Food Drink & Franchise February 2015

w w w.fdf wor ld.c om • Fe b r ua r y 2015

TOP TEN HIGHEST PAID CEOS TIPS FOR WINNING AT FACEBOOK

STARBUCKS UPS ITS GAME

with the Debut of the Reserve Roastery and Tasting Room

EDITOR’S COMMENT

A Job Well Done W E ’ R E W I T H I N T H E H A L F W A Y point

of this decade, and 2015 is shaping up to be a year marked by a dedication to the mastery of one’s craft. It’s also a theme we’re exploring in this month’s issue of Food Drink & Franchise.

First we’re taking a look at the newest venture from Starbucks, an offshoot that moves away from sugary espresso drinks and is instead devoted to educating consumers on a better quality cup of coffee. Then we’re looking at chains and franchises who are making it work on Facebook. Last of all, we’re looking at the highest paid CEOs in the food and beverage industry and how they got where they are.

So read on, enjoy, and consider what you can do for your own business this year to take your quality to the next level.

Enjoy the issue!

Sasha Orman Editor Sasha.Orman@wdmgroup.com

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share happiness

Features

CONTENTS

Company Profiles 32 McCain Andina 44 Divisi贸n Industrial Pecuaria 64 ETG Commodities

6 MARKETING Tips for Winning at Facebook

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72 Gravure Packaging 80 CDA 92 BALDO

TOP 10

Highest Paid CEOs

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McCain Andina

FRANCHISING Starbucks Ups it Game

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MARKETING

TIPS FOR WINNING AT FACEBOOK With more than 800 million users logging in every day, Facebook is awash with consumers and brands trying to make their individual voices heard.

Written by: SASHA ORMAN

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Image courtesy of Denys Prykhodov

MARKETING

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Let Images Do the Talking

It’s important to have goals in mind when you’re building a social media presence, and if you’re a restaurant chain one of your biggest goals should be to make your audience hungry every time they scroll past one of your posts. Images are vital in achieving that goal, simply planting a mouthwatering image of your products in consumers’ minds with minimal dialogue.

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Who’s Making It Work: McDonald’s and Burger King McDonald’s and Burger King may be rivals, but they’re also alike in many ways. Both of the burger brands boast Facebook page that are vibrant and rich with relevant visual content, each one showcasing its products well with playful well-composed images that keep the McNuggets and Whoppers front and center in beautiful high definition. But more importantly, the brand keeps its content fresh and engaging by varying what it posts from day to day. There are graphic design images and tons of video content in between the product images, so they never feel stale and overstated.

T I P S F O R W I N N I N G AT FA C E B O O K

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Let Your Personality Shine Through

Part of the beauty of social media is that you don’t have to constantly be in sales mode in order to engage effectively with your fans—in fact, it can pay off to back off from pushing your products (remember: just let them speak for themselves) and just engaging consumers by exposing them to your brand’s unique personality. If consumers can see what you’re about and decide that you really get them, they’re that much more likely to start identifying with your brand more consistently and seeking you out.

Who’s Making It Work: Taco Bell When it comes to consistent audience engagement, Taco Bell is a master. How does it accomplish this? A good deal of it has to do with never seeming too sales -y— this is an especially crucial part of Taco Bell’s appeal to younger audiences who value honesty and transparency over authoritative sales pitches.

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MARKETING

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Stay Newsworthy

For many consumers, their Facebook newsfeed works like an actual newsfeed to the world, informing them of important current events.

It could serve your brand well to take that approach to building your Facebook page, using it as less of a perfectly curated image gallery and as more of a platform to keep consumers abreast of breaking news within your company from new locations to employment opportunities.

Who’s Making It Work: In-N-Out California-based family-owned fast food chain In-N-Out keeps its Facebook page pretty no-frills simple.

But one thing the brand never fails to do is give shout-outs to each and every new In-N-Out locations opening throughout the region from Cabezon to Austin, Texas. In addition to being a nice gesture, it also builds invaluable fan buzz by alerting followers of the general In-N-Out Facebook page as to whether new ones might be coming close to their homes.

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February 2015

F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E

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FRANCHISING

STARBUCKS UPS ITS GAME

with the Debut of the Reserve Roastery and Tasting Room Writ ten by: SASHA ORMAN

Most consumers tend to primarily associate Starbucks with sweet whipped creamtopped espresso drinks and coffee on the go. But what if the brand could attach itself to a broader understanding of what the coffee industry is and could be?

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February 2015

WITH THE LAUNCH of its newest Seattle outlet, the Reserve® Roastery and Tasting Room, Starbucks is hoping to capture a new demographic and usher in the next evolution of the Starbucks brand.

Launched in Seattle’s Capitol Hill neighborhood, nine blocks from the brand’s original Pike Place location, the Starbucks Reserve® Roastery

and Tasting Room is designed as an interactive experience enticing consumers into engage with the brand on a new level and experience coffee in a new way.

The 15,000 square foot location sets aside 6,654 square feet for its tasting room, where consumers will be able to order coffee beverages prepared through one of six 13

FRANCHISING methods: Chemex, French Press, Siphon, Espresso, Clover, or pour over. Much of the remaining space belongs to its roasting operations— utilizing a Probat™ G-120 Roaster and a Probat™ P25 Roaster, the Starbucks Reserve® Roastery location will roast all of the coffee it serves on site in small batches.

Thanks to the creative open design of the space, consumers will be able to see that process firsthand.

“We have designed a space that will heighten all the senses. This is a real-life Willy Wonka experience with coffee as the heart and soul, where customers will see coffee being moved through the roasting process right before their eyes,” said Liz Muller, vice president of Concept Design for Starbucks, in the location’s launch statement.

“We have opened up the world of sourcing, roasting and brewing so that our customers at any one point are only feet away from the theater and artistry in a sophisticated yet relaxed

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The Starbucks Reserve Roastery and Tasting Room

environment. Each visit will bring new discoveries while setting the standard for what customers can expect for the future of retail.”

“This Roastery is the fulfillment of a decade-long dream—an homage to our relentless pursuit of coffee innovation that will create for our customers the most immersive, sensory demonstration of how we source, roast and craft the finest coffee from around the world,” added Howard Schultz, chairman, president and chief executive officer of Starbucks. “Everything we’ve ever done has led us to this point. This is the moment of the

“Everything we’ve ever done has led us to this point. This is the moment of the next generation of Starbucks” -

The Starbucks Reserve Roastery and Tasting Room

Howard Schultz, Chairman, President and CEO of Starbucks

FRANCHISING next generation of Starbucks.”

There’s no doubt that this is a passion project for Ells. But it’s also a key part of the Starbucks five-year strategy to accelerate profitable growth, with the brand touting the Roastery as the next step in coffee and tea industry leadership after its acquisition of Teavana in 2013.

This is the first of a planned 100 Reserve-only stores set to launch around the world over the next few years, starting with Seattle as well as Chicago, Los Angeles, New York, San Francisco, Washington DC, and further growth in Asia in 2016. So what is it about the Roastery that The Starbucks Reserve Roastery and Tasting Room

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has the potential for such growth?

