long term – Deborah J Miller http://deborahjmiller.com/ Fri, 18 Mar 2022 11:21:27 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://deborahjmiller.com/wp-content/uploads/2021/06/icon-35-150x150.png long term – Deborah J Miller http://deborahjmiller.com/ 32 32 2022 Forecast: What’s Next in Association Events? https://deborahjmiller.com/2022-forecast-whats-next-in-association-events/ Fri, 18 Mar 2022 11:05:29 +0000 https://deborahjmiller.com/2022-forecast-whats-next-in-association-events/ Want more content like this sent directly to your inbox? Then sign up for our brand-new BizBash Meetings & Trade Shows monthly newsletter to stay in the know on the latest news and ideas from the most innovative meetings and trade shows. To get a clearer picture of what the future holds during a period […]]]>

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To get a clearer picture of what the future holds during a period of so much uncertainty, BizBash launched a series of articles where top professionals from all aspects of the event industry share their predictions and insights for the year ahead. Previously, we caught up with trade show producers, destination meeting planners, catering professionals, experiential marketers, event designers and audiovisual producers.

Now, we’re chatting with some of the industry’s top association planners. Here’s an in-depth look at what four experts around the country are expecting to see in 2022.

It’s all about member engagement right now.
Catie Duhon, the president of event and association management company International Meeting Managers, is seeing association events ramping back up slowly—with the most successful ones having an emphasis on membership engagement. “For most industries, there are both members who have moved on and many new faces, so networking and building new relationships within existing structures seems to be important,” she says. “Education is still important, but it seems to be more peer-to-peer sharing versus speakers and experts.

Francesca RadabaughCOO and president of association management at Paragon Events, agrees, noting that association events need to focus on “that spirit of connection and connectedness. Membership organizations are about being a part of something bigger, sharing ideas around a common cause, camaraderie with people who are in your same sphere,” she points out. “Now that restrictions are lifting and fear is easing, it makes space for event planners to do what they do best—bring people together around a common purpose.”

The ultimate goal, Radabaugh adds, is to allow people to rebound with other members, and with the association as a whole. “If associations can come out strong and create these spaces to reconnect, members will be grateful and loyal long term. There is nothing more bonding than going through a shared experience together and coming out the other side stronger,” she says.

Attendees want spaces to network and socialize.
“An increased emphasis on (safe) networking and socialization will be vital to member engagement as we get started again,” says Trey Weavermeetings manager for the American Academy of Forensic Sciences. “Make sure there are times and spaces dedicated to this!”

Radabaugh points out that in the virtual sphere, for the most part, members’ education needs have been met. “The part that members and attendees are craving and haven’t been as easily satiated for is to network—just being able to catch up, connect and have a conversation like they used to,” she says. “In a virtual environment, those types of interactions require a lot of organization and structure to not be clunky, which can take away from the more natural experience people are used to. … I think there is going to be a noticeable spike in participation at noneducational programs—anything networking, social or activity-based where people are able to just talk and catch up is going to be a huge crowd pleaser.”

Panels and forecasting sessions are popular right now.
Duhon is finding that when education does come in, panel discussions seem to be especially appealing at the moment. “More than ever, I think people are interested in knowing how their own experience relates to that of their peers, and in learning best practices and new ideas,” she says. “We are also seeing a lot of ‘outlook’ and ‘forecasting’ in session titles as everyone looks ahead to what is next and how everyone is recovering.”

Many members are eager to return to face-to-face events—but technological advancements are here to stay.
While Duhon expects that many smaller board and committee meetings will stick with a hybrid or remote component, for the sake of convenience and efficiency, larger gatherings are likely to return in person.

Weaver is observing something similar. “As much as we’ve made some brilliant progress in virtual connectivity during the past couple of years, there are elements that still cannot yet be replicated through a video call,” he says. “That being said, the advances in technology for virtual/hybrid are making it more important than ever before for technological integration/enhancement of our in-person events. Members want connectivity, they want information at their fingertips (they want Wi-Fi).”

Weaver predicts that many of the visual and interactive enhancements that have been developed for the virtual/hybrid format will continue to be present as in-person events return. “Remote environments are also playing heavily into this,” he points out. “I see a lot more attendees who need to balance work demands more than before, because now the expectation is wherever they are, even when at an event, they need to make time and be available for their job.”

But, people expect real value if they’re going to attend in person.
Lauren Parrtea American Geophysical Union‘s senior vice president of meetings and learning, thinks virtual is here to stay in the association world. “We believe that virtual attendees are key to the diverse and inclusive meetings we want to convene, and we’re hoping that we continue to find technology and design that can continue to support that,” she says. “Our communities want to connect, and they want to do it on their terms, and people will remain choosy about what they travel to—thus, the need for a high-quality virtual option that complements the in-person experience will remain.”

Radabaugh agree. “Hybrid events are going to be a staple going forward. For attendees, the convenience and reduced cost to participate in virtual offerings make it hard to put the genie back in the bottle when it comes to living/in-person events,” she explains. “I’m also interested in seeing what the demographics show—if there is a generational divide between those who attend in person versus virtual.”

She continues: “In the overall grand scheme of things, live events are definitely coming back full force, but associations now have the added tool in their toolkit of robust virtual programs. Associations that are smart will be sure to leverage both options’ strengths to their advantage.”

Weaver is finding that having some sort of “wow” factor can motivate attendees to choose an in-person option over a virtual option. “I think destination choice will help here, as folks have certainly felt cooped up for the past couple of years,” he says. “I know this isn’t always feasible, but finding hotels/locations/destinations that even offer a bit of that ‘travel-excitement’-type of feel/amenities/partnerships will not only attract folks, but keep them in higher spirits during your event—which means you can get them involved in so much more.”

Budgets will likely have a big impact on association event formats for the next few years.
Of course, creating a “wow” factor often requires a robust budget—as does offering a robust hybrid experience. Budgets are certainly top of mind for association planners right now, says Weaver.

“I can absolutely see the next couple of years as shaping our industry in this area—and the resulting impact setting the standard for pretty much the foreseeable future—especially for associations, where often you have this juxtaposition of organizations that might not always be able to afford a fully immersive hybrid experience, mixed with companies that don’t want to spend the travel budget when there’s an online option, [as well as] individuals who may not be able to afford to do in-person on their own,” he predicts. “It’s unfortunate because being able to offer hybrid events can really help associations and nonprofits in expanding their mission reach so much farther than before, but the pandemic has driven the costs of these elements up so substantially that the groups who could benefit the most from using them often can’t afford it.”

Support and empathy are key right now.
Regardless of how your members are meeting, it’s important to understand the impact the last two years have had on them. “Understanding the environment our communities are operating in is key,” says Parr. “In academia, we understand that our members are really tired and balancing work and lives in a time of continuing uncertainty. They’re eager to return to meetings and need our support in making sure we’re not overburdening speakers or even attendees with complicated processes.”

Weaver suggests focusing your event messaging on ways that getting re-involved in your association can provide support. “Understand what’s impacted your members the most during the pandemic years, what they feel they’ve missed out on the most from the association and what it would take to make events/programs feel safe and accessible,” he says.

