Industrial Chocolate Manufacture and Use
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Veggie Planet 2017
The economy: Our enemy? Big corporations: Friend, enemy or partner of the vegan movement? Renato Pichler, Swissveg-President Kurt Schmidinger, Founder „Future Food“ Talk on Nov. 2017 for CARE in Vienna 1 Who we are Renato Pichler • Since 24 years vegan • Founder and CEO of the V-label-project (since 1996) • Since 1993 I have been working full-time for the largest Swiss vegetarian and vegan organisation: Swissveg • I am also in the board of the European Vegetarian Union and Das Tier + Wir (animal ethics education in schools) Kurt Schmidinger • Master in geophysics and doctor in food science also software-engineer and animal rights activist • Founder and CEO of „Future Food“ • Scientific board member of Albert-Schweitzer-Stiftung, VEBU, GFI, etc. 2 What should we buy? When we buy a product: We support the producer and the merchant. If we buy meat, we support the meat-industry. If we buy a vegan product, we support the vegan industry. 3 What should we buy? Consequences of the success of the vegan movement: ● even meat-producers have a vegan product-range ● big corporations are interested in the vegan-market Should a vegan buy a vegan product from a meat-producer of a big corporation? 4 Role Play Kurt Opponinger: I’m against it! Kurt Proponinger: I support every vegan product! ? 5 Defining the goals 1) Simplifying life for vegans 2) Reduce meat consumption – increase consumption of vegan products 3) Establishing vegan as the norm in society 4) Support the small pure vegan-shops/producers Depending on the main goal, the optimal procedure can change. -
Group Management Report 2016 | 2017
42 DETAILED INDEX GROUP MANAGEMENT REPORT 2016 | 2017 44 NORDZUCKER AT A GLANCE 47 MACROECONOMIC SITUATION 48 THE SUGAR MARKET 52 MARKET FOR ANIMAL FEED AND MOLASSES 53 MARKET FOR BIOETHANOL 54 MARKET FOR SWEETENERS 55 BEET CULTIVATION AND SUGAR PRODUCTION 57 EARNINGS AND FINANCIAL POSITION AND NET ASSETS 63 CAPITAL EXPENDITURE 64 FINANCING 65 DIVIDEND 66 EMPLOYEES 70 OPPORTUNITIES AND RISKS 80 FORECAST Nordzucker AG ANNUAL REPORT 2016 | 2017 43 ANNUAL REPORT 2016 | 2017 Nordzucker AG 44 GROUP MANAGEMENT REPORT NORDZUCKER AT A GLANCE CONSOLIDATED FINANCIAL STATEMENTS GROUP MANAGEMENT REPORT OF NORDZUCKER AG NORDZUCKER ice cream and drinks. To a lesser extent, Nordzucker’s AT A GLANCE products are also used for purposes other than human consumption, such as in the chemical industry, for example. The company sells some 80 per cent of its BUSINESS ACTIVITIES sugar to customers in the food industry. The remain- ing 20 per cent is supplied to consumers via the retail Nordzucker is the second largest sugar producer in industry. Nordzucker sells these retail sugar products 15% the European Union, with a market share of more than to consumers in many different product categories market share 15 per cent, as measured by the EU sugar quota. In and packaging sizes, primarily under the brand names the 2016/2017 financial year, the company produced SweetFamily in Germany, Poland and Slovakia and Dan- 2.5 million tonnes of sugar from sugar beet in 13 sugar sukker in Northern Europe. Standard products are also plants in seven European countries. On average over sold to consumers under white-label brands. -
Annual Report 2019/2020 the Sugar Company
THE Sugar Company Annual Report 2019/2020 CONTENTS KEY FIGURES ����������������������������������������������������������������������������������������������������������������������������� 03 NORDZUCKER: IN EUROPE AND AUSTRALIA �������������������������������������������������������������������������� 04 LETTER FROM THE EXECUTIVE BOARD ����������������������������������������������������������������������������������� 05 GROUP MANAGEMENT REPORT ������������������������������������������������������������������������������������������������� 9 PRELIMINARY REMARKS ON THE CORONAVIRUS SITUATION ������������������������������������������������������ 10 NORDZUCKER AT A GLANCE ������������������������������������������������������������������������������������������������������ 10 MACROECONOMIC SITUATION �������������������������������������������������������������������������������������������������� 14 THE SUGAR MARKET ������������������������������������������������������������������������������������������������������������������� 14 MARKET FOR ANIMAL FEED AND MOLASSES ������������������������������������������������������������������������������ 16 MARKET FOR BIOETHANOL ��������������������������������������������������������������������������������������������������������� 17 BEET CULTIVATION AND SUGAR PRODUCTION ������������������������������������������������������������������������� 17 EARNINGS AND FINANCIAL POSITION AND NET ASSETS ������������������������������������������������������������ 19 CAPITAL EXPENDITURE ��������������������������������������������������������������������������������������������������������������� -
