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06 декабря, 13:22

Deforestation and the Trillion-Dollar Time Bomb

You probably recognize many of the companies on the first of the two lists we'll be examining today - like Colgate Palmolive, L'Oréal, and McDonald's, which are household names. You might not know the others - like Marfrig Global Foods and Bunge - but they're equally massive, and they depend on sustainable supplies of palm, soy, cattle, and timber & pulp - the "big four" forest risk commodities responsible most of the world's deforestation. These four commodities account for 24% of the cumulative income of 187 companies surveyed for a new report called "Revenue at risk: Why addressing deforestation is critical to business success", and their supplies could be disrupted if deforestation continues. Produced by CDP (formerly the Carbon Disclosure Project) at the behest of 365 institutional investors, the report concludes that disruptions in supplies of forest risk commodities could cost $906 billion per year. There's another list, too: the Forest 500, which names and shames the 500 entities that can end deforestation. Half those entities are companies, and many of them have pledged to end practices that kill forests. The list is compiled by the Global Canopy Programme (GCP), which ranks those pledges and gives credit for good ones. GCP also published a report today, and it's called "Sleeping giants of deforestation". It shows that 57% of the companies on the Forest 500 either have no policies to end deforestation or none that the organization deems credible, while the CDP report shows that just 42% of the companies on the risk side have even bothered to investigate the ways that supply disruptions could impact their business. On top of that, the Forest Trends Supply Change project tracks the progress that companies are reporting on their deforestation pledges and shows less than half of them are even reporting progress. Add the findings up, and you find a global agriculture sector facing an existential threat and partially acting on it, but mostly hobbled by poor traceability and weak governance or blinded by apathy and overconfidence and frustrated by shortages of certified raw materials. The GCP report looked at countries, too, and found many of those on the supply side - the rainforest countries that export forest risk commodities - were beginning to take action, while those on the demand side - the developed countries that import them - aren't. Paradoxically, while developed countries often funded sustainability efforts in tropical countries, only two of the importing countries on the Forest 500 - Germany and the Netherlands - formally support national sustainability efforts among consumers. The Bright(ish) Side It's not all doom and gloom. Supply Change also found that those pledges with publicly-available disclosure were, on average, more than 70% of the way towards completion; and while many companies are certainly avoiding disclosure to hide bad performance, others have taken productive actions that are just difficult to quantify. Danone, for example, is helping small farmers around the world shift to sustainable farming, and progress on that front won't show up incrementally the way shifting to certified commodities does. Likewise, Norwegian consumer goods group Orkla implemented a three-pronged sustainable palm oil policy in 2014 and recently saw their Forest 500 rating jump from three stars to five, as did two other companies: Colgate Palmolive and Marks & Spencer. Orkla has been working for years to replace palm oil with options that are healthier and not associated with deforestation, and they launched their sustainable palm oil policy in 2014. That involved renegotiating their contracts with key suppliers and becoming a member of the RSPO at Group level. "We have a regular dialogue with suppliers about the progress of the work," says Ellen Behrens, the company's Vice President for Corporate Responsibility. "We only work with suppliers who have good plans for sustainable improvement. Examples of supplier activities include the use of satellite-based risk assessments, fire alert systems and various types of training programs." Like Danone, they're also looking to drive complex changes on the ground. "We look for suppliers who engage in training of mill management and of farmers, and who engage in awareness-building in local communities," she says. The final component, she says, is certification, which among others is important to monitor compliance with important aspects such as working conditions and the use of pesticides. Their most recent disclosure document shows that 40% of the palm oil, blends, and derivatives they purchase are either certified as sustainable by the Roundtable on Sustainable Palm Oil (RSPO) or have their impacts offset by Green Palm certificates. "Certification is the easiest activity to communicate in a quantified way," says Behrens. "We're currently looking into how to verify other activities." That's something to keep in mind as you explore the group's Supply Change profile: companies whose only pledge involves certification will show more "quantitative progress" than those undertaking more complex strategies, so it pays to heed the milestones embedded in the profiles as well. Radical Transparency The reports come in as a flurry of new transparency tools are also coming on line, as we covered in a recent edition of the Bionic Planet podcast, which is available on iTunes, TuneIn, Stitcher, and here: Perils and Possibility The CDP report uncovered a disturbing sense of confidence among companies with high exposure to the big four commodities, with 72% of them expressing confidence in their ability to source them in the future - even as 81% of companies in the Agricultural Production sector reported impacts related to forest-risk commodities in the past five years. On the other hand, many also seemed unaware of the potential for growth that a shift to sustainable sourcing could offer. "Investors are poised to capitalize on the opportunities that await," wrote CDP CEO Paul Simpson in the foreword. "Some of the biggest index providers in the world, including S&P and STOXX, have created low-carbon indices to help investors direct their money towards the sustainable companies of the future. Investors see opportunities in sustainably managed timberland, and are beginning to direct funding to innovative approaches to protect forests, such as REDD+ credits." This story is cross-posted on Ecosystem Marketplace. Read the original. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

03 декабря, 08:52

Can Radical Transparency Change Agriculture And Slow Climate Change?

