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Progresso, the soup making division of General Mills Inc. (GIS), recently introduced Good Natured' soups which are high on vegetable content.
Halloween is fast approaching and you know what that means: candy, candy, candy — and some chocolate bars, too. But you might want to think twice before biting into a tasty treat. Some sweets are harmful to our planet and helping to kill off the critically endangered orangutan. This Halloween, zoos and conservation groups across the country are encouraging consumers to choose confectionary made from sustainable palm oil or no palm oil at all. Palm oil is versatile and cheap. As a result, the oil and its derivatives are found in half of all packaged consumer products, including toothpaste, bio-diesel and, yes, candy. Skyrocketing demand for palm oil has come at a steep cost to the Earth. The equivalent of 300 football fields of rainforest is destroyed every hour to make way for palm oil plantations, according to the World Wide Fund for Nature. This deforestation has decimated the populations of many vulnerable creatures, including the orangutan, Sumatran tiger and Sumatran elephant. And it’s contributed in no small way to climate change. The palm oil industry has also been plagued with accusations of human rights abuse and violations of workers’ rights. The choking haze from the illegal slash and burn tactics palm oil producers use has been linked to the premature deaths of thousands of people. Last year’s forest fires were called a “crime against humanity.” But consumers can do something impactful to address this environmental and humanitarian crisis: they can use their dollars to take a stand for sustainable palm oil. “This is something where you can go to your grocery store and help every time you go,” Emily Bowling, a conservation education liaison at the St. Louis Zoo, told St. Louis Post-Dispatch this week. Thanks in part to consumer action, and the efforts of NGOs and grassroots activists, some of the world’s biggest palm oil growers, traders and buyers have made so-called zero-deforestation commitments in recent years. These include big-name corporations like Nestlé, General Mills, Kellogg’s and the Hershey Company. Some activists have criticized these commitments as being insufficient due to traceability issues and a lack of enforcement. But many believe it’s an important first step. This month, in anticipation of Halloween, several zoos and other groups have been rallying shoppers to choose sustainable palm oil sweets and treats. Colorado’s Cheyenne Mountain Zoo has created a free sustainable palm oil shopping guide app, aimed at helping consumers find products made by companies that are members of the Roundtable on Sustainable Palm Oil. The zoo has acknowledged that “all companies listed in the app are in different places on their journey toward sustainable palm oil.” Still, the organization said shoppers can make a real impact by choosing products made by companies with sustainability commitments. “Get involved today and remember, each person CAN make a difference,” the zoo said. The Toledo Zoo in Ohio and Canada’s Toronto Zoo have also issued guides to sustainable palm oil brands and snacks. Zoo Atlanta, St. Louis Zoo, Philadelphia Zoo and the Ian Somerhalder Foundation have similarly been promoting sustainable palm oil Halloween treats. Some popular candies, including Fruit Gushers, Peeps and Toblerone, do not contain any palm oil, according to El Paso Zoo in Texas. Candy corn, that iconic Halloween sweet, is typically also palm oil-free. Selva Beat magazine published a list of palm oil-free, vegan candy optionsLast year. Among them: Surf Sweets’ Trick or Treat Pack and Yum Earth Organics’ Organic Pops. Here’s part of Cheyenne Mountain Zoo’s list of ‘orangutang-friendly Halloween candy.’ Download the zoo’s sustainable palm oil app for more details. Hershey’s: Twizzlers, Reese’s, Almond Joy, Mr. Goodbar, Heath Bars, Jolly Ranchers, Whoppers, Milk Duds Endangered Species Chocolate: Chocolate bars Mars: Snickers, Twix, M&M’s, 3 Musketeers, Milky Way, Dove Chocolates Wrigley: Skittles, Life Savers, Starburst Mondelez International: Sour Patch Kids, Cadbury Kraft: Caramels Lindt: Truffles, chocolate bars, Justin’s: Peanut butter cups type=type=RelatedArticlesblockTitle=Related... + articlesList=55a4c391e4b0b8145f737dd5,57591c76e4b00f97fba74ccd,5804881be4b0e8c198a8dbeb,5770e9f2e4b0f1683239f7f4,561128a9e4b0dd85030c56e6 -- 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.
