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Mazzoni, green engagement

BIO sostenibility MAZZONI

Mazzoni company is a leader in the agro-food industry and for over 60 years stands out on the Italian and foreign markets for the constant and perpetual analysis of the consumer needs that are more and more inclined to the consumption of “natural products”, in recent years. By the end the concept of sustainability is accompanying and will accompany more and more commercial strategies within Mazzoni group with the goal of always offering quality and healthy products,  cultivated on its territory and in suitable areas, while respecting and protecting the environment. Mazzoni has been able to capitalize on all these aspects aware of the best practices of energy conservation, proper waste management and the rational use of water. Dynamism and experience in this trade enabled a perfect combination of the concept of sustainability and business practices. “For those who do not share the crop experience and and are not used to visit Mazzoni warehouses and packing houses cannot perceive the huge investments in technology and human resources for the protection of sustainable agriculture, during the last 15 years” declares Sergio Trevisan import-export top manager. Nursery research managed by the company focused on fruit and vegetable species, no OGM, which require a low use of chemical interventions, thus reducing the environmental and the food chain impact. The farms within the Mazzoni group work in respect of the integrated production procedures which combine the best university knowledge and experimental experience of technical experts in the field who apply organic farming practices, whenever possible. Photovoltaic  systems were installed to produce clean energy for conditioning and refrigerating operations. Storage systems are the latest generation and in the cells is possible to create a controlled and/or dynamic atmosphere  which guarantee maximum conservation, food safety and shelf life of the products. Also, Mazzoni preserves the workers’rights through suitable, healthy and safe work environment with respect of the legislation on prevention and safety in the workplace.  MV

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IBRAF fulfill sustainable initiatives to preserve the world

BIO sustainabilty BRAZIL

The Brazilian farmers have put into place well organised initiatives to implement strict environmental measures for sustainable growth.  
Such measures include major reduction in the use of pesticides, as well as microbiological controls in processed food, such as “salmonella”. One of the companies associated with IBRAF, Caliman Agrícola S.A. is continuously looking at new initiatives to reduce the creation and emission of pollutants and works closely with the Brazilian Institute of Environment and Recyclable Natural Resources and with Universities in order to improve the quality of life of human beings and the environment.
Agrofruit Internacional do Brasil Ltda. (Global Fruit) is also focused on a treatment system for the industrial liquids, whose goal is to accurately control emission levels of pollutants. The company has launched a “zero waste” program to make the most of raw materials which are being recycled as organic fertilizer.
Conservation of water has become a key point of discussion among farmers as they are conscious that thanks to technology, they have increased yields and at the same time reduced water consumption. Some examples are Miranda Exp. e Imp. (Irmãos Molon Ltda.) which recycles rainwater, besides using the solid and liquid residual that the company initially produces.  Carbon emission is another hot subject within the IBRAF.  All solid waste from Predilecta Alimentos is used for animals, oxidising or lining agricultural feed. The production of waste water is treated by anaerobic ponds with biological webs and geo-membranes before being released into the St. Lawrence River. The solid fuel boiler has a cyclone filter to separate the solid material making the exhaust gases from the combustion process less toxic. The use of eucalyptus as a source of energy means that not only does it produce less carbon dioxide when burnt but also generates oxygen as it matures. Investment in technology has been considerable for IBRAF members, as most of them have submitted to the Global Gap, TESCO for fresh products and to HACCP/ APPC for processed food. Furthermore, they have had to learn to adapt to different rules and regulations for each of their new export markets.

