Staff Collective Report – 2008
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Agropur Transforms Itself
AGROPUR COOPERATIVE 2 ANNUAL REPORT 2016 0 Agropur 1 transforms 6 itself FPO PRESENTED TO THE MEMBERS OF THE COOPERATIVE TABLE OF CONTENTS OF TABLE 02 Introduction 10 Message from the President 12 Message from the CEO 14 Board of Directors 16 Senior Management Committee PILLARS 18 Brand Strategy 22 Innovation 1 24 Cost Leadership 28 Human Capital 32 National and International Strategies 36 Corporate Social Responsibility 40 Financial Review 52 Consolidated Financial Statements INTRODUCTION 2 Throughout its 78-year existence, the Cooperative has been in a state of constant evolution, punctuated by watershed periods of accelerated change. 2016 was one such year of intense activity for our organization. INTRODUCTION Introduction 3 INTRODUCTION 4 “SUSTAINABILITY FROM GENERATION TO GENERATION” —DWAYNE PERRY (top) —DYLAN AND PAIGE PERRY (bottom) —BECKY PERRY (top right) —PAIGE AND JACK PERRY (bottom right) Photos taken at Perry Hill Farm in Perry Settlement, New Brunswick. INTRODUCTION 5 —ORGANIZATIONAL TRANSFORMATION First, the new structures announced in Fall 2015 were implemented and filled out during the year. The Canada Operations and US Operations teams were assembled with a view to harnessing each individual’s knowledge and strengths, and capturing internal synergies. —COMPREHENSIVE NEW INNOVATION STRATEGY During the year, Agropur introduced a comprehensive innovation strategy called “Inno Agropur” to spur the development of new ideas, internally and externally, and accelerate the creation of new products and procedures. The strategy will help propel the Cooperative into the future. 6 INTRODUCTION 7 —LEADERS SUMMIT —OPENING OF HEAD OFFICE AND SECTOR SUMMITS The Cooperative officially opened its new The Leaders Summit, held in May 2016 head office in June 2016 with a large under the theme “Aiming Higher,” gave congregation of guests in attendance. -
Better Dairy. Better World
AGROPUR COOPERATIVE Better dairy. Better world. ANNUAL REPORT 2017 TABLE OF CONTENTS 03 — Introduction 10 — Message from the President 12 — Message from the CEO 14 — Board of Directors 16 — Senior Management Committee Ferme Rodrigue et fils inc. 19 — PILLAR Brand Strategy 41 — Corporate Social Responsibility 25 — PILLAR Innovation 45 — Financial Review 29 — PILLAR Cost Leadership 58 — Consolidated Financial Statements 33 — PILLAR Human Capital 37 — PILLAR National and International Development 02 Introduction Our Cooperative fared well during the past year, posting $6.4 billion in sales, a 7.7% year-over-year increase, and $444 million in earnings from operations, a 7.9% increase, despite continuing aggressive competition in the Canadian market and still-volatile global markets. Caroline Guimond, Mégane, Justin, Jacob, Jean-Philippe and Élyse Rodrigue, from Ferme Rodrigue et fils inc., Saint-Anaclet, Est du Québec 03 INTRODUCTION Better dairy. Better world. At a time when the sharing economy is meeting growing needs and is being embraced as a win-win solution, our cooperative model supports fair, structural wealth distribution and makes a difference for the community. Our model has been contributing to the social fabric, to local development and to the health of rural communities for nearly 80 years. Agropur held its course and stepped embraced as a win-win solution, When consumers purchase Agropur up the pace of its transformation. our cooperative model supports fair, products, they not only obtain products Our strategy organized around five structural wealth distribution and makes of the highest quality but they also growth pillars was adopted in 2012 a difference for the community. -
Enhancing the Value of Milk
01 Enhancing the value of milk A vocation for Agropur Each waking day, Agropur cooperative responds to the call of some 4,200 dairy farmers who rely on this organization, which they jointly own, to enhance the fruit of their labour. Over 1.7 billion litres of milk are processed annually in 19 plants, one in the United States and the others in four Canadian provinces. The resulting products grace the tables of thousands of Canadians from coast to coast. But before these products reach their tables, 3,000 employees and many contract agents assigned to milk collection and distribution combine their efforts and expertise to ensure that the final product meets all expectations. OUR PRODUCTS GR EET YOU AT THE CRACK OF DAWN. Tradition and progress co-exist in perfect harmony at Agropur. Their interaction generates amazing results for this Cooperative, which was founded in 1938 and remains rooted in its original values. Its success is, above all, a human story. It is reflected in the quality of services offered and a highly diversified product line, which is in keeping with the latest trends and makes milk, this indispensable resource, ever more enjoyable. Sense of values 02 Nature is our source Closely involved in its members’ activities, Agropur cooperative has made a vocation of enhancing the value of their product, milk. Derived straight from nature, milk comes to the Cooperative full of richness and freshness. Charged with generating a return on this asset, thousands of people invest their genius and talents in this major group project, which is reinvented on a daily basis to respond to needs, expectations and market signals. -