The Wells Fargo phony-account scandal may be worse that we've led to believe, even after a $185 million fine and the CEO's resignation. And this isn't Wells Fargo's first scandal. Its past exploits include discriminatory lending, exploitative payday loans, and a lucrative sideline in for-profit prisons. Meanwhile, Hillary Clinton's Wall Street speeches are casting a pall over her potential victory and weakening her political capital before she even assumes office. She should make a pledge now: to take immediate action in her first 100 days that will address Wells Fargo's scandals and the systemic problems behind them. We have nine suggested actions, and there will undoubtedly be others. But first, some background. Taken for a stagecoach ride. The Wells Fargo brand resonates with the mythology of the American West, but this lawless town needs a new marshal. CEO John Stumpf's resignation just isn't going to cut it. It's not that the evidence exonerates him. Far from it: Whistleblowers began complaining to Wells Fargo's management back as 2005, the year Stumpf was named president. (He became CEO in 2007 and chairman of the board in 2010.) The bank says it has fired 5,300 employees for opening more than two million fraudulent accounts over the last five years. But John Stumpf -- President, CEO, Chairman -- claims he had no knowledge of these events. The bank's employee incentive system, low pay, corporate culture, and sales guidelines were all designed to encourage this kind of fraud -- but Stumpf was shocked, shocked, to learn that this kind of behavior was going on in his establishment. The problem isn't that Stumpf is leaving. It's who's staying. As the Los Angeles Times' Michael Hiltzik reports, Stumpf's replacement as board chair is Stephen W Sanger, the former CEO of General Mills. Sanger's been a member of the Wells Fargo board since 2003. Sanger has received $1.7 million in payments from the bank since 2011, for which he (like any director) is expected to be rensure that the bank is run well - and legally. As Jim Hightower notes, all the bank's board members bear responsibility for its long-term culture of fraud. A thorough housecleaning would have meant the removal of all the bank's senior officers. As a former employee told the New York Times: They all created the bank's culture of leading by fear and intimidation. But the new CEO, Timothy J. Sloan, is a 29-year Wells Fargo veteran who will have been deeply steeped in its poisonous culture. And Wells Fargo heaped encomiums on its disgraced outgoing CEO, Stumpf, where apologies to customers and shareholders would have been more appropriate. It all reeks of "crisis management," that form of corporate damage control that emphasizes rapid-response showmanship and glitzy PR moves over the assumption of responsibility and the implementation of meaningful change. As economist and white-collar criminologist William K Black Jr. explained recently, we only know what Wells Fargo has chosen to tell us about this latest epidemic of fraud. This response isn't a confidence-builder. Neither is the recent revelation that Stumpf sold $61 million in stock in the month before the $185 million settlement was announced. That looks a lot like "insider trading." As a well-known securities lawyer told CBS News, "I would be shocked if the Securities and Exchange Commission doesn't look heavily into this." A history of scandal. This isn't Wells Fargo's first crooked rodeo. It was one of the worst actors in the nation's foreclosure fraud epidemic, eventually paying $1.2 billion in settlement charges. It paid $175 million for racially discriminatory lending practices. As Assistant Attorney General (now Labor Secretary) Tom Perez wrote, "An African-American wholesale customer in the Chicago area in 2007 seeking a $300,000 loan paid on average $2,937 more in fees than a similarly qualified white... A Latino borrower in the Miami area in 2007 seeking a $300,000 paid on average $2,538 more than a similarly qualified white applicant." Perez called these added fees a "racial surtax." Wells Fargo has also profited from the mass incarceration crisis and the detention of immigrants. A 2012 report from National People's Action, the National Prison Divestment Campaign, and the Public Accountability Initiative ("Banking on Immigrant Detention") detailed the bank's investment and lending ties with for-profit prison corporations - companies that lobbied extensively for immigration and criminal justice policies that led to higher rates of incarceration. And Wells Fargo was one of the last major banks to end its own payday lending practice, doing so only at regulators' insistence. A 2010 report showed that Wells Fargo was "a major financier of payday lending and is involved with financing companies that operate one third (32%) of the entire payday lending industry, based on store locations." A 100-day plan. A major figure in finance, New York Federal Reserve President William J. Dudley, spoke in 2013 of "deep-seated cultural and ethical failures at many large financial institutions." Wells Fargo is that culture's new Exhibit A. But there are steps Hillary Clinton can move decisively to end the culture of lawbreaking and governmental indifference in her first 100 days. Steps she could take include: 1. Choose only strong, independent appointees -- not Wall Streeters. Clinton can ensure that her Administration will be free of those "deep-seated cultural and ethical failures" by choosing appointees who'll enforce the rules without fear or favor -- and by not appointing anyone from a major bank to a senior government position. 