This story is cross-posted on Ecosystem Marketplace. Kevin Rabinovitch stands straight and speaks in clear, clipped tones - more like a naval officer than a corporate quant - as, on the screen behind him, a daunting mass of threads and whorls illustrates the global flows of Brazilian soybeans from thousands of individual municipalities across Brazil, through specific exporters and importers, to countries around the world. "We buy a lot of soy from Brazil," he says. "But we also buy things that eat soy in Brazil before we buy them," he continues, referring to the chickens and cows that end up in pet food manufactured by food giant Mars Inc, where he's Global Director of Sustainability. Known for its ubiquitous Mars and Milky Way candy bars, privately-held Mars, Inc also makes Whiskas cat food, Wrigley's chewing gum, and dozens of other products that require tens of thousands of tons of cattle, soy, and palm oil - all of which are packaged in products derived from pulp & paper. These are the "big four" commodities responsible for most of the world's deforestation, and they achieved that status because thousands of companies buy them from hundreds of thousands of farmers around the world, and many of those farmers chop forests to make way for plantations. But a relative handful of companies have been acting more like environmental groups than for-profit entities, largely because unsustainable agriculture means unsustainable business. Mars, for example, recently teamed up with Danone to launch the Livelihoods Funds, which invest in sustainable small-scale farms around the world, and it's one of 56  companies to endorse the New York Declaration on Forests (NYDF), which aims, among other things, to purge deforestation "from the production of agricultural commodities such as palm oil, soy, paper, and beef products by no later than 2020." Even before endorsing the NYDF, Mars had established concrete goals for improving the way it gathers raw materials, and it set tight deadlines for achieving them. Now it's reporting solid progress on two of them: the Forest Trends Supply Change project shows Mars reporting it is 91% of the way towards achieving its palm oil goal and 89% of the way towards achieving its packaging goal. But the company hasn't yet publicly reported progress on its soy or cattle pledges, both of which have 2017 due dates, and Rabinovitch says the task is proving more difficult than he and most corporate sustainability directors imagined. "Privately amongst ourselves - and even publicly in forums - there's a lot of head-scratching that goes on," he says. "We know we want to end deforestation, but it's not obvious how we're going to do it, and it's critically important to have the data community step up and say, 'Here are tools that can help you.'" That massive blob on the wall behind him could be one of those tools (see "How it Works", below). Further Coverage on Bionic Planet Scroll down to continue reading, or hear more on the latest episode of of Bionic Planet, which is available on iTunes, TuneIn, Stitcher, and elsewhere. The latest episode features extended interviews with the team that developed Trase, as well as a walk-through of the platform. Trasing the Globe It's called "Trase", which stands for "TRAnsparence for Sustainable Economies", and was developed jointly over the past two years by the Global Canopy Programme (GCP), the Stockholm Environment Institute (SEI), and the European Forest Institute (EFI). It's designed to help companies and watchdogs track the impact that the purchases in one part of the world are having on the ground in other parts, and it works by tracking soybeans from every Brazilian municipality that produces them - more than 2,000 in total - through brokers, exporters, and importers, and then providing an overlay to compare the supply chain with environmental conditions in the municipality of origin. "Traders tell us that they need to be able to filter the threats and opportunities quickly to be able to prioritize those places - and the other actors associated with those places - where they need to be acting first, and with the highest priority," says Toby Gardner, an SEI Research Fellow who demonstrated the portal at year-end climate talks in Marrakesh, Morocco. The demonstration came just days before Climate Focus presented an assessment report consolidating data from 12 transparency initiatives, including Supply Change and GCP's Forest 500, as well as interviews with corporate sustainability officers, finding a disturbing lack of transparency around progress among NYDF companies. Tedious Research; Simple Interface Trase lets users view both a supply-chain map and a geographical map, and the data driving it was cobbled together over two years using bills of lading, customs declarations, and other documents generated in the harvesting and transport of soybeans. Many were purchased from trade intelligence companies. "Tellingly, this is data that already existed, but it was not tapped by the sustainability community," says Gardner. "We were looked upon with bemused astonishment when we approached trade intelligence companies to use these, and I wonder how many other useful sources are out there just waiting to be tapped." They plan to expand the portal to include other Latin American countries, then to facilities that crush soybeans into meal and oil, as well to feedlots that turn soybeans into chickens and beef, and finally to the other big four commodities. Internally, they assign confidence ratings to many of the "threads" in the supply-chain map, which is constantly being improved through site-specific research. "If a company declares that they have a production farm in a given municipality, that's something we can take into account," says Clément Suavet, who lead development of the platform. "As we gain more