General News
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Hershey commits to direct sourcing of cocoa in West Africa
29 May 2020The Hershey Company has expanded its Cocoa For Good program by committing to 100 percent direct-sourced cocoa in high-risk areas by 2025, which will include all of its cocoa sourced by its suppliers from Cote d’Ivoire and Ghana. Hershey said the expanded commitment will make cocoa coming from these countries traceable from the farm to the first point of purchase, giving Hershey a clear line of sight into where all of its cocoa from West Africa is grown and how it is produced – providing more transparency for consumers and all stakeholders. In 2012, as part of the company’s long-standing efforts to create more sustainable cocoa communities, Hershey committed to sourcing 100 percent certified and sustainable cocoa by 2020 – a goal it reached in January. Hershey launched its Cocoa For Good in April 2018, furthering its cocoa efforts by investing $500 million by 2030 to nourish children, empower youth, build prosperous communities and preserve natural ecosystems. “By purchasing all our cocoa as certified and sustainable, we directly support higher incomes for farmers and improve labor and environmental standards,” said Jeff King, senior director of global sustainability and social impact. “We recognise, however, that certification is not enough. Transitioning to 100 percent direct cocoa sourcing for these high-risk areas gives us more transparency into our cocoa supply chain and enables us to provide more support to farmers and scale-up programs such as Child Labor Monitoring and Remediation (CLMRS) to 100% of our Cote d’Ivoire and Ghana-sourced cocoa by 2025 to help end child labor.” A majority of the world’s cocoa comes from West Africa, where poverty is the biggest cause of labor issues. Cocoa farmers face challenges such as a lack of local infrastructure, the impacts of climate change on agriculture, and the ability to find workers for small family farms. Hershey is driving transformational change to create a sustainable cocoa supply chain. This requires engaging and collaborating with stakeholders across sectors – farmers, government, suppliers, NGOs and peers – to overcome the challenges of how cocoa is bought and sold. Hershey’s expanded Cocoa For Good program doubles down on its four key areas of Nourishing Children, Empowering Youth, Prospering Communities and Preserving Ecosystems. This encompasses: Improving farmer incomes To help increase farmers’ income from cocoa, Hershey is investing in farmer training to enable growing more cocoa on less land and improving productivity, which helps address poverty, the main driver of labor issues in cocoa. Hershey is also helping farmers diversify their incomes with alternative crops and other income-generating activities, as well as paying farmers a premium for their cocoa. In addition to these efforts to raise incomes, Hershey is paying the Ivorian and Ghanaian Living Income Differential (LID), a premium paid to the government that seeks to help support farmer income. Elimination of child labor, including forced and slave labor Hershey is expanding its Child Labor Monitoring and Remediation Systems to assess more than 125,000 children and provide any remediation that is necessary, such as providing birth certificates so children can stay in school. This is a 350 percent increase in the number of children being helped through Hershey’s CLMRS work since 2018. To date, this CLMRS work has found zero instances of forced labor within the segment of the Hershey cocoa supply chain assessed. Strengthening zero-deforestation commitment through Cocoa & Forest Initiative Hershey is increasing coverage of its satellite monitoring systems and mapping 100% of the West African cocoa farms in its supply chain, ensuring real-time and accurate monitoring. Additionally, the company is supporting new solutions for farmers to obtain affordable land titles to promote farm rehabilitation and increase shade-grown cocoa.