The Lone Wolf Terrorist: Past Lessons, Future Outlook, and Response Strategies
THE INTER-UNIVERSITY CENTER FOR TERRORISM STUDIES The Lone Wolf Terrorist: Past Lessons, Future Outlook, and Response Strategies Table of Contents Professor Yonah Alexander ............................................................................................. 1 Marion (Spike) Bowman ................................................................................................... 9 Professor Amit Kumar .................................................................................................... 11 Kyle B. Olson ...................................................................................................................... 15 Captain Dave Martin ........................................................................................................ 18 Professor Carol Flynn ...................................................................................................... 22 Lisa Curtis ............................................................................................................................ 25 Dr. Nimrod Raphaeli ........................................................................................................ 29 Professor Dean Alexander ............................................................................................. 32 Disclaimer The authors, editors, and research staff cannot be held responsible for errors or any consequences arising from the use of information contained in this publication. The views expressed do not necessarily reflect those of the institutions associated -
Used Machinery January 2017
Used Machinery January 2017 Machine Builder, Process and Packaging Solutions Provider Chocolate Processing Equipment Bauermeister SMM 800 4 x Petzholdt PVS 2000 Cocoa Nibs Mill Conches for dry conching, liquefying, homogenizing and Bauermeister KR13 degassing of low as well as high fat contents in chocolates and Cocoa nibs cleaner and de-stoner compound masses. Up to 2,500 kg Buhler Seedmaster pre- MacIntyre 5CR Mk12 3 ton crystallization process in refiner conche, age 1988 chocolate production LIPP IM-E900 chocolate Chocoma 4TX50 chocolate mixer, 940 litres, age 2001 temperer, 50 kg Chocolate melting tank Aasted DMW 500 Confitech FBT100 chocolate temperer, 500 kg/hr Tempering fondant beater, Age 2013 Sollich MSV 2000 Turbo 2 x Collmann Tempering Machine, hollow figure moulding line includes 2000 kg/hr cocoa butter press, spinners, depositors, cooling tunnels, Kreuter TMI 500 chocolate temperers and more. temperer, 500 kg/hr Low & Duff 300 one-shot Aasted 3000 temperer compact chocolate moulding line 3,000 kg/hr CEDA RS complete hollow chocolate forming line with wrappers Mazzetti 275 Shell Moulding Line Chocotech FD 490 Kreuter Favorit i S480C depositor Chocolate enrober, 480mm wide belt Knobel CCM 24/48 CAD- 2 x Sollich UT 420 enrober 21One-shot chocolate depositing machine Sollich Enrober TTS 620 temperer, 620mm wide belt Knobel CCM 36/72 Chocolate Depositor Kreuter Chocolate Enrober, 1200mm wide belt 2 x Knobel CCM 36-CAD- Sollich bottomer, 620mm wide 21 Chocolate Decorator Page 2 www.amp-rose.com Chocolate Wrapping Equipment 5 x -
Good Practices and Tools from the Food and Drink Industry in Europe
TOOLBOX: GOOD PRACTICES AND TOOLS FROM THE FOOD AND DRINK INDUSTRY IN EUROPE Bringing in new talents and managing an ageing workforce: two sides of the same coin – implementing good practices for a more attractive food and drink industry in Europe Kim Schütze wmp consult - Wilke Maack GmbH Fabrice Warneck Syndex Europe & International 1 With financial support from the European Union This publication reflects only the author’s view. The European Commission is not responsible for any use that may be made of the information it contains. CONTENT 5 Foreword 5 Executive summary 8 Introduction 13 Good practices and tools 13 1 Attracting new talent to the food and drink industry in Europe 14 1.1 Innovative recruitment initiatives 19 1.2 Attractive working conditions 23 1.3 Human resource developments 31 2 Managing an ageing workforce 32 2.1 Age-friendly working conditions 37 2.2 Lifelong learning 41 2.3 Raising age awareness at company level 45 3 Improving the sector’s image 46 3.1 Horizontal dimension 47 3.2 Encouraging social dialogue for image campaigning 48 Conclusion 50 ANNEX - 28 Profile Sheets of good practice examples 3 Project Steering Committee: Lorenzo Ferrucci Manager, Sustainability and CSR, FoodDrinkEurope Danielle Borowski Legal advisor, ANG, Germany Goncalo Granado European Affairs Manager, Nestlé Selga Speakman Havard Competitiveness Policy Manager, Employment, Skills and Corporate Services, Food and Drink Federation UK (FDF) David Yeandle Director Government Relations, European Employers Group (UK) representing the UK’s Food and Drink Federation (FDF) Estelle Brentnall Political Secretary food and drink sector EFFAT Rafaël Nedzynski FGTA FO, France Erika Mellenova OZP SR, Slovakia Mogens Eliasen NNF, Denmark Peter Dunkel NGG, Germany Administrative help: Sophie Margetis Stefanie Sergeant Acknowledgements This report is the outcome of a team effort. -
