Keith Kellogg, Washington ExaminerMy experience in decision-making has shown that patterns are tough to break. In the military we study an opponent looking for gaps, flaws, or weaknesses that can be exploited. Successful leaders at all levels in all disciplines conduct this kind of analysis. It is quite clear, using that kind of analysis, that Hillary Clinton can best be described as an architect of failure when it comes to national security and international relations. The potential consequences of her flawed decision-making would be destructive to the nation if she were commander in chief. The second presidential debate...
“America’s Got Talent” finalist Brian Justin Crum kicked off Spirit Day in New York Thursday with an intimate live performance. Appropriately, the 28-year-old wore a purple shirt underneath a sleek leather jacket as he crooned Michael Jackson’s “Man in the Mirror” to a crowd of LGBT advocates and media professionals, who were enjoying breakfast at the Kellogg’s NYC Cafe in Times Square. In honor of the occasion, the eatery also debuted its official “Spirit Day Bowl” ― a mix of Frosted Flakes, blueberries, blueberry jam and lemon zest. The dish was created by the Kellogg Company as part of its Spirit Day partnership with GLAAD. As in previous years, supporters were encouraged to wear purple in solidarity with bullied LGBT youth and, as such, Kellogg’s products also “went purple.” Crum, who came in fourth place on “America’s Got Talent” in September, told The Huffington Post that it was “an honor” to perform in New York on Spirit Day, which is observed Oct. 20. “I’m a gay man who grew up an overweight, flamboyant kid. It breaks my heart that kids are still being tormented and tortured in school for just being who they are,” he said. “I’ve seen so many kids’ lights dimmed from the hate from other people.” The California native, who is currently recording an EP, said he wanted to use his success in the entertainment industry to show bullied LGBT youth “that you can come out on the other side and you can achieve every dream you’ve ever had if you just focus and work hard.” Check out photos from the Oct. 20 event below. You can read more about Spirit Day here. -- 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.
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.
Trina Gordon/Boyden Trina Gordon is President and CEO of Boyden World Corporation and a member of the Board of Directors. Previously, Trina was Managing Director and the leader of Boyden Chicago. Prior to joining the firm, she was a Partner at William H. Clark Associates, Inc. She has extensive experience in management consulting and executive search for global public corporations, privately held companies, and private equity owned businesses. Trina is highly regarded for her commitment to client service and adhering to the highest levels of professional quality and integrity. She is a member of the firm's Board Services and Global Consumer Practices. Functionally, she has successfully conducted engagements for Boards of Directors, Chief Executive Officers, Chief Operating Officers, and business unit leaders, as well as a wide variety of C-level executives. During the last ten years, she has worked extensively with multinational companies on a global basis to attract key leadership. Trina holds both BS and MA degrees from Auburn University, and has completed the Boyden Advanced Management Program at Northwestern's Kellogg Graduate School of Management. She is also the recipient of a Doctorate of Laws degree from the College of Mount Saint Vincent. How has your life experience made you the leader you are today? From an early age, my parents instilled in me the importance of believing you can be whoever you want to be. This belief gave me a great deal of self-confidence. If you try to learn as much as you can, listen carefully and work diligently, you can be successful in whatever you set out to achieve. I originally thought I wanted to be an equine veterinarian. However, during college, I became interested in management consulting from a professor who taught the subject. This introduction led me to learn as much as possible about different companies and business models. At that point, I began gravitating toward business and never looked back. How has your previous employment experience aided your tenure at Boyden? When my brother and I were kids, we started a couple of businesses together, including a car wash, which did well. It was actually what today would be called a "car detailing service". I think that this enterprising spirit has stayed with me, along with the understanding that we had to divide and conquer the responsibilities in order to be successful. As I began my career as a young professional in executive search, I wasn't the first person who would draw the attention of a client. Often, I was the last person the client acknowledged. That reinforced my belief that I needed to learn more about that client's business than anyone else in the room. Sooner or later that type of knowledge gets recognized and trusted relationships are established. What have the highlights and challenges been during your tenure at Boyden? One of the biggest challenges occurred a few years ago, when we observed that global and emerging global clients were becoming more focused on their executive search partners delivering higher quality service and a more consistent approach to talent and leadership solutions. They were requiring greater sector and functional expertise and deeper insights regarding their business and industries. Boyden's business model enables us to respond quickly to these trends and offer greater value to our client relationships. We have always been focused on quality rather than quantity, and providing tangible results rather than abstract ideas and concepts. Our clients tell us this is the Boyden difference; how we stand apart and meet client needs at an increasingly more complicated level. Partnerships are often more internally focused and concerned with practices and processes. We changed our internal mindset as an organization and evolved into a client-centric global business. We built the foundation for everything we did based upon what clients told us they needed and how we delivered against those needs. What advice can you offer to women who want a career in your industry? In the executive search industry, sector and functional expertise have become critical to clients. As a new partner, women need to make sure their voice is heard and that they consistently demonstrate their skills and talents. Never assume that your work will be appreciated by your senior leadership or that your achievements will speak for themselves. What is the most important lesson you've learned in your career to date? Do not be afraid to take risks. Understand the potential benefits and consequences and make a decision. If the decision you make is a win for your business, ensure it is everyone's success. If it is not, learn from it and move forward. How do you maintain a work/life balance? A CEO's job is 24/7 so I have to balance priorities while staying focused on our strategic goals. It is important to step back and re-set my perspective. I am a lifelong runner and have owned a Harley-Davidson for 10 years. Running clears my head and riding focuses my skills. I also believe very strongly in giving back to the community and am a passionate supporter of women's health. What do you think is the biggest issue for women in the workplace? Women's compensation has seen some incremental gains in the past decade. However, women's salaries are still not equal to men's, so there's still more improvement