The key isn’t exactly in what Starbucks Reserve is selling, but in how it’s selling it. Coffee isn’t going away any time soon—according to the International Coffee Organization, it’s the most widely traded commodity in the world with more than 70 producing countries creating a $15.4 billion export industry that has grown significantly over the last decade. But while coffee will be a beverage staple for as long as farmers are able to grow it, the way that consumers want to experience that coffee is changing.

Craft coffee is becoming as much

S TA R B U C K S U P S I T S G A M E

‘While plenty of consumers just want to grab their Americano and get on with their day, plenty more are taking an active interest in where their coffee comes from and how it’s made’ of a movement as craft beer, with names like Portland-based Stumptown Coffee Roasters and Chicago-based Intelligentsia Coffee becoming major growing forces.

While plenty of consumers just want to grab their Americano and get on with their day, plenty more are taking an active interest in where their coffee comes from and how it’s made. The Roastery initiative allows Starbucks to become a more active part of that conversation.

At the same time, this initiative will also help Starbucks sell a lot more coffee just by virtue of

having the facilities to produce it.

At the location’s launch, Starbucks stated that these Roastery facilities will help the brand get its higher end Starbucks Reserve® coffee bean line into 1,500 retail locations globally. In that sense, the 100 new Roastery locations will also act as marketing enticing consumers to trade up and try some new coffee blends.

So it’s not just a new take on the coffee shop: it’s a win-win situation for the Starbucks brand and consumers looking to take their coffee game to the next level.

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TOP 10

Highest Paid CEOs in the Food & Beverage World But not all CEOs are the same Which are founders, and who was promoted into the position? Which executives keep a low profile, and which ones are as well known as the companies they represent? Do these variables factor in? Let’s take a look.

Written by: Sasha Orman

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TOP 10

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HUGH GRANT Monsanto:Â $12.5M

Not every agricultural production company is a household name among consumers, but everyone knows Monsanto. Famous (or infamous) for its position at the forefront of genetic engineering, Monsanto is a major force in agriculture in the United States and abroad. Scottish-born Hugh Grant (not that Hugh Grant) has been a part of the business since 1981, rising to the role of CEO in 2003. www.monsanto.com

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H I G H E S T PA I D C E O S

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BRIAN P. KELLEY Keurig Green Mountain Inc. : $13.3M

In 2012, Brian P. Kelley left his position as President and COO at CocaCola Refreshments to lead Green Mountain Coffee Roasters (renamed Keurig Green Mountain Inc. in 2014 to reflect the company’s claim to fame). That turned out to be a wise decision—the consumer popularity of the Keurig coffee machine has exploded in recent years, bringing in profit and hefty salaries. Everything came full circle again last year as well, with Coca-Cola buying a 10 percent stake in Keurig Green Mountain to help it compete in the cold soda machine market. www.keuriggreenmountain.com 21

TOP 10

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J.P. BILBREY Hershey: $ 13.8M

J.P. Bilbrey joined The Hershey Company as Senior Vice President in 2003, after decades in the food business with other major brands like Mission Foods and Group Danone. Bilbrey was appointed interim CEO in May 2011 before formally moving into the role in June of the same year. Since then he has been striving to make the most of his position, succeeding in much more than just salary—in 2014 Bilbrey was named Responsible CEO of the Year by Corporate Responsibility (CR) Magazine, and was appointed to President Obama’s advisory council to advance business relationships in Africa. www.hersheys.com 22

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H I G H E S T PA I D C E O S

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IRENE ROSENFELD Mondelez International:Â $ 13.9M

Mondelez International hasn’t been around as long as most of the other brands on this list, but the Kraft Foods global snack brand spin-off hit the ground running and is a success in its own right. Rosenfeld has been there since the very beginning and even before that, first leading her brands as CEO of Kraft Foods since 2006. www.mondelezinternational.co.uk

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INDRA NOOYI PepsiCo:Â $ 14.3M

Indra Nooyi is another well-known name on this list, unafraid to take the spotlight and speak publicly on issues like being a woman in the working world. Despite declines in soft drink sales, PepsiCo has enjoyed a good year thanks to the company’s global and product diversification. www.pepsico.co.uk

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H I G H E S T PA I D C E O S

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JOHN F. BROCK III Coca-Cola Enterprises:Â $ 14.3M

Even Coca-Cola subsidiaries are enjoying good times—Coca-Cola Enterprises is a spin-off of The Coca-Cola Company, one of the largest bottlers and distributors in the world and supplier of Coca-Cola products to Western Europe. Appointed CEO in 2006, Brock has been leading the supply chain business for nearly a decade. www.cokecce.co.uk 25

TOP 10

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HOWARD SCHULTZ Starbucks:Â $ 17.2M

Howard Schultz is another CEO who commands attention from both his peers and his consumer base, outspoken and passionate about everything from politics to entrepreneurship. It’s that passion that helped him build his company from the ground up, and that helps Starbucks continue to grow and thrive as a top global coffee chain today. www.starbucks.co.uk

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February 2015

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AHMET MUHTAR KENT The Coca-Cola Company: $ 20.3M

Compared to some of the other names on this list, Kent keeps a relatively lower profile as CEO. But then again, his career speaks for itself—after joining The Coca-Cola Company’s sales department in 1978, Muhtar has steadily risen through the ranks of management in Coca-Cola’s Central Asia and Amatil-Europe divisions. After a short stint away from the company, Kent returned in a c-level capacity and was promoted to CEO in 2008. www.coca-colacompany.com 27

TOP 10

We cut through the red tape

At William Fry we focus on the details and work through it so you can focus on your goals. We are at the forefront of advising national and international organisations in navigating legal and regulatory developments in food and agri business.

To find out more about how we can help you please contact: Shane O’Donnell, Partner, on +353 1 639 5112 or shane.odonnell@williamfry.ie Bryan Bourke, Partner, on +353 1 639 5106 or bryan.bourke@williamfry.ie

williamfry.ie

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Dublin • London • New York • Silicon Valley February 2015

H I G H E S T PA I D C E O S

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STEVE ELLS Chipotle Mexican Grill:Â $ 25.1M

As the founder and co-CEO of Chipotle Mexican Grill, Steve Ells is certainly one of the most well known names on the list. Being founder as well as CEO has given Ells the freedom to put many of his personal viewpoints and passions front and center, spearheading company initiatives such as its commitment to better ingredients and the promotion of more sustainable agriculture. www.chipotle.co.uk

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TOP 10

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IRWIN D. SIMON Hain Celestial Group: $ 26.4M

Even if you’ve never heard of Irwin D. Simon or Hain Celestial Group itself, chances are good that you have a box or two of their product in your cupboard right now. Hain Celestial Group is probably best known today as the parent company behind Celestial Seasonings tea, but the 2000 merger between Hain Food Group and Celestial Seasonings created an entity with a formidable portfolio of natural and organic brands from Arrowhead Mills and Greek Gods yogurt to MaraNatha and Spectrum Naturals. Irwin D. Simon has been with that entity every step of the way, guiding the merger as former CEO and president of Hain Food Group.

Today, as one of the highest paid CEOs in the world, he’s continuing to reap the benefits. www.hain-celestial.com

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H I G H E S T PA I D C E O S

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McCain Andina: The leading frozen food producer from the land to the plate Global standards and years of improvements result in McCain’s excellence, providing something more than the best food products in their communities.