For a New Era
FOR A NEW ERA ANNUAL REPORT 2016 | 2017 WE ARE READY TO GO! The liberalization of the sugar market in the EU on 1 October 2017 will lead to a fundamental change in Nordzucker’s world. We are starting the next chapter in our company’s history with a mixture of respect and confidence, as we have spent the last number of years carefully preparing our company for the challenges ahead – organizationally, financially and culturally. Whatever happens: Nordzucker is well prepared for the new era. WEB REFERENCE PAGE REFERENCE Title: Filling area of the sugar in the sugar-drying drum at the Uelzen plant. NORDZUCKER AT A GLANCE Sugar has been produced from sugar beet in Europe for more than 200 years. Nordzucker is part of this tradition, having manufactured the highest quality sugar since 1838, and is now Europe’s second-largest sugar producer. Our 3,200 employees at 18 sites in Europe provide the food industry, retailers and consumers with reliable supplies of top-quality products. As a food manufac- turer, thinking and acting in a sustainable manner is something we do as a matter of course. Ecological and social factors are an explicit part of our decision-making. 26 13 12 25 22 SITES IN EUROPE 23 11 GROUP HEADQUARTERS 10 14 2 8 24 D 1 Braunschweig 9 5 27 15 1 REGIONAL 18 6 ADMINISTRATION 3 7 16 4 DK 2 Copenhagen 21 19 20 SUGAR PLANTS 17 AND REFINERIES D 3 Clauen 11 Örtofta 4 Nordstemmen FIN 12 Porkkala 5 Uelzen 13 Säkylä 6 Klein Wanzleben LT 14 Kèdainiai 7 Schladen PL 15 Chełmża DK 8 Nakskov 16 Opalenica 9 Nykøbing SK 17 Trenč ianska Teplá S 10 Arlöv 28 LIQUID SUGAR PLANTS OTHER SITES SALES SITES D 4 Nordstemmen DK 2 NP Sweet. -
Nestlé's Winning Formula for Brand Management
Feature By Véronique Musson Nestlé’s winning formula for brand management ‘Enormous’ hardly begins to describe the trademark that develop products worldwide and are managed from our portfolio of the world’s largest food and drink company headquarters in Vevey, Switzerland or St Louis in the United States,” he explains. So eight trademark advisers, also based in Vevey, advise one – and the workload involved in managing it. But when or more strategic business units on the protection of strategic it comes to finding the best solutions to protect these trademarks, designs and copyrights, while one adviser based in St very valuable assets, Nestlé has found that what works Louis advises the petcare strategic business unit on trademarks and best for it is looking for the answers in-house related issues, as the global petcare business has been managed from St Louis since the acquisition of Ralston Purina in 2001. In parallel, 16 regional IP advisers spread around the world advise the Nestlé Imagine that you start your day with a glass of VITTEL water operating companies (there were 487 production sites worldwide at followed by a cup of CARNATION Instant Breakfast drink. Mid- the end of 2005) on all aspects of intellectual property, including morning you have a cup of NESCAFÉ instant coffee and snack on a trademarks, with a particular focus on local marks. The trademark cheeky KIT KAT chocolate bar; lunch is a HERTA sausage with group also includes a dedicated lawyer in Vevey who manages the BUITONI pasta-and-sauce affair, finished off by a SKI yogurt. -
Manufacturing Confectioner Global Source for Chocolate, Confectionery and Biscuit Information
JUNE 2012 Vol. 92, No. 6 MANUFACTURING CONFECTIONER GLOBAL SOURCE FOR CHOCOLATE, CONFECTIONERY AND BISCUIT INFORMATION RCI ANNUAL CONVENTION AND EXPO U.S. REGULATORY UPDATE COCOA TRACEABILITY AND CERTIFICATION CHOCOLATE AERATION RCI Convention & Industry Expo Retail Confectioners International will host its 2012 annual convention June 11 –15 at the Hyatt Regency San Francisco Airport. www.retailconfectioners.org/annual Monday, June 11 12:30 pm–1:00 pm Bus captain orientation Arrival and Optional Activities Day 4:30 pm–5:30 pm Welcome reception and business card ex- change on trade show floor noon –5:00 pm Registration desk open 5:30 pm Associate Member Meeting 1:00 pm–8:00 pm Trade show set-up 5:30 pm–6:15 pm Education Session: Cacao Fino de Aroma: A 1:00 pm–5:00 pm Committee meetings Model for Quality and Sustainability; 2:00 pm Associate Advisory Board meeting Juan Carlos Arroyave, Casa Luker. A dis- 3:00 pm Executive Board meeting cussion of Cacao Fino de Aroma (fine- 5:00 pm Board and Spouses dinner flavored cocoa), the importance of this type of product and why it is only 6:00 pm Board of Directors meeting 7 percent of the world’s cocoa produc- Tuesday, June 12 tion. Arroyave will also talk about the Juan Carlos Arroyave industry’s commitment to developing Expo and Education Day and advancing the cocoa-farming culture, the 6:00 am –10:00 am Trade show set-up agricultural model plan and education on best agricultural practices to maximize yields and qual- 7:00 am Past presidents meeting ity while promoting sustainability, environmental 7:00 am –8:00 am Breakfast responsibility and fair trade. -