information, we can add certainty incrementally, and we would like to make this available on the site as well." Yin and Yang The platform is designed to blend with others that show different parts of the supply-chain puzzle. Trase, for example, ends at the port of import, which means it doesn't yet show end retailers and manufacturers. Supply Change, on the other hand, begins with end retailers and manufacturers, as well as brokers. "Each of our platforms are tackling different parts of the puzzle, and there are many others coming at it from other angles as well - from supply chains transparency and data collection tools such as CDP Forests Program to the sustainable commodity certification agencies such as RTRS and RSPO," says Stephen Donofrio, Supply Change's Senior Advisor. "As Supply Change relies solely on self-reported commitment declarations and progress updates, then in a sense, Trase compliments this in that it could provide a ground-truthing, or spot check, against what companies are saying in their own documentation." Rabinovitch says that, as more entities shine more transparency on supply chains, good companies will be more willing to show their cards, leading to virtuous cycle of more and more disclosure. "The default mindset of corporate entities is, 'If I share data, something bad cold happen; someone could figure out something about my business,'" he says. "But as soon as a number is out there, a customer or supplier says, 'I'm assuming that number applies to you, because Trase says it's the deforestation number of companies in your country,' so good actors now have a motivation to say, 'Whoa, hang on. Disaggregate us from that lot. These are our numbers,'" Thomas Sembres works with the UN REDD Facility and EFI. He contributed to the platform's development and sees such tools providing support to cash-strapped regulators, and cites the European Union's long development of the Forest Law Enforcement, Governance and Trade (FLEGT) initiative, which is designed to identify sustainable sources of timber coming into the EU. "If this type of platform had existed when we were negotiating FLEGT, we would have been able to identify much more sharply the key actors from the private sector, as well as the key jurisdictions that have a stake in the trade between countries, and incentivize progress along the way," he says, adding that good actors are already becoming dramatically more transparent. "We're seeing transparency becoming a competitive advantage," he says. "We've struggled for so many years to try to convince the private sector to release more data on supply chains, but we've never had a complete picture." And that complete picture is critical, because transparency can be a double-edged sword, according to Rosa Maria Vidal, Executive Director of the Governors' Climate and Forests Fund. Use and Abuse: To Flee or to Fix? Vidal says she's a big believer in transparency, but she cautions that it can backfire if disclosure scares companies away from problematic municipalities instead of encouraging them to engage productively. "We're working to build new partnerships across 35 subnational jurisdictions responsible for 30% of the world's deforestation," she says. "These are jurisdictions that have promised to reduce deforestation 80% by 2020 by bringing benefits to communities, but they haven't seen any finance yet." If the emerging transparency efforts shine a light on companies that are sourcing material from high-deforestation areas, she says, they should encourage those companies to actively improve conditions rather than pull up and move elsewhere. "If we don't facilitate this dialogue - if we just say, 'It's a risky jurisdiction' - it will mean more deforestation because of fewer jobs and opportunity," she says - and Gardner agrees. "It's unrealistic for all companies to just pick up and move to where there are no problems, and if they tried, no one would ever meet their commitments," he says. "But companies often don't even know their impacts, and this makes it possible for them to know where they need to invest." How it Works The address is www.trase.earth, and the portal offers introductory tutorials at the bottom of the page.  Or you can click on "explore the tool" and see where your mouse takes you: The first layer shows all known soybean flows from Brazilian municipalities, through trading companies and exporters in Brazil to importers working in other countries. You can color code to highlight supply chains by various criteria - in this case, the type of biome from which the soybeans come: The Amazon may be Brazil's most famous biome, but the country has six of them, and some are more fragile than the forest. Or you can filter it to one or several countries - in this case, China: China is the leading importer of soybeans. Filter to one trader - Bunge - and you get this: Bunge is the largest soybean trader operating in Brazil. You can then reduce it to one importer - Guangxi - and you get this: Now you can trace all the flows through Bunge and Guangxi into China. Finally, you can expand the municipality bar to see where Bunge gets the beans that it sells to Guangxi. In this case, hundreds of strings appeared, but we highlighted just four. The municipalities you select will show up on the map, and you can begin layering in factors like deforestation rates, reported rates of forced labor, and water scarcity. Bunge buys from hundreds of municipalities in Brazil, but here we have highlighted four of them. Note their appearance on the map. You can also layer in various risk factors, such as rate of deforestation or reported cases of slave labor. For now, TRACE includes 320,000 unique pathways, and that will increase exponentially as the portal grows to include other countries and commodities. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