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Syngenta Bioline responds to market developments

BIO biocontrol SYNGENTA BIOLINE (2)

Syngenta Bioline’s Head of Development Richard GreatRex signals the retail sector’s drive towards reduced or zero residues in products as one of the major market influences today. “We see a move towards a preference for integrated pest management and away from purely chemical approaches.” Mainly focussing on cut flowers and covered crops, Syngenta Bioline has done a lot of work in soft fruit crops in recent years. “More and more soft fruits are grown under protection to extend the season and this encourages pest problems. “Growers also experience resistance problems with some of the chemical solutions and other agents restrict them in terms of re-entry and pre-harvest limitations during the harvest season. From those aspects, again the need for integrated pest control arises. And this is what Syngenta Bioline wants to offer growers: the best combined solution.
Traditionally, Syngenta Bioline has held a strong position in the invertebrate biocontrol agents for protected salad vegetables and this is still an area of many innovations. A new product based on the predator mite Montdorensis is currently being developed.  The mite is used to control thrips and whitefly in several crops such as cucumber, aubergine, pepper or gerbera.  “We recently made a breakthrough in the production system allowing us to produce this product in commercial numbers.” The product is on the market in the Netherlands already and currently going through the registration process in France and Spain too. Richard GreatRex signals that the registration process is a difficult one, but once handled with a rational approach, by no means an impossible one. MW

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Koppert Biological Systems: Total solution provider

BIO biocntrol KOPPERT interview (1)

“Yes, Koppert Biological Systems is growing” says Peter Maes, Marketing and Sales Director for Europe. Growth is seen in three directions. There is geographical expansion to the point that over half of Koppert’s sales are outside Europe. Peter Maes: “Development of the new areas carries through enormously.” Brazil, Russia, the Middle East, South America and India are mentioned as substantial growth areas.  Yosef Ouhlous, general manager for the Middle East and Africa region, explains that expansion in the new areas is driven by market demand, sometimes because the biological solutions are simply more effective and mostly because the sector is aware that this is the best method of crop protection.
Koppert is also growing in applications by taking the step from greenhouse growers to open-air (open field) production. Peter Maes: “We are in a transition period, coming from biological crop protection with a focus on insects and now moving towards the position of total solution provider. From the covered crops we see more and more solutions emerging for raw crops as well.” This calls for a new way of thinking. “It’s a matter of perception; where the focus used to be on problem solving, we now strive to prevent the problem from occurring.” Furthermore growth comes from new products.  In the total package that Koppert offers, prevention plays a key role. With their NatuGro system, Koppert starts with the soil. It uses biostimulants and useful micro-organisms to stimulate the growth of useful bacteria and fungi in the root zone of the plant. This results in disease suppression. Peter Maes: “We aim for plants with maximum resistance, so that minimum intervention is needed.”  

 

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The market oriented approach is very important to Greenco

HOLLAND ntw GREENCO (1)

The market oriented approach is very important to Greenco, says Commercial Director Jan Zegwaard. “You cannot produce without a market.” Greenco, a partnership of Dutch tomato growers, is the successful producer of ‘Tommies’ snack tomatoes. In 2005, Tommies were launched as the first snack vegetables and today a year-round production takes place on 25 hectares in the Netherlands, 40 hectares in Spain and 3 in Mexico. Jan Zegwaard: “Vital to our approach is the marketing department. They map what the retailers want. We provide external knowledge if needed.” The snack tomatoes are sold primarily to retail in the Netherlands, all over Europe, Asia and the USA. Expansion is expected. Jan Zegwaard: “We are continuously researching new opportunities for our Tommies.”

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Biobest keeps on innovating

BIO biocontrol BIOBEST flying doctors nest & Nutrimite (2)

“We see a tendency towards biological solutions for both covered and open crops” says Biobest’s R&D director Felix Wäckers. “Solutions for open crops need a different approach and other tools to be able to cope. It is a challenge to keep the biological products in the crop.” One way of boosting the predatory mites is to apply a food supplement. Biobest, pioneering in biological pollination and pest control, recently introduced Nutrimite for ornamental crops – constituting a breakthrough in biological solutions for roses – and it has potential for other crops. Another Biobest innovation is the Dyna-Mite. Felix Wäckers: “It’s a mite that is very dynamic and mobile in the crop. It can rapidly develop a population to combat thrips, white fly or red spider.” This product also has potential for application in open fields or orchards.  Biobest, active in biological solutions for over 25 years, states that the ‘flying doctors’ concept they introduced last year is very successful. Felix Wäckers: “New researchers are appointed to do more research into the use of microbiological products for both covered crops and open field production. Induced resistance is another field in which Biobest sees possibilities. Felix Wäckers: “It is a way to enhance the plant’s potential to defend itself. A treatment is applied to switch on the resistance and prevent diseases from happening.”