needed. Additionally, there has been some progress in terms of women attaining more senior management and board roles, but there's still a long way to go. The facts are indisputable. Only 14 percent of the top five leadership positions at the companies in the S&P 500 are held by women, according to a CNNMoney analysis in 2015. It's even worse if you just consider the very top. According to Fortune, as of July this year, women held a mere four percent of CEO positions across Fortune 500 companies. This representation of women leaders is low considering all of the research showing that companies with women leaders have reaped many benefits. Women are regarded as more effective leaders compared to their male counterparts, especially with respect to employee engagement, collaboration and customer insights. Diversity in management and on corporate boards delivers better financial results for shareholders, companies and their customers. How has mentorship made a difference in your professional and personal life? I have learned a great deal from my mentors. All of my professional and personal mentors inspired me to continuously challenge myself and pursue my passions. I have always tried to adopt constructive feedback. Which other female leaders do you admire and why? Two leaders I admire are CEOs at Fortune 100 companies: Irene Rosenfeld at Mondelez International and Ilene Gordon (no relation) at Ingredion. Both of these leaders have transformed their organizations, made difficult business and people decisions, have acquired and divested businesses, and delivered value to their shareholders, customers and employees. Some industry sectors including strategic consulting, luxury consumer goods and defense contracting are recognizing the benefits of women leaders and have more female representation. Other sectors such as technology and social media have few women in leadership roles. Changes are slow despite the media attention these sectors have received. What do you want Boyden to accomplish in the next year? We look forward to continuing to build on our strategic plans, which have gained tremendous traction in terms of growth in key markets such as the United States, Canada, China, Switzerland, Eastern Europe and Africa. It's a journey that Boyden and our partners are traveling together. We are particularly excited for our evolved brand launch early next year. The implementation of our business strategy is well underway and we are seeing great benefits as a result. Our brand will bring this strategy to life and provide a clear, credible and relevant "voice" to all who come in contact with Boyden. After 70 years, as the first international search firm, it is still an evolving process to ensure we are at the top of our game. -- 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.
President Obama believes we need to restore security and opportunity for working Americans with the fundamental values that made our economy the strongest in the world—making sure everyone does their fair share, everyone gets a fair shake, and hard work and responsibility are rewarded. That’s why President Obama has worked to improve the lives of all Americans, including African Americans, by providing economic and educational opportunities, improving health care coverage, and working to ensure that the criminal justice system is applied fairly to all citizens. Although much work remains to be done, African Americans have made enormous strides in many of these areas during this Administration. Key Accomplishments Labor Market, Income and Poverty The unemployment rate for African Americans peaked at 16.8 percent in March 2010, after experiencing a larger percentage-point increase from its pre-recession average to its peak than the overall unemployment rate did. Since then, the African-American unemployment rate has seen a larger percentage-point decline in the recovery, falling much faster than the overall unemployment rate over the last year. The real median income of black households increased by 4.1 percent between 2014 and 2015. The President enacted permanent expansions of the Earned Income Tax Credit and Child Tax Credit, which together now provide about 2 million African-American working families with an average tax cut of about $1,000 each. A recent report from the Census Bureau shows the remarkable progress that American families have made as the recovery continues to strengthen. Real median household income grew 5.2 percent from 2014 to 2015, the fastest annual growth on record. Income grew for households across the income distribution, with the fastest growth among lower- and middle-income households. The number of people in poverty fell by 3.5 million, leading the poverty rate to fall from 14.8 percent to 13.5 percent, the largest one-year drop since 1968, with even larger improvements including for African Americans, Hispanic Americans, and children. The poverty rate for African Americans fell faster in 2015 than in any year since 1999. While the poverty rate fell for across all racial and ethnic groups this year, it fell 2.1 percentage points (p.p.) for African Americans, resulting in 700,000 fewer African Americans in poverty. African American children also made large gains in 2015, with the poverty rate falling 4.2 percentage points and 400,000 fewer children in poverty. Health Since the start of Affordable Care Act's first open enrollment period at the end of 2013, the uninsured rate among non-elderly African Americans has declined by more than half. Over that period, about 3 million uninsured nonelderly, African-American adults gained health coverage. Teen pregnancy among African-American women is at an historic low. The birth rate per 1,000 African-American teen females has fallen from 60.4 in 2008, before President Obama entered office, to 34.9 in 2014. Life expectancy at birth is the highest it’s ever been for African Americans. In 2014, life expectancy at birth was 72.5 years for African-American males and 78.4 for African-American females, the highest point in the historical series for both genders. Education The high school graduation rate for African-American students is at its highest point in history. In the 2013-2014 academic year, 72.5 percent of African-American public high school students graduated within four years. Since the President took office, over one million more black and Hispanic students enrolled in college. Among African-Americans and Hispanic students 25 and older, high school completion is higher than ever before. Among African Americans, Hispanics, and Asian students 25 and older, Bachelor’s degree attainment is higher than ever before. As of 2015, 88 percent of the African-American population 25 and older had at least a high school degree and 23percent had at least a Bachelor’s degree. Support for HBCUs The U.S. Department of Education (ED) is responsible for funding more than $4 billion for HBCUs each year. Pell Grant funding for HBCU students increased significantly between 2007 and 2014, growing from $523 million to $824 million. The President’s FY 2017 budget request proposes a new, $30 million competitive grant program, called the HBCU and Minority Serving Institutions (MSIs) Innovation for Completion Fund, designed to support innovative and evidence-based, student-centered strategies and interventions to increase the number of low-income students completing degree programs at HBCUs and MSIs. The First in the World (FITW) program provided unique opportunities for HBCUs to compete for grants focused on innovation to drive student success. In 2014, Hampton University received a grant award of $3.5 million. In FY 2015, three FITW awards were made to