02 декабря, 15:29

Первая очередь нового молочного комплекса открыта в Тюменской области

Введена в эксплуатацию первая очередь проекта, включающая два коровника на 1,98 тыс. мест, здание для содержания телок случного возраста на 540 скотомест, здание для содержания нетелей на 720 скотомест, четыре телятника для животных в возрасте 3-12 месяцев на 2,4 тыс. скотомест, доильно-молочный блок с доильным залом типа «Карусель» на 40 мест, родильное отделение, системы навозоудаления и сепарации, вспомогательные и административные объекты.Группа компаний «Дамате» начала завоз скота на новый молочный комплекс в Тюменской области, строительство которого ведется в рамках совместного проекта с компанией Danone. Первая партия 400 голов прибыла на ферму из Голландии — это телки в воз...

24 ноября, 02:07

Trailblazing Women: Clara Gaymard, Co-founder of Raise (Private Equity firm & Foundation), President of Women's Forum for the Economy & Society

This interview is part of a series on Trailblazing Women role models (Entrepreneurs and Leaders) from around the world and first appeared on Global Invest Her. You have to see what you can be. "Do what you love, do it a lot and do it well. Not trying is already losing. You have to try. We are what we become." Clara Gaymard is Co-founder of Raise. Founded in 2013 with Gonzague de Blignières, Raise is composed of two entities: Raise Investment, a capital investment company and the non-profit Raise Endowment Fund, a philanthropic organization that helps young entrepreneurs. Clara Gaymard is a Board Member of several companies (Veolia, Bouygues, Danone, LVMH) and also President of the Women's Forum since 2015. Clara is also a VP or Board Member of several non-profit foundations such as College de France, Fondation Valentin Haüy and IMS Entreprendre pour la Cité. From September 2006 to 2016, she was President and CEO of GE France. Prior to joining GE, Clara Gaymard had an outstanding career in the French Administration (Civil Service). After she completed her ENA degree, she joined the State Audit Office as an Auditor, then as a Advisor. From 1991 to 2003, she held several positions in the French Administration, mainly at the Ministry of Economy and Finance where she focused on SME investment and economic development. In 2003, her appointment as Ambassador and President of the Invest In France Agency (AFII) was a key turning point. As the Head of the Agency, Clara Gaymard brought a more accurate and current focus to innovation and private-public collaboration to improve economic prosperity. Clara is an Officer of the National Merit Order and Knight of the Legion of Honour. She is also a Commendatore of the Italian Republic Merit Order. Learn more about RAISE on their website, Linked in page, Women's Forum for the Economy & Society website, and follow her on Twitter at: @Clara_Gaymard, [email protected]_France‬‬‬, @Womens_Forum Who is your role model as a leader? I've never had one person in particular that inspired me to live my life. I admire a lot of people, but never thought I had to be like them. I have my own path, try to be myself and be normal. I never dreamed of being exceptional or different, although I know I am different because of my double culture (my mother is Danish, father French). What matters most, when you have a double culture and in general, is to respect what matters to others. I try to take the best of anything I see or read, although some qualities in people resonate more for me, like being able to have harmony. "I particularly admire people who work hard, are passionate about what they do and can also have balance in their life, that shows you that you don't need to be extreme to perform well." That is a quality you find in Nelson Mandela, Mother Teresa or in some current CEO's of big corporates like Paul Polman of Unilever who really cares about the environment and shows you can be a successful CEO and care for our planet. You don't only need to have one purpose. Leaders who can reconcile people and bring them together, like Martin Luther King or Gandhi are so precious for society. What is your greatest achievement to date? "My family, by far. Everything else I have done because I love what I do. I love life and my job, yet at the end of the day, what really matters is my family. It's very simple." If you want to be honest with yourself, you have to ask yourself what do you really like doing. Do you prefer going to work, as I choose to do with Gonzagues de Blignières at Raise, meeting fascinating entrepreneurs who build the future, and we are lucky to help them? Or do you prefer to stay at home and do the ironing? I made my choice a long time ago. Mercedes Erra (Executive President of Havas) says "it's more fun to go out and work than stay at home and clean!" We live in a culture, where women feel guilty. It's the worst feeling in the world, because it means you don't take ownership for who you are. I knew I wouldn't be the best mother, first in class, first to win the race. "I never compare myself to others, I just want to do my best, and to do that, I have to do what I love." Life is long. I totally understand and respect women who want to stay at home and look after their children. It depends on the time in your life and what you really want to do. The people you love want you to be happy. I don't believe in sacrifice because of love. The first person you should love and respect is yourself, not to be narcissistic, but because you are born with the gift of your body, heart and mind. Your main responsibility is to take care of it, not for your benefit, but to be able to benefit others and the planet. It's terrible if you don't use the tools you are given. When you educate your children and manage your team, you always want them to give the best of themselves. You push them, give them opportunities to grow, that's your responsibility. So the first thing you should do is do the same for yourself. If you don't do this for yourself, how can you do it for others? My motto is: Do things because you want to do them, not because others want you to do them. Early in my career I had 5 children in 5 years, when people told me I couldn't do that. If you do things because you are afraid of how people will look at you, you forget what you really want. I was successful in my studies at Sciences Po and ENA and felt I had to give back, because I was so lucky to do those studies. I am very thankful to France and have always done what I can to give back to my country. If you have a talent, you must use it and give back. What has been your biggest challenge as a woman leader? As a woman, every day is a fight. Now at RAISE we have complete gender parity, but throughout my whole career in the public and private sector, I was the only woman in meetings, travelled only with men. The work and business side is not complicated for women, it's the small talk at dinner and lunch, where men talk about football, cars etc that can make you feel like an intruder. Even when they do their best to make you feel comfortable in the conversation, you are still different to them. Women have to push to have more women on their team, so we can share what matters to us, be accepted and have more fun! Women tend to work too hard, trying to be the best and men seem to have more fun at work! I think it is important for women to tell men when they are make them feel uncomfortable, because often men don't realise they have hurt