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German confectionery sector faces tough measures during coronavirus
28 May 2020The German confectionery industry has not been immune to the coronavirus pandemic with 52% of companies reporting first quarter decreased sales, according to studies from the Federal Association of German Confectionery Industry (BDSI). The BDSI represents the economic interests of over 200 German confectionery companies and has called on the government to give priority to the domestic economy in order to secure jobs and investments in the country. The results were down to the loss of important sales channels such as department stores and sweets stores that have remained closed for a long time during the COVID-19 crisis. This is in addition to other key traditional markets including public festivals, which have been banned under present government guidelines as the country, along with the rest of the world, grapples with the pandemic. According to the research from BDSI, 73% of manufacturers within the confectionery and snack market category said that the current outlook for the rest of this year, would be more challenging than last year. This year’s major international sweets fair, ISM in Cologne (pictured), was staged at the end of January, just as the coronavirus pandemic was taking hold, with the broad range of releases for 2020 unable to subsequently reach markets in the coming months in light of the virus causing widespread disruption to markets. In addition to decreased domestic sales, the results of the survey found that export markets had also been significantly hit, with 57% of companies recording a sharp downturn in demand for sales in this traditionally strong segment. Within export orders, sales were reported to be down by 64%. The survey also showed that 84% of companies are affected by the corona pandemic facing human resource challenges, in particular, the lack of available childcare of employees within companies leads to practical problems. In the opinion of the BDSI it is necessary to consistently strengthen the domestic economy policy top priority to be given to jobs and investment to support the national interest. Bastian Fassin, Chairman of the BDSI said: “New regulatory requirements in the current situation are becoming a challenge and small and medium-sized companies can no longer bear additional costs. What companies need now is relief in corporate taxation and a consequent reduction in bureaucracy, as well as a deferral of bills that are not absolutely necessary.”
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Barry Callebaut to acquire GKC Foods in Australia
27 May 2020The Barry Callebaut Group has signed an agreement to acquire GKC Foods (Australia) Pty Ltd, a producer of chocolate, coatings and fillings, serving many consumer chocolate brands in Australia and New Zealand. This acquisition establishes Barry Callebaut’s direct presence and manufacturing capacity in the growing Australian market. The acquisition of GKC Foods empowers the Group to expand its position in the industrial chocolate market and to leverage its value-adding Gourmet & Specialties business in Australia and New Zealand. Barry Callebaut will continue to work with local distributors across Australia and New Zealand who have been importing and distributing its industrial and Gourmet chocolate and cocoa products to the country since the 1970s. Australia and New Zealand have an average chocolate consumption of approximately 5kg per capita, the highest per-capita chocolate consumption in Asia Pacific, according to Euromonitor. In Australia, demand for chocolate has been on the rise – the chocolate confectionery market in the country grew well above the global market according to Nielsen. GKC Foods has been manufacturing “Made in Australia” chocolate and confectionery products since the 1980s. Today, the company produces a wide range of products including organic and vegan chocolate for dedicated chocolate shops, gourmet delis, specialty food outlets, and key national retailers. The company operates a chocolate factory and a warehouse in Melbourne. Barry Callebaut’s investment involves upgrading and expanding the factory’s existing infrastructure, installing a new state-of-the-art chocolate production line, and the deployment of an integrated management system to enhance automated production. In addition, the company will employ around 50 people at the site, including GKC Foods' existing employees, who will transfer to Barry Callebaut upon completion of the transaction. "We strongly believe in the growth opportunities of the Australian and New Zealand chocolate confectionery markets. We already have the highest quality products today and we will further grow our competitive advantage through the acquisition of, and investment in, the best-in-class GKC Foods manufacturing facility in Australia," said Ben De Schryver, President of Barry Callebaut in Asia Pacific. "I am very proud of the great chocolate business we have built from scratch over the past 35 years. Our agreement with Barry Callebaut will ensure the successful future of GKC Foods and our team as part of a large, international, group. We really appreciate the business principles and the team spirit on which Barry Callebaut is based," added John Borell, Managing Director of GKC Foods. The transaction is subject to regulatory approval and other closing conditions. Expected completion is before the end of this calendar year. The parties have agreed not to disclose any financial details of the transaction.