Inside:Nside: Ccameoameo Hhousingousing Cco-Opo-Op Ttsunamisunami Reliefrelief Oontariontario Cco-Opso-Ops Ffightight Fforor Ttheirheir Hhomesomes
IInside:nside: CCameoameo HHousingousing CCo-opo-op TTsunamisunami RReliefelief OOntariontario cco-opso-ops ffightight fforor ttheirheir hhomesomes Spring 2005 $3.00 guest editorial BY MIKE ALSOP New president outlines goals t last November’s to co-ops, and we are in the At the same time we will continue annual general meeting, process of arranging meetings to provide opportunities for A members elected a new with MPs. members to have input and set the board of directors and I had direction of the Federation. We the privilege of being chosen as Member input, such as last year’s want to promote co-op leadership president of CHF BC. communications survey and the and a positive environment for member feedback session at the volunteers. The board has been busy. We AGM, has been very helpful and continue to wage the struggle illuminating. It was in directors’ Last, but not least, we will to resolve the leaky co-op crisis minds at the board’s annual promote the development of new and seem to be making progress. planning session where we housing co-ops and encourage This despite challenges such as discussed direction for the year co-ops whose mortgages negotiating extended land leases, ahead. will expire to continue as fi nding solutions for those few viable, mixed-income co-op co-ops that don’t fi t into the The three greatest challenges communities. general framework for CMHC, we face are: fi xing leaky co-ops, and overcoming other potential solving the Section 95 subsidy With hard work, dedication and roadblocks to keep the process crisis and promoting good the continued support of our moving. -
Generations Team Cooperation Variety Satisfaction Innovation Health Legacy Products Evolution Unity Transmission Know-How Employees Foundation Members Values Pure
pride food future authenticity line productivity wisdom challenges consumers knowledge history security friendship guarantee tradition expertisefreshness health needs taste knowledge variety future generations team cooperation variety satisfaction innovation health legacy PRODUCTS evolution unity transmission know-how EMPLOYEES foundation MEMBERS values pure Agropur cooperative 2009 ANNUAL REPORT agropur A look at our roots, our strengths and our future. Every day, the natural goodness of milk improves the lives of consumers by meeting their daily nutritional requirements. An increasing number of people are discovering the Cooperative’s wide range of popular products. To ensure a prosperous future for the Agropur family, the organization relies on its experienced members, passionate employees and incomparable products. These three “families” beat to the rhythm of a single heart, the Cooperative, to the great benefit of everyone involved. The key to its success lies in the strong ties that bind generations of members, the employees and the products that unite them. Today, Agropur has facilities in Canada, the United States and Argentina, and processes over 2.6 billion litres of milk annually. Thanks to the unwavering commitment of its 3,533 members, its 5,225 employees in 27 plants, the Cooperative boasts sales of close to $3.1 billion. 1 2 3 4 5 6 7 Chairman’s MESSAGE Protect the interests of the Cooperative and its members. At Agropur, a sense of family can be felt throughout the organization. Our members’ know-how is passed down from generation to generation, with several people of the same family working for the Cooperative, and several product families offered to consumers. -
The Sixth Principle: Cooperating Amongst
THE SIXTH PRINCIPLE: COOPERATING AMONGST COOPERATIVES Linden Seto - Vision Credit Union Josh Schroh - Mountain View Credit Union Tanis Dreger - Connect First Credit Union ++ TABLE OF CONTENTS Executive Summary………………………………………………………………………………………………………………… 2 Introduction …………………………………………………………………………………………………………………………… 3 About Cooperatives ……………………………………………………………………………………………………………….. 3 Loyalty Program Overview ……….................................................................................................. 4 Loyalty Program Landscape ……………………………………………………………………………………………………. 5 What Works (What Doesn’t) ………………………………………………………………………………………………….. 7 Loyalty Program Mutual Database and Technological Media …………………………………………………. 7 Challenges ……………………………………………………………………………………………………………………………..10 Conclusion ……………………………………………………………………………………………………………………………..12 Appendix ………………………………………………………………………………………………………………………………..13 References ……………………………………………………………………………………………………………………………..14 THE SIXTH PRINCIPLE 1 | P a g e EXECUTIVE SUMMARY This paper explores ways for Albertan cooperatives to further work together, and to benefit from each cooperatives position in their respective industries. We are facing a competitive landscape that is continually being disrupted by technological and entrepreneurial advances. As cooperatives we need to continue to use our fundamental principles to differentiate ourselves in our respective marketplaces. We have found that cooperatives are more prominent and well known in rural markets, and would benefit from a targeted approach -
Model for Assessing Sustainability Performance of Agricultural Cooperatives’*