our feelings. Let them know how their behaviour makes you feel, in a non-conflictual way eg 'you see it this way, understand that can hurt/upset me'. In the past, I sometimes accepted things that were unacceptable, because I didn't want to rock the boat. Now that I'm the boss, my biggest challenge is accepting I can really express how I feel and that it doesn't make me more vulnerable by doing that. For example a journalist once wrote a derogatory article about some research that said 'blond women were paid 75% more than brunettes' and ended the article by saying blonds were less clever than brunettes and included my photo to illustrate the article! I chose to publicly laugh about that rather than take it personally. If you take things personally you are wasting your time! At work, if you want to be successful when there is a crisis or difficult decision to be made, just step back, take yourself out of the picture and see the situation for how it currently is, not how it can hurt you. Take as much emotion as you can out of the decision. A few years ago, when I was part of the negotiation for the takeover deal between GE and Alstom with our respective governments and companies, I had to make some tough decisions that could have had big repercussions for me personally. When you do what is right, you need to focus on the success of the outcome for the organisation above all else, not for you personally. How do you grow people in your organization? I really like to get to know the people on my team. What really matters to me is not only their knowledge and expertise, rather what they are passionate about and like doing in their lives. I learned this earlier in my career when I was 35 year old, working for the French government. A male colleague had been working for me for over 2 years and it was only when we were having a lunch to celebrate his move to a new position, that I discovered he was an avid painter at the weekends! My wake up call, was that I realised I had worked closely with him for over 2 years, yet I did not know his passion for painting, because I had been focused on his job, not him as a person. "When you focus on what drives your people and what they are truly passionate about, you discover so many treasures and they give the best of themselves." When I was at GE, I couldn't remember what degrees the people on my team had, but I knew what motivated them. When I first gave them a job, I told them I hoped that what they would be doing now would only be 50% of the job of their job in future, and that they should feel free to create the other half and do more of what they love doing. I always gave them regular feedback and asked them to explore new areas to work on. At Raise with my partner Gonzague de Blignières, we raised $350 million for our Private Equity Investment Fund and we and the team give 50% of our profits of that to our Foundation to support entrepreneurs (biggest foundation in France for entrepreneurs). It was my team who came up with the idea for Raise Ventures, it's so powerful when you see your team building with you - they push you when they feel comfortable - it's so fascinating and energising! I try not to give too much guidance, and ask them to come to me with proposals to discuss. With Gonzague, we have to let them do things, trust them and let them know they are there because you value their talent. Your power is not your power, it's the power you give your team to grow and fly. If you could do 1 thing differently, what would it be? I would do everything differently! I would love to have another life, not because I don't like my current life, rather to be able to experiment and do other things, be an architect, a singer... I love what I have done, but if I had to re-live my life, the only thing I would keep is my children, my family! What differences do you notice between men and women's leadership styles? I don't like to say there are different types of leadership between men and women. What I notice is that when men are only with other men, they behave a certain way, and it's the same with women only working with women. If you have mixed gender teams, you won't have leadership differences, if you have full gender parity. When everyone is the same, that's what creates distortions in management and leadership. I really believe that. It's not true that all women are open-minded, kind and sweet and that all men are fighters and tough. You have sweet men and tough women! "When you put clones together, they work like clones - when you have diversity, things come to life and you get better results." How would you describe your leadership style? There are 4 things that matter to me: 1) Excellence and performing well. As children, my father always told us "do what you love, do it a lot and do it well." If you want to be successful, you have to be dedicated, try hard, keep trying and do it well. 2) Never miss an encounter. When people knock at your door, even if it's unexpected, listen to them. Life is made of encounters. When I was at GE, I always asked my assistant to keep 10% of my time free for what really counts, that was non-business focused. 3) Share. Share your experience, share your success, share your money. My leadership is about sharing. 4) Have fun and laugh! We only have one life. We spend so much time in our office - if we don't have fun and laugh at things, it's not worth it. Do things seriously, but don't take yourself seriously. What advice would you give to your younger self? I would have loved to hear this when I was younger (I didn't have anybody to give me advice then): Do what you like, do it a lot and do it well. This is really important. If you are true to yourself, maybe you will hurt some people around you, but if it's the right thing for you, the hurt won't be as much as you think and it will go away! Yes you have to make choices, it's not easy, and you have to take some tough decisions, that others around you may not understand. But if it's the right decision for you, they will get over it. What would you like to achieve in the next 5 years? To be honest I don't know! When I was 18, 25, 40 I didn't know what I wanted to be! "Some people know early on what they want to be, but most of us don't know and it doesn't matter. I think it's very important to say that." A lot of young people don't know what they want to be and feel guilty about it, or stupid. But who dreams of being the Marketing Director of a big corporate? It's a great job, but how can you dream of it when you are 18 ? The only thing I know, is that I want RAISE to be an example for others, because I don't know any other Private Equity company where the team gives 50% of its earnings to a foundation for entrepreneurs. "I hope we will help and support a lot of entrepreneurs to be very successful. My dream with RAISE is that we help the economy, by supporting more entrepreneurs who create jobs." 3 key words to describe yourself? • Curious • Enthusiastic • Listener I also love the quote from a Jewish, lesbian photographer from 1920's Germany who said "I'm going where I am, but I'm still not there" - "Je vais là où je suis, mais je n'y suis pas encore". ------- Watch Anne Ravanona's TEDx talk on Investing in Women Entrepreneurs. See more Trailblazing Women role models from this Huffpost series Learn more about Global Invest Her www.globalinvesther.com @GlobalInvestHer -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

