: +64 (09) 537 3955 Mob: +64 (021) 905 761
www.diamiron.com/english/about/customize.htmlwww.techbarrier.com/productinfo/index.htmlwww.techbarrier.com/supernyl/index.htm
Links to product information:
High Gas Barrier Film
SIOx vacuum coated film with excellent high gas barrier properties. Techbarrier is used for high performance food packaging, medical, pharmaceutical and electronic devices .
Bi-Axially Oriented Gas Barrier Nylon Film
A high performance gas barrier film with superior heat durability & clarity.
Designed to provide heatresistance for microwaveableapplications, i.e. retort pouches
Eco Friendly
A multiplayer film with various functions such as high gas barrier, easy peel, pin-hole durability.Used in thermo-formed applications for food, medical, pharmaceutical & industrial packaging.
Multilayer Co-Extruded Film
EN13432 and ASTM D 6400 certified. Fully biodegradable & compostable. Various grades of resins for blown film, injection molding, foam or coated materials.
Biodegradable Plastic Resin & Products
LX-91S is perfectly suited to your standard machinery and processes and will significantly contribute to improving your efficiencies.WWe offer a wide variety of films along with competent technical support and local support, advice on seaming solution adhesives and test equipment for new films such as seam boxes, sample makers and wick holders on EFD Needle Assemblies.Best quality consistentlyReliable delivery serviceClear strategy and focus
HISHIPETTM- LX-91SUltra-High Shrink PETG Film
77 % TD ShrinkageUnique MD Shrinkage performanceUniform shrink finish at critical areas on demanding bottle shapes
Creating better relationships among people, society, and our planet
Industry:Flexible PackagingServices:- High Shrink Transparent PPETG Film for Sleeves- Laminates for Retort PPouches - Biodegradable Film & Resins- Transparent High Gass Barrier Film
- Multi-layer co-extruded Film
Website: www.mpi.co.jp/english
SUPPLIER PROFILE ESTES INDUSTRIES NZ LTD
(ON BEHALF OF MITSUBISHI)
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GRAVURE PACKAGING
Pride in Print awards is a good representation of our customer and supplier relationships that allow us to bring these award winning products to market.”
The year before, GPL took home two gold awards—a Gold Award for packaging in addition to a Category Winner: Process award—for its work on the flexible wrapper design for the Whittakers Fruit and Nut 200g bar.
The Gravure Difference GPL attributes much of its quality to its gravure printing process,
which engraves a design onto a copper cylinder which is then rolled through ink which it transfers onto a paper or plastic substrate which passes between the engraved cylinder and a complementary impression cylinder.
“The advantage of gravure printing is that it lays down a high quantity of ink, which ultimately results in a high quality, sharp, fine image,” states GPL. “Gravure printing’s high image qualities are due to the excellent density, gradation control and metallic ink appearance that gravure printing allows.”
A U S T R A L I A
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GRAVURE PACKAGING
Beyond that, there are several points within GPL’s philosophy which set the printing company apart from its competition:
• We take pride in colour density and gradation control in order to produce market leading colour resolution in our flexible packaging products.
• We are constantly forward thinking with a practicality approach that consistently sees our products innovating the flexible packaging market.
• We adopt the literal meaning of adaptability, and delegate our resources and capabilities towards a direction that is in align with our client’s needs.
• We are confident that our repertoire has the ability to generate customised high quality packaging for a wide variety of FMCG products and objectives.
These points underscore GPL’s dedication to premium innovative work that is ultimately beautiful and a perfect fit for each individual brand partner.
Company Information
I N D U S T RY
Food
H E A D Q U A RT E R S
Wellington, New
Zealand
F O U N D E D
1984
P R O D U C T S /
S E R V I C E S
Founded in Wellington
in 1984, Gravure
Packaging Ltd. is
a private flexible
packaging company
utilising rotogravure
printing for high quality
results. GPL specialises
in shrink sleeves, flow
wraps, and custom
content.