Written by: Mateo Rafael Tablado Interview by: Rebecca Castrejon Produced by: Taybele Piven Interviewee: François Simonpietri, CEO, McCain Andina

MCCAIN ANDINA

M The first agricultural social business in South America opened after McCain Andina partnered with Yunus Social Business foundation

cCain Foods Limited started as a family business in 1957; attributes such as effort, perseverance, compliance with own and external standards, and commitment to quality, among others, helped McCain become one of Canada’s top 30 private companies and the world’s leading supplier for frozen fries. Having earned the trust of brands like McDonald’s, Burger King and Kentucky Fried Chicken, companies which in turn became the corporation’s most important clients. McCain wouldn’t just settle with frozen potatoes being their only product, or with Canada being the only territory in which they would concentrate their efforts. They offer other frozen food products both for restaurants and retail through their subsidiaries all over the world, such as McCain Andina.

Other products offered globally by McCain include snacks such as onion rings, stuffed jalapeños, frozen desserts and oven-ready frozen vegetables. McCain Andina makes the most out of its location by offering a complete line of tapioca-based foods as well. The company’s operation is not limited to agriculture and sales, but also to after-sales services, most precisely involving food preparation. McCain Andina’s procedures follow the company’s demanding standards and its product catalogue keeps growing, as does in any other of McCain’s more than 50 production facilities worldwide.

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Venezuelan engineer François Simonpietri was appointed CEO for McCain Andina around September 2013, bringing along a 20 year-plus experience in operations, logistics, marketing, acquisitions and brand management both in multinational corporations and family-run businesses in his native Venezuela, Canada, United States, Mexico, Central America and currently in Colombia. “The Andean region’s melting pot of cultures and business models makes up for an interesting challenge of integration between growing enterprises and a complimentary kind of organization, rather than a supplementary one,” stated François Simonpietri, CEO for McCain Andina.

2015: Constant Changes and Successful Adaptation Being a subsidiary company of the world’s largest frozen fries supplier demands more from McCain Andina than simply compliance with the company’s global standards, since raw material production depends upon variables such as weather—this factor can determine which procedures will be followed during a certain year, to sustain quality and production levels according with every production plant’s output. These challenges become an opportunity for McCain Andina to innovate, adapt and make the most out of every condition and resource available in their region. For example, besides working in the

Key People

François Simonpietri CEO François Simonpietri, current CEO for McCain Andina, is a mechanical engineer born in Venezuela. His 20 year-plus career has taken place in Canada, the United States, Mexico and Colombia.

He is experienced in plant operations, sourcing, distribution, marketing and brand management.

Simonpietri has been successful both in family-run business ventures and for global corporations such as Jarden and Procter & Gamble. He was appointed CEO for McCain Andina in 2014.

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C O M PA N Y N A M E

Global standards for the Andean region

“McCain wouldn’t be McCain should a single supplier not be up to par with our standards” –François Simonpietri, CEO, McCain Andina

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world’s location where potatoes are originally from, McCain Andina is already growing cassava and developing tapioca-based products for domestic South American markets and also for export to North America and Europe.

The company is constantly undergoing tech and infrastructure upgrades to keep expanding its product line and increasing product output.

“2015 seems as a very positive, dynamic year for Colombia and the Andean region, no matter the upcoming changes in our context,” Simonpietri said.

SECTOR

A Crop of its Own from the Ground to the Plate McCain Andina’s strengths which place the company at the top of its trade are: • Farming: McCain’s 50-plus years of continuous work, research, and testing determine the best techniques for successfully growing each potato species as well as other vegetables.

• Skilled staff: One of the company’s constant investments is personnel training at every level.

Trained staff in the food sector

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Knowledge grows

Quality Quality starts with commitment For more information contact: Yara Colombia S.A.S Carrera 11 No. 94 A – 34 Edificio LG, Piso 3, Bogota – Colombia, Centro Industrial Metroparque Interseccion Circunvalar / Cordialidad, Bodega MC11 pbx: 3289380, Barranquilla – Colombia www.yara.com.co

MCCAIN ANDINA

L AT I N A M E R I C A

• Timely service: McCain Andina already delivers clients’ orders within less than 12 hours.

• Technical assistance: Restaurants receive technical assistance for every product’s cooking methods; guidelines consider cooking times, the best ingredients—like cooking oils and seasoning—and other factors to serve the best possible dishes. In fact, most of McCain’s and affiliates’ websites offer tasty recipes and tips for retail customers.

• Wide variety of products: Besides frozen potato species, McCain’s frozen products line includes stuffed jalapeños, onion rings, desserts and other vegetables. McCain Andina caters to regional taste with assorted tapioca-based products (which are being exported to different continents); and recent additions to the catalogue include wedge cut potatoes, “smiley” potatoes and noisettes, among other varieties.

For McCain Andina, growth and expansion turns into re-investing to keep its clientele properly stocked for the long term. “Reinvestment is a must in the Andes region, business thriving here means a hope to open more job positions, businesses, suppliers… it has expansive effects,” remarked Simonpietri.

“The Andean region’s melting pot of cultures and business models makes up for an interesting challenge of business integration” – Francois Simonpietri, CEO for McCain Andina

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MCCAIN ANDINA

Some of McCain brands for Colombia

Automation and Specialized Training: Bases for Sustainability Every improvement in McCain Andina’s facilities, as well as each hour of specialized training for its personnel, are resources destined to specific purposes: to increase and sustain product quality, increase production volume, and implement more sustainable, environmentally-friendly procedures.

McCain’s quality control

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McCain’s 50 production facilities worldwide operate in compliance with unified global quality standards, having earned both domestic and international certifications. 99 percent of each plant’s residues are recyclable. Between 2010 and

L AT I N A M E R I C A

2014, McCain Andina achieved 30 percent water savings and 20 percent energy savings, while production volume increased in 30 percent during the same period. “Modernization and automation help us achieve higher standards for optimal operation, decreasing the use of our resources and also lowering costs,” Simonpietri said.

Suppliers and Partnerships Contribution McCain Andina’s supplier lists include 2,500 entities. Both small-farming families and public institutions in the agricultural sector are among them. The Colombian Corporation for Agricultural Research (CORPOICA), the Colombian

Potatoes, McCain’s specialty

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MCCAIN ANDINA

Quality food products from Colombian lands

McCain Andina’s production is not limited

Agricultural Institute (ICA), the National Counsel for Potato (FedePapa) and Universidad Nacional are the company’s main partners for research, development and quality measurement. Some of the conditions for McCain Andina to establish new partnerships are prospects for long-term alliances, continual improvements and mutual trust.

to potatoes, it includes other frozen snacks and vegetables

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The company’s small-crop suppliers receive a $4 million investment annually for financing and specialized training. Productivity rates have increased from 27 tons per hectare to 44 tons in just five years.

L AT I N A M E R I C A

“McCain wouldn’t be McCain should a single supplier not be up to par with our standards,” pointed the CEO.

Company Information NAME

McCain Andina

Partnering with Social Businesses: Key to the Future Latin America’s dynamics and expansion opportunities are seen as an important global challenge for McCain. McCain Andina’s most important project is a partnership with the Yunus Social Business foundation (created by 2006 Nobel Peace Prize laureate Muhammad Yunus) with whom the first farming social business in South America was created. With the business’ success leading to new social businesses, farming is becoming attractive to the region’s youth rather than a context they wish to move away from.