Industrial Chocolate Manufacture and Use Industrial Chocolate Manufacture and Use
Industrial Chocolate Manufacture and Use Industrial Chocolate Manufacture and Use Second edition Edited by S.T. BECKETT Yorkreco Nestec York m SPRINGER-SCIENCE+BUSINESS MEDIA, B.V First edition 1988 Second edition 1994 © 1994 Springer Science+Business Media Dordrecht Originally published by Chapman & Hall in 1994 Softcover reprint of the hardcover 1st edition 1994 Typeset in 10/12 pt Times New Roman by Thomson Press (India) Ltd, New Delhi ISBN 978-1-4613-5879-4 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the UK Copyright Designs and Patents Act, 1988, this publication may not be reproduced, stored, or transmitted, in any form or by any means, without the prior permission in writing of the publishers, or in the case of reprographic reproduction only in accordance with the terms of the licences issued by the Copyright Licensing Agency in the UK, or in accordance with the terms of licences issued by the appropriate Reproduction Rights Organization outside the UK. Enquiries concerning reproduction outside the terms stated here should be sent to the publishers at the Glasgow address printed on this page. The publisher makes no representation, express or implied, with regard to the accuracy of the information contained in this book and cannot accept any legal responsibility or liability for any errors or omissions that may be made. A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication data Industrial chocolate manufacture and use / edited by S.T. Beckett. 2nd ed. -
Nightclub Security Strategy in Finland
1 Nightclub Security Strategy in Finland Simittchiev, Robert 2018 2 Laurea University of Applied Sciences Nightclub Security Strategy in Finland Simittchiev Robert Security Management HCA214SN Bachelor's Thesis August 2018 3 Laurea University of Applied Sciences Abstract Degree Programme in Security Management Bachelor Thesis Robert Simittchiev Nightclub Security Strategy in Finland Year 2018 Pages 33 The aim of this thesis was to find out in what kind of position the nightclub safety and security is in Finland currently, and to propose a new business model between the security companies and nightclubs as well to propose a new security procedure in order to increase the safety and security in the nightclubs. This study was based on the bigger nightclubs in Finland that have a capacity of 400 and above. The ratio of nightclubs and bars towards every Finn is very high, thus the subject of improving the safety and security is more important than we may think. The increased drug offences and threat of terrorism should definitely be considered. This topic was picked by author because of his background as a security guard in various nightclubs and his interest in the subject. The results showed that the vision of the nightclub security and safety differed greatly by the interviewed groups. While the clientele thought that the nightclubs are safe, the security staff stated that there are improvements to be made and that there are some major deficiencies. The nightclub manager was looking at the case from a business point of view and didn’t necessarily understand the connection between security and business. -
Nordzucker Post 01/2021
Nordzucker Post 1/2021 Lars Gorissen: On a good way Dear readers, The campaign in almost all countries has ended and we have achieved good yields! Sugar beet once again proved its potential in the past cultivation year. After a dry summer, late rainfall led to significant yield growth. At the same time, the sugar market in the EU remained stable despite a drop in demand as a result of Corona, meaning that prices were also better than in the previous year. Sugar beet continue to play an important role for farms. To support this, we are continuing our Group-wide initiatives under the title "Smart Beet Initiative" to research and test environmentally friendly cultivation methods with reduced and suitably dosed use of fertilizers and crop protection products. It is important and very positive that the company's employees have so far succeeded in "keeping business running" under the increased Corona-related hygiene and health requirements. And not only that, the company is also succeeding in achieving a good result in the current fiscal year. The close of the third quarter already indicates this. Of course, we will continue to pay special attention to our health and that of our neighbors this year. That is our top priority. At the same time, we are pushing ahead with our issues for the future. Saving energy and CO2 emissions is on our minds in our Go Green project for the future, as is the Smart Beet initiative for sustainable, successful beet cultivation and safeguarding against the yellowing virus. With a positive result, good beet prices and a return to dividend capability, we are on the right track in our proven partnership with our farmers and shareholders and will continue to do so for the successful development of Nordzucker as THE Sugar Company.