The second largest processing and rice distribution company in Brazil is a leader in several states of the Midwest, North, and Northeast.Written by: Flávia Brancato | Produced by: Taybele Piven
CDA: SYNONYM OF QUALITY AND MARKET LEADERSHIP
The second largest processing and rice distribution company in Brazil is a leader in several states of the Midwest, North, and Northeast.Written by: Flávia Brancato | Produced by: Taybele Piven
CDA: SYNONYM OF QUALITY AND MARKET LEADERSHIP
8 1
A fter the company began as a small cereal dealer, Company Araguaia Distribution (CDA) is now considered the second largest company in the processing and distribution sectors in the country,
operating in the food industry, more specifically in the rice and beans sectors. The company’s production capacity is approximately 36,000 tons per month. Uncle Jorge rice is the flagship product of CDA.
CDA is among the 500 largest companies and the 50 largest companies in the North and Midwest of the country.
Always looking to strengthen its brand in the market segment, the company continually invests in marketing, new technologies, and staff training. CDA has 11 branches distributed at strategic points and operates mainly in the Midwest, North, and Northeast of the country, standing out as the market leader in several cities such as Ceará, Mato Grosso, and cities in the countryside of the state of Maranhão.
The company maintains its focus on growth. José Nivaldo de Oliveira,
José Nivaldo de Oliveira, Director of CDA
8 2 F e b r u a r y 2 0 1 5
CDA
Director of the CDA, states categorically that “the company has plans to enter a new line of products with the goal of increasing and further enhancing its strength in the market.”
MISSION AND AESIn addition to the mission of producing food with quality and promoting products with excellence, the company invests in the development of personal goals and focuses on various programs and training. Besides
“We aim constant investment in new equipment aimed at the improvement of our products and, of course, marketing campaigns”
– Director of CDA, José Nivaldo de Oliveira
CDA B R A Z I L
www.cdaragua ia .com.br 8 3
technological innovations—both in the commercial and administrative areas as well as in the entire production process—CDA has been improving its staff through training aimed at developing teams and valuing employees.
“The social concern, with built-in actions related to the environment and donations campaigns, the quality of the services provided through highly skilled customer service, and the guided service at point-of-sale and after-sales actions” are also
“We plan the inclusion of new products in the Uncle Jorge rice line—products that can be easily prepared—as well as the inclusion of wheat flour and pasta in our sales portfolio”
– Director of CDA, José Nivaldo de Oliveira
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CDA
points highlighted by the director.Following industry trends, the company
seeks to anticipate consumer needs and bring novelties to the market. “We will be introducing new products of the Uncle Jorge line to meet the needs of a new type of consumer and to allow our customers to experience high-quality products,” said Oliveira. One reason for the creation of these new products is the migration of consumers to the consumption of fast food, which challenges the
Tio Jorge rice
Tio Jorge rice
Premium rice
Parboiled rice
Brown rice
CDA B R A Z I L
www.cdaragua ia .com.br 8 5
8 6 F e b r u a r y 2 0 1 5
CDA
company to develop products aimed at, for example, practicality.
PROFESSIONAL DEVELOPMENT AND SOCIAL RESPONSIBILITYCDA offers internal courses and monthly training in all its departments. The company also has a system of financial targets geared at the main corporate objectives. In addition to the success of the actions of the Corporate University, which selects the employees that stand out in their field of work and can work themselves towards a promotion and management positions, the company also offers external courses and scholarships for outstanding employees.
Internal marketing campaigns, an employee reward system—in order to focus the teams on the company’s objectives— and internal events with the participation of all teams are other ways CDA facilitates integration among
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its employees and improves the daily activities within the company.Oliveira also highlights the importance of the International Week of Labor
Accident Prevention (SIPAT) program: “During our International Week of Labor Accident Prevention we offer lectures on quality issues, health, and safety, which brings employees closer to each other and raises awareness on the best practices.”
CDA also places great importance on their social work with the Cancer Combat Association in Goiás (ACCG). Because of the support given by CDA to ACCG’s Cancer Hospital, the company was awarded a seal of
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www.arroztiojorge.com.brarroztiojorge @arroztiojorge
Baixe um leitor QR Code em seu celular, fotografe o código e saiba mais sobre Tio Jorge.