2. Reform the whistleblower program. Clinton should promise to upgrade and strengthen the system, which appears to have failed both the whistleblowers and the public in Wells Fargo's case. The Bank Whistleblowers Alliance has some proposals. 3. Investigate Stumpf's trades. If the SEC hasn't moved swiftly to investigate those trades, its already-embattled director has some explaining to do. But the next president must make sure that promptly opens an investigation into Stumpf's stock trading in the month before the185 million settlement. 4. Investigate the two million phony accounts. The SEC and Department of Justice should also investigate Stumpf, his senior executives (including Sloan), and the Wells Fargo board regarding this account fraud. 5. Protect and expand the CFPB. Wells Fargo's crimes prove that we need the Consumer Financial Protection Bureau. It should be defended from the Republicans who seek to gut it. Its budget and oversight responsibilities should be expanded to meet the ongoing threat posed by criminal bankers. 6. Break up the big banks. We agree with Republicans and Democrats who say that Wells Fargo proves too-big-to-fail banks are still a threat to the economy. The next president should direct her Treasury Secretary to develop a plan to break up Wells Fargo and others of comparable size. 7. Restore Glass-Steagall. The new president should also press for a 21st-Century Glass-Steagall Act separating consumer banking from investment activities, so that shareholders and executives will no longer be bailed out when they engage in fraud or mismanagement. 8. Investigate big-bank involvement in payday lending. The new president should direct her regulators to investigate the current state of big-bank involvement in the payday lending industry, and to publish a report of its findings that includes the social cost of this activity and more constructive alternatives for the so-called "unbanked" population. 9. Ensure justice for all. Lastly, she should demonstrate in word and deed what has unfortunately yet to be demonstrated in the nation's capital: that the law will be enforced on Wall Street as well as on Main Street without fear or favor. Whether those crimes consist of investor fraud, consumer fraud, theft, or racial discrimination, no bank executive should ever again believe he or she is above the law. Hillary Clinton could strengthen her political hand by promising actions like these at the start of her presidency. But it would be naive to assume that she'll do it on her own. Voters should ask her to make such a pledge now, for the good of the country. -- 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.
The most anticlimiatic and predictable outcome to the biggest banking scandal to rock Wall Street in recent years, Wells Fargo;s fraudulent creation of 2 million (or more) fake customer accounts, has just concluded in the only possible way: with CEO and Chairman John Stumpf retiring. The stock has jumped on the news, up 2% in the after hours. There are two outstanding questions here: i) the size of his retirement package, and ii) whether by exiting stage left, he leaves criminal and civil liability behind, or whether this time, the DOJ and/or SEC will actually prosecute the disgraced form chief executive. The Full press release is below: Wells Fargo & Company (NYSE:WFC) announced today that Chairman and Chief Executive Officer John Stumpf has informed the Company’s Board of Directors that he is retiring from the Company and the Board, effective immediately. The Board has elected Tim Sloan, the Company’s President and Chief Operating Officer, to succeed him as CEO, and Stephen Sanger, its Lead Director, to serve as the Board’s non-executive Chairman, and independent director Elizabeth Duke to serve as Vice Chair. Sloan also was elected to the Board. Sloan’s appointment to CEO and election to the Board are effective immediately. He will retain the title of President. Sanger said, “John Stumpf has dedicated his professional life to banking, successfully leading Wells Fargo through the financial crisis and the largest merger in banking history, and helping to create one of the strongest and most well-known financial services companies in the world. However, he believes new leadership at this time is appropriate to guide Wells Fargo through its current challenges and take the Company forward. The Board of Directors has great confidence in Tim Sloan. He is a proven leader who knows Wells Fargo’s operations deeply, holds the respect of its stakeholders, and is ready to lead the Company into the future.” Stumpf, a 34-year veteran of the