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23 ноября, 14:36

Danone не планирует выкупать оставшиеся акции «Юнимилка»

Danone не планирует консолидировать оставшиеся акции «Юнимилка», сообщил гендиректор Danone Россия Бернар Дюкро на пресс-конференции в Екатеринбурге в среду.

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23 ноября, 00:12


Danone вложилась в молоко

23 ноября, 00:03

Драйвер - инвестиции. В Подмосковье обсудили будущее молочной отрасли

Что иностранцу хорошо, то россиянину некачественно. Почему мы предпочитаем молочную продукцию с малыми сроками годности?

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22 ноября, 21:08

ISRAELI AMBASSADOR: Iran is smuggling weapons to Hezbollah on commercial flights. UN Ambassador D…

ISRAELI AMBASSADOR: Iran is smuggling weapons to Hezbollah on commercial flights. UN Ambassador Danny Danon sent an urgent letter to the Security Council members in which he revealed the smuggling route from Iran’s Revolutionary Guards to Hezbollah: “The Iranian Al-Quds Force packs weapons, ammunition and missile technology to Hezbollah in suitcases and puts them on […]

16 ноября, 02:35

You're Not That Special: Why Demographics Don't Matter

By Alexander Jutkowitz, CEO, Truffle Pig, Colloquial and Group SJR Age matters, if you’re a connoisseur of vintage wines or enjoy pungent cheeses. Gender matters, if you’re stating your admiration for a ship (Aye captain, she’s a real beaut). But for marketers, it’s time for us to ditch this segmented way of seeing the world. There’s a better way to target our audiences other living, breathing people like us. Ending our reliance on demographics will not only make us more effective marketers, but will also help eliminate damaging stereotypes that crop up so often in marketing campaigns. In one of my favorite quotes from The Office, Michael Scott explains how limiting stereotypes can be: “Close your eyes,” he says. “Picture a convict. What's he wearing? Nothing special, baseball cap on backwards, baggy pants. He says something ordinary like, 'Yo, that’s shizzle.' Okay. Now slowly open your eyes again. Who are you picturing? A black man? Wrong. That was a white woman. Surprised? Well, shame on you.” The absurdity of the quote aside, Michael makes a good point in his confluence of genders. If you feed your marketing teams the same tired demographic research, you’re painting a very restricted picture for them. If you tell your team to imagine a “he,” that’s exactly what they’re going to do. You’re setting them up to reach the most stereotypical conclusions, which can hurt your brand and your bottom line. Google has great data to back this up. For example, they found that 40% of baby product purchasers live in households without children. Asking your marketing team to solely market to households with children would be missing nearly half of your consumer base. Looking beyond demographics and stereotypes also makes for more inclusive marketing campaigns. One of my favorite examples of a brand campaign making a real effort to transcend limiting stereotypes is Thinx, the period-proof underwear brand. Periods have historically inspired only the most whitewashed of advertising campaigns, but Thinx opted for something much better. With colorful, artful and provocative imagery, Thinx challenged us to think differently about what an ad for period products should look and feel like. And it's not just women they feature in their vibrant campaigns; Thinx became the first menstruation brand to feature a trans male model. Their inclusive and real campaign made an important point that there are men who get their periods. It started a purposeful conversation, while also enriching their brand message that everyone should feel secure in who they are. Demolishing the demographic can also lead to more creative ways of structuring a marketing campaign. Actimel, a brand of yogurt drink by Danone, did exactly that with their #staystrong campaign. Rather than target specific people, they targeted specific moments in time that everyone experiences – for example, the horrors of commuting or getting stuck in a rainstorm. Their real-time marketing campaign was able to dynamically respond to these events, pushing out relatable content during morning rush hour or when a storm rolls through. It’s a simple idea, but a transformative one. As marketers, we are challenged with making a product or service relatable. If you stripped it down to the most essential elements, a marketing campaign would look a lot like a persuasive essay: state the challenge, provide a solution, and give supporting evidence. The foundation of a great strategy doesn’t have to start with a stereotype – it could begin with an emotion or universal feeling. By demolishing the demographic, brands can break free of limiting stereotypes. These tired half-truths restrict how we see the world. Demographics can hold brands back not only in profit, but also in the hearts and minds of their audiences the passionate, interesting people they’re trying to reach. This article is an excerpt from Unfiltered, a thought leadership magazine created by Group SJR. Learn more at unfiltered.groupsjr.com. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

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11 ноября, 18:05

Quick Guide to MFS International Value C Fund (MGICX)

MFS International Value C (MGICX) a Zacks Rank #2 (Buy) invests, under normal market conditions, at least 65% of its net assets in equity securities of foreign (including emerging market) companies

31 октября, 12:57

Как в мире работают крупные сельскохозяйственные предприятия

Как в мире работают крупные сельскохозяйственные предприятия, объясняет Василий Узун, главный научный сотрудник Центра агропродовольственной политики Института прикладных экономических исследований РАНХиГС Российские агрохолдинги очень неустойчивы, многие довольно скоро уходят с рынка. Это можно объяснить тем, что они организованы по принципу капиталистического хозяйства, основанного на наемном труде. Из-за этого они теряют в эффективности. Агрохолдинги лишают фермеров земли, превращают в наемных рабочих. А их очень трудно стимулировать к качественной работе. Поначалу им платят довольно высокие зарплаты. Но люди быстро привыкают к этому и снижают производительность труда, воруют и обманывают хозяина. Нужен неусыпный контроль. Его можно установить в заводском цехе, но как вы уследите за выехавшим в поле трактористом? Он или будет пахать халтурно, или солярку продаст налево. Так происходит постоянно, и хозяину холдинга бывает проще продать землю, чем добиваться качественного труда. Мир давно нашел решение этой проблемы. Кстати, в Бразилии поначалу тоже создавались холдинги, подобные нашим. Но от этой формы отказались и перешли к фермерскому хозяйству. Вообще в мире фермеры - основа сельского производства. И это преимущественно семейные предприятия. Они дорожат своей землей. Даже если возникают проблемы, что-то идет не так, они стараются дело поправить, но не уходят. Фермеры разумно используют ресурсы - топливо, технику, семена, потому что заинтересованы в производстве качественной продукции. Крупные холдинги сельскому хозяйству нужны. Но они в большинстве стран сами на земле не работают, заключают договоры с фермерами, которые поставляют им свою продукцию для переработки. Так, например, работает американская Tyson Foods Inc. - второй в мире поставщик по объемам мяса, дает четверть мирового производства курятины. У этой компании, например, есть фабрики суточных цыплят. Их тут же передают фермерам, обеспечивают кормами, диктуют технологии выращивания, правила ухода, лечения, дают все, что можно и нужно применять при выращивании бройлеров. Фермеры потом продают продукцию компании. А сама компания занимается развитием науки, совершенствует технологии. У нас в России тоже есть зарубежные компании, работающие по такому принципу,- это Danone, Ehrmann. Они выпускают йогурты, но сами не выращивают коров, не производят молоко, а работают по контрактам с отечественными производителями, в основном с фермерами. Но большинство российских агрохолдингов стремятся захватить как можно больше земли, причем не всегда могут ее обрабатывать. Точно никто не знает, сколько у них земли, наша статистика эти данные не отслеживает. Чаще всего крупный холдинг владеет землей в нескольких регионах. И если кто-то дает цифры, то это лишь косвенные оценки. Очень редко агрохолдинги сообщают о размерах своих земельных банков. Закон об обороте земель сельхозназначения предусматриваем ограничения на размеры площадей для юридических лиц. Нормы этого закона прописаны так, что обойти их не составляет никакого труда. Чем у нас и пользуются.(http://www.korovainfo.ru/...)