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Uncle Joe's Mint Balls launch Big Daddy jars in time for Father's Day
26 May 2020Uncle Joe’s Mint Balls have launched new Big Daddy jars in time for Father’s Day. The 1.4KG jars cost £14, making them the perfect present on June 21 or at any other time, and are available at https://uncle-joes.com/products/uncle-joes-mint-balls/ Bosses at Wigan-based William Santus and Co Ltd, which produces the Uncle Joe’s Mint Balls, said the Big Daddy jars added to their wide range of gift ideas, all of which are dispatched the day after being ordered. John Winnard MBE, Joint Managing Director of Uncle Joe’s, said: “We get a large number of orders at this time of year from people wanting to treat their dads. “The Big Daddy jars have been launched in response to requests for a bumper supply, so people can treat their fathers to something extra special. We now have a full range of Uncle Joe’s Mint Balls products to suit the largest of appetites or the smallest of pocket money budgets.” William Santus and Co Ltd is a privately-owned traditional sweet company that was established in 1898 and the ownership has been passed down through the family generations. Joint Managing Directors John and Antony Winnard are the great, great nephews of the company’s founder, William Santus, The Mint Balls are still manufactured using the same traditional methods as when Mrs Santus originally made the sweets in her kitchen in 1898. For more information on Uncle Joe’s Mint Balls and other products in the range, including a video of the production process: www.uncle-joes.com
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Tate & Lyle announce new environmental targets
21 May 2020Tate & Lyle PLC (Tate & Lyle) has announced a set of new environmental targets and commitments. These targets are aligned to the delivery of Tate & Lyle’s purpose, Improving Lives for Generations, a key pillar of which is to care for the planet and protect its natural resources for the benefit of future generations. Tate & Lyle’s new environmental targets are, by 2030, to deliver: 30% absolute reduction in Scope 1 and 2 CO2e emissions, with an ambition to reach 20% reduction by 2025. 15% absolute reduction in Scope 3 CO2e emissions. 100% of its waste to be beneficially used, with an ambition to reach 75% by 2025. 15% reduction in water use. In adopting these targets, Tate & Lyle commits to: Eliminate use of coal from its operations by 2025. Establish its Scope 1, 2 and 3 CO2e emissions reductions as Science-Based Targets. Maintain sustainable acreage equivalent to the volume of corn Tate & Lyle buys globally each year, currently 1.5 million acres, and through partnerships accelerate the adoption of conservation practices. These new targets and commitments build on the steps already taken to enhance Tate & Lyle’s sustainability across its entire value chain. For example, in September Tate & Lyle announced a landmark sustainable agriculture programme in partnership with TruterraTM (formerly Land O'Lakes SUSTAINTM) to help growers in the US Midwest understand the impact sustainable practices can have on their crops and their profitability, and to adopt them. To demonstrate its commitment to the new environmental targets, Tate & Lyle has linked the pricing of its US$800 million revolving credit facility, extended in May 2020, to the delivery of its new Scope 1 and 2 CO2e emissions, beneficial waste and water reduction targets. Nick Hampton, Chief Executive at Tate & Lyle, said: “There has never been a greater need for businesses to address the climate change crisis. One of the key pillars of our purpose of Improving Lives for Generations is to care for our planet and with our new environmental targets and commitments we are taking decisive action to protect our planet’s natural resources for the benefit of future generations.” Anna Pierce, Director of Sustainability at Tate & Lyle, added: “These stretching new targets demonstrate our steadfast commitment to integrate sustainability into our day-to-day business activities, processes and culture.”