HBCUs, including Jackson State University ($2.9 million), Delaware State University ($2.6 million) and Spelman College ($2.7 million). While Congress did not fund the program in fiscal year 2016, the President’s 2017 budget request includes $100 million for the First in the World program, with up to $30 million set aside for HBCUs and MSIs. Criminal Justice The incarceration rates for African-American men and women fell during each year of the Obama Administration and are at their lowest points in over two decades. The imprisonment rates for African-American men and women were at their lowest points since the early 1990s and late 1980s, respectively, of 2014, the latest year for which Bureau of Justice Statistics data are available. The number of juveniles in secure detention has been reduced dramatically over the last decade. The number of juveniles committed or detained, a disproportionate number of whom are African American, fell more than 30% between 2007 and 2013. The President has ordered the Justice Department to ban the use of solitary confinement for juveniles held in federal custody. There are presently no more juveniles being held in restrictive housing federally. My Brother’s Keeper President Obama launched the My Brother’s Keeper initiative on February 27, 2014 to address persistent opportunity gaps faced by boys and young men of color and ensure that all young people can reach their full potential. Nearly 250 communities in all 50 states, 19 Tribal Nations, Washington, DC and Puerto Rico have accepted the President’s My Brother’s Keeper Community Challenge to dedicate resources and execute their own strategic plans to ensure all young people can reach their full potential. Inspired by the President’s call to action, philanthropic and other private organizations have committed to provide more than $600 million in grants and in-kind resources and $1 billion in low-interest financing to expand opportunity for young people – more than tripling the initial private sector investment since 2014. In May 2014, the MBK Task Force gave President Obama nearly 80 recommendations to address persistent opportunity gaps faced by young people, including boys and young men of color. Agencies have been working individually and collectively since to respond to recommendations with federal policy initiatives, grant programs, and guidance. Today, more than 80% of MBK Task Force Recommendations are complete or on track. Advancing Equity for Women and Girls of Color In 2014, the Council on Women and Girls (CWG) launched a specific work stream called “Advancing Equity for Women and Girls of Color” to ensure that policies and programs across the federal government appropriately take into account the unique obstacles that women and girls of color can face. In fall 2015, CWG released a report that identified five data-driven issue areas where interventions can promote opportunities for success at school, work, and in the community. This work has also inspired independent commitments to advance equity, including a $100 million, 5-year-funding initiative by Prosperity Together—a coalition of women’s foundations—to improve economic prosperity for low-income women and women and girls of color and a $75 million funding commitment by the Collaborative to Advance Equity through Research—an affiliation of American colleges, universities, research organizations, publishers and public interest institutions led by Wake Forest University—to support existing and new research efforts about women and girls of color. At the United State of Women Summit in June 2016, eight organizations launched “Young Women’s Initiatives,” place-based, data-driven programs that will focus in on the local needs of young women of color. Those organizations include the Women’s Foundation of Minnesota, the Women’s Foundation of California, the Women's Foundation for a Greater Memphis, the Washington Area Women’s Foundation, the Dallas Women’s Foundation, the Women’s Fund of Greater Birmingham, the Women’s Fund of Western Massachusetts, and the New York Women’s Foundation. Small Business There are 8 million minority-owned firms in the U.S.—a 38% increase since 2007. In early 2015, the U.S. Small Business Administration (SBA) launched the MBK Millennial Entrepreneurs Initiative, which seeks to address the challenges faced by underserved millennials, including boys and young men of color, through self-employment and entrepreneurship. A major component of this effort included the six-part video series, titled “Biz My Way,” which encourages millennials to follow their passion in business. In fiscal year 2015, underserved markets received 32,563 loans totaling $13 billion, compared with 25,799 loans and $10.47 billion in fiscal year 2014, an increase of 26 percent in number of loans and 24 percent in dollar amount. Last year, the SBA issued a new rule that makes most individuals currently on probation or parole eligible for a SBA microloan—a loan of up to $50,000 that helps small businesses start up. And in August 2016, SBA together with the W.K. Kellogg Foundation and Justine Petersen, launched the Aspire Entrepreneurship Initiative, a $2.1 Million pilot initiative to provide entrepreneurship education and microloans to returning citizens in Detroit, Chicago, Louisville and St. Louis. Civil Rights Division The Department of Justice’s Civil Rights Division continued to enforce federal law. Over the last eight years, the Division has vigorously protected the civil rights of individuals in housing, lending, employment, voting, education, and disability rights and through hate crimes and law enforcement misconduct prosecutions and law enforcement pattern and practice cases. African-American Judicial Appointees President Obama has made 62 lifetime appointments of African Americans to serve on the federal bench. This includes 9 African-American circuit court judges. It also includes the appointment of 53 African American district court judges—including 26 African-American women appointed to the federal court, which is more African-American women appointed by any President in history. In total, 19% of the President’s confirmed judges have been African American, compared to 16% under President Bill Clinton and 7% under President George W. Bush. Five states now have their first African-American circuit judge; 10 states now have their first African-American female lifetime-appointed federal judge; and 3 districts now have their first African-American district judge. Also, the President appointed the first Haitian-American lifetime-appointed federal judge, the first Afro-Caribbean-born district judge, the first African-American female circuit judge in the Sixth Circuit, and the first African-American circuit judge on the First Circuit (who was also the first African-American female lifetime-appointed federal judge to serve anywhere in the First Circuit). The President is committed to continuing to ensure diversity on the federal bench. This year, the President nominated Myra Selby of Indiana to the Seventh Circuit, Abdul Kallon of Alabama to the Eleventh Circuit, and Rebecca Haywood of Pennsylvania to the Third Circuit. If confirmed, each of these would be a judicial first—Myra Selby would be the first African-American circuit judge from Indiana, Abdul Kallon would be the first African-American circuit judge from Alabama, and Rebecca Haywood would be the first African-American woman on the Third Circuit.In addition, two of the President’s district court nominees—Stephanie Finely and Patricia Timmons-Goodson—would be the first African-American lifetime-appointed federal judges in each of their respective districts, if confirmed.