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recognition as “Friend Company of Araújo Jorge Hospital.” ACCG is the only specialized oncology center in the Midwest region that serves patients from Goiania, cities in the countryside of the state of Goiás, and other states. Each year, ACCG conducts about 900,000 procedures, including doctor appointments, hospitalizations, surgeries, chemotherapy, and radiotherapy, among other procedures.
EXPANSION AND INVESTMENTS “We aim constant investment in new equipment aimed at the improvement of our products and, of course, marketing campaigns,” says the director. CDA not only continually invests in marketing through media actions and advertising campaigns, but also through strong representations at the point of sale, with merchandising and products sales.
José Nivaldo de Oliveira, Director of CDA
CDA
The newest branch office, opened last year at Lagoa da Confusão in Tocantins, is one more reason to celebrate the success of over 20 years of CDA operations. The complex is considered one of the largest in Northern Brazil and has modern equipment and the best grain drier structure of the region.
Also, in terms of expansion, the company has encouraging news: “We plan the inclusion of new products in the Uncle Jorge rice line—products that can be easily prepared—as well as the inclusion of wheat flour and pasta in our sales portfolio,” concludes Oliveira.
Company Information
I N D U S T RYFood
H E A D Q U A RT E R SAnápolis , Goiás - Brazil
E M P L O Y E E S862
E S TA B L I S H E D06/06/1990
P R O D U C T S / S E R V I C E SUncle Jorge Food / food products
M A N A G E M E N TJosé Nivaldo de Oliveira: Director Débora Queiroz de Almeida: Quality Center Manager Ricardo José de Sousa: Financial Center and Technology Manager Fernando Luiz Lopes Dantas: Industrial Center Manager Frederico Ferreira Nunes: Commercial Retail Center Manager Adriano Carlos Ferreira: Commercial Corporate Center Manager
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José Nivaldo de Oliveira, Director of CDA
Baldo:Expertise and tradition in the
cultivation of yerba mate Adaptability and continued investments in technology
are the keys of over 80 years of success Written byr: Flávia Brancato | Produced by: Taybele Piven
Baldo:Expertise and tradition in the
cultivation of yerba mate Adaptability and continued investments in technology
are the keys of over 80 years of success Written byr: Flávia Brancato | Produced by: Taybele Piven
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Always focusing on quality and innovation, Baldo bet on yerba mate magic and tradition, gradually invested in new blends, and worked to build up its brand. Now Baldo is a company renowned for quality food, a segment leader, and the largest
exporter of yerba mate in Brazil. In the early 1970s, the company expanded its production and, as a way of diversifying its activities, entered the soybean industrialization and derivatives market.
Baldo operates in three southern Brazilian states (Paraná, Santa Catarina and Río Grande do Sul) and has activities in the mid west. To ensure the purchase and storage of grains, the company strategically established itself in producing regions and created strategic partnerships.
“In order to strengthen our relationship with the soybean industry, our group has incorporated Goemil, a company specializing in products derived from soybean located in Goias and GO,” explained Leandro Gheno,
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São Mateus branch- drying capacity of 200t of mate per day
Commercial Director of Baldo.During 80 years of experience, the company has mastered the
production of food. Currently, the company supplies products to industries throughout Brazil, other parts of Latin America, Europe, and the United States. mate segment in Uruguay.
Gheno reinforces the importance of product quality and the efficiency of the company’s internal processes: “Our company operates in the food industry and is divided into two major groups: yerba mate and soybean. Our work can be classified as specialty (operation with different blends and development of raw materials) and commodity (focus on non-GMO products for human consumption). The first one (yerba mate) was our company start and the second was our search for diversification.”
Seedlings production for the yerba mate development and improvement program
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MARKET CHALLENGESThe search for product and market differentiation within these two large groups of raw materials (yerba mate and soybean) creates challenges requiring specific steps from the company. One challenge is the fact that they are two distinct markets. While soybean production is part of a conventional agriculture and has consumers all over the world, yerba mate has more restricted operations in both production and consumption. Its consumer markets are centered only in Brazil, Argentina, Paraguay, Uruguay, and Chile. To overcome these challenges, Baldo has projects ranging from primary production to research on genetic improvement in both raw materials to the development of differentiated products.
