L’Art du Chocolatier Challenge 2012: Cacao Barry announces Simon Bregardis as Chocolatier of the Year