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30 октября, 23:42

Ягоды для Danone

Производитель молочных продуктов Danone сообщил о заключении с липецкой компанией «Фрагария» пятилетнего соглашения на поставку замороженных ягод и фруктов для производства йогуртов. «Фрагария» во II–III кварталах 2017 г. построит крупный производственный комплекс с собственными ягодниками и фруктовыми садами и завод шоковой заморозки ягод и фруктов мощностью 8000 т продукции в год, следует из заявления Danone. На заводе будут замораживаться как собственные ягоды и фрукты, выращиваемые компанией «Ягодные поля» (2000 т), так и плоды, закупаемые у фермеров (6000 т). Информацию подтвердил совладелец «Фрагарии» Игорь Бугорский.

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30 октября, 23:42

Топ-менеджер «Росгосстраха» оказался совладельцем крупного проекта по выращиванию земляники

Производитель молочных продуктов Danone сообщил о заключении с липецкой компанией «Фрагария» пятилетнего соглашения на поставку замороженных ягод и фруктов для производства йогуртов. «Фрагария» во II–III кварталах 2017 г. построит крупный производственный комплекс с собственными ягодниками и фруктовыми садами и завод шоковой заморозки ягод и фруктов мощностью 8000 т продукции в год, следует из заявления Danone. На заводе будут замораживаться как собственные ягоды и фрукты, выращиваемые компанией «Ягодные поля» (2000 т), так и плоды, закупаемые у фермеров (6000 т). Информацию подтвердил совладелец «Фрагарии» Игорь Бугорский.

24 октября, 07:50

Искандер Зигангараев, ГК «КЖК-Логистик»: «Объемы были бешеные: в Казани работали только «Вамин» и «Юнимилк»

«Известная белорусская компания предложила нам очень выгодные условия сотрудничества. Я посчитал: им-то невыгодно. В ответ услышал: «А нам неважно. Батька сказал зайти на рынок», — вспоминает случай из жизни ГК «КЖК-Логистик» Искандер Зигангараев, который создал свой бизнес, отпочковавшись от ГК «Нэфис». В интервью «БИЗНЕС Online» он рассказал, какие войны идут в продуктовом ретейле, почему он отказывается торговать мясом и что придумал, чтобы водители не «убивали» «газели» за три месяца.

21 октября, 05:37

Петербург может стать сырной столицей России

Французы хотят создать в Ленобласти завод по выпуску мягких и свежих сыров в под брендом Village du Fromage (деревня сыра — фр.). Инвестиции в проект составят 350 млн рублей. Эти средства пойдут на закупку стада в 350 голов и организацию производственной площадки. Среди французских инвесторов обещает быть французский производитель из региона Франш-Конте, который специализируется на производстве полутвердых, мягких, свежих и свежих выдержанных сыров.

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20 октября, 12:36

Overview of MFS International Growth I Fund (MQGIX)

MFS International Growth I (MQGIX) a Zacks Rank #2 (Buy) invests, under normal market conditions, at least 65% of its net assets in common stocks and related securities of foreign issuers

20 октября, 07:55

Мечты сбываются: Марат Муратов станет «молочным королем» за 1,5 млрд. рублей

Большую распродажу активов «Вамина» накануне на пресс-конференции официально анонсировал владелец УК «Просто молоко» Марат Муратов, которому доверено быть главным распорядителем этого праздника. Себе он забирает 7 молокозаводов и 4 агрофирмы, а на остальное уже по большей части нашел покупателей — почти все они из Татарстана. Таким образом, планируется вернуть-таки долги перед банками, которые фактически взяло на себя государство.

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19 октября, 00:00

Danone потеряла более 16 млрд из-за сокращения продаж

За девять месяцев 2016 года французская компания сократила объем продаж в годовом выражении на 2,6%

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18 октября, 13:30

WSJ: Danone за три месяца потеряла $6,1 млрд

Французская компания по производству молочной продукции Danone заявила о падении своих продаж в третьем квартале этого года на $6,1 млрд (-1,8%). Об этом пишет The Wall Street Journal. В данный момент Danone приспосабливается к новым ...