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Welbilt launch ‘Open Up to Innovation’ solution
20 May 2020Foodservice equipment manufacturer, Welbilt, has launched an EMEA wide initiative that aims to provide a bespoke, tailor-made solution, that will be built around the needs of each individual outlet or operator. The ‘Open Up to Innovation’ initiative, focuses on a full support platform including; culinary assistance, consultancy and after-sales, with an emphasis on the importance of equipment speed, ease of use and reduction of food waste, in order to increase profitability and drive customer satisfaction. Jean Paul Roudier, Vice President of Sales & Marketing EMEA for Welbilt, explains the reasoning behind the initiative: “Welbilt is only too aware of the struggles that each sector and outlet within the hospitality industry has experienced over the last few months. As we move from ‘Lock Down’ to ‘Open Up’, we want to make sure that we have a first-aid package in place to assist every operator, no matter if they are a multi-outlet group, or a small independent café. With customer distancing likely to remain a key focus in the short term, this solution highlights the importance of speed in the operation, whether that is in relation to turning tables quicker, reducing takeaway queues or speeding up deliveries. The crucial part is that Welbilt are here to support each individual operator through this next stage and provide a full package of assistance that ensures they can get back to business sooner, because #TogetherWeCanOvercome.” Each country within the EMEA region will have a specific package tailored to the specific needs of the country at the time. With a full range of equipment to assist operators, from Merrychef® high speed ovens through to Convotherm® combi steamers, as well as Crem® coffee machines and Garland induction hobs, all of which help to improve speed of service, Welbilt is in the perfect position to provide the right equipment for this time. In addition, with full culinary support, as well as a dedicated after-sales team, based across all regions, Welbilt understands more than most, the unique demands and requirements of each area. For more information on the Welbilt ‘Open UP to Innovation’ solution, contact your local sales person or http://staging.welbiltemea.com/Open-Up-To-Innovation
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New research sets out how to achieve breakthrough impact to end cocoa farmer poverty
19 May 2020Ground-breaking new Fairtrade research reveals that if cocoa industry players work together to tackle worsening farmer poverty, they can create a step change for farmers. The ‘Cocoa Sustainable Livelihoods Landscape Study’, a first of its kind report published as part of the Fairtrade - Mondelēz International Cocoa Life partnership, shows how the organisations are building an understanding of the drivers of resilient livelihoods for cocoa farmers, and tackling the root causes of the challenges farmers face. Between them, Côte d'Ivoire and Ghana produce 60 percent of the world’s cocoa each year. It is a vital source of income for both countries and supports approximately 2 million farmers in the region. And yet the average cocoa farmer in these two countries lives on $1.50 or less each day. The new report clearly shows that cocoa industry sustainability programmes set up to support cocoa farmers in West Africa must work more closely together to tackle farmer poverty. The total number of farmers reported to be targeted across all initiatives exceeds the estimated number of cocoa farmers present in the region by almost 800,000. Less than 50% of programmes combined claim to work with over 150% of farmers estimated in the country. Given that sustainable livelihood initiatives tend to target geographic areas with the highest quantities and quality of cocoa, this figure indicates that some farmers must be benefiting from multiple initiatives due lack of coordination and duplication, whilst as many as 1.69 million could be left out, as they are not part of organised farmer co-operatives that coordinate these initiatives. Furthermore, initiatives do not always reflect farmers’ priorities. Some assume that it is farmers alone who need to take action to improve their livelihoods, and make a limited effort to engage with or improve general market structures and processes. Recommendations on how to move beyond schemes that are focused solely on increasing productivity and incomes (currently the case for 83% of all existing initiatives) are ineffective without tackling broader market dynamics such as systemic lack of formal and longer-term contracts. Currently only 7% of all initiatives focus on these wider interconnected issues. As such, farmers must be put in the driving seat for the design of all new initiatives, to ensure a more wide-reaching approach. The report identifies 92 sustainable livelihoods initiatives in Côte d'Ivoire and Ghana that are currently tackling the significant sustainability challenges of poverty, child labour and deforestation, which blight the cocoa industry. These are run or funded by companies including: Cargill, Olam, Barry Callebaut, Mars, Ferrero, Hershey, Mondelēz International, certifiers Utz and Fairtrade, and multi-funded programmes such as the Cocoa & Forests Initiative which includes donors such as the UK Government’s Department for International Development, the World Bank, and retailers including Marks & Spencer and Sainsbury’s. Despite this, the report found that the industry needs to collaborate more to avoid duplications and inefficiencies, and to ensure support reaches those most in need. Louisa Cox, Director of Impact at the Fairtrade Foundation, said: “We wanted to understand why - despite the huge industry wide investment in time and money from cocoa brands, traders and the Ghanaian and Ivorian Governments - the majority of cocoa farmers still live in poverty. Something is not working. How can we do things differently to ensure that the farmers growing the cocoa that enables chocolate lovers worldwide to continue to enjoy their favourite chocolate aren’t living in abject, worsening poverty? What will it take to create a change?” To find answers to these questions, the research sought the views of farmers themselves. Fairtrade’s mapping showed there is some alignment between the priorities of those who run the programmes and their participants, such as on increasing incomes. However, it also found that farmers’ immediate priorities are not always the same as those addressed by the sector. For example, whilst addressing climate change and forest preservation is a popular initiative for funders, farmers who were interviewed indicated that whilst they saw the importance of this work to maintain their harvests, they place greater importance on meeting more immediate needs such as feeding their families, and in community needs such as wells, solar energy, roads, schools and health centres. As such, the report’s key recommendations for the cocoa sector are as follows: Take a whole industry viewto ensuring sustainable livelihoods for farmers, and address an overlap in sustainability programmes. Companies must mitigate farmer uncertainty through contractual security. The gains that productivity increases bring to farmer livelihoods are quickly undermined by this uncertainty about who they will sell their cocoa to. The sector should leave no one behind. Initiatives must tailor appro ...