Journal of Cleaner Production 234 (2019) 933e948 Contents lists available at ScienceDirect Journal of Cleaner Production journal homepage: www.elsevier.com/locate/jclepro Model for assessing sustainability performance of agricultural cooperatives’* * Jaqueline Marcis a, , Edson Pinheiro de Lima b, c,Sergio Eduardo Gouvea^ da Costa b, c a Federal Technological University of Parana, Graduate program in Production Systems Engineering, Parana, PR, Brazil b Federal Technological University of Parana, Graduate Program in Production Systems Engineering, Parana, PR, Brazil c Pontifical Catholic University of Parana, Graduate Program in Production Systems Engineering, Parana, PR, Brazil article info abstract Article history: Agricultural cooperatives competitive context is being defined by sustainable development paradigm, Received 18 December 2017 which are forcing them to assess their performance considering sustainability requirements. There are Received in revised form few empirical studies that provide data to assess sustainable performance of agricultural cooperatives' 10 November 2018 operations. This study contributes to the theory of sustainable operations by providing a model for Accepted 16 June 2019 sustainability performance assessment that is applied to agricultural cooperatives. The objective of the Available online 21 June 2019 research is to assess the adherence of a set sustainability performance indicators to form an assessment Handling Editor: Mingzhou Jin model to agricultural cooperatives' operations, which is named ‘Sustainability -
Statistics on Cooperatives: Concepts, Classification, Work and Economic Contribution Measurement
X Statistics on Cooperatives Concepts, classification, work and economic contribution measurement #3 Statistics on Cooperatives: Concepts, classification, work and economic contribution measurement International Labour Office • Geneva Copyright © International Labour Organization 2020 Publications of the International Labour Office enjoy copyright under Protocol 2 of the Universal Copyright Convention. Nevertheless, short excerpts from them may be reproduced without authorization, on condition that the source is indicated. For rights of reproduction or translation, application should be made to ILO Publications (Rights and Licensing), International Labour Office, CH-1211 Geneva 22, Switzerland, or by email: [email protected]. The International Labour Office welcomes such applications. Libraries, institutions and other users registered with a reproduction rights organization may make copies in accordance with the licences issued to them for this purpose. Visit www.ifrro.org to find the reproduction rights organization in your country. Statistics on Cooperatives: Concepts, classification, work and economic contribution measurement / International Labour Office (ILO); Committee for the Promotion and Advancement of Cooperatives (COPAC); International Centre of Research and Information on the Public, Social and Cooperative Economy (CIRIEC) – Geneva: ILO, 2020. ISBN: 9789220331361 (Web PDF) The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentation of material therein do not imply the expression of any opinion whatsoever on the part of the International Labour Office concerning the legal status of any country, area or territory or of its authorities, or concerning the delimitation of its frontiers. The responsibility for opinions expressed in signed articles, studies and other contributions rests solely with their authors, and publication does not constitute an endorsement by the International Labour Office. -
Local Employment Initiatives an Evaluation of Support Agencies
PROGRAMME OF RESEARCH AND ACTIONS ON THE DEVELOPMENT OF THE LABOUR MARKET Local employment initiatives An evaluation of support agencies COMMISSION OF THE EUROPEAN COMMUNITIES This document has been prepared for use within the Commission. It does not necessarily represent the Commission's official position. Cataloguing data can be found at the end of this publication Luxembourg: Office for Official Publications of the European Communities. 1985 ISBN: 92-825-5859-2 Catalogue number: CB-44-85-872-EN-C Articles and texts appearing in this document may be reproduced freely in whole or in part providing their source is mentioned. Printed in Belgium Commission of the European Communities PROGRAMME OF RESEARCH AND ACTIONS ON THE DEVELOPMENT OF THE LABOUR MARKET LOCAL EMPLOYMENT INITIATIVES AN EVALUATION OF SUPPORT AGENCIES By Centre for Research on European Women - CREW Brussels Document This document has been prepared for use within the Commission, It does not necessarily represent the Commission's official position. The research on which these reports were based was financed by the Commission of the European Communities as part of its programme of Research and Actions on the Development of the Labour Market. The analysis and conclusions are the responsibility of the authors. They do not necessarily reflect any views held within the Commission of the European Communities nor do they commit it to a particular view of the labour market or any other policy matters. SUMMARY The study examines the setting up, functioning and role of support organisations in the EEC. There is already clear evidence that where effective agencies exist, local job creation has increased. -
Wind Power Wind Power Wind Power Windfall for Rural America? Windfall for Rural America? Power Section Special Wind Page 4