Association leaders should be taking stock of what’s most important to their members.
Along the same lines, our experts note that associations should be taking a step back and evaluating how they can best serve their members right now. “Most often it is either education or relationships. Whatever it may be, lean into that for a season—feed the most immediate need first, then build back up to a more comprehensive slate of offerings,” Duhon suggests. “Connection and community remain the heart of most associations, so be sure to communicate your support for your members and continue providing those connection opportunities—even if small or simple.”

Radabaugh hopes the pandemic has forced associations and their members to refocus and recenter on what’s important. “People are not the same as they were two years ago—what drives them and what they value has likely changed—but if they are a part of an association you know they have at least one thing in common,” she points out. “And if you make sure that you keep that commonality—that mission and purpose—at the front and center, you will fulfill an important need for your members and other attendees.”

Moving forward, transparency is key.
After years of uncertainty, Parr is hoping to get back an element of predictability for the industry, and for attendees. “We all need some sort of predictability in this environment, and we’ve struggled as an industry to evolve our business models in a manner that creates shared risk and a win-win across all partners,” she reflects. “Over the course of the pandemic, we repeatedly heard the call for new models—but we haven’t made it there, and I’d even say that contracts and business agreements are even more difficult to negotiate now.”

Her solution? “It would be wonderful if we can talk openly and honestly about risk and rewards, and figure out new ways of working together that would protect and benefit all parties.”

But this is also a time for innovation.
While there’s that desire to get back to “normal,” Weaver hopes that the association industry doesn’t lose sight of the innovation it has displayed. “We’ve seen such amazing progress from technology and other services as we had to adapt at breakneck speed to a virtual world. I’d love to see that creativity and resourcefulness continue to be applied to the tools and products we utilize for the in-person and hybrid models as well,” he says.” I absolutely want to see hybrid opportunities take associations to the next level of membership recruitment, retention, involvement and donor cultivation.”

He adds: “With that, though, I deeply hope to see more of these tech and service companies working to understand and truly partner with associations, and the unique challenges and opportunities that come from the association world.”

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Gulf Cooperation Council color cosmetics industry to hit $2,314.5 million by 2030, says P&S Intelligence https://deborahjmiller.com/gulf-cooperation-council-color-cosmetics-industry-to-hit-2314-5-million-by-2030-says-ps-intelligence/ Mon, 14 Mar 2022 07:40:00 +0000 https://deborahjmiller.com/gulf-cooperation-council-color-cosmetics-industry-to-hit-2314-5-million-by-2030-says-ps-intelligence/ NEW YORK, March 14, 2022 /PRNewswire/ — According to market research published by P&S Intelligence, the GCC Color Cosmetics Market size, estimated at $1,277.2 million in 2021, is expected to increase to $2,314.5 million by 2030, at a CAGR of 6.8%. Of all the Gulf Cooperation Council countries, Saudi Arabia experiences the highest sale of […]]]>

NEW YORK, March 14, 2022 /PRNewswire/ — According to market research published by P&S Intelligence, the GCC Color Cosmetics Market size, estimated at $1,277.2 million in 2021, is expected to increase to $2,314.5 million by 2030, at a CAGR of 6.8%. Of all the Gulf Cooperation Council countries, Saudi Arabia experiences the highest sale of these products due to its large population and increasing number of women in the workforce. In addition, the disposable income in the kingdom has increased from $617,848.7 million in 2016 at $658,493.5 million in 2017.

Similarly, the United Arab Emirates is a key user of these products due to its position as a major financial and tourist hub in the world. Middle East. As a result, he enjoys a high culture, which pushes people’s awareness about their appearance. This is why personal care companies invest large sums in marketing their products in the country, often through social media influencers. The UAE has more than 1,000 such entities that review and promote cosmetics and other related products on the internet.

Get the sample pages for this report at: https://www.psmarketresearch.com/market-analysis/gcc-color-cosmetics-market/report-sample

Key Findings of the GCC Color Cosmetics Market Report

  • However, as chemical-laden cosmetics are harmful to the skin in the long term, the demand for those made from organic ingredients is increasing in member countries.
  • Among all the products, those used for facial makeup are the most popular in the GCC countries. With men and women engaging more and more in social obligations, they are doing more than ever to improve their facial appearance.
  • Products specifically aimed at women have dominated the GCC color cosmetics market so far. Indeed, compared to men, women are more conscious of their appearance, especially since many of them have now entered the labor market.
  • For example, up from 11.5% in 2010, 16.7% of those employed in the UAE in 2017 were women, according to the World Bank. In addition to making them concerned about their appearance, this leads to an increase in their purchasing power, which stimulates sales of cosmetics.
  • Additionally, the growing use of Instagram, Facebook, YouTube, Twitter, and Pinterest and the increase in viewership of personal beauty blogs are providing market players with more ways to promote their products.
  • This is also one of the major reasons why the sale of cosmetics in the region is expected to grow the fastest through online channels in the coming years.

In turn, the advancement of the e-commerce industry is helping to drive the GCC color cosmetics market in the post-COVID-19 era. During the shutdowns, there has been a major shift from offline shopping to online shopping for almost every type of merchandise. As people are now more aware of the benefits of online shopping than before, such as the ability to compare products from different brands and get discounts, sales of cosmetics through e-commerce platforms are booming.

Browse the detailed report on GCC Color Cosmetics Market Analysis and Growth Forecast to 2030

Thus, major players in the GCC color cosmetics market including L’Oreal SA, Unilever Group, Beiersdorf AG, The Procter & Gamble Company, Shiseido Co. Ltd., The Estée Lauder Companies Inc., LVMH Moët Hennessy- Louis Vuitton SE, Avon Products Inc., Oriflame Holding AG, Coty Inc., Guerlain SA, Revlon Inc. and MAC Cosmetics are investing in better digital marketing technologies. For example, Coty Inc. added AR and VR tools to its online marketing ecosystem by September 2021while in October 2020the L’Oréal Group has partnered with Sprinklr, an AI-integrated CXM platform.

GCC Color Cosmetics Market Segmentation Analysis

type of product

  • Luxury products
  • Mass products

Product

  • Nail products
  • Lip products
  • Eye makeup products
  • Face makeup products
  • Hair coloring products
  • Special effects products

Packaging

consumer group

Distribution channel

  • Grocery/Department Stores
  • Supermarkets/Hypermarkets
  • Multi-brand retail stores
  • In line

Analysis by country

  • UAE market
  • Saudi Arabia market
  • Qatar market
  • Kuwait market
  • Bahrain market
  • Oman market

Browse more related reports

color cosmetics market in Saudi ArabiaThe western region is expected to account for the largest share of the Saudi color cosmetics market in the coming years.

UAE color cosmetics marketdubai held the largest share in the United Arab Emirates color cosmetics market in 2020 owing to rising per capita spending on cosmetics, increasing availability of cosmetics through online channels, and workforce growing feminine in the city.