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NOMO launches Nut Free Hazelnot Choc Bar
18 May 2020Anyone with a nut allergy or intolerance no longer needs to miss out on chocolate as NOMO has launched a Nut Free Hazelnot Crunch Choc Bar. This comes as welcome news to the 71% of people with a nut allergy who say they often feel left out of social gatherings because of their allergy according to recent research conducted by Kinnerton, the makers of NOMO. The new Nut Free Hazelnot Choc Bar has been carefully developed so that all chocolate lovers can enjoy the taste and texture of hazelnuts. Made with crunchy cocoa nibs, rice crispie pieces and natural nut free flavour, the launch of the Nut Free Hazelnot Crunch Choc Bar means that anyone with a dietary intolerance, nut allergy or restriction will never have to miss out on great taste. The Hazelnot Crunch Choc Bar will join the wider NOMO product range and is completely vegan and free from dairy, gluten, eggs and of course, nuts. Absolutely no nuts mean that those with a nut allergy can feel reassured, especially the 78% who said that they often avoid food that does not contain nuts because they fear it may do. The free-from sharing block is made from sustainably sourced, quality ingredients, ensuring that all chocolate lovers can enjoy a moment of pure indulgence. Emma Perrett, Senior Innovation and Brand Manager of Kinnerton Confectionery said: “Ensuring that no one misses out is the corner stone of our brand and one of the reasons we have gone to such extraordinary lengths to create a Nut Free Hazelnot choc bar. We know that some people can’t enjoy great tasting nut chocolate, and that all consumers should have a variety of choice and flavour at every occasion. “One of our aims at NOMO is to develop mainstream flavours that we know customers will love regardless of whether they are vegan or have a food allergy and so we are delighted to offer this new delicious nut flavoured, but completely nut free, chocolate to the market.” Available from Asda for an RRP of £2.00.