As Kellogg Company (K) continues to foray into emerging markets, it recently signed an agreement to buy a Latin American snacks manufacturer.
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This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.
To understand their work, start with a pillar of economics that I teach on the first day of class: Incentives matter. Mr. Hart and Mr. Holmstrom take that principle and run with it, seeking to understand incentives within both individual companies and the larger market structure. Implicit in all of their work is the idea that if it's difficult to design optimal incentives within a single firm, it's well-nigh impossible for central planners to do it for the entire economy. It's telling that much of Mr. Holmstrom's work began when he was a professor at Northwestern's Kellogg Graduate School of Management. These are two paragraphs from David R. Henderson, "From Corporate Pay to Private Prisons--Lessons From the Nobelists," Wall Street Journal, October 10, 2016 (electronic) and October 11, 2016 (print.) As has become a tradition, I wrote the Wall Street Journal article on the Nobel Prize winners in Economics this year. If I'm counting correctly, I think that makes 16 out of the last 21 years. I highlight these paragraphs for two reasons: (1) they're my two favorite paragraphs, and (2) the basic idea for the second paragraph was stated by Bob Lawson in a Facebook discussion and, when I used it, Alex Tabarrok gave me a better formulation. Some things about writing the piece are getting harder and some easier. The main harder one is that they announced at 2:45 a.m. PDT. So I got up then to see who won and started researching. I started writing, as per usual, around 7:00 a.m. and finished at about 9:30 a.m. The main easier one is the support and help I got from my economist friends. Once I had a version I was reasonably pleased with, I sent it to Lynne Kiesling, Tyler Cowen, and Alex Tabarrok for comments. All had valuable comments. I incorporated Tyler's and Alex's suggestions. The main comment by Lynne was one I totally agreed with but couldn't figure out how to put in within my word limit: the fact that so much of this work on contracting flows from the now-classic 1972 American Economic Review article by Alchian and Demsetz. I still think that Demsetz should win, but am now very pessimistic about whether he ever will. The Nobel Prize in economics has become much more of a prize for technical economics--read, mathematical modeling--in the last 20 years. Although their ideas did not get implemented in my piece due to time and word constraints, Edward Lopez and Peter G. Klein had excellent suggestions. Indeed, I think Peter Klein's article on the two winners is competitive with mine and possibly better. I've had a lot of people ask what my time line is. I start researching as soon as I've watched the live presentation from Stockholm. Then I break for early breakfast and go into my downtown office sometime between 5 and 6 a.m. I research until about 7:00 a.m. and then start writing, going back and forth between the writing and the research from 7:00 a.m. to 9:30 or 10:00 a.m. I then send the draft out for comments, get them back within half an hour, tweak the article, send it to my wife, Rena Henderson, who makes her living editing economists, get it back from her within 15 minutes, tweak, and send. I used to promise to send by noon. I now promise to send by 11 a.m. The one upside of the 2:45 a.m. announcement is that makes the promise easier to keep. (5 COMMENTS)
“Strong rural communities are key to a stronger America” – President Barack Obama Tomorrow, Wednesday, October 5, the White House will host the White House Rural Forum, convening rural policy, business, and nonprofit leaders to Penn State University in State College, PA, and announcing new Administration actions in support of rural America. At tomorrow’s convening, Agriculture Secretary Tom Vilsack, Chair of the White House Rural Council, and Pennsylvania Governor Tom Wolf will lead discussions on pertinent issues facing rural communities, including opportunities for economic growth and strategies for improving health care and housing. Secretary Vilsack will also urge lawmakers and the private sector, foundations, and nonprofits to recognize opportunities in America’s rural communities to ensure continued social and economic progress. Significant gains have been made across rural America: Rural household income climbed 3.4 percent in 2015, and overall poverty and food insecurity fell dramatically, rural populations have begun to rebound, and non-metro areas have added more than 250,000 jobs since 2014, while the share of rural Americans without health insurance is now at an all-time low. Established by President Obama in 2011, the White House Rural Council coordinates the Administration’s efforts in rural America by streamlining and improving the effectiveness of federal programs, engaging stakeholders on priority issues, and coordinating private sector partnerships to create economic opportunity and improve the quality of life. Building on the work of the White House Rural Council, today the Administration and non-Federal organizations are announcing new investments and highlighting programs to support continued progress in rural America, including: $3 Billion Invested in Rural Infrastructure Projects: In 2014, USDA launched a public-private partnership with Capitol Peak Asset Management and CoBank, a national cooperative bank and member of the Farm Credit System. Since 2014, more than $3 billion in private sector funding has been lent to over 400 financings of projects in the power, water, communications and community facilities industries. $7.7 Million in New Grants to Bring Broadband to 6 Unserved Communities: USDA’s Community Connect program provides funding for broadband deployment into unserved areas. Since 2009, USDA Rural Development broadband programs have helped bring high-speed Internet access to nearly 6 million rural residents and businesses. $24.4 Million to Fund 80 New Efforts to Support Rural Businesses: Since 2009, USDA has invested $11 billion to start or expand 103,000 rural businesses; helped 1.1 million rural residents buy homes; funded nearly 7,000 community facilities such as schools, public safety and health care facilities; and financed 180,000 miles of electric transmission and distribution lines. New investments announced today: $10.9 million invested in 15 new Rural Economic Development Loan (REDL) and Grant (REDG) projects: Under the REDLoan and REDGrant programs, USDA provides zero interest loans and grants to local utilities which they, in turn, pass through to local businesses (ultimate recipients) for projects that will create and retain employment in rural areas. $9.1 million invested in 15 new Intermediary Relending Program (IRP) projects: Under the IRP program, loans are provided to local organizations (intermediaries) for the establishment of revolving loan funds. These revolving loan funds are used to assist with financing business and economic development