al r u R COOPERATIVESCOOPERATIVESUSDA / Rural Development November/December 2007 WindWind PowerPower Windfall for Rural America? Page 4 Special Wind Power Section COMMENTARY Co-ops Fueling Green Revolution Editor’s Note: This guest commentary is written by Glenn English, owns and operates five landfill gas plants and received a CEO of the National Rural Electric Cooperative Association. $20 million CREB for landfill gas development. The CREB program also opened the door for distribution This summer, Sunflower Electric Power Corporation, a cooperatives to participate in renewable energy development. generation and transmission cooperative, embarked on a Distribution co-ops in California, Minnesota, Illinois and remarkable bio-energy project to create an energy production Indiana are using CREBs to develop small-scale wind projects. system that combines an array of subsystems, including an Distribution co-ops in Arizona, New Mexico and Hawaii are algae reactor, an anaerobic digester, a biodiesel plant, a coal- developing solar projects using CREBs. fired power plant, a dairy farm and an ethanol plant. Located Exploiting the nation’s wealth of renewable resources in Hays, Kan., this innovative center points to the central role requires more than money, however. Meeting the voluntary our nation’s agricultural sector can — and should — play in goals of the 25x25 Action Plan requires political will and researching, developing and deploying renewable energy. public support. Increasingly, wind energy projects are being Rural electric co-ops are uniquely positioned to help held back by strong local opposition, in addition to inadequate develop renewable resources. While states and cities have transmission capacity. Rural electric cooperatives, because been passing renewable energy requirements, those require- they are closely tied to their communities, can play a key role ments can only be met using energy produced in rural areas, in overcoming such obstacles through education and such as wind, biomass, manure and large-scale solar power. -
Are Dragon-Head Companies Heading Agricultural Development in China? the Case of Apple Chains
Are dragon-head companies heading agricultural development in China? The case of apple chains. P. Moustier; CIRAD, MOISA, , France Corresponding author email: [email protected] Abstract: The purpose of this paper to empirically document the role and impact of agri-business development in the case of apple chains in China, and to investigate the role that the provision of services and marketing plays in this impact. We compare some performance indicators, including yields and profits between farmers belonging to chains with and without dragon-head companies, i.e. companies which invested in various infrastructures, and provide services to farmers including extension services, storage and input provisioning. The data is based on a survey of 355 apple farmers in Shandong and Shaanxi provinces. Dragon-head companies have no significant impact on the yield and profit obtained by farmers, in contrast with belonging to a cooperative. They do not have a significant impact on training relative to cooperatives. They do not propose higher prices for farmers, even though farmers’ practices may be more eco-friendly and reduce the use of chemical pesticides. The conclusion is that the optimal conditions for agri-business development to be conducive to economic development as shown by the literature do not seem to be gathered in the apple sector of China. Acknowledegment: The research is part of the “Sustainapple” programme, coordinated by Jean-Marie Codron (INRA, France). It receives funding from the French National Research Agency (ANR). JEL Codes: O33, Q #2066 Are dragon-head companies heading agricultural development in China? The case of apple chains. -
A N N U a L R E P O
2013 ANNUAL REPORT O1 @3 O2 @2 @1 O3 @0 O4 !9 !8 O5 !7 O6 TOGE HER TO WIN O7 !6 O8 !5 )9 !4 !0 !1 !3 !2 75 YEARS OF PASSION 75 years ago, our founding members, visionaries who fully understood the power of cooperation, created the Société coopérative agricole du canton de Granby. They already shared a lofty vision for their new organization, stating: “The Cooperative has no borders”. Their primary objective was to ensure the longevity of their cooperative, and this value has remained entrenched in the organization. Every member, manager and employee of Agropur is aware of this heritage, and of the responsibility that goes with it. Our organization is now solidly anchored in North America, but we have no intention of stopping there. Now, more than ever, we must ensure that our cooperative will have no borders. Therefore, this annual report is a reminder of 75 years of history, resolutely focused on the future. Above all else, Agropur is a story of men, women and large families, so we thought that it would be fitting to recount the stories of some of the passionate individuals who forged Agropur and others who are currently working just as passionately to build the Agropur of tomorrow, because no matter how you look at it, history revolves around people. Stories of families, individuals, professionals and major projects carried out by dedicated individuals are therefore at the centre of this annual report. Backed by our 75 years of passion, experience and success, we have chosen to strive for nothing less than excellence for our future, and to pursue it every day and in everything we do, with the same focus on longevity that drove our founders.