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Belcolade & Puratos strive to protect their community of Cacao-Trace farmers against the threat of Covid-19
15 May 2020Cacao-Trace, Belcolade & Puratos’ sustainable cocoa sourcing programme, is a unique collaboration between the companies and 8.000 farmers across six sourcing countries (Mexico, Ivory Coast, Vietnam, Philippines, Papua New Guinea and Uganda). This global community is currently facing the threat of Covid-19. Through the powerful network of the Cacao-Trace programme, Belcolade & Puratos are supporting these farmers by guaranteeing their income, raising awareness about the virus and ensuring hygiene measures are applied. While the chocolate industry traditionally approaches sustainability through increasing productivity, Cacao-Trace sets itself apart from other cocoa sourcing initiatives as it focuses on taste improvement, creating extra value for the farmers. In today’s difficult times, Belcolade & Puratos are even more aware of the challenges facing the farmer community and are committed to supporting them in the best way possible. The close relationships the programme has developed on the ground have allowed the companies to identify where it can make the biggest impact on the farmers’ current situation. THEY ARE SUPPORTING FARMERS BY: Maintaining the cacao sourcing volume commitment, despite the expected decrease in volume sold due to Covid-19. It is crucial that this vital source of income for the farmer community is guaranteed. Therefore, all post-harvest fermentation centres remain open. There Cacao-Trace farmers receive their quality premium upon delivery of their beans like it is the case usually. The work on the cocoa plantations is allowed to continue safely as social distancing can easily be applied, and the risk of spreading the virus while working there is very low. Keeping the Chocolate Bonus at the same level as 2019. The shared value of the premium quality cocoa beans goes back to the farmers via the Chocolate Bonus. This is one of the cornerstones of the Cacao-Trace programme and will remain unchanged. Ensuring preventive, sanitation and hygiene measures to protect farmers against Covid-19. Puratos is committed to providing all farmers with protective masks, soaps and buckets for handwashing. Raising awareness about what people can do to prevent the virus from spreading. The strong local networks in the different sourcing countries are an effective channel to provide people with the correct information about how to fight the virus. By taking these actions, Belcolade & Puratos strive to protect their community of farmers and fermenters across the world. This dialogue will be continued to determine the following actions to take and provide medication, food and financial support according to the needs of each and every community. These additional measures towards farmers will be financed by Puratos through the Next Generation Cacao Foundation. Nebie Adama, Cacao Trace farmer, 46 years old from the Nero Brousse region, Ivory Coast stated: “Despite the presence of the coronavirus, we can work, harvest and deliver fresh beans to the fermentation center. If the sale and purchase of cocoa were to be suspended, the situation would be unbearable for us. The Cacao-Trace mentors assist and advise us even in our fields and homes. This has allowed our family members to be better informed about the coronavirus. We can say that in addition to the messages broadcast on television and radio, the frequent visits of the Cacao-Trace team allow us to be informed about the evolution of the situation.”
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Cama Group launches new virtual testing solution
14 May 2020Cama Group addresses pandemic concerns and helps maintain business continuity, by bolstering digital manufacturing services with new Live FAT (Factory Acceptance Testing) programme Thanks to its deployment of advanced contemporary automation solutions, Industry 4.0 concepts and comprehensive on- and off-machine connectivity, Cama is now able to virtualise every step of a project: from initial design concepts, through build, testing, commissioning & installation, and beyond, for ongoing maintenance and support. Cama’s new Live FAT (Factory Acceptance Testing) is the latest addition to its extensive digital-capabilities portfolio, which also encompasses pre-sales visualisation, virtual design (using augmented reality) and virtual commissioning. “The launch of our Live FAT service comes at the perfect time,” explains Daniele Bellante, CEO at Cama Group. “Someone once said that necessity is the mother of invention, and this is especially true in the current business climate. Although we have been working on the technology for some months now, its virtual, on-line approach is proving incredibly pertinent and beneficial in these times of lockdown and separation.” Using the Live FAT Platform, smart cameras located close to the machine’s primary operational elements, give customers real-time video access to machine tests – using their own protocols and project specifications – live from Cama’s premises. In addition to the comprehensive overview given by the smart cameras, customers can also access complementary cameras covering static equipment, such as electrical panels. Sharing of the visual information and data streams is via a secure, invite-only Microsoft Teams portal, accessed using a computer, tablet, or phone. High-definition cameras coupled to dedicated visualisation software and auto lighting, ensure the clearest possible views, immaterial of the viewing platform. Customers also have the option to go full screen on particular views, to get even more detail. “The adoption of smart on-machine technology and far deeper connectivity delivers multiple benefits for both us, as machine builders, and, of course, for our many customers, who operate in multiple industries across the globe,” Daniele elaborates. “Virtualisation can be applied to so many different facets of a machine’s lifecycle, and will help address multiple geographical, economical, technical and, in this instance, societal hurdles, where customers may not currently be able to deliver test products due to quantities, shipping costs, or simply because they are overly delicate or frozen. For our customers it will be like having a highly knowledgeable Cama engineer on site… all day… every day.” For more information visit the Cama website : http://www.camagroup.com/digital-manufacturing/ http://www.camagroup.com/live-factory-acceptance-testing/
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