 

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GLOBALG.A.P. always on the move to meet expectations

BIO globalGAP

The conference was part of the GLOBALG.A.P. Tour 2013, which already included many stops such as Spain and South Africa. The next stops will be in Miyazaki City, Japan, and Bucharest, Romania. Previously, only one conference a year was held, but these days a GLOBALG.A.P. tour is organized with stops all over the world. GLOBALG.A.P. chairman Guy Callebaut explains that the regional conferences are a good source of information. “They give us the chance to feel what’s going on in the industry.” The conference is also a preparation for the standard’s new version in 2015, so the opinion of those involved can be taken into account. The new standard concentrates on feasibility and realism.  
GLOBALG.A.P. is continuously on the move to meet its goal: to adapt to the customers’ changing expectations and demands. Guy Callebaut: “Sustainability and food safety are not static concepts.” This is why Kristian Moeller, GLOBALG.A.P.’s managing director, stresses the importance of the National Technical Working Groups. These working groups provide translations and interpretations of the standards (adaptations to specific law in a country), benchmarking and something very important: feedback. Kristian Moeller: “The National Technical Working Groups are the core of the organization. GLOBALG.A.P. is driven by the countries.” Kristian Moeller signals that nowadays the customers’ expectations also include the need to be informed. “GLOBALG.A.P. offers a network for reliable information and there is a story of good agricultural practice to tell.”
Add-on modules for tailored certification
Like all organizations, GLOBALG.A.P. is increasingly confronted with social issues. Sustainability is a large part of this. For primary production, this specifically means the responsible use of raw materials and means of production, animal welfare and socially responsible employment, for example. The chairman of this organization operating worldwide mentions the GRASP add-on module as one of the key focal points for 2014. The GLOBALG.A.P. Risk Assessment on Social Practice defines the minimum requirements for good social management in primary production. The GLOBALG.A.P.+ Add-On module allows tailored certification for specific needs. More add-on modules are in place and can be developed upon request. Kristian Moeller emphasizes the importance of the one-stop-audit. “One audit covers all aspects.”
Private/public
partnership
Guy Callebaut is also clear on the scope: this is pre-farm gate. The standard focuses solely on primary production. For further links in the chain, other systems like IFS or BRC are in place. This evidently calls for a connection with these programs. Kristian Moeller: “It’s time to cooperate with other standards.” Not only is there communication with other standards; governmental organizations are also seeking cooperation. Kristian Moeller: “We are seeking private/public partnerships. For example, in Florida we have seen combined GLOBALG.A.P. and governmental audits.” The Dutch NVWA (food authority) is looking at systems for self-control for food safety because they lack the capacity to supervise all the producers. Hans Beuger of NVWA says transparency is very important in their considerations. The NVWA has determined that the standard must cover European regulations, and they are seeking a public/private partnership. Judging the standard could be a way to shape the supervision. MW

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Sustainable reefer trade at Hamburg Süd

Martin Römer, Hamburg Süd’s Global Head of Sales & Marketing, makes it clear: the top 5 reefer carriers intend to stay in the reefer business. “We are strongly committed to the reefer trade and expect to continue to invest in it.” This does not mean that Hamburg Süd is turning a blind eye to the current state of the reefer business. Martin Römer: “We are facing a challenge: if we do not improve the sector’s profitability, at some point there will not be enough for all.” One way of giving a new boost could be an increased focus on soft services. “The customer needs better visibility of what exactly is going on during reefer transportation, and following this up we need to focus on the ability to handle exceptions, the power to take fast decisions.” 
Another of Hamburg Süd’s commitments is sustainability. Martin Römer: “For the reefer containers, we aim to reduce CO2 levels by 15 percent in 2015 compared to 2009 by investing in more efficient new containers and upgrading the existing fleet.” An ambitious target to reduce CO2 emissions by 26 percent in 2020 has been set for the overall business. To reach this target, a special tool has been developed in co-operation with Germanischer Lloyd. “We have started to install the Emission Manager on all ships since early 2013. Using this, we will be able to obtain a variety of data from our ships.” In addition to this, the new “Cap San” class vessels are built with smaller, more fuel-efficient main engines and a re-designed hull for lower fuel consumption and thus CO2 emissions. 