Company, joined Wells Fargo in 1982 as part of the former Norwest Bank, becoming Wells Fargo’s CEO in June 2007 and its chairman in January 2010. “I am grateful for the opportunity to have led Wells Fargo,” Stumpf said. “I am also very optimistic about its future, because of our talented and caring team members and the goodwill the stagecoach continues to enjoy with tens of millions of customers. While I have been deeply committed and focused on managing the Company through this period, I have decided it is best for the Company that I step aside. I know no better individual to lead this company forward than Tim Sloan." Sloan said, “It’s a great privilege to have the opportunity to lead one of America’s most storied companies at a critical juncture in its history. My immediate and highest priority is to restore trust in Wells Fargo. It’s a tremendous responsibility, one which I look forward to taking on, because of the incredible caliber of our people, and the opportunity we have to impact the lives of our millions of customers around the world. We will work tirelessly to build a stronger and better Wells Fargo for generations to come.” Sloan joined Wells Fargo 29 years ago, launching a career that would include numerous leadership roles across the Company’s wholesale and commercial banking operations, including as head of Commercial Banking, Real Estate and Specialized Financial Services. He became president and COO in November 2015, when he assumed leadership over the Company’s four main business groups: Community Banking, Consumer Lending, Wealth and Investment Management and Wholesale Banking. Previously, he headed the Wholesale Banking group after serving as the Company’s Chief Financial Officer and, prior to that, as the Company’s Chief Administrative Officer. Sanger has been a member of the Wells Fargo Board since 2003, serving as its Lead Director since 2012. Sanger also chairs the Governance and Nominating Committee and is a member of Human Resources Committee and Risk Committee. He was CEO of General Mills, Inc., a leading packaged food producer and distributor, from 1995 until 2007. He served as chairman of General Mills from 1995 to 2008. He also serves on the board of Pfizer Inc. Duke has been a member of the Wells Fargo Board since 2015. She served as a member of the Board of Governors of the Federal Reserve System from 2008 to 2013, where she served as Chair of the Federal Reserve’s Committee on Consumer and Community Affairs and as a member of its Committee on Bank Supervision and Regulation, the Committee on Bank Affairs, and the Committee on Board Affairs. She also previously held senior management positions at banks including Wachovia and SouthTrust. So, Elizabeth Warren 'Wins' by knockout.
Protein is one of the building blocks of life, helping the systems of the human body to make and repair everything from hair to hormones. Quite simply it is essential to life. However if we don't start to rethink how we consume protein, we could face financial, social and environmental crisis. What's the problem with protein? The problem with protein lies primarily in how we produce it. At present most of the protein we eat comes in the form of meat. And approximately 70% of the world's meat is produced in factory farms - rising to 99% in the US. Yet factory farms are increasingly linked to a range of serious social and environmental consequences, from pollution to pandemics. For example, livestock production is responsible for 14.5% of all man-made greenhouse gas emissions, which is more than the transport sector. In the wake of the Paris Agreement, policy makers must review national emissions by sector. And livestock production is one sector set for increased scrutiny. Some countries are already beginning to take action, Denmark for example is considering a meat tax to curb meat consumption, and China's health agency has urged citizens to reduce meat consumption by 50%. Beyond emissions, animal agriculture is the number one reason for deforestation in the Amazon and one of the biggest users of water and land in the world. Superbugs Factory farming is also being connected to major public health risks. For example, intensive farming is the biggest global consumer of antibiotics and academic research has established that the overuse of antibiotics in livestock is helping the development of antimicrobial-resistant bacteria or 'superbugs'. It is estimated that these superbugs are already responsible for a 23,000 deaths and more than two million cases of antibiotic resistant infections every year In the US alone. They also cost the healthcare system an excess US$20bn in costs every year. By 2050 it is estimated that antibiotic resistance could cost the world $100 trillion in lost output. Simply put, our over-reliance on meat for our protein is putting an enormous strain on the world's resources, causing unsustainable environmental damage and threatening our long-term health. And with the global population set to hit 10 billion by 2050, rethinking how we feed ourselves is becoming an urgent sustainability priority. That is why this month Boston Common