INDUSTRY

Frozen food: potatoes and other vegetables HEADQUARTERS

Bogota, Cundinamarca, Colombia FOUNDED

1996 EMPLOYEES

250 REVENUE

USD $105 million

“We perceive important growth potential and interesting challenges within the Andean region during the next few years,” Simonpietri declared.

WEBSITE

www.mccain.com.co

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High Standards that reach the Consumer’s Plate

DIP takes advantage of its resources to optimize operations, provide commercial growth and improve customers’ solutions.

Written by: Mateo Rafael Tablado Interviewed and translated by: Rebecca D. Castrejon Produced by: Taybele Piven Interviewee: Eddy Wever, CEO of DIP Juan Pablo De León, VP of Business Developmentsof DIP

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DIVISION INDUSTRIAL PECUARIA

A

ll markets are subject to global standards to regulate trade conditions in terms of competition and for the welfare of consumers, producers, suppliers and the environment. Corporación Multi Inversiones (CMI), the mother company of DIP, follows this direction.

CMI is a family-owned multinational corporation with more than 36,000 employees, and a presence in three continents. CMI began operations nearly 90 years ago in Guatemala, and has since grown to eventually become one of the largest business groups in Latin America.

Juan Luis Bosch and Juan Jose Gutierrez are the company’s current Corporate Presidents.

Aliansa is a subsidiary of DIP with operations in Guatemala, El Salvador, Honduras, Costa Rica

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L AT I N A M E R I C A

With a total of seven divisions that work in the areas of milling, fast food, poultry and pork, operations are structured according to each of the business lines of the corporation along with the use of renewable energy and constant infrastructure developments.

Key People

In 2013, CMI acquired 40 percent of the telecommunications company Telefonica in Guatemala, El Salvador, Nicaragua and Panama.

Today Corporacion Multi Inversiones has a stronger presence in Central America and the Caribbean, with offices in Guatemala, El Salvador, Honduras, Costa Rica, Nicaragua, USA, Mexico, Dominican Republic, Ecuador, Andorra, Spain,

Eddy Wever CEO of DIP Wever in an industrial engineering graduated in 1983 from the Texas A & M University, same institution from where he received a Master Degree in Science.

Since 1986 he started working for Corporacion Multi Inversiones (CMI), and in 2009 he was appointed Executive Chairman of CMI’s Animal Industry Division, Division Industrial Pecuaria.

Aliansa Headquarters in Guatemala, the strongest Central American company in the manufacture of food for animals w w w. c o r p o r a c i o n m u l t i i n v e r s i o n e s . c o m

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Italy, Bahrain, India Indonesia, Panama, Puerto Rico, Haiti and Jamaica.

Division Industrial Pecuaria (the livestock division of CMI) depends on external factors such as the price of commodities like soy, wheat and flour to operate; CMI has also heavily invested in the transformation process to elevate each division into first-world manufacturers.

“We have changed our management model to standardize operations in the global market, this allows us the expansion and development of our business units,” said Eddy Wever, CEO of Division Industrial Pecuaria.

Before presiding as Executive Chairman of

Toledo is another leading and growing brand in the region.

PERFIL DE PROVEEDOR

Number of Employees: 1,167 at corporate level and employment generation of more than 13,000 employees at service station networks Founding Date: 1996 Industry: Importer and distributor of fuels, fuel oil, diesel, gasoline and bitumen; trading approximately 650 millions of gallons yearly in the different segments of the market.

Main Service: Meet the need of petroleum products in more than 1,300 service stations, commercial and industrial segments, bitumen and aviation fuels.

Recent Projects: In 2013 operations were expanded to Colombia by becoming the largest stockholder in Biomax Colombia, a major business group in the country.

Vice President: Fredy Nasser F. Webpage: www.uno-terra.com w w w. c o r p o r a c i o n m u l t i i n v e r s i o n e s . c o m

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DIP, Wever developed his expertise with more than 22 years of experience in different affiliate companies of CMI, such as Pollo Campero (a food chain in Central America).

Juan Pablo De Leon, Vice President of Business Development and Strategic Management, has nearly 20 years of experience working with multinationals in areas such as logistics,

Inside the farm for Toledo brand

A Concentration of Resources Division Industrial Pecuaria is in the process of transforming its operational structure, due to recent management changes implemented across all CMI companies. One of these changes is the creation of common service

SUPPLIER PROFILE

COMPANY NAME

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Website: address goes here as the last entry

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Introducing the Sealed Air Food Care value drivers. At Sealed Air Food Care we deliver measurable business results to our partners by focusing on four drivers for purposeful innovation so that together we share in the value created.

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We protect what’s important - helping people live healthier, eat better and ship products safely around the world. We strive to be the global leaders in food safety & security, facility hygiene and product protection.

Sealed Air offers sustainable and efficient solutions aimed at helping our customer to create a better brand, increase the quality of life, and provide a cleaner healthier environment for future generations. We create measurable value for our customer at their facility and downstream.

For more information please visit www.sealedair.com

L AT I N A M E R I C A

centers for all divisions while continuing to develop and grow brands.

T h e c o m p a n y ’s s t r a t e g i c u n i t s a r e : • Poultry products • Pork products • Processed food • Balanced pet food “Our drive is to strengthen our portfolio of products and develop our brands in an effort to be closer to our customer and for our products to reach the Central American market,” says De Leon.

SUPPLIER PROFILE

Production fo the brand Pollo Rey

SEALED AIR CENTRAL AMERICA

Expertise in food science and microbiology to create solutions that protect and enhance the food and beverage supply chain. Ensure food and beverages are processed, sold and prepared in a safe and efficient environment, extend product shelf life and reduce waste, and provide value added convenience benefits.

Website: address goes here as the last entry

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Compliance Through Medical Technology

Key People

Since 2012, Division Industrial Pecuaria integrated SAP and ERP systems in compliance with corporate regulations.

DIP’s automation process facilitates health standards, guaranteeing safety and quality in the handling of raw materials and packaging.

“We have strengthened quality control, extending it to our distribution network and logistics,” says Wever.

Juan Pablo De León VP of Business Developmentsof DIP De Leon is the current vicepresident of business development and strategic marketing of Division Industrial Pecuaria. He has worked for nearly 20 years in various companies dedicated to the massive consumer.

His resume includes working with multinational companies such as Pepsi Guatemala (now CBC - Central American Beverage Corporation).

The brand Pollo Rey is part of the livestock division of DIP

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L AT I N A M E R I C A

Advanced Supply Chain Division Industrial Pecuaria takes advantage of corporate services, such as telecommunications advances, to optimize logistics and distribution.

“We rely on our strategic partners for updates in technology, especially the ones used inlogistics,” said Wever.

Alliances with Laboratories and Telecommunication Companies An important foothold for Division Industrial Pecuaria has been its partnerships with

“We use subproducts and cogenerate energy to be selfsufficient” – Juan Pablo De Leon, Vice-presidentof Business Developments for Division Industrial Pecuaria

Toledo supplies product for Pollo Rey, Pollo Indio, Pollo Campero, Tele Pizza, Domino’s Pizza and TGI Friday’s w w w. c o r p o r a c i o n m u l t i i n v e r s i o n e s . c o m

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43

exceeding expectations as a strategic partner of DIP

years

Strategic Supplier:

Formal experience since 1956 serving the Guatemala, Honduras, and Central America market being exclusive representatives and distributors of several leading companies in the field of packaging and production of raw materials (packaging and films) and processing equipment.