activity to create or retain jobs in disadvantaged and remote communities. Intermediaries are encouraged to work in concert with partners who can provide complimentary resources. $1.2 million invested in 4 new Rural Micro-entrepreneur Assistance Program (RMAP) projects: RMAP provides loans and grants to Microenterprise Development Organizations (MDOs) to help micro-entrepreneurs – very small businesses with 10 or fewer employees – access capital to start or grow businesses. MDOs use the funds to provide training and technical assistance to small businesses or to establish revolving loan funds that provide micro-loans, typically $5,000 to $50,000, to rural micro-entrepreneurs. $3.2 million invested in 46 new Rural Business Development Grant (RBDG) projects: RBDG is a competitive grant designed to support targeted technical assistance, training and other activities leading to the development or expansion of small and emerging private businesses in rural areas that have fewer than 50 employees and less than $1 million in gross revenues. Grants to Increase Rural Veterans’ Access to Health Care: The Department of Veterans Affairs (VA) Office of Rural Health is awarding $215 million in grants for FY2017 to 138 VA Medical Centers to prioritize rural programs to increase access to health care services impacting approximately 570,000 rural Veterans and approximately 800 rural providers and health care staff. These grants will support the implementation of proven models of care delivery in rural serving clinics. Programs enhancing Primary Care, Mental Health Care, Specialty Care and Enabling Services will be available in VA clinic locations where these were not previously available. Investing in volunteer service to address the opioid crisis in Rural America: The Corporation for National and Community Service (CNCS) will provide up to 19 AmeriCorps program development grants to states and their governors’ service commissions to address the growing opioid crisis in America, including in rural areas of affected States. AmeriCorps VISTA just announced that one of its FY2017 priorities for applications is to have members promote opioid addiction recovery. Last year, CNCS invested $220 million in programs that help rural communities address their biggest challenges. More than 190,000 AmeriCorps and SeniorCorps members served their rural neighbors in every state through tasks like tutoring children, building or repairing homes, and providing nutritious meals. Rural IMPACT Demonstration pilot program: The Rural Integration Models for Parents and Children to Thrive (Rural IMPACT) Demonstration Project helps communities adopt a two-generation approach to addressing the needs of both vulnerable children and their parents, with the goal of increasing parents' employment and education and improving the health and well-being of their children and families. The project, led by HHS in collaboration with USDA, the Department of Labor (DOL), CNCS, the Appalachian Regional Commission, the Delta Regional Authority, the Annie E. Casey Foundation, W.K. Kellogg Foundation and other philanthropic partners selected 10 local and tribal communities to receive interagency technical assistance and capacity-building resources to reduce child poverty. Today, USDA and CNCS are pleased to announce that AmeriCorps VISTA members will be placed in all 10 Rural IMPACT communities for a second year. Economic Development Planning Assistance for Rural Communities: Several agencies including the Environmental Protection Agency (EPA), USDA, the Departments of Transportation, Housing and Urban Development, and Health and Human Services, the Economic Development Administration, the Appalachian Regional Commission, and the Delta Regional Authority, is launching Rural Advantage, offering planning assistance to help up to 30 rural communities grow their economies and revitalize downtown neighborhoods. Rural Advantage joins a suite of Federal economic development planning assistance programs for rural communities that include: Local Foods, Local Places, which helps communities leverage local food enterprise to diversify their economy and renew their downtowns; Cool & Connected, which helps communities use broadband service to create walkable, connected, economically successful neighborhoods; and Healthy Places for Healthy People, a new program that will help communities use centrally located health care facilities to promote community development and active living. Communities interested in assistance are invited to apply by November 6th. Health Information Technology Investments: HHS’s Health Resources and Services Administration (HRSA) is investing approximately $36 million in rurally-located health centers to support strategic investments in Health Information Technology. The investments will help health centers enhance their health IT and better prepare providers and staff to use health IT and data. Investments to Address Chronic Diseases: HRSA is investing $2 million to support rural primary care providers, such as critical access hospitals and rural health clinics, to plan and implement quality improvement activities such as medication management, to address chronic diseases including diabetes, cardiovascular disease, and obesity. Community Coaches to Help Rural Leaders Tackle Child Poverty: The Robert Wood Johnson Foundation and the University of Wisconsin are providing Community Coaches to ten innovative communities participating in the Rural Impact County Challenge, an initiative led by the White House Rural Council and the National Association of Counties to address rural child poverty. Coaches will work directly with selected communities’ leaders and multi-sector teams to address factors that contribute to child poverty. Investments in Rural Teacher Preparation Programs: As part of its Teacher Quality Partnership Grants Program, the Department of Education is investing nearly $15 million over five years to develop teacher preparation programs at higher education institutions that partner with high-need schools to help train new and experienced teachers. Release of “Rural Strategies that Work”: The White House Rural Council is releasing a memorandum entitled Rural Strategies that Work, which presents strategies for Federal work in rural America that have resulted in improved outcomes over the course of the Obama Administration. Authored by Secretary Vilsack, Office and Management and Budget Director Shaun Donovan, Domestic Policy Director Cecilia Muñoz and National Economic Council Director Jeff Zients, the memorandum presents policies and administrative actions that increase rural communities’ ability to access and leverage local and Federal resources. Highlighting the accomplishments of the White House Rural Council: Secretary Vilsack is publishing a new Medium Post that highlights the work of the White House Rural Council and the organizations with which it works. The post contains stories and videos of Federal-local collaborations to drive economic growth, improve rural quality of life, and expand access to healthcare in rural America.