joined a $1.25 trillion coalition of 39 other investors to take action by calling on sixteen of the world's largest multinational food companies to identify their plans to respond to our over reliance on meat as a source of protein. These include companies such as Costco, Kraft Heinz, Nestlé, Unilever, Tesco, Walmart and General Mills. The coalition is encouraging the companies to set strategies to diversify into plant-based sources of protein. The coalition is brought together by the Farm Animal Risk and Return (FAIRR) initiative and NGO ShareAction. Specifically, the coalition is asking food manufacturers to focus on product reformulation and increase research and development for plant-based proteins. It also asks major retailers to use preferential product positioning, in-store samples and advertising to increase consumer awareness of plant-based proteins. Food-tech solutions? Perhaps one of the most exciting answers to our protein production problem lies in the food-technology sector. Recent advances mean that companies are now able to produce 'meatless' meat (using plant-proteins to mimic the texture and flavour of meat) and clean (lab-grown) meat, with fewer negative environmental and social consequences of traditional meat. Memphis Meats for example is working to produce its lab-grown meat balls at scale and affordably, Beyond Meat has recently released a plant-protein burger that not only looks and tastes like meat and but even bleeds, and New Wave Foods is set to supply shrimp made entirely from algae to Google campuses around the world. The meat substitutes sector is forecast 8.4% year-on-year growth for the next five years. However, despite these exciting innovations and the impressive growth forecasts, the sector remains relatively small. And if we are going to feed 10 billion people by 2050 and stay within the 2-degree limit set by the Paris Agreement, then we need investors and food companies to stay ahead of the curve and help bring innovations to scale. The information in this document should not be considered a recommendation to buy or sell any security. -- 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.
General Mills (GIS) has reportedly confirmed the expansion of cereal production in its Buffalo plant by including brands like Corn Chex, Honey Nut Chex and others.
Крупнейшие корпорации США продолжают сталкиваться с падением доходов уже 6-ой месяц подряд. Многие аналитики оценивают такую динамику как сигнал о нарастающих рисках масштабного экономического кризиса. Прибыль компаний США, акции которых входят в расчет индекса Standard & Poor’s 500, в июле-сентябре упала по итогам шестого квартала подряд, свидетельствуют данные FactSet.
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In Standing on the Sun and (more briefly!) the HBR, Julia Kirby and I argued that sensors of all kinds--from Copenhagen Wheels to Kenyans with Ushahidi on their phones to body cameras--would bring information about negative externalities such as pollution, civil violence, and abuse of authority to the attention of consumers/citizens, who would consequently care more about the behaviors that caused them. (We titled this "Sensors and sensibilities." Couldn't help ourselves.) The consequence would be people voting with their wallets and ballots to endorse choices that respected all constituents. Our point was that data on "intangibles" that have gone unmeasured by GDP and GAAP accounting would enable society to express its collective desires more effectively. The result would be a world better balancing the needs of all stakeholders. (This happened in the early 20th century; after industrialization concentrated power, anti-trust legislation, labor laws and financial regulation redistributed it to consumers, workers and savers.) But we did not foresee the next stage--as the demand for such information grows, it becomes a business opportunity. Thomson Reuters' ad, above, shows that it can be. And of course it makes sense that a news organization would see the growing mainstream desire for such information as a new market. I expect some will react negatively to a for-profit organization taking up a "cause" and express more trust in NGOs to supply this kind of information. My view is that the embrace of a powerful company that knows how to do the information gathering and presentation (see more of their work here) will accelerate a positive feedback cycle, fueling awareness and concern that leads to bad actors seeing better behavior in their best interests. Update A late-breaking example: the October 1st New York Times reports that brands including Verizon, General Mills, and HP Inc. are "[asking] ad agencies for action on diversity hiring." According to the chief creative officer of General Mills "You don't need to be a mom to make some Cheerios ads, but if we have more moms on the team...maybe we increase the probability we do work that connects with moms. That's really where our drive for diversity came--it wasn't some sort of moral high-horse stance about the failing ad industry." -- CAM -- 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.