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02 сентября 2014, 04:21

10 компаний контролирующих мировую пищевую индустрию

  В сельском хозяйстве и пищевой промышленности занято более одного миллиарда человек в мире или треть всей рабочей силы. И хоть данный сектор играет ключевую роль в жизни человечества, как это ни парадоксально, его контролируют крайне небольшое число транснациональных компаний. Согласно докладу компании Oxfam International, 10 компаний, специализирующихся на производстве продуктов питания и напитков, могут формировать продуктовую корзину большей части населения планеты, влиять на их условия труда, а также окружающую среду.  Associated British Foods Выручка: $21,1 млрд Расходы на рекламу: неизвестно Прибыль: $837 млн Сотрудники: 112,6 тыс. Штаб-квартира: Лондон, Великобритания  Associated British Foods – это британская компания-производитель продуктов питания, которой удалось выстроить глобальную сеть с помощью приобретений. В результате постоянного прироста за счет покупки новых компаний, Associated British Foods производит практически все виды продовольствия, начиная от сахара, заканчивая кукурузным маслом и чаем. ABF один из основных поставщиков важных пищевых ингредиентов, в том числе эмульгаторов, ферментов и лактозы.   Coca-Cola Сo. Выручка: $46,9 млрд Расходы на рекламу: $3,0 млрд Прибыль: $8,6 млрд Сотрудники: 130,6 тыс. Штаб-квартира: тланта, Джорджия, США  Coca-Cola является одним из самых дорогих брендов в мире. Совокупный объем продаж в 2013 финансовом году в стоимостном выражении превысил отметку $47 млрд. Coca-Cola Сo. крупнейший мировой производитель и поставщик концентратов, сиропов и безалкогольных напитков. Крупнейшим акционером этой компании является фонд Berkshire Hathaway Inc. (8,61%), контролируемый легендарным инвестором Уорреном Баффетом.   Groupe Danone Выручка: $29,3 млрд Расходы на рекламу: $1,2 млрд Прибыль: $2,0 млрд Сотрудники: 104,6 тыс. Штаб-квартира: Париж, Франция  Французская компания Groupe Danone имеет обладает колоссальным присутствием в во всем мире. Его крупнейшим рынком, по объемам продаж, является Россия, далее следуют Франция, США, Китай и Индонезия. Компания является крупнейшим в мире продавцом свежих молочных продуктов, больше половины от всего объема продаж данной продукции в мире в 2013 году пришлось на Groupe Danone.   General Mills Выручка: $17,9 млрд Расходы на рекламу: $1,1 млрд Прибыль: $1,8 млрд Сотрудники: 43 тыс./LI] Штаб-квартира: Голден-Вэлли, Миннесота, США  Компания General Mills владеет рядом одних из наиболее известных американских брендов, таких как Pillsbury, Colombo Yogurt, Betty Crocker, «Зеленный великан». Производственные мощности компании размещены в 15 странах, однако, продукция реализуется более чем в 100. Полоска продукции компании невероятно широкая : хлопья для завтрака, йогурт, замороженное тесто, консервированные супы, пицца, мороженое, соевые продукты, овощи, мука и др.   Kellogg Выручка: $14,8 млрд Расходы на рекламу: $1,1 млрд Прибыль: $1,8 млрд Сотрудники: 30,2 тысячи Штаб-квартира: Батл-Крик, Мичиган, США  Американская компания Kellogg зарабатывает меньше всех среди пищевых гигантов, по итогам 2013 года объем выручки составил лишь $15 млрд. Kellogg является одним из крупнейших в мире хлебообработчиков и производителей печенья. Компания специализируется на производстве сухих завтраков и продуктов питания быстрого приготовления.   Mars Выручка: $33,0 млрд Расходы на рекламу: $2,2 млрд Прибыль: нет данных Сотрудники: 75 тыс. Штаб-квартира: Маклин, Виргиния, США  Из всех компаний, представленных в данном списке, Mars –единственная, которая находится в частной собственности. Mars владеет такими "шоколадными" брендами, как M&Ms, Milky Way, Snickers и Twix. Компания владеет продовольственными брендами, такими как Uncle Ben's, а также производителем жевательных резинок и конфет Wrigley.   Mondelez Выручка: $35,3 млрд Расходы на рекламу: $1,9 млрд Прибыль: $3,9 млрд Сотрудники: 107 тысяч Штаб-квартира: Дирфилд, Иллинойс, США  Компания Mondelez появилась в результате разделения пищевого гиганта Kraft Foods. Во время разделения мировые бренды (Oreo, TUC, Cadbury, Milka, Alpen Gold, Jacobs) достались Mondelez, вто время как американские - Kraft Foods Group. По итогам прошлого года, выручка компании составила $35 млрд выручки при капитализации более чем $72 млрд.   Nestle Выручка: $103,5 млрд Расходы на рекламу: $3,0 млрд Прибыль: $11,2 млрд Сотрудники: 333 тыс. Штаб-квартира: Веве, Швейцария  Nestle по всем показателям является крупнейшей пищевой компанией в мире. Выручка компании за прошлый год составила 92 млрд швейцарских франков. Компания производит растворимый кофе, минеральную воду, шоколад, мороженое, бульоны, молочные продукты, детское питание, корм для домашних животных, фармацевтическую продукцию и косметику. Более 2000 товарных знаков на 461 фабрике в 83 странах мира.   PepsiCo Выручка: $66,4 млрд Расходы на рекламу: $2,5 млрд Прибыль: $6,7 млрд Сотрудники: 274 тыс. Штаб-квартира: Пёрчейз, Нью-Йорк, США  Помимо известных "содовых" брендов, PepsiCo владеет рядом продуктовых торговых марок, таких как Tostitos, Doritos, Quaker. Более того, компания является крупнейшим рекламодателем в мире, расходы компании в этой области в 2012 году превысили $2,5 млрд.   История вопроса Выручка: $68,5 млрд Расходы на рекламу: $7,4 млрд Прибыль: $6,7 млрд Сотрудники: 174,3 тысячи Штаб-квартира: Лондон, Великобритания и Роттердам, Голландия  Unilever трудно назвать пищевой компанией, так как большую часть ее прдуктовой линейки представляют средства личной гигиены и бытовая химия. Однако, на еду и напитки проходится более трети выручки. По итогом прошлого года выручка компании составила 50 млрд евро. Компания владеет такими брендами, как Lipton, Brooke Bond, Calve, Rama, Creme Bonjour и другие.