“Although we have a world market for soybean and a regional market for yerba mate, we believe that both products have tendency in their viability as a business. One of them because it needs consumption support and the other because it needs to enter power markets to be appreciated,” summarized the director.
Employees: 125 people
Foundation: December, 23rd 1991
Industry: Main supplier of flexible packaging for a wide range of industries. Leading packaging maté, among others.
Services: Provides the industry with his team the best branding and packaging solution structures.
Management: Miguel E. Gartner, Managing Partner
Website: www.envasando.com
ENVASANDO S.R.L.SUPPLIER PROFILE
We develop technologies for vegetable oil extraction, seed storage and animal feed, including pet food.
With designs and processes developed under new concepts, TECNAL has the most advanced technology for seed preparation, oil extraction and meal treatment, offering the best yield indexes and lowest production costs.
www.tecnal.ind.br
TECHNOLOGYEXPERIENCERELIABILITY
Currently, Baldo has a team of professionals from the fields of forestry, agronomy, and food technology that work on the development of sustainable production protocols and strengthening the link between production and the market. The company aims to create harmony between the country and the industry, with production technologies aimed at preserving the environment.
Gheno admits that there are setbacks. “The roads are challenging and the results
do not always happen because the search processes and the scientific researchers can sometimes prove or sometimes deny hypotheses.
Mate seedlings leaves that are ready to be taken to the field
BALDO
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Different phases of the product
BALDO
Baldo maintains very close relationships with universities and institutions such as Embrapa, and acts both on improving primary production and improvement of processes and product innovation,” explained Gheno
INVESTMENTS AND DEVELOPMENT STRATEGIESIn the area of production management, the main focus of the company is the program’s base for certification. Regarding professional
“The roads are challenging and the results do not always happen because the search processes and the scientific researchers can sometimes prove or sometimes deny hypotheses”– Leandro Gheno, Commercial Director of Baldo
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development, the company offers internal training in all areas and scholarships for undergraduate, graduate, and technical courses. The company also has an employee profit-sharing plan (EPSP). When it comes to the continuous improvement of product quality, Gheno highlights the EPSP as one of the main pillars.
“Baldo uses its employee profit-sharing plan almost exclusively to monitor and improve its processes and products. This happens because the evaluation of EPSP items is not linked to the
Superior plants have been cloned for Baldo’s development and improvement program
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company profit results, but in control and process improvement. So even if the company has a loss, the employees receive their prizes if they meet the minimum required standards in our products and processes,” stated Gheno
Baldo ensures the safety of workers and products with the assistance of advisory services from specialized companies. The company has eliminated points of danger and unhealthy processes, and made large investments in personal protective equipment and various automation projects to bring better ergonomics and thermal and acoustic comfort for all employees.
The company’s investments in new business opportunities and technologies that enable differentiation in its production line are constant.
“Our company seeks to be constantly up to date on production
Soy and derivatives
technologies. This is part of our daily planning. We also seek to increase our productivity and process efficiency. We want to do more with fewer resources,” said the director.
Also according to the executive, the amounts invested in recent years have been around 2% of the annual profit of the company.
“In 2014 our profit (only controllership) was R$ 280 million and in 2013 was R$ 250 million. The company’s profit has been growing lately. Since we have been exporting around 60%, the exchange rate is always a relevant factor,” he concluded.
Company Information
I N D U S T RY
Soybean and Yerba Mate Processing Industry
H E A D Q U A RT E R S
Encantado - RS - Brazil
E M P L O Y E E S
350
P R O D U C T S / S E R V I C E S
Soy derivatives: white flour, toasted bran, lecithin, PTS, oil etc... Yerba mate for chimarrão (traditional South American caffeine-rich infused drink), mate tea, liquid and dry mate extracts
M A N A G E M E N T
CEO: Arlindo Baldo CFO: Ernesto toni Commercial Director: Leandro Gheno Industrial Director: Ricardo Moraes Associate Director: Paulo Baldo
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Soy and derivatives