Strategic partners with DIP since 1971, providing machinery, equipment, and supplies from worldwide leading lines like PROVISUR and VISKASE.

Worldwide leader in the supply of cellulose, fibrous and plastic casings.

Present with Inter-Americana in the g ro w t h o f E m p a c a d o r a To l e d o i n Central America since its origin.

WAREHOUSES IN GUATEMALA & HONDURAS / SHOWROOM / CASINGS FOR MEAT PRODUCTS / FOOD PACKAGING / INGREDIENTS & CONDIMENTS / CLOSURES/ TIES / TAGS / MACHINERY & EQUIPMENT FOR PROCESSING / ACCESORIES / INDUSTRIAL SAFETY / ADVICE & TECH SUPPORT

GUATEMALA PBX: (502) 2427-5000 / USA Calls: (713) 623-1525 HONDURAS TEL: (504) 2508-2558 al 61

ventas@inter-americana.com

www.inter-americana.com

L AT I N A M E R I C A

laboratories and research centers, such as the Pan-American Agricultural School “Escuela Agrícola Panamericana”, who they have worked with to improve their livestock.

“We work with our research and development allies in regards to genetics and nutrition. It is important to highlight the partnership we have with Zamorano (EAP),” says vice president Juan Pablo De Leon.

Prepared Human Resource Human resources management at Division Industrial Pecuaria is certified with academic qualifications that meet HACCP (Hazard Analysis and Critical Control Points) principles.

Pollo Rey has farms, hatcheries and processing plants in Central America

There are opportunities for advancement within the company based on skills and career plans, as well as management support for both professional and personal skills such as technical and academic training.

Another incentive to working at DIP is that the company offers competitive pay. In sum, these qualities have built loyalty to the corporation, and having qualified and satisfied employees as the greatest asset of the company.

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DEVELOPMENT

INNOVATION

INTEGRATED SOLUTIONS

We have a range of products for the meat and snacks industry, sauce and soup industry, bakery and food service - fast food.

www.tecnispice.com consultas@tecnispice.com PBX: (502) 6628 8000

L AT I N A M E R I C A

“We want for growth and development to be integral,” says Juan Pablo De Leon.

Sustainability The environment is an important aspect for Division Industrial Pecuaria, therefore the company works in collaboration with its affiliates to minimize its environmental footprint, leveraging resources such as manure, which is used as a friendly fertilizer.

The company performs a strict practice of reforestation on each farm and treated water meets green standards. At the end of 2014, DIP will complete the installment of biodigesters in pig farms.

“We use sub-products and cogenerate energy to be self-sufficient,” says De Leon.

Growth Projections DIP is currently focused on the expansion of its brands Pollo Rey in Guatemala, Honduras and Costa Rica; Pollo Indio in El Salvador and Pollo Toledo into new markets through investments, partnerships or acquisitions.

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Dentro de la planta de Divisi贸n Industrial Pecuaria

INTEGRAL

SOLUTIONS for regional livestock

productivity We import, manufacture, sell and distribute livestock products of the highest quality, with professional services and advice in El Salvador, Guatemala, Honduras and Nicaragua.

L AT I N A M E R I C A

Additionally, it is planning for an increase in production capacity in the fields of processed foods and balanced pet food.

Company Information NAME

“We depend on innovation for the development of new products, and to gain quality, good content and better costs,” said Wever.

“We rely on our strategic partners for updates in technology, especially the ones used in logistics”

Division Industrial Pecuaria (Corporacion Multi Inversiones) INDUSTRY

Poultry and pork products HEADQUARTERS

Guatemala, Departament of Guatemala, Guatemala FOUNDED

1960 EMPLOYEES

10,000+ WEBSITE www.corporacionmultiinversiones.com

– Eddy Wever, CEO of Division Industrial Pecuaria

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ETG Commodities

Changing the Grain Game with ETG Commodities Written by: Sasha Orman

Produced by: Sean Bakke

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ETG COMMODITIES

VP, Victor Swierad at Saskatchewan Facility

E

xport Trading Group is a multi national company in the business of exports, imports, distribution and processing of various commodities. One of its most recent expansions has been the launch of ETG Commodities, its Canada-based wing. Operating on a sustainable business model of managing end to end supply chain of agricultural commodities from farm to retail shelves worldwide .ETG Commodities has witnessed swift success in the Canadian special crop industry since its inception. Throughout its global growth today and into the future, the 66

February 2015

business is committed to maintaining its personalized link with farmers and users of its products on a ground level.

Global Reach Present in 46 countries around the world from Australia to the Ivory Coast, ETG is a company with extensive global reach. With more than 300 warehouses and processing facilities around the world, the company moves 3.2 million tons of special grains and manages 26 commodity verticals including oilseeds, pulses, cereal grains, fertilizers, and more. But despite this massive reach, ETG

CANADA

ETG Toronto Team

is committed to superior supply chain management, adding value and staying close to the farming community and its supply chain partners in every country it does business.

“We operate in a fast changing world of commodities, where we constantly need to innovate to stay ahead ” says Rav Kapoor, CEO at ETG Commodities. “In today’s world, changing weather and consumption patterns is one of the biggest challenge for our societies and that’s where we come in with our global reach and dynamic team of individuals to narrow the

gap between excess supply in one region with strong demand in other. For example North America is one of the largest producers of specialty crops and Asia is the largest consumer. Our presence on a ground level in both continents helps us keep us ahead of the curve of this ever changing supply and demand matrix. In addition, we strongly believe in a 2 way business model in the countries we operate, for example in 32 African countries we provide seeds, fertilizers, and all the inputs to farmers and then buy back the crop they produce. It’s a 2-way business model where we w w w. e t g w o r l d . c o m

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Delivering your containers on time, safe and secure in Regina and across the prairies.

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When you are utilizing intermodal – the 1st mile and the final mile are key components of your supply chain. Slinkemo can provide the solution.

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As an ISO 22000:2005 certified company we also hold the following certifications: • Organic certification in Canada • CFIA sampler certification in Vancouver • Government certified scales • Specialization in the handling of agricultural products including soybeans, wheat, and all special crops • CIFFA & FIATA members • Bonded terminal in Montreal for US origin cargo • NVOCC status and FMC licensed freight forwarder in the USA.

Contact us to learn more: sales@ray-mont.com 1-888-933-4449 | www.ray-mont.com

ETG COMMODITIES benefit from selling all the input and buying all the output which then is used in our processing plants and distribution centers around the world.

“Staying close to the farmer helps us understand the farmer’s needs very well,” says ETG Commodities COO Harjee Makkar. “We’re present in 46 countries, and that helps us stay updated on destination market dynamics. At the same time, our presence at the farm level helps us understand the origination dynamics—what farmer is planning to seed and what kind of costing he has. If we are in 2014, we can contract with them for 2015, and that can only happen if you’re close to the farmer and understand what he’s planning.”