On P&S intelligence

P&S Intelligence is a provider of market research and advisory services serving the market intelligence needs of growing industries around the world. Providing the bedrock of market intelligence, P&S, as an enterprising research and advisory firm, believes in providing in-depth landscape analyzes on the ever-changing market scenario, to enable businesses to make decisions enlightened and base their business strategies on cunning.

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International Dairy Queen and FountainVest Partners announce plans https://deborahjmiller.com/international-dairy-queen-and-fountainvest-partners-announce-plans/ Fri, 11 Mar 2022 21:27:56 +0000 https://deborahjmiller.com/international-dairy-queen-and-fountainvest-partners-announce-plans/ International Dairy Queen Corporation (IDQ), through its wholly owned subsidiary American Dairy Queen Corp., a leader in the quick service restaurant (QSR) industry, and FountainVest Partners (FountainVest), a Leading independent private equity firm with offices in Beijing, Shanghai and Hong Kong today announced plans to open 600 DQ restaurants in China by 2030. The franchise […]]]>

International Dairy Queen Corporation (IDQ), through its wholly owned subsidiary American Dairy Queen Corp., a leader in the quick service restaurant (QSR) industry, and FountainVest Partners (FountainVest), a Leading independent private equity firm with offices in Beijing, Shanghai and Hong Kong today announced plans to open 600 DQ restaurants in China by 2030. The franchise development agreement, led by the franchise acquired by FountainVest, CFB Group, expands its stronghold in China. FountainVest and CFB Group will begin expansion by opening 100 DQ restaurants in 2022.

“China remains an important growth market for us, and this expansion with FountainVest provides us with the opportunity to expand our footprint in one of the fastest growing countries for QSR,” said Jean Champagne, Director of operations, international, at International Dairy Queen. “The continued success of our investment in China, which includes several food and candy offerings unique to China, shows the strength of the DQ brand to fans across the country.”

Founded in 2007, FountainVest focuses on long-term investments in industry leaders with a track record of high growth in consumer and financial categories across Asia. FountainVest recently acquired CFB Group, a group of franchise owners in mainland China with over 900 DQ restaurants.

“The frozen confectionery market is booming in China and we expect the industry to continue a rapid growth trajectory over the next ten years,” said Andrew Huang, Managing Director of FountainVest Partners. “FountainVest is committed to fully supporting the growth of the CFB Group both for its existing DQ restaurants and to opening 600 new DQ restaurants by 2030.”

CFB Group has worked with IDQ to develop and launch products unique to the Chinese market, including hard ice creams, specialty novelties, light meals and artfully crafted DQ cakes. In a relationship spanning more than 20 years, CFB Group has surpassed the Chinese industry average for frozen treats, making the DQ brand one of the most successful QSR brands in China.

“We have seen immense success from DQ Restaurants in China, and through our strength in digitalized operations, social media management and sub-franchise expansion, we see endless growth opportunities for this beloved brand. .” said Alan Hsu, CEO of CFB Group. “With IDQ’s continued support for innovation and product development, we will further expand our fan base and open new DQ restaurants in 2022 and beyond. We have great confidence in the DQ brand.

China is the fastest growing market for the DQ brand and is among the top three in terms of size alongside the United States and Canada. There are currently more than 1,100 DQ restaurants in China.

About International Dairy Queen, Inc.

International Dairy Queen, Inc., based in Minneapolis, Minnesota, is the parent company of American Dairy Queen Corporation and Dairy Queen Canada, Inc. Through its subsidiaries, IDQ develops, licenses and maintains a more than 7,000 restaurants in the United States. , Canada and more than 20 other countries. IDQ is a subsidiary of Berkshire Hathaway, Inc. (Berkshire), which is led by Warren Buffett, the legendary investor and CEO of Berkshire. For more information, visit DairyQueen.com.

About FountainVest Partners

FountainVest is a private equity investor backed by global institutional investors and is based in Hong Kong. FountainVest focuses on long-term investments and targets industry leaders in the Industrials, Consumer & Retail, Media & Entertainment, and Healthcare sectors. FountainVest works closely with management teams to create value in the areas of strategy, operations, finance, industry consolidation and governance. Additional information is available online at www.fountainvest.com.

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With a market size valued at $4.1 trillion by 2026, it is a healthy prospect for the global restaurant industry market https://deborahjmiller.com/with-a-market-size-valued-at-4-1-trillion-by-2026-it-is-a-healthy-prospect-for-the-global-restaurant-industry-market/ Wed, 23 Feb 2022 15:20:00 +0000 https://deborahjmiller.com/with-a-market-size-valued-at-4-1-trillion-by-2026-it-is-a-healthy-prospect-for-the-global-restaurant-industry-market/ Global competitiveness and percentage market shares of main competitors Market presence in multiple geographies – Strong/Active/Niche/Trivial Peer-to-peer collaborative online interactive updates Access to our digital archives and the MarketGlass research platform Free updates for one year Editing: 17; Published: February 2022Executive Pool: 4102Companies: 200 – Players covered include Applebees Services, Inc.; ARAMARK Company; Arby’s Restaurant […]]]>
  • Global competitiveness and percentage market shares of main competitors
  • Market presence in multiple geographies – Strong/Active/Niche/Trivial
  • Peer-to-peer collaborative online interactive updates
  • Access to our digital archives and the MarketGlass research platform
  • Free updates for one year

Editing: 17; Published: February 2022
Executive Pool: 4102
Companies: 200 – Players covered include Applebees Services, Inc.; ARAMARK Company; Arby’s Restaurant Group, Inc.; Autogrill SpA; Brinker International, Inc.; Burger King Holdings, Inc.; CKE Restaurants, Inc.; Compass Group PLC; Darden Restaurants, Inc.; Delaware North Companies, Inc.; Denny’s Corp.; Domino’s Pizza Inc.; Eddie Rockets (IRL) Ltd. ; Gate Gourmet Inc; IHOP Corp. ; International Dairy Queen, Inc.; Johnsonville Sausage LLC; JOLLIBEE FOODS CORP. ; Sky Chiefs KJV; McDonald’s Corporation; Mitchells & Butlers Plc; Quiznos Sub; Skylark Co., Ltd. ; Sodexo SA; SONIC Corp.; Starbucks Corporation; Wendy’s International, Inc.; Whitbread PLC; Yum! Marks, Inc and others.
Blanket: All major geographies and key segments
segments: Type of restaurant (full service, fast food, limited service, other types of restaurants); End use (commercial, non-commercial)
Geographies: World; United States; Canada; Japan; China; Europe; France; Germany; Italy; UK; Spain; Russia; Rest of Europe; Asia Pacific; Australia; India; South Korea; Rest of Asia Pacific; Latin America; Argentina; Brazil; Mexico; Rest of Latin America; Middle East; Iran; Israel; Saudi Arabia; UNITED ARAB EMIRATES; Rest of Middle East; Africa.