The world's challenges are clear. As Secretary-General Ban Ki-moon referred to already one year ago, governments and businesses have never before had such a concrete "to-do list for people and planet." For little over a year now, we have 17 Sustainable Development Goals (SDGs) that apply not only to all 200 members of the UN, but are also broad and ambitious in scope and focus on all three dimensions of sustainable development: social, economic and ecological. The UN is also urging the financial industry to take a larger role in impact investing with the goal of aiding the SDGs. One of the critical success factors for achieving the SDGs is capital. In fact, it is probably the primary success factor in solving the problems of the world, as capital is a main driver. In recent years, this realization has increasingly influenced the financial markets. Exclusion criteria is becoming more ambitious and pervasive, and there is an unmistakable trend to divest from fossil fuels simply because the risk is now too big and thus no longer in line with the Environmental, Social and Governance (ESG) strategy. Investors, banks and pension funds are consequently closing the 'back door'. But now, with the first anniversary of Global Goals in the pocket, which was extensively celebrated recently during the Global Goals Week in New York, we should definitely move forward in putting our capital where are goals are, and use it as a force for good. In other words: open the front door. Capital for Good: the front door On September 14, 2016, the Global Impact Investing Network (GIIN) launched a campaign calling on asset owners and managers around the world to channel their capital into impact investments. Additionally, the GIIN is publishing a series of investor profiles to highlight the successes of the impact investing industry in order to get all capital hands on deck. Simply put, we refer to this front door as 'capital for good'. This is the explicit investment in businesses, funds and bonds that have a direct, positive impact on the SDGs. It is currently demonstrated by the growth in investors buying green bonds and the attention it is getting from investors as well as from stock exchanges. These positive investments are predicted to triple by 2018 to a total of 300 billion dollars. Private equity firms are also innovating for good, such as New Crop Capital, who invests in disrupters of animal agriculture. New Crop Capital argues that the meat, egg, and dairy sectors, representing a $700 billion global market, is ripe for innovation and large-scale disruption for sustainability purposes. Another, very impactful trend is evolving. The front door is being opened by business itself. They are putting their Corporate Venture Capital on the table. In the comprehensive 2014 report "Investing in Breakthrough: Corporate Venture Capital", John Elkington describes Corporate Venture Capital (CVC) as "a discrete investment activity into an independent company or a portfolio of companies with the objective of achieving both financial and strategic return to the parent company." The strategic return is particularly essential. The companies receiving CVC investment are often innovative start-ups or scale-ups, and the investment also serves to give them access to new knowledge and core competencies. The strength of the CVC model is twofold. Firstly, innovative ideas are effectively linked to economies of scale and financial power. This creates enormous potential leverage, especially if the multinational start-up or scale-up also provides access to their own global network and knowledge network or acts as a launching customer. Furthermore, this model helps large companies to realize their long-term strategic objectives. CVC for Good The growth in CVC is fueled by numerous disruptive, transformative trends which are greatly increasing the pace of innovation and business endeavours. Large companies are therefore looking for faster 'shortcuts' to enter new markets and accelerate growth. They are not only looking to innovate with a manageable risk and an assurance of a financial return, they are increasingly using Corporate Venture Capital to realize their long-term goals for 2020 and beyond based on the SDG agenda. 'Business for good' is gaining ground, and capital. As one reviewer noted in response to my book New Economy Business "Business as a force for good is a trillion-dollar business case." Capital invested in positive impact business cases can therefore provide the sought after financial returns while contributing to the strategic objectives and to the betterment of the world - all at the same time. This phenomenon is sometimes called 'Corporate Impact Venture Capital', or 'Corporate Shared Value Venture Capital'. I call it more concisely: 'CVC for Good'. This form of CVC is intended to not only realize the long-term strategic objectives of the investing company, but also to help solve the world's problems more quickly. The list of examples of CVC for Good is getting longer every day, and moreover, the size and the funding is increasing as well. For example, Unilever Ventures is investing $200 million in promising young companies ('tomorrow's world-beaters'). These start-ups not only receive capital investment but also access to Unilever's global ecosystem as well as their assets and expertise. And IKEA has added a new focus on climate change with a commitment of €400 million through 2020 to support communities most affected. IKEA has also committed to investing €600 million in renewable energy, aiming for 100% renewable energy by 2020. Their goal is to produce the total energy they consume by 2020 by investing in wind farms, solar panels and biomass generators. Hydra Ventures, the corporate venturing division of Adidas, invested nearly two million dollars in CRAiLAR Technologies Inc. last year. CRAiLAR Technologies Inc. is a company that makes sustainable, environmentally friendly fibers and fabrics for textile, paper and composite use. And the listed publishing company Pearson poured $15 million into the Pearson Affordable Learning Fund (PALF) for the development of low-cost private education systems in the developing world. The Body Shop International not only directly invested in Divine Chocolate Limited (a Fairtrade chocolate company owned by a cooperative of Ghanaian cocoa farmers), but also supported this cooperative through the purchase of raw cocoa products. Morgan Stanley made a 5 million-dollar equity investment into Eleni LLC, a Nairobi-based company that designs, builds, and supports the commodity exchange eco-systems in frontier markets. In a recent report by CB Insights, the impact of strategic investing is shown in the many activities and investments by CVC firms. These firms played a significant role by participating in 20% of the 3,113 venture-backed financing rounds in the first half of 2016. Since Q4'14, there have been at least 160+ corporate VCs completing deals, with Q3'15 hitting an all-time high of 191 corporate VCs making an investment. Additionally, 53 new global corporate VCs made their first investment in the first half of 2016, including firms like General Mills Ventures and NBC Sports Ventures, and the number is expected to double by the end of this year. Although the average deal size with CVC participation has fallen to a 5-quarter low of $19M in Q2'16, CVC deal size has consistently been larger than VC deal sizes over the last 14 quarters. Global Goals and Capital for Good The SDGs are a great instrument to match the parent company's ambitions to the delivery of added value from the investee. My vision is that this match is a great accelerator. In this way multinationals can use their capital for the SDGs, thus accelerating the realization of our goals. These companies have the advantage that they are often used to thinking far outside their own four walls, collaborating with diverse stakeholders and partnering with NGOs and governments. CVC funds reflect this way of working as well, as the examples above clearly illustrate. With my new company called Business for Good set to launch on October 4, it is the intention to accelerate the scaling up of business innovations by linking them to investors and multinationals with CVC funds in order to maximize the impact. This is absolutely necessary as the world cannot wait long for Ban Ki-moon's 'to-do list' to be accomplished and businesses are not waiting either. Business for Good is already creating international connections and access to innovations, markets and investors. It is our mission to accelerate and maximize the impact of innovative solutions and put capital where our goals are. Marga Hoek CEO-Founder Business for Good Chairman Sustainable Science Association, Board member Dutch Sustainable Business Association, Author of the award winning book New Economy Business. -- 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.
Will Global Worries Limit Consumer Staples Stocks?
Big TV shows have to sell out too. The worst attempts at product placement interrupt an episode's flow to plug products like Ziplock and Cheerios.
Zacks Industry Outlook Highlights: General Mills and McCormick & Company
Американская компания General Mills, являющаяся производителем хлопьев Cheerios, супа Progresso и других полуфабрикатов, заявила вчера, 27 сентября, о том, что намерена выплатить квартальные дивиденды в размере 48 центов на акцию. Сообщается, что выплата дивидендов состоится 1 ноября, а закрытие реестра акционеров – 10 октября.
Американская компания General Mills, являющаяся производителем хлопьев Cheerios, супа Progresso и других полуфабрикатов, заявила вчера, 27 сентября, о том, что намерена выплатить квартальные дивиденды в размере 48 центов на акцию. Сообщается, что выплата дивидендов состоится 1 ноября, а закрытие реестра акционеров – 10 октября.
ConAgra Foods, Inc. (CAG) is scheduled to report its first-quarter fiscal 2017 figures before the opening bell on Sep 29, 2016.
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.