Ground Presence in North America Export Trading Group has been in business for decades, and in 2012 the company expanded its reach into North America with the incorporation of ETG Commodities in Ontario to reach markets in Canada and the United States.

Just over two years later, ETG Commodities has rapidly grown into one of the largest exporters

CANADA

in Canada, exporting more than 250,000 tons of pulses and oilseeds out of the country on a yearly basis.

It’s growth that ETG Commodities attributes to a dynamic team that knows the market and is committed to staying ahead of the curve.

“ETG’s market intelligence and ground level presence helps us understand the international perspective better than our competition. For instance, yellow peas are grown in multiple regions around the world. Other than North America, Ukraine, Russia and Australia are major origins in the world, since we are present in all of these countries, we know international supply dynamics very well,” says Makkar, explaining ETG’s techniques for staying at the forefront of the industry. “ETG is a global brand today in the commodity world and we have been quite successful in developing good strategic partners at every point of the supply chain. May it be the farmers, shipping lines, transloaders or the importers around the world, these relationships have been instrumental in our growth. We stand behind our quality and our w w w. e t g w o r l d . c o m

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ETG COMMODITIES

commitments, whether it is at the destination or at the origination. We will deliver on the quality, we will ship on time, and when it comes to the origination site we will make sure the farmer is paid promptly.”

The experience of the ETG Commodities team also plays a key role in the company’s growth and continued strengths. “Our traders and merchandisers are well experienced and understand the various risks of the business. When hiring new employees we ensure 70

February 2015

they have the market intelligence and connections which we can leverage on” notes Anshul Nagar, CFO at ETG Commodities. “ETG believes in mitigating the risks and thrive to innovate tools for the same, from hedging mechanisms to insurance products ETG has every tool at its disposal to make sure interest of our share holders and stake holders are protected at every step we take.”

CANADA

Agents of Change ETG Commodities has hit the ground running, and only has plans to grow further from here. This year the company successfully completed its first acquisition in TW Commodities, allowing ETG to increase its in-house capacity for processing, grading, cleaning and packaging grain. ETG is also branching out into newer crops like soybeans and wheat, and is actively seeking out new partners to expand its distribution reach further within Canada and the United States. It’s all part of the company’s quest for growth and success, and that means embracing the ups and downs and changes involved in the commodities market by utilizing effective risk management tools.

“We believe in out of the box thinking and nurturing innovative ideas to overcome the challenges in our industry” says Kapoor.

“Shipping and commodities is an ever changing world, and our ability to adapt to the ever changing world keeps us ahead of the curve.”

“We are a group of people who drive change,” adds Makkar. “In this market things change every single day, and that’s something we are very good at handling. It’s about anticipating change, and sometimes even being an instrument to cause the change. It’s this foresight and anticipation backed with fundamental knowledge of the market that has contributed to the swift increase in our market share. We have a lot of drive and motivation in this team and a hunger to do better.”

Company Information INDUSTRY

Grains and pulses HEADQUARTERS

Mississauga, Ontario FOUNDED

2012 EMPLOYEES

42 REVENUE

$150 million

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Gravure Packaging

A Tradition of Inn

New Zealand-based Gravure Packaging Ltd uses time tested rotogra achieve forward thinking innovation in the field of custom flexible pa Written by: Sasha Orman Produced by: Rob Benson

g:

novation

avure printing to ackaging

G R A V U R E PA C K A G I N G

W

hether you’re producing, marketing or transporting a product, the strength and design of packaging is critical. Gravure Packaging Ltd. understands this concept well. For the past three decades, the Wellington-based company has been dedicated to the production of high-quality packaging and label design.

where GPL excels is in using its experience and creativity to find innovative solutions, whether it’s creating a label that changes colours as the product’s temperature drops or a package that will protect its delicate contents from outside concerns like UV damage. Frucor came to GPL with the latter issue, and the company met this challenge head on.

“When Frucor came to us for Introducing Innovative Ideas a packaging solution for their V Clients come to GPL with a variety Iced Coffee we were excited and of complex problems. One area enthusiastic about coming up with 74

February 2014

AUSTRALIA

a functional solution to protecting the sensitive nature of milk based ingredients,” says the company.

“To achieve a well-preserved and high-quality product Frucor required a shrink sleeve that would completely block out UV light and prevent oxidation of unprotected milk ingredients.”

To solve this issue GPL looked to its library of high opacity inks, which are dense enough to block light from passing through. By pairing its high opacity inks with metallic ink for branding, GPL was able to

create packaging that is as vibrant and impactful as it is functional.

“The end product consisted of 100 per cent light and UV barriers, leak detection holes, tamper evidence and high recyclability.”

Another process that GPL prides itself on is its flexible shrink sleeve packaging. Made of PVC or PET materials, this thin tamperresistant packaging design wraps tightly and smoothly around containers of all shapes and sizes.

“Regardless of the container, our sleeves fit tightly with its contours

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Multilayer Co-Extruded Film

Ultra-High Shrink PETG Film

High Gas Barrier Film

HISHIPETTM- LX-91S

SIOx vacuum coated film with excellent high gas barrier properties. Techbarrier is used for high performance food packaging, medical, pharmaceutical and electronic devices .

A multiplayer film with various functions such as high gas barrier, easy peel, pin-hole durability.

Used in thermo-formed applications for food, medical, pharmaceutical & industrial packaging.

Biodegradable Plastic Resin & Products

Bi-Axially Oriented Gas Barrier Nylon Film 77 % TD Shrinkage Unique MD Shrinkage performance Uniform shrink finish at critical areas on demanding bottle shapes

A high performance gas barrier film with superior heat durability & clarity.

Eco Friendly Designed to provide heat resistance for microwaveable applications, i.e. retort pouches

LX-91S is perfectly suited to your standard machinery and processes and will significantly contribute to improving your efficiencies.

We offer a wide variety of films along with competent technical support and local support, advice on seaming solution adhesives and test equipment for new films such as seam boxes, sample makers and wick holders on EFD Needle Assemblies.

Best quality consistently Reliable delivery service Clear strategy and focus

Links to product information: www.diamiron.com/english/about/customize.html www.techbarrier.com/productinfo/index.html www.techbarrier.com/supernyl/index.htm

Require further information?

Please get in touch!

EN13432 and ASTM D 6400 certified. Fully biodegradable & compostable. Various grades of resins for blown film, injection molding, foam or coated materials.

Direct all enquiries to Estrella Muhr: Ph: +64 (09) 537 3955 Mob: +64 (021) 905 761 Email: estrella_muhr@fspnz.co.nz

Creating better relationships among people, society, and our planet

Agents for Mitsubishi Plastics, Inc. and Mitsubishi Chemical Hong Kong in New Zealand and Australia

G R A V U R E PA C K A G I N G giving products a distinctive identity,” says GPL. “The Shrink Sleeve format combined with our gravure processes allows for a vibrant metallic colouring that has revolutionised flexible packaging.”

To date, GPL is New Zealand’s largest manufacturer of this highly customizable and durable form of product packaging.

Commercial Recognition for Innovative Work The work done at GPL has not gone unnoticed within the industry. The company has received numerous Pride in Print

SUPPLIER PROFILE

AUSTRALIA

awards for its creativity and technical expertise within the fast moving consumer goods (FMCG) packaging sphere. Most recently, GPL was named the 2014 Gold Award Winner at the Pride in Print awards for its innovative work on Horleys HAVOC, a pre-workout drink from New Zealand-based sports nutrition and dietary supplement company Horleys.