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ABSTRACT-

Global catering industry market to reach US$4.1 trillion by 2026
Catering consists of manufacturing, serving and selling ready-to-eat food and beverages or providing catering services to public or private end consumers by internal or external operators. As such, catering accounts for approximately 45% to 50% of total food spend in the United States, while the percentage in less developed markets can be in the range of 10% to 15% or less of total spend. in food. The main contributors to the growth of the sector are socio-economic conditions, such as high disposable income, busy and increased mobile life, increased outsourcing of non-essential activities by companies and the expansion of the market in new areas such as transportation and retail. Other factors that may influence the market include tourism, immigration, food variety, access to food outlets, and advancements in technology like the internet through online ordering. Major growth in the catering industry is expected as catering operators are encouraged to invest more in environmentally friendly and energy efficient equipment to meet changing needs. Although the ongoing COVID-19 pandemic has affected the operations of the entire restaurant industry, including that of fast food establishments and QSRs, the long-term outlook remains positive, offering considerable opportunities for the catering market.

Amid COVID-19 crisis, Global Industrial Catering Market Estimated at US$3.4 trillion in 2022, is expected to reach a revised size of US$4.1 trillion by 2026, growing at a CAGR of 5.4% over the analysis period. Full Service, one of the segments analyzed in the report, is expected to grow at a CAGR of 5.5% to reach US$1.5 trillion at the end of the analysis period. After a thorough analysis of the business implications of the pandemic and the induced economic crisis, the growth of the fast food segment is readjusted to a revised CAGR of 6.5% for the next 7-year period. This segment currently accounts for a 28.1% share of the global restaurant industry market. Full-Service Restaurants (FSRs) are joining the take-out train. A growing number of FSRs are offering takeout. Additionally, restaurants are developing new menus for takeout rather than offering the menu onsite in the takeout segment. Quick service restaurants (QSR), also known as fast food restaurants, are establishments that serve fast food and have minimal table service. Convenient and economical foods as well as time and cost savings are fueling the growth of the QSR market. The rapid growth of online delivery and home delivery markets, driven by growing consumer desire to have food delivered to their homes, is also driving growth.

The US market is estimated at $840.8 billion in 2022, when China is expected to reach $776.9 billion by 2026
The restaurant industry market in the United States is estimated at US$840.8 billion in 2022. The country currently accounts for a 25.1% share of the global market. Chinaworld’s second largest economy, is expected to reach an estimated market size of US$776.9 billion in 2026 with a CAGR of 7% over the analysis period. Other notable geographic markets include Japan and Canada, each predicting growth of 4.1% and 4.3% respectively over the analysis period. In Europe, Germany is expected to grow at around 4.2% CAGR while the rest of the European market (as defined in the study) will reach US$825.7 billion at the end of the analysis period. Asia Pacific The region is experiencing a rapid growth of international fast food chains and the emergence of several local or national QSRs. Although the ongoing COVID-19 pandemic has affected the operations of the entire restaurant industry, including that of fast food establishments and QSRs, the long-term outlook remains positive, offering considerable opportunities for the catering equipment market.

Limited service segment to reach $864.6 billion by 2026
Quick-service restaurants, also known as limited-service restaurants, primarily include self-service fast food restaurants, cafes, and sandwich shops. Examples of quick service restaurants include McDonald’s, Pizza Hut, KFC, Starbucks, Burger King, and Subway, among others. In the global limited service segment, United States, Canada, Japan, China and Europe will drive the CAGR of 3.4% estimated for this segment. These regional markets representing a combined market size of US$517.9 billion will reach a projected size of US$664.2 billion at the end of the analysis period. China will remain among the most dynamic in this group of regional markets. Led by countries such as Australia, Indiaand South Koreathe market of Asia Pacific should reach US$116.9 billion by 2026, while Latin America will increase at a CAGR of 4% over the analysis period. Continued

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How to finance Scope 3 emission reductions on farms https://deborahjmiller.com/how-to-finance-scope-3-emission-reductions-on-farms/ Thu, 10 Feb 2022 09:32:02 +0000 https://deborahjmiller.com/how-to-finance-scope-3-emission-reductions-on-farms/ This article originally appeared as part of our Food Weekly newsletter. Subscribe to get sustainable food news delivered to your inbox every Thursday. As the food industry takes a deeper inventory of its climate impact and companies begin to set science-based targets, reducing Scope 3 emissions becomes a priority. This is where 80-90% of the […]]]>

This article originally appeared as part of our Food Weekly newsletter. Subscribe to get sustainable food news delivered to your inbox every Thursday.

As the food industry takes a deeper inventory of its climate impact and companies begin to set science-based targets, reducing Scope 3 emissions becomes a priority. This is where 80-90% of the industry’s climate footprint is located. But how do we transform today’s agricultural system into one that sequesters rather than emits carbon while delivering other ecosystem benefits?

Overhauling financial incentives is part of the answer. And this work is not only in the hands of agricultural lenders and other financial institutions. Food companies can play a critical role in removing barriers that prevent farmers from adopting practices such as cover cropping, reduced tillage and conservation strips.

To help businesses get started, a task force from the Field to Market industry collaboration released a report last week. It examines the intersection of corporate and agricultural finance supply chains, exposing barriers and opportunities for financial innovation and providing examples of effective value chain collaboration.

Understand the barriers

Regenerative and conservation agriculture is increasingly being touted for the myriad benefits it can bring to soil, water, and farmers’ bottom lines. So why are additional financial incentives needed to scale them? Shouldn’t farmers already have plenty of reasons to improve their practices?

It is not so easy. The report points to a web of social, administrative, educational and financial barriers that prevent regenerative agriculture from becoming mainstream, even if it promises greater long-term profits.

“Very, very few people really understand how to set up cover crops successfully and how to overcome the obstacles. … The initial risk, the initial cost and the lack of know-how are a huge barrier to entry. Financial obstacles can be overcome when you know how to do it, when you have the right help and understand the principles and tactics for success,” said Mitchell Hora, a seventh-generation farmer from Iowa who contributed to the report. .

This is not always a welcome practice when it comes to neighbors; it’s a bit different, it’s a bit over there.

Even when farmers are willing to take the risk and delve into the technical details, experimentation can be uncomfortable. Andy Hineman, a fifth-generation farmer from Kansas who was also consulted for the report, said: “It’s not always a welcome practice when it comes to neighbors; it’s a little different, it’s a little there. Sometimes if you try some of these things like cover crops, it’s not considered typical crop rotation or something necessarily acceptable.”

Understanding these barriers is vital even if a company cannot influence its suppliers’ neighbors. Targeted financial products can nudge farmers in the right direction, especially with regard to risk sharing and upfront investments.

Options abound

Where to start when considering financial incentives for farmers? Many options exist, and this subject quickly becomes technical. The authors have done a good job here. They presented five essential tools, illustrating their mechanisms, the value for farmers and the impact on the supply chain. Here is an overview of what you will find in the report:

  1. Blended financing combines public, corporate and philanthropic funds to increase investment.
    • Details: Public and philanthropic capital can be used as “catalytic capital” that can support early losses within a fund, thereby increasing private sector investment in regenerative agriculture
    • Obstacles addressed: Crop yield risk, lack of return on investment, lack of operational and agronomic knowledge, lack of profitability
    • Examples: Better Cotton Growth & Innovation Fund, Resilient Agriculture Accelerator Fund
  2. Sustainable finance creates financial products or services to encourage the development of new green activities or minimize the environmental impact of existing activities.
  3. Transition risk sharing offers mechanisms that support the agricultural risks associated with the adoption of new conservation practices, easing the initial transition period.
    • Details: Includes sustainability-linked crop guarantees, crop insurance endorsements and subsidies, and sustainable reference pricing
    • Obstacles addressed: Crop yield risk, price volatility, market risk, lack of return on investment
    • Example: A private crop insurance grant driven by Precision Conservation Management and the Illinois Corn Growers Association with support from PepsiCo
  4. Performance pay programs incentivize farmers for the environmental results they deliver – instead of paying a farmer 75% of the cost of implementing a filter strip, the payments would come from the pounds of reduced nitrogen and phosphorus in the agricultural runoff.
    • Details: This alternative approach allows farmers to decide on the best method to achieve the environmental outcome at the lowest cost.
    • Obstacles addressed: Upfront costs, lack of return on investment, lack of secure income
    • Examples: Soil and Water Outcomes Fund, municipal agriculture-watershed partnerships
  5. Land tenure and tenancy incentives facilitate the shift from informal verbal to written leases of farmland, incentivizing conservation by setting expectations on the use of certain practices or management systems and giving farmers longer investment time horizons.
    • Details: Farmers and landowners can also define how costs, risks and benefits will be shared when transitioning or using regenerative practices.
    • Obstacles addressed: Lack of secure access to land, socio-cultural challenges
    • Example: Tillable’s Sustainable Flexible Lease

Find the right starting point

Having too many options can be overwhelming. Maggie Monast, one of the report’s lead authors, urges companies interested in exploring these financial tools to scale up regenerative agriculture to think about two key questions.

First, businesses need to get clarity on the problem they want to solve. What change do they want to see on farms? What are the financial barriers against it? Answering these two questions will provide guidance on which tools to use. The resulting orientation should ideally align with the company’s existing interests, strengths and relationships.

Second, companies need to assess potential collaboration partners within the established financial landscape, such as agricultural lenders and crop insurance providers. This can leverage existing infrastructure and trust while bringing about broader changes to the industry, not just a supply chain.

And finally, it is important to remember that these financial mechanisms are only one tool among others to reduce Scope 3 emissions. They should work in conjunction with other approaches that companies are already using or developing, ranging from technical assistance with purchase commitments and preferential marketing and supply contracts.

[Subscribe to our free Food Weekly newsletter to get more great analysis on sustainable food systems news and trends.]

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New weekend in the UAE: Dubai’s food scene is booming as residents enjoy a shorter working week and more free time – News https://deborahjmiller.com/new-weekend-in-the-uae-dubais-food-scene-is-booming-as-residents-enjoy-a-shorter-working-week-and-more-free-time-news/ Tue, 01 Feb 2022 06:44:25 +0000 https://deborahjmiller.com/new-weekend-in-the-uae-dubais-food-scene-is-booming-as-residents-enjoy-a-shorter-working-week-and-more-free-time-news/ The F&B industry is of the opinion that the long weekend has been a great opportunity for a rapid recovery of the hotel and tourism industry To file Published: Tue 1 Feb 2022, 10:44 Last update: Tue 1 Feb 2022, 10:47 Eating out is coming back to life with an extra boost boosted by the […]]]>

The F&B industry is of the opinion that the long weekend has been a great opportunity for a rapid recovery of the hotel and tourism industry



To file

Published: Tue 1 Feb 2022, 10:44

Last update: Tue 1 Feb 2022, 10:47

Eating out is coming back to life with an extra boost boosted by the two-and-a-half-day weekend in Dubai that ended a month since its inception this year.

People in the F&B industry believe that the long weekend has been a great opportunity for a rapid recovery in the hospitality and tourism industry.

Business is gradually returning to normal except for a temporary tear in the economy caused by the Omicron variant of the coronavirus earlier this month.

Restaurant owners point out that businesses are doing well, with general sentiment now upbeat.

Sanjay Vazirani.  Photo: Supplied

Sanjay Vazirani. Photo: Supplied

Sanjay Vazirani, CMD, Foodlink Global Restaurants & Catering Services LLC (China Bistro), said, “The new weekend was a wonderful decision, and we quickly adapted to the change. Now that Sunday is more aligned with the rest of the nations, and as Dubai becomes more of a melting point of world cultures, this change allows people to make more plans to indulge in the world of food and Hobbies. Dinners and deliveries have shown better revenue since long weekends were activated. We have also tweaked our promotions and offers and are offering an exciting table d’hôte format at China Bistro.

He adds: “The extra free time has boosted the lifestyle, leisure and entertainment industries in general, and we have also seen an increase in boutique events at self-catering villas and house parties, which we host regularly. .

We have seen an increase in footfall and revenue at our restaurants, particularly on Friday evenings and the lunchtime sales.”

The longer weekend has led to a facelift in income, as people now have more free time.

Industry experts say residents are more confident to venture out as average coronavirus positivity rates remain low in the UAE.

Hari Kaimal, CEO of Goldmead Hospitality Services (High Note Rooftop & Lounge), said: “Honestly, we’re a bit surprised at how quickly private businesses have moved to the new weekend format. Friday nights are the new Thursday nights.

F&B business owners point out that revenue and footfall have increased slightly since the new weekend format was introduced.

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He adds: “It seems that Sunday afternoon is the new universal family lunch day, whereas in the past it was a split between Friday and Saturday afternoons. In general, most of our customers seem satisfied with the new weekend formula.”

However, some with a slightly different opinion say residents need more time to adjust to the new weekend format.

Jugal Park.  Photo: Supplied

Jugal Park. Photo: Supplied

Jugal Parekh, Director of Yummy Dosa, says, “Not all private companies have adapted to the new weekend format, so people need more time. Many of our clients are still following the old weekend pattern. So Friday nights are not as good as before, Thursday nights were earlier. However, we are clearly seeing an upward trend in sales on Saturdays and Sundays, the latter being much stronger.”

Parekh adds, “We are able to serve more customers with customer reservations now spread over three days compared to two days previously. The new weekend definitely works in favor of F&B companies.

F&B industry experts are also of the opinion that in the future, this step taken by the UAE will help them to align with tourist holidays from India and elsewhere, thus generating more revenue. business.

Rayyan Rizvi.  Photo: Supplied

Rayyan Rizvi. Photo: Supplied

Rayyan Rizvi of Yoko Sizzlers says, “With the implementation of the new 2.5 day weekend, we have seen an increase in sales over the weekend. On the contrary, we’ve also found that with longer weekends and more planned outings over three days, weekdays are getting a bit drier. Therefore, there is a positive impact on business weekend sales. Otherwise, it could have a slight impact on long-term weekday sales. But overall, the weekends are doing extremely well.

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China’s economy slowed late last year due to real estate issues https://deborahjmiller.com/chinas-economy-slowed-late-last-year-due-to-real-estate-issues/ Mon, 17 Jan 2022 05:40:00 +0000 https://deborahjmiller.com/chinas-economy-slowed-late-last-year-due-to-real-estate-issues/ BEIJING – Construction and real estate sales have fallen. Small businesses have closed due to rising costs and weak sales. Local authorities in debt reduce the salaries of civil servants. China’s economy slowed markedly in the final months of last year as government measures to curb property speculation also hurt other sectors. Lockdowns and travel […]]]>

BEIJING – Construction and real estate sales have fallen. Small businesses have closed due to rising costs and weak sales. Local authorities in debt reduce the salaries of civil servants.

China’s economy slowed markedly in the final months of last year as government measures to curb property speculation also hurt other sectors. Lockdowns and travel restrictions to contain the coronavirus have also weighed on consumer spending. Strict regulations on everything from internet businesses to after-school tutoring businesses have sparked a wave of layoffs.

China’s National Bureau of Statistics said Monday that economic output from October to December was only 4% higher than the same period a year earlier. This represented a further deceleration from the 4.9% growth in the third quarter, from July to September.

Global demand for consumer electronics, furniture and other home comforts during the pandemic has produced record exports for China, preventing its growth from stalling. For the whole of last year, China’s economic output was 8.1 percent higher than in 2020, the government said. But much of the growth took place in the first half of last year.

The snapshot of the Chinese economy, the main engine of global growth in recent years, reinforces expectations that the global economic outlook is beginning to darken. Worse still, the Omicron variant of the coronavirus is now beginning to spread in China, leading to more restrictions across the country and raising fears of further disruption to supply chains.

The slowing economy poses a dilemma for Chinese leaders. The measures they have imposed to tackle income inequality and curb businesses are part of a long-term plan to protect the economy and national security. But officials fear they could cause near-term economic instability, especially in a year of unusual political importance.

Next month, China will host the Winter Olympics in Beijing, which will draw international attention to the country’s performance. In the fall, Xi Jinping, the Chinese leader, is expected to seek a third five-year term at a Communist Party congress.

With slowing growth in his country, slowing demand and debt still at near-record levels, Mr. Xi could face some of the biggest economic challenges since Deng Xiaoping began to pull the country out of his Maoist straightjacket four decades ago.

“I fear that the operation and development of China’s economy in the coming years will be relatively difficult,” Li Daokui, a prominent economist and adviser to the Chinese government, said in a speech late last month. “Looking at the five years as a whole, this is perhaps the most difficult period since our reform and opening up 40 years ago.”

China also faces the problem of rapid aging, which could create an even greater burden on the Chinese economy and its workforce. The National Bureau of Statistics said on Monday that China’s birth rate had fallen sharply in the past year and was now barely higher than the death rate.

As the costs of many raw materials have risen and the pandemic has prompted some consumers to stay home, millions of private businesses have collapsed, most of them small and family-owned.

This is a big concern because private companies are the backbone of China’s economy, accounting for three-fifths of output and four-fifths of urban employment.

Kang Shiqing invested much of her savings nearly three years ago to open a women’s clothing store in Nanping, a river town in southeastern China’s Fujian province. But when the pandemic hit a year later, customer numbers dropped drastically and never recovered.

As in many countries, there has been a broad shift in China towards online shopping, which can undermine stores by using less labor and operating from cheap warehouses. Mr. Kang was forced to pay high rent for his store despite the pandemic. He finally closed it in June.

“We can barely survive,” he said.

Another lingering difficulty for small businesses in China is the high cost of borrowing money, often at double-digit interest rates from private lenders.

Chinese leaders are aware of the challenges faced by private companies. Premier Li Keqiang has promised further tax and fee cuts to help the country’s many struggling small businesses.

On Monday, China’s central bank made a small move to cut interest rates, which could help slightly reduce interest charges for the country’s heavily indebted property developers. The central bank cut its benchmark interest rates for one-week and one-year loans by about a tenth of a percentage point.

The construction and equipping of new housing represents a quarter of the Chinese economy. Massive lending and widespread speculation have helped China erect the equivalent of 140 square feet of new housing for every urban resident over the past two decades.

This fall, the sector faltered. The government wants to limit speculation and deflate a bubble that had made new housing unaffordable for young families.

China Evergrande Group is just the largest and most visible of a long list of real estate developers in China that have faced serious financial difficulties in recent times. Kaisa Group, China Aoyuan Property Group and Fantasia are among other developers who have struggled to make payments as bond investors grow wary of lending money to China’s property sector.

As real estate companies try to conserve cash, they are launching fewer construction projects. And that has been a big problem for the economy. The price of steel rebar for concrete in apartment towers, for example, fell by a quarter in October and November before stabilizing at a much lower level in December.

Falling house prices in small towns have hurt the value of people’s assets, making them less willing to spend. Even in Shanghai and Beijing, apartment prices are no longer rising.

There have been faint signs of renewed government support for the property sector in recent weeks, but no sign of a return to lavish lending by state-controlled banks.

Evergrande’s financial distress “is a signal that money will be pushed from real estate to the stock market,” said Hu Jinghui, an economist who is the former chairman of the China Alliance of Real Estate Agencies, a group domestic trade. “Policies can be relaxed, but there can be no turning back.”

The slowdown in the housing market has also hurt local governments, which rely on land sales as their main source of revenue.

The International Monetary Fund estimates that government land sales each year have raised funds equivalent to 7% of the country’s annual economic output. But in recent months, developers have scaled back land purchases.

Starved of revenue, some local governments have halted hiring and cut bonuses and benefits for civil servants, prompting widespread complaints on social media.

In Hangzhou, the capital of Zhejiang province, a civil servant’s complaint about a 25% cut in her salary quickly spread on the internet. The city government did not respond to a fax requesting comment. In the northern province of Heilongjiang, the city of Hegang announced that it would no longer hire “junior” workers. City officials removed the ad from the government website after it came to public attention.

Some governments have also increased fees charged to businesses in an attempt to make up the shortfall.

Bazhou, a city in Hebei province, levied 11 times more fines for small businesses from October to December than in the first nine months of last year. Beijing has criticized the city for undermining a national effort to reduce the cost of doing business.

Strong foreign demand for Chinese exports, especially consumer goods, has spurred a domestic wave of investment in new factories, up 13.5 percent last year from 2020.

Some areas of consumer spending have been quite robust, notably the luxury sector, where sports cars and jewelry are selling well. Retail sales rebounded 12.5% ​​last year from pandemic-depressed levels in 2020. But retail sales fell in December from November as coronavirus restrictions kept some shoppers at home.

Few expect the government to allow a severe economic downturn this year ahead of the Communist Party Congress. Economists expect the government to ease restrictions on lending and increase public spending.

“The first half of the year will be tough,” said Zhu Ning, vice dean of the Shanghai Advanced Institute of Finance. “But then the second half will see a rebound.”

Li you contributed to the research.

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Navient reaches $1.85 billion settlement over predatory loan claims https://deborahjmiller.com/navient-reaches-1-85-billion-settlement-over-predatory-loan-claims/ Thu, 13 Jan 2022 23:16:56 +0000 https://deborahjmiller.com/navient-reaches-1-85-billion-settlement-over-predatory-loan-claims/ Ms Hardin enrolled at the Brooks Institute of Photography, one of the schools covered by the settlement, in 2006. After nearly a decade of payments, which included a period of forbearance, she lapsed into delinquency during the pandemic. Ms Hardin, 38, said she had to choose between paying for her health insurance or her private […]]]>

Ms Hardin enrolled at the Brooks Institute of Photography, one of the schools covered by the settlement, in 2006. After nearly a decade of payments, which included a period of forbearance, she lapsed into delinquency during the pandemic. Ms Hardin, 38, said she had to choose between paying for her health insurance or her private student loans, which cost more than $1,025 a month.

Ms Hardin, who now runs a sandwich truck with her husband in Seattle, hopes to have a debt of around $118,000 cleared.

“It’s been a long time coming and justice has definitely been served,” she said.

The settlement would end much of a series of related lawsuits that began five years ago when federal and state prosecutors sued the company, which was at the heart of the debt collection system. student debt.

The Consumer Financial Protection Bureau sued in federal court over what it called Navient’s mistakes and tactics that inflated borrowers’ bills by billions of dollars. Several state attorneys general have also filed lawsuits claiming that Sallie Mae — Navient’s predecessor company, which it spun off in 2014 — made risky private loans to borrowers it knew had a weaker credit and were likely to default.

Those claims are the focus of the settlement that was announced Thursday, but it also resolved state accusations that Navient inflated borrowers’ bills by steering federal borrowers into costly long-term forbearance instead of higher repayment plans. affordable based on income. The deal calls for payments of around $260 per person to be distributed to 350,000 borrowers who have been placed in certain forbearance programs. The Consumer Affairs Office’s lawsuit, which is also focused on those claims, is continuing.

Under the agreement, which has been submitted for approval by the U.S. District Court for the Central District of Pennsylvania, Navient will also pay participating states $145 million.

If the settlement is approved, Navient will notify the borrowers whose debts will be forgiven. Details of the agreement have been posted by participating states on a new website, NavientAGsettlement.com.

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Improve stores of provisions and fittings on ships https://deborahjmiller.com/improve-stores-of-provisions-and-fittings-on-ships/ Mon, 10 Jan 2022 20:43:25 +0000 https://deborahjmiller.com/improve-stores-of-provisions-and-fittings-on-ships/ Antonio Ferrando, Supply Store Expert at ALMACO Group, explains the key factors behind the creation of optimal supply stores and layouts. What are the three most important things to consider when building supplies and fixtures stores?Let me start by highlighting these three elements: fluidity, maximum food preservation and personalization. These three elements are really the […]]]>

Antonio Ferrando, Supply Store Expert at ALMACO Group, explains the key factors behind the creation of optimal supply stores and layouts.


What are the three most important things to consider when building supplies and fixtures stores?
Let me start by highlighting these three elements: fluidity, maximum food preservation and personalization. These three elements are really the key when striving to create an optimal layout of grocery stores and galleys for a customer.

Flows: Development has a direct and major impact on the flow in an area. A good flow arrangement ensures that the traffic operates efficiently when food arrives on board the ship. Food should be neat and stored as quickly as possible. Food should never wait in the wrong place, not when it arrives on board, not when it is transferred between stations, supply stores, kitchens and to dining rooms, nor when it is finally transported to washing areas and food waste stores. The current in the stream should be strong and unobstructed throughout the journey.

Maximize conservation: each store of provisions should have the right layout inside the room to ensure that the temperature is correct in all parts of the space, for example the air cooler should be located in a place that ensures that air can circulate evenly throughout the room, even when the grocery store is full. The layout inside the store of provisions must prevent misuse of space and guide the crew to use it correctly in an intuitive manner. When the flow in the layout is well planned, it means that the work is quick and efficient, that the food is stored longer and that the working environment is safe and comfortable for the crew.

Personalization: When it comes to arranging stores and kitchens, not one layout will suit every homeowner. Owners have different ways and preferences when it comes to storing, preparing, serving and disposing of food. Some owners still want their cold stores to be nearly identical throughout the fleet to ensure that crew members can move from ship to ship while still finding their way. Others agree with new arrangements for new vessels. Some owners prefer shelves to pallets in cold rooms, others want the opposite. Some owners have specific rooms dedicated to specific foods, such as caviar rooms, banana rooms, flower rooms, or ice cream rooms. Others are willing to keep more types of food in the same room and compromise with temperature. The important thing is to know the customers and their preferences, and to have enough experience to be able to help and advise when needed. All this, respecting and considering the ways the owner and crew are used to working.

What should you watch out for in supply stores?
I have already talked about the importance of good circulation and proper layout inside grocery stores, so I won’t repeat it, although this is where most mistakes are usually made. . Instead, I’ll talk about the importance of paying enough attention to detail when planning a grocery store. Things like choosing the wrong solutions for coolers, fire doors, ventilation, flooring and wall panels can cause many problems, especially as the ship ages.

Durable Floor: We recommend using 3/5 heavy duty non-slip stainless steel floors that support 2.5 to 4.5 tons, depending on the owner and whether forklifts are used in the area. After 20 years, we have found it to be the most sustainable and profitable alternative in the long run. It is also the safest choice for the crew.

High Quality Fire Doors: Poor quality fire doors can cause problems. The fire doors we recommend are developed by ALMACO in collaboration with our long-standing partner Porkka. The doors are very strong and extremely efficient, both in stopping fires and in maintaining a stable temperature inside grocery stores. Whether the desired temperature is +2 or -28 degrees Celsius (+35.6 or -18.4 degrees Fahrenheit), these fire doors have a big impact on food preservation and energy consumption.

Sufficient Ventilation: A fairly common problem we have encountered when working to modernize grocery stores is insufficient ventilation between panels and steel construction. This causes condensation to form in the ceiling and on the outside of cold rooms, which leads to water infiltration. Upon inspection, the unsuspecting crew member opening the ceiling panels is greeted by an unwanted shower.

What new trends do you see in the layout and technology of supply stores?
There is a growing demand for smart energy saving solutions to meet the demands of durability, quality, health and safety. This trend is true for all catering areas on the ship, not just the grocery stores. The ease of preventive maintenance and component replacement is also becoming increasingly important.

Ozonizers in supply stores for conservation: An interesting trend in supply stores that has re-emerged is the use of so-called ozonators in supply stores for fruits and vegetables. Introducing ozone to food stores prolongs the shelf life of food. This is a very smart way to make sure food stays edible longer and to reduce food waste. The technology is not new however, we saw it on the market 10 years ago.

Special Grocery Stores: Regarding special grocery stores, we can certainly see that more and more owners are leaning towards the use of special “earmarked” stores dedicated to specific foods and other perishable goods. This is the best way to ensure that everything is stored at the right temperature. On the other hand, in some cases it is even more cost effective to simply order smaller amounts of a particular food and compromise with temperature. Especially when the amount needed is quite small and sporadic. However, when we do pre-development with new owners, we always suggest using special food stores to ensure the best possible preservation of food.

USPH Standards – does it make sense that all vessels comply?
There is no real reason, other than cost, not to meet United States Public Health (USPH) standards in grocery stores and other foodservice areas. Ships going to the United States must have it with all required certifications and approvals. Many owners who do not intend to sail in the United States still ask for equivalent solutions, even if they do not intend to go through the paperwork. The requirements set out by the USPH standards are relevant and important to all owners, not only to obtain a certificate, but to ensure that the food preparation process and equipment are healthy, safe and easy to clean and maintain. One example is Viking Line, which only sails in Northern Europe. They requested USPHS compliant solutions for the restoration areas of their new Viking Glory construction, although they were not asked.

Whether or not the USPH is required, ALMACO always recommends that catering areas meet sufficient standards for health, safety and cleaning. The joints of the panels should be tight enough and the corners should be rounded to prevent dirt from sticking to them. The same goes for all shelves and furniture. We favor equipment that is easy to clean, for example plates and components that can be removed and washed in the dishwasher.

Another USPH standard that we always recommend for all projects is sufficient and good quality lighting. A grocery store should have 220 lux in order to have enough lighting to read labels, clean and work in the room. Lighting has a great impact on the well-being of the crew.

How important is solid knowledge and experience?
I have worked for ALMACO for 31 years now, in part even before the Foodservice division was taken over from MacGregor. ALMACO has the longest experience in catering solutions for the marine industry in the entire market and this is something we are very proud of. Few companies are able to provide expertise in kitchens, supply stores and refrigeration machinery – all in the same company. And from both a jobsite and owner perspective, it’s a clear benefit to working with a company that can support and understand the demands of all of these areas. When doing a layout for grocery stores, I think it is essential to have a thorough knowledge of how to combine it with the demands of kitchens and refrigeration machine areas. This is the only way to truly achieve a layout that works holistically and ALMACO knows how to do it.

While working for the company, ALMACO provided supply stores for over 200 passenger ships and built over 9,000 cold rooms. We always strive to improve ourselves with every ship we build. We have the best partners in the industry and have been involved in product development with them. Our customers come back because they trust us and know they can leave everything in our hands. We take care of it from the beginning right through to repairs and upgrades and consider ourselves very lucky to have long term friendships with our customers and partners. Together, we create the magic of catering.

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Business News: New GFK flights… jobs… MPO changes https://deborahjmiller.com/business-news-new-gfk-flights-jobs-mpo-changes/ Sun, 09 Jan 2022 22:17:20 +0000 https://deborahjmiller.com/business-news-new-gfk-flights-jobs-mpo-changes/ US employers created a modest 199,000 jobs last month as the unemployment rate fell sharply at a time when businesses struggled to fill jobs, with many Americans reluctant to return to the workforce. The Ministry of Labor’s employment report showed that the country’s unemployment rate fell from 4.2% to a healthy 3.9%, proof that many […]]]>


US employers created a modest 199,000 jobs last month as the unemployment rate fell sharply at a time when businesses struggled to fill jobs, with many Americans reluctant to return to the workforce. The Ministry of Labor’s employment report showed that the country’s unemployment rate fell from 4.2% to a healthy 3.9%, proof that many more people found jobs in the past month.

The Labor Market Information Center has released the latest Online Job Vacancies Report (OJOR), a monthly summary of online job vacancies and active resumes from the Labor Exchange System. artwork by Job Service North Dakota. North Dakota had a total of 17,073 open and available online job vacancies in December 2021, a change of -2.9% (-507) from the previous month and + 32.6% (+ 4,199) compared to the same month a year ago. Grand Forks County had 1,621 job openings (+434).

Average long-term mortgage rates in the United States rose from 2022. They hit their highest level since May 2020, at the height of the coronavirus pandemic, but remain historically low. Mortgage buyer Freddie Mac reports that the 30-year average benchmark home loan rate fell to 3.22% this week from 3.11% last week.

Home sales were flat in Grand Forks and East Grand Forks in December. The Grand Forks Board of Realtors reports that 70 homes and condos were sold last month. This compares to 74 in 2020… 46 in 2019… and 40 in December 2018. The average selling price last month was $ 226,458.

Allegiant Air orders new planes from Boeing. This is a victory for Boeing as Allegiant’s current fleet is made up entirely of jets from its European rival Airbus. Allegiant said on Wednesday it would buy 50 Boeing 737 Maxs and take options for 50 more. Terms of the deal were not disclosed. The list of planes costs between $ 99 million and $ 122 million each, but airlines regularly enjoy big discounts. Allegiant says it will take delivery of the planes from 2023 to 2025.

Passengers wishing to take a flight from Grand Forks Airport now have a few additional options to choose from. Delta added a fourth daily round trip connection between the GFK and MSP this week. This decision adds 50 additional seats between the two markets. Allegiant has also returned to service after taking her leave in December due to staffing and modernization of new aircraft. Allegiant provides GFK service in Las Vegas… Phoenix… and Orlando.

The New York Times Co. is buying sports news site The Athletic for $ 550 million. This is the Times’ latest move in its strategy to expand its audience of paid subscribers as the print newspaper industry recedes. Athletic’s website says it has more than 400 editorial staff, making it a major acquisition for The Times, which has a newsroom of more than 2,000 people.

New debt collection rules now allow debt collectors to use emails, texts and social media messaging to track down consumers looking to repay their debts. Consumers in Minnesota are still in control to specify the method of communication that a debt collector can use. The new rules also place more restrictions on how often collection agencies can contact consumers. A collection agency cannot attempt to call a consumer more than seven times within seven days for each account in collection.

North Dakota Lottery Sales and Marketing Manager says people continue to play lottery games. Ryan Koppy says unaudited numbers show a $ 2.7 million increase in lottery sales in fiscal 2021, compared to 2020. He says Powerball is the big money generator – but the other games – including Mega Millions and Two By Two – are doing well as well.

Altru’s new CEO will officially take office on February 28. Todd Forkel is from a South Dakota nonprofit health care system. Prior to his most recent role at Avera, he held leadership positions at Essentia Health, Innovis Health and Mayo Clinic.

Grand Forks / East Grand Forks Metropolitan Planning Organization Executive Director Earl Haugen has announced his retirement. Haugen has been with DFO since 1993. His last day of work will be February 25th. A search for his replacement will soon start.

The North Dakota Department of Commerce’s Tourism and Marketing Division has launched a new and improved website. The improved site is designed to showcase the vibrancy of the state with a new look and improved usability. NDtourism.com received 2,155,110 visits and provided 281,712 referrals to partner sites in 2021. Site traffic increased by 26% in 2021 in addition to an increase of 52% in 2020.

New data from the music industry confirms what many people have long suspected – 2021 has been a very good year for Morgan Wallen, Adele and vinyl. MRC Data’s year-end report, co-produced with Billboard, shows Wallen’s “Dangerous: The Double Album” finished 2021 as both best country album of the year and most popular album across all genres, with 3.2 million equivalent album units earned. during the year. Adele’s “30” recorded the best-selling debut album in four years.


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