Salesforce (CRM) is continuing its M&A activity with a $700 million takeover of marketing-data and artificial intelligence company Krux Digital.
San Jose, CA-based Nutanix Inc (NTNX) is all set to start trading on Sep 30, 2016 at the NASDAQ stock exchange.
There’s that one person on your team — the bad apple who has nothing positive to say, riles up other team members, and makes work life miserable. If you can’t fire him, how do you respond to his behavior? What feedback do you give? How do you mitigate the damage he inflicts? What the Experts Say There’s a difference between a difficult employee and a toxic one, says Dylan Minor, a visiting assistant professor at Harvard Business School who studies this topic. “I call them toxic because not only do they cause harm but they also spread their behavior to others,” she explains. “There’s a pattern of de-energizing, frustrating or putting down teammates,” adds Christine Porath, an associate professor at Georgetown and the author of Mastering Civility: A Manifesto for the Workplace. “It’s not just that Joe is rude. The whole team suffers because of it.” Of course, your first step as a manager should be to avoid hiring toxic people in the first place, but once they’re on your team, it can be hard to get rid of them. “Oftentimes the behavior doesn’t run against anything legal so you can’t fire them if others in the organization don’t agree that a line has been crossed,” Porath explains. Here’s what to do instead. Dig deeper The first step is to take a closer look at the behavior and what’s causing it. Is the person unhappy in the job? Struggling in their personal life? Frustrated with coworkers? “You might meet with them and ask how they’re doing — at work, at home, and with their career development,” suggests Porath. If you find there’s a reason for why they’re acting the way they are, offer to help. “A manager can use this information to coach the person, or suggest resources to help address the root of the problem.” For example, adds Minor, if the person is going through a divorce or struggling with a mental health issue, you could offer “counseling resources or time off that could potentially alleviate” the underlying issue. Give them direct feedback In many cases, toxic people are oblivious to the effect they have on others. “Most of the time people don’t realize that they’re as destructive as they are,” Porath says. “They’re too focused on their own behaviors and needs to be aware of the broader impact.” That’s why it’s crucial to give direct and honest feedback — so they understand the problem and have an opportunity to change. The standard feedback rules apply: Objectively explain the behavior and its effects, using specific, concrete examples. “It’s not helpful to say, ‘You’re annoying us all,’” Porath explains. “You have to ground it in the work.” Also discuss what kind of behavior you’d like to see instead and develop an improvement plan with the employee. “What do you expect them to change? Strive for clearly defined, measurable goals,” Porath says. “You’re giving them the chance to have a more positive impact on people.” Explain the consequences If the carrot doesn’t work, you can also try the stick. “We all tend to respond more strongly to potential losses than we do to potential gains, so it’s important to show offenders what they stand to lose if they don’t improve,” says Porath. If the person is hesitant to reform, figure out what they care most about — the privilege of working from home, their bonus—and put that at stake. For most people, the possibility of missing out on a promised promotion or suffering other consequences “tied to the pocketbook” will be a strong motivation to behave in a more civil way. Accept that some people won’t change Of course, you should always hope that the person can change but not everyone will respond to the tactics listed above. Minor is currently researching toxic doctors and says that early results indicate that some are either unable or unwilling to change. Porath’s research on incivility has meanwhile found that “4% of people engage in this kind of behavior just because it’s fun and they believe they can get away with it.” In those extreme cases, you should recognize that you won’t be able to fix the problem and begin to explore more serious responses. Document everything If you conclude that you really need to fire the person, you must first document their offenses and any response you’ve offered so far. “You want to establish a pattern of behavior, the steps you took to address it, the information, warnings or resources provided to the employee, and the failure of the employee to change,” Porath says. Include “supporting material” too: formal complaints, relevant information from performance evaluations, such as 360-degree or peer reviews. The idea, says Minor, is to protect yourself and the company and to show your employee exactly why they are being let go. Separate the toxic person from other team members Even if you can’t get rid of a bad apple, you can isolate it from the rest of the bushel so the rot doesn’t spread. Minor’s research shows that people close to a toxic employee are more likely to become toxic themselves, but the good news is that the risk also subsides quickly,” he says. As soon as you put some physical distance between the offender and the rest of the team – for example, by rearranging desks, reassigning projects, scheduling fewer all-hands meetings, or encouraging more work-from-home days — you’ll see the situation start to improve. Porath calls this “immunizing” the others. “You’re trying to protect people like you would with a disease,” she says. “You will hopefully decrease the number of run-ins and the cognitive loss.” But make sure to do this with discretion. Let employees come to you with their complaints about the toxic colleague and use “one-on-one conversations” to coach them on how they might minimize their interactions.” Don’t get distracted Managing a toxic person can eat up your time, energy, and productivity. But “don’t spend so much on one individual that your other priorities fall by the wayside,” says Porath. To counteract the negativity and make sure you’re still thriving, “surround yourself with supportive, positive people” and “look for meaning and purpose in your work,” she says. Also focus on basic self-care. “If someone is draining you, build yourself up by exercising, eating right, sleeping, and taking breaks, both short-term ones and vacations,” she says. “Being healthy and proactive is the one thing we know that buffers people from the effects of toxic behavior.” Principles to Remember Do: Talk to the person to try to understand what’s causing the behavior. Give concrete, specific feedback and offer the opportunity