“Every year our innovativeness and expertise is highlighted amongst the printing community and is a chance for ourselves to be proud of the world class work we produce,” says GPL. “Our

ESTES INDUSTRIES NZ LTD (ON BEHALF OF MITSUBISHI)

Industry: Flexible Packaging Services: - High Shrink Transparent PPETG Film for Sleeves - Laminates for Retort PPouches - Biodegradable Film & Resins - Transparent High Gass Barrier Film - Multi-layer co-extruded Film Website: www.mpi.co.jp/english

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G R A V U R E PA C K A G I N G

Pride in Print awards is a good representation of our customer and supplier relationships that allow us to bring these award winning products to market.”

The year before, GPL took home two gold awards—a Gold Award for packaging in addition to a Category Winner: Process award—for its work on the flexible wrapper design for the Whittakers Fruit and Nut 200g bar.

The Gravure Difference GPL attributes much of its quality to its gravure printing process, 78

February 2014

which engraves a design onto a copper cylinder which is then rolled through ink which it transfers onto a paper or plastic substrate which passes between the engraved cylinder and a complementary impression cylinder.

“The advantage of gravure printing is that it lays down a high quantity of ink, which ultimately results in a high quality, sharp, fine image,” states GPL. “Gravure printing’s high image qualities are due to the excellent density, gradation control and metallic ink appearance that gravure printing allows.”

AUSTRALIA

Beyond that, there are several points within GPL’s philosophy which set the printing company apart from its competition: • We take pride in colour density and gradation control in order to produce market leading colour resolution in our flexible packaging products.

• We are constantly forward thinking with a practicality approach that consistently sees our products innovating the flexible packaging market.

• We adopt the literal meaning of adaptability, and delegate our resources and capabilities towards a direction that is in align with our client’s needs.

• We are confident that our repertoire has the ability to generate customised high quality packaging for a wide variety of FMCG products and objectives.

These points underscore GPL’s dedication to premium innovative work that is ultimately beautiful and a perfect fit for each individual brand partner.

Company Information INDUSTRY

Food HEADQUARTERS

Wellington, New Zealand FOUNDED

1984 PRODUCTS/ SERVICES

Founded in Wellington in 1984, Gravure Packaging Ltd. is a private flexible packaging company utilising rotogravure printing for high quality results. GPL specialises in shrink sleeves, flow wraps, and custom content.

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CDA: SYNONYM OF QUALIT AND MARKET LEADE

The second largest processing and rice distribution company a leader in several states of the Midwest, North, and Northeas Written by: Flรกvia Brancato | Produced by: Taybele Piven

TY ERSHIP

y in Brazil is st.

81

CDA

A

fter the company began as a small cereal dealer, Company Araguaia Distribution (CDA) is now considered the second largest company in the processing and distribution sectors in the country, operating in the food industry, more specifically in the rice and beans sectors. The company’s production capacity is approximately 36,000 tons per month. Uncle Jorge rice is the flagship product of CDA. CDA is among the 500 largest companies and the 50 largest companies in the North and Midwest of the country.

Always looking to strengthen its brand in the market segment, the company continually invests in marketing, new technologies, and staff training. CDA has 11 branches distributed at strategic points and operates mainly in the Midwest, North, and Northeast of the country, standing out as the market leader in several cities such as Ceará, Mato Grosso, and cities in the countryside of the state of Maranhão.

The company maintains its focus on growth. José Nivaldo de Oliveira,

José Nivaldo de Oliveira, Director of CDA

82

February 2015

BRAZIL

“We aim constant investment in new equipment aimed at the improvement of our products and, of course, marketing campaigns” – Director of CDA, José Nivaldo de Oliveira

Director of the CDA, states categorically that “the company has plans to enter a new line of products with the goal of increasing and further enhancing its strength in the market.”

MISSION AND AES In addition to the mission of producing food with quality and promoting products with excellence, the company invests in the development of personal goals and focuses on various programs and training. Besides w w w. c d a r a g u a i a . c o m . b r

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CDA

“We plan the inclusion of new products in the Uncle Jorge rice line— products that can be easily prepared—as well as the inclusion of wheat flour and pasta in our sales portfolio” – Director of CDA, José Nivaldo de Oliveira 84

February 2015

technological innovations—both in the commercial and administrative areas as well as in the entire production process—CDA has been improving its staff through training aimed at developing teams and valuing employees.

“The social concern, with built-in actions related to the environment and donations campaigns, the quality of the services provided through highly skilled customer service, and the guided service at point-of-sale and after-sales actions” are also

BRAZIL

Tio Jorge rice

Tio Jorge rice

Premium rice

points highlighted by the director.

Following industry trends, the company seeks to anticipate consumer needs and bring novelties to the market. “We will be introducing new products of the Uncle Jorge line to meet the needs of a new type of consumer and to allow our customers to experience high-quality products,� said Oliveira. One reason for the creation of these new products is the migration of consumers to the consumption of fast food, which challenges the

Parboiled rice

Brown rice

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CDA

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February 2015

BRAZIL

company to develop products aimed at, for example, practicality.

PROFESSIONAL DEVELOPMENT AND SOCIAL RESPONSIBILITY CDA offers internal courses and monthly training in all its departments.

The company also has a system of financial targets geared at the main corporate objectives. In addition to the success of the actions of the Corporate University, which selects the employees that stand out in their field of work and can work themselves towards a promotion and management positions, the company also offers external courses and scholarships for outstanding employees.

Internal marketing campaigns, an employee reward system—in order to focus the teams on the company’s objectives— and internal events with the participation of all teams are other ways CDA facilitates integration among

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CDA

its employees and improves the daily activities within the company.

Oliveira also highlights the importance of the International Week of Labor Accident Prevention (SIPAT) program: “During our International Week of Labor Accident Prevention we offer lectures on quality issues, health, and safety, which brings employees closer to each other and raises awareness on the best practices.”

CDA also places great importance on their social work with the Cancer Combat Association in Goiás (ACCG). Because of the support given by CDA to ACCG’s Cancer Hospital, the company was awarded a seal of 88

February 2015

ARROZ TIO JORGE

www.arroztiojorge.com.br arroztiojorge

@arroztiojorge

Baixe um leitor QR Code em seu celular, fotografe o c贸digo e saiba mais sobre Tio Jorge.

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CDA

José Nivaldo de Oliveira, Director o

recognition as “Friend Company of Araújo Jorge Hospital.” ACCG is the only specialized oncology center in the Midwest region that serves patients from Goiania, cities in the countryside of the state of Goiás, and other states. Each year, ACCG conducts about 900,000 procedures, including doctor appointments, hospitalizations, surgeries, chemotherapy, and radiotherapy, among other procedures.

EXPANSION AND INVESTMENTS “We aim constant investment in new equipment aimed at the improvement of our products and, of course, marketing campaigns,” says the director.

CDA not only continually invests in marketing through media actions and advertising campaigns, but also through strong representations at the point of sale, with merchandising and products sales.