 

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Maersk Line reports improved reefer yield

After last year’s bold measures, Maersk Line reports improved reefer yield for less volume with greater focus on customers. 
During his presentation at Cool Logistics Global in Rotterdam, Thomas Eskesen, Maersk Line’s Global Head of Reefers and Special Cargo, concluded that where the reefer business is concerned the operating margins were insufficient to warrant billion-dollar future investments in the sector. Reflecting on key points learned from their high profile Revenue Recovery restoration program announced a year earlier, he remarked that “For years, inflation and increasing bunker prices were not reflected in the reefer rates.” 
Despite well-documented cost savings and organizational restructuring to cut costs from the system, we were still not achieving a profit anywhere near our capital costs.
Thomas Eskesen: “If we wanted to stay in this business and continue to invest in the high quality products demanded, we needed to do something different and ask customers to pay more.” Initially, this measure caused shock and disbelief, but eventually it led to customers paying increased rates, thus improving total reefer yield for less volume. As expected, Maersk has lost some market share and expects to end 2013 with a loss of 10 percent in volume.
Interestingly, in addition to the better reefer yield, there have been other favorable side-effects. “Our ability to deliver on our commitments and promises to customers has improved. Data shows, perhaps predictably, that Maersk Lines’ customer satisfaction scores improved steadily throughout 2013 after an initial nosedive in Q1. Maersk Line has kept its focus on long-term relationships with customers and is convinced that partnerships are the future value drivers. Thomas Eskesen: “The increased rates give us long term stability, which means long-term reliability for the customer.” Multiple year contracts are becoming an increasing trend as clients realize we need to have open books and a long-term approach to improving cold chain efficiencies and innovating together. This is simply not possible with short-term contracting. Due to its size and global reach, Maersk Line can also offer the customer flexibility in unforeseen situations. Thomas Eskesen: “The more unpredictable the business is, the more the customer will need a reliable, highly intensive service provider. The need for a Plan B is increasing in line with increasing climatic uncertainty.” Another reaction that Maersk Line received following the rate hike was: please don’t leave the reefer business. In closing, Thomas Eskesen confirmed Maersk Line’s firm commitment to the reefer business. “The APM/Maersk group has already invested billions in the reefer industry, be it on containers, vessels designed for reefer trade or landside terminal investments. We are not going to divest, but we had to send a clear signal to our customers that we need to get paid more for what we do. 

 

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Ready for expansion at the Port of Antwerp

Wim Dillen, senior business development manager with the Port of Antwerp, is clear about this: they want to be there to facilitate the expected growth. Wim Dillen explains that there will indeed be growth. “Today there is less industry, which will increase the need for imports at the same time as innovative companies in the hinterland will cause exports to grow. There is also a growing world population, which is expected to lead to increased migration towards Europe.” The number 1 banana port in the world nowadays receives over 4,600 container vessels a year. On a yearly basis, 1.4 million kilos of fruit—mainly bananas, pineapples, apples and stone fruit—is handled from over 400 specialized reefer vessels. The Port of Antwerp has a lot to offer to its customers. Wim Dillen: “There are no monopolies in the Port of Antwerp; our customers can choose their preferred terminal and are thus able to shape their strategy without anyone looking on. The Port of Antwerp is a complete deep-sea port that allows access for all types of vessels. Since our port is a deep-sea inland port, the goods are 80 kilometers closer to the customers, offering sustainability and transportation advantages.”  The Port of Antwerp is under continuous development to meet the ever-changing demands of its customers. Wim Dillen: “A lot of potential capacity is available; the Flemish authorities are making 1,100 hectares available for expansion.” Wim Dillen is positive about the future: “There will be growth and people have to eat perishables, too.”