to change. Look for ways to minimize interactions between the toxic employee and the rest of your team. Don’t: Bring the situation up with your other team members. Allow them to mention it first and then provide suggestions. Try to fire the person unless you’ve documented the behavior, its impact, and your response. Get so wrapped up in handling the issue that you ignore more important work and responsibilities. Case Study #1: Give direct feedback and support the rest of the team Christina Del Villar, the director of marketing at accounting software firm Webgility, managed a small team at a start-up earlier in her career. One employee, Sharon (not her real name), a senior marketing manager, was making the rest of the group miserable. “She was an alcoholic, abused drugs, and had a medical condition,” Christina recalls, Her work was “full of mistakes,” her work ethic was poor — ”she was often out of the office, at least one day a week, if not more” — and she frequently took credit for others’ efforts. Christina made sure to document the behavior but says she couldn’t fire Sharon because the woman “had threatened to sue for a variety of reasons, including her medical condition” should she be let go. Instead, she worked to prevent “the negativity from seeping into everything” by routinely giving Sharon feedback and direction. “Sometimes people don’t realize the impact they’re having so I like to have a blunt conversation with them about their behavior, what they can do to change it, and how they can work better with the team.” Her approach was “delicate” because, with Sharon “you never really knew who you were going to get on any given day.” But she learned to read her employee’s “state of mind” and “pick days where she would be more accepting of this kind of conversation.” Christina also supported the rest of the team. “Sometimes it was as easy as saying they were doing a great job or thanking them for stepping up to “fill the void” left by Sharon, she explains. She also encouraged them to focus on themselves and their work, “not on what someone else was or was not be doing.” When they complained about Sharon, she offered advice “while still respecting everyone’s privacy and staying within the law.” While Christina’s efforts reduced the negative impact Sharon was having, the problem was ultimately solved by circumstance. When their business was acquired by a larger company, Sharon moved to a different department. Case Study #2: Help him rebuild his reputation Daniel Hanson (not his real name) once managed an IT team at a large multinational that suffered every time it had to interact with Bob (also not his real name), a senior internal consultant. “He had a habit of talking down to people and being dismissive and was blissfully unaware that his behaviors irritated people,” Daniel recalls. With a little probing, Daniel discovered some of the reasons for Bob’s negativity. “His personal life was a mess between bad relationships and estranged children. Plus he’d realized that he had reached a certain age and hadn’t achieved the professional satisfaction that he wanted and he thought he deserved.” Still, Daniel made clear to Bob that his behavior needed to change. He recommended a counselor provided by the company and offered up his own time and advice in weekly meetings. “I told him this was his last chance and that the next step was a formal performance management plan and almost inevitably exit from the business,” he says. Although many managers “hated Bob with a passion,” Daniel encouraged them to stop talking about him behind his back, “to see that he was trying to change and to include him in more senior projects under close observation.” He spoke to people individually and “pointed out that his contribution on numerous projects had been immense.” “Gradually, as Bob’s behavior changed, their attitudes toward him changed as well,” Daniel says. He’s proud that, when Bob did eventually transfer to another team, it was because he’d wanted to go, not because he’d been forced out.
_[Nuremberg Trial]_: THE PRESIDENT: The Judgment of the international Military Tribunal will now be read. I shall not read the title and the formal parts.... [Nuremberg Trial]: http://avalon.law.yale.edu/imt/09-30-46.asp >This Indictment charges the defendants with Crimes against Peace by the planning, preparation, initiation and waging of wars of aggression, which were...
San Jose, CA-based Nutanix Inc (NTNX) is all set to start trading on Sep 30, 2016 at the NASDAQ stock exchange.
Donald Trump's campaign manager said Sunday that Carter Page, whose nebulous ties with Russia are under scrutiny, is not part of the Trump campaign."He's certainly not part of the campaign I'm running," said Kellyanne Conway on Sunday to host Jake Tapper on CNN's "State of the Union."Conway also said of Page: "I have not spoken with him at all, in fact, meaning he's not part of our national security or foreign policy briefings that we do now at all, certainly not since I have become campaign manager."Tapper cited reports that Page — who Trump mentioned earlier this year as one of his foreign policy experts — has been meeting with Russian officials, essentially attempting to conduct diplomatic negotiations with the Russian government. Page has spoken publicly against economic restrictions imposed on Russia by the West.Those reports have been cited as possible evidence of an inappropriate relationship between the Republican presidential nominee and Russian leader Vladimir Putin — and another source of possible Russian meddling in the U.S. election.Conway said of Page: "If he's doing that, he's certainly not doing it with the permission or knowledge of the campaign, the activities that you described."She then reiterated that Page is "not authorized" to speak on behalf of Trump or his campaign.A former investment banker at Merrill Lynch, Page is the founder and managing partner of Global Energy Capital, an investment fund based in New York. A POLITICO Magazine article last week focused on Page, whose credentials and connections in Russia didn't seem to be what he claimed them to be — and discovered that a number of Russian insiders had no idea who he was. In March, Trump mentioned Page as one of his foreign-policy advisers during an interview session with The Washington Post editorial board. The others Trump mentioned: Walid Phares, Joseph Schmitz, George Papadopoulos and retired Army Lt. Gen. Joseph "Keith" Kellogg. The relatively obscure group caused some head-scratching among those with foreign-policy experience.“National security is hard to do well even with first-rate people," said Kori Schake, a former official in the George W. Bush State Department. “It’s almost impossible to do well with third-rate people.”
The internet was outraged earlier this month after a new report revealed the sugar industry paid off Harvard research scientists in the 1960s. But at least one writer for Slate didn’t seem to see the problem: “So What If The Sugar Industry Funds Research? Science Is Science,” blared yesterday’s headline. Despite clear evidence that studies funded by food companies have different outcomes ― the Harvard case in particular set research back decades when it comes to sugar’s role in heart disease ― food dollars make their way into academic research every year. Most scientists and researchers are concerned about this outside influence, unlike the Slate essay’s author, Andrew Brown. A scientist at the University of Alabama at Birmingham who investigates “the fidelity of the reporting of obesity-related scientific literature,” he writes that we should base our assessment of a study’s merits on its methods, rather than focusing on who funded it. For Brown, the term “science is science” is a convenient hypothesis ― his own research comes with an asterisk. He and UAB’s nutrition department have a long list of industry ties, mostly notably grants from the Coca-Cola Foundation: Disclosure: The author has received travel expenses from Academy of Nutrition and Dietetics, Alberta Milk, American Heart Association, Danisco, DC Metro Academy of Nutrition and Dietetics, Federation of American Societies for Experimental Biology, and International Life Sciences Institute; speaking fees from Academy of Nutrition and Dietetics, Alberta Milk, American Society for Nutrition, Birmingham District Dietetic Association, International Food Information Council, International Food Information Council Foundation, and Rippe Lifestyle Institute, Inc.; monetary awards from Alabama Public Health Association, American Society for Nutrition, Science Unbound Foundation, and University of Alabama at Birmingham Nutrition Obesity Research Center; and grants through his institution from NIH/NIGMS-NIA-NIND, and UAB NORC. He has been involved in research for which his institution or colleagues have received: unrestricted gifts from National Restaurant Association and grants from Coca-Cola Foundation, National Dairy Council, NIH/NIDDK, and NIH/OD. Bias in everything? “There’s bias in everything,” Brown told HuffPost. “The idea that we think that there can actually be an independent researcher when it comes to something that people put in their mouths every day is not likely.” “I’m not saying by any stretch of the imagination that there’s not bias in industry-funded research,” Brown added. “I’m just saying that singling out interpreted intentions — as opposed to looking to the evidence ― is leading us in the wrong direction.” To experts without Coca-Cola ties, however, defending industry-funded research is akin to claiming there is such a thing as a free lunch. “I don’t think that their work is in the best interest of public health,” Marion Nestle, a nutrition professor at New York University, said about the food industry-funded investigators at UAB. UAB nutrition researchers have produced studies and opinion pieces arguing that financial conflicts of interest aren’t inherently worse than other types of conflicts researchers may have, and that health and diet studies are so flawed that we should ignore them. As ABC News reported in 2011, Brown’s colleague David Allison claimed that there was little “solid evidence” that soda is a significant contributor to the United States’ obesity crisis, while taking money from Coca-Cola, Kraft, McDonald’s, General Mills, Kellogg’s, Mars and Nabisco. When he argued in an affidavit that a New York City law requiring restaurants to include calorie information on menus might make customers eat more, the ensuing outrage eventually prompted him to resign as incoming president of the Obesity Society. “Much research from that group appears aimed at confronting research from independently funded investigators that links certain foods ― soft drinks, for example ― to poor health,” Nestle said. That’s the formula Brown’s Slate op-ed follows. He downplays the fact that Harvard researchers took money from the sugar industry by comparing it to a hypothetical researcher who follows a restrictive diet. “Clearly if he eats a Paleo diet, his research on wheat is suspect,” Brown writes. The key difference here, of course, is money. And Brown’s employer takes money from Coca-Cola. A lot of money. Academia’s Coca-Cola conflict Coca-Cola is headquartered in Atlanta, a mere two hours from UAB, and has a close fiscal relationship with the school. In fact, between 2011 and 2015, Coca-Cola gave the University of Alabama at Birmingham $1.9 million for research and partnerships. But they are far from alone in getting funding, as the Harvard study shows. In fact, Coca-Cola has invested $132.8 million in scientific research and partnerships across the country since 2010 ― and Coca-Cola is far from alone among food and beverage companies. Laura Schmidt, a professor of health policy at the University of California at San Francisco who coauthored the report on Harvard’s sugar industry conflict, sympathized with the intense competition for funding in academic medicine, but said that independent researchers tend to look down on those who take industry research dollars. Between 2011 and 2015, Coca-Cola gave the University of Alabama at Birmingham $1.9 million for research and partnerships. “It’s natural that people who can’t get themselves funded through [the National Institutes of Health] or reputable foundations will go to industry,” said Schmidt, who has never taken industry money and doesn’t have any scientific conflicts of interest. Still, she questioned industry expectations following a large research donation. “If I’m taking this money from you, do you have a financial stake in what my research concludes?” she asked. More often than not, the answer to Schmidt’s question is yes. Soda-funded studies tend to have convenient findings Studies with a financial conflict of interest, like research funded by the American Beverage Association or Coca-Cola, were five times more likely than independently funded studies to find no association between weight gain and drinking soda, according to a study published in the journal Plos Medicine in 2013. “If I’m funded by industry, I’m five time more likely to come up with an industry-friendly result,” reiterated Schmidt, who wasn’t part of the Plos study. “That’s called bias.” Brown disagreed that the study proved much of anything. “Their statement isn’t necessarily true,” Brown said of the researchers’ claim that “the best large randomized trials also support a direct association between [sugar-sweetened beverage] consumption and weight gain or obesity.” He pointed to a study published in the journal Obesity Reviews in 2013 that found weak evidence connecting sugar-sweetened beverage reduction and lowered obesity ― but all four authors were Brown’s Coca-Cola-funded colleagues at UAB, including David Allison. Richard Marchase, UAB’s vice president of research and economic development, told HuffPost that the university has policies in place to prevent the influence of corporate money, but did not elaborate on them. “When handled responsibly and in adherence to UAB policies, support from outside entities is not only appropriate, but vital for our mission,” he said. “Private support is more important than ever as we continue to see flat or reduced state and federal funding for vital research initiatives.” According to Coca-Cola spokesperson Ben Sheidler, the company doesn’t expect scientists to produce certain results when it funds research, nor does it prevent researchers from publishing their findings, if they are unflattering. Still, he acknowledged that transparency in funding academic research is an issue Coca-Cola is working on. “We have publicly disclosed our financial support of scientific research and community programming over the last five years,” he told HuffPost. “We have acknowledged that we need to be even more transparent and a more helpful and credible partner.” -- 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.
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.