90

February 2015

BRAZIL

Company Information INDUSTRY Food HEADQUARTERS Anápolis , Goiás - Brazil EMPLOYEES 862 E S TA B L I S H E D 06/06/1990 PRODUCTS / SERVICES Uncle Jorge Food / food products

of CDA

The newest branch office, opened last year at Lagoa da Confusão in Tocantins, is one more reason to celebrate the success of over 20 years of CDA operations. The complex is considered one of the largest in Northern Brazil and has modern equipment and the best grain drier structure of the region.

Also, in terms of expansion, the company has encouraging news: “We plan the inclusion of new products in the Uncle Jorge rice line—products that can be easily prepared—as well as the inclusion of wheat flour and pasta in our sales portfolio,” concludes Oliveira.

MANAGEMENT José Nivaldo de Oliveira: Director Débora Queiroz de Almeida: Quality Center Manager Ricardo José de Sousa: Financial Center and Technology Manager Fernando Luiz Lopes Dantas: Industrial Center Manager Frederico Ferreira Nunes: Commercial Retail Center Manager Adriano Carlos Ferreira: Commercial Corporate Center Manager

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Expertis culti

Adap

Baldo:

se and tradition in the ivation of yerba mate

ptability and continued investments in technology are the keys of over 80 years of success Written byr: Flรกvia Brancato | Produced by: Taybele Piven 93

BALDO

A

lways focusing on quality and innovation, Baldo bet on yerba mate magic and tradition, gradually invested in new blends, and worked to build up its brand. Now Baldo is a company renowned for quality food, a segment leader, and the largest exporter of yerba mate in Brazil. In the early 1970s, the company expanded its production and, as a way of diversifying its activities, entered the soybean industrialization and derivatives market.

Baldo operates in three southern Brazilian states (Paraná, Santa Catarina and Río Grande do Sul) and has activities in the mid west. To ensure the purchase and storage of grains, the company strategically established itself in producing regions and created strategic partnerships.

“In order to strengthen our relationship with the soybean industry, our group has incorporated Goemil, a company specializing in products derived from soybean located in Goias and GO,” explained Leandro Gheno,

São Mateus branch- drying capacity of 200t of mate per day 94

February 2015

BRAZIL

Seedlings production for the yerba mate development and improvement program

Commercial Director of Baldo.

During 80 years of experience, the company has mastered the production of food. Currently, the company supplies products to industries throughout Brazil, other parts of Latin America, Europe, and the United States. mate segment in Uruguay.

Gheno reinforces the importance of product quality and the efficiency of the company’s internal processes: “Our company operates in the food industry and is divided into two major groups: yerba mate and soybean.

Our work can be classified as specialty (operation with different blends and development of raw materials) and commodity (focus on non-GMO products for human consumption). The first one (yerba mate) was our company start and the second was our search for diversification.” w w w. b a l d o . c o m . b r

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MARKET CHALLENGES The search for product and market differentiation within these two large groups of raw materials (yerba mate and soybean) creates challenges requiring specific steps from the company. One challenge is the fact that they are two distinct markets. While soybean production is part of a conventional agriculture and has consumers all over the world, yerba mate has more restricted operations in both production and consumption.

Its consumer markets are centered only in Brazil, Argentina, Paraguay, Uruguay, and Chile. To overcome these challenges, Baldo has projects ranging from primary production to research on genetic improvement in both raw materials to the development of differentiated products.

“Although we have a world market for soybean and a regional market for yerba mate, we believe that both products have tendency in their viability as a business. One of them because it needs consumption support and the other because it needs to enter power markets to be appreciated,” summarized the director.

SUPPLIER PROFILE

ENVASANDO S.R.L.

Employees: 125 people Foundation: December, 23rd 1991 Industry: Main supplier of flexible packaging for a wide range of industries. Leading packaging maté, among others.

Services: Provides the industry with his team the best branding and packaging solution structures.

Management: Miguel E. Gartner, Managing Partner Website: www.envasando.com

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BALDO

Mate seedlings leaves that are ready to be taken to the field

Currently, Baldo has a team of professionals from the fields of forestry, agronomy, and food technology that work on the development of sustainable production protocols and strengthening the link between production and the market. The company aims to create harmony between the country and the industry, with production technologies aimed at preserving the environment.

Gheno admits that there are setbacks. “The roads are challenging and the results do not always happen because the search processes and the scientific researchers can sometimes prove or sometimes deny hypotheses.

TECHNOLOGY

EXPERIENCE

RELIABILITY

We develop technologies for vegetable oil extraction, seed storage and animal feed, including pet food.

With designs and processes developed under new concepts, TECNAL has the most advanced technology for seed preparation, oil extraction and meal treatment, offering the best yield indexes and lowest production costs. www.tecnal.ind.br

BRAZIL

Different phases of the product

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BALDO

“The roads are challenging and the results do not always happen because the search processes and the scientific researchers can sometimes prove or sometimes deny hypotheses” – Leandro Gheno, Commercial Director of Baldo 100

February 2015

Baldo maintains very close relationships with universities and institutions such as Embrapa, and acts both on improving primary production and improvement of processes and product innovation,” explained Gheno INVESTMENTS AND DEVELOPMENT STRATEGIES In the area of production management, the main focus of the company is the program’s base for certification. Regarding professional

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development, the company offers internal training in all areas and scholarships for undergraduate, graduate, and technical courses. The company also has an employee profit-sharing plan (EPSP).

When it comes to the continuous improvement of product quality, Gheno highlights the EPSP as one of the main pillars. “Baldo uses its employee profit-sharing plan almost exclusively to monitor and improve its processes and products. This happens because the evaluation of EPSP items is not linked to the

Superior plants have been cloned for Baldo’s development and improvement program

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BALDO

Soy and derivatives

company profit results, but in control and process improvement. So even if the company has a loss, the employees receive their prizes if they meet the minimum required standards in our products and processes,� stated Gheno Baldo ensures the safety of workers and products with the assistance of advisory services from specialized companies. The company has eliminated points of danger and unhealthy processes, and made large investments in personal protective equipment and various automation projects to bring better ergonomics and thermal and acoustic comfort for all employees.

The company’s investments in new business opportunities and technologies that enable differentiation in its production line are constant. “Our company seeks to be constantly up to date on production 102

February 2015

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Company Information INDUSTRY

Soybean and Yerba Mate Processing Industry HEADQUARTERS

Encantado - RS - Brazil EMPLOYEES

350 PRODUCTS / SERVICES

technologies. This is part of our daily planning.

We also seek to increase our productivity and process efficiency. We want to do more with fewer resources,” said the director.

Also according to the executive, the amounts invested in recent years have been around 2% of the annual profit of the company.

“In 2014 our profit (only controllership) was R$ 280 million and in 2013 was R$ 250 million.

The company’s profit has been growing lately.

Since we have been exporting around 60%, the exchange rate is always a relevant factor,” he concluded.

Soy derivatives: white flour, toasted bran, lecithin, PTS, oil etc... Yerba mate for chimarrão (traditional South American caffeine-rich infused drink), mate tea, liquid and dry mate extracts MANAGEMENT

CEO: Arlindo Baldo CFO: Ernesto toni Commercial Director: Leandro Gheno Industrial Director: Ricardo Moraes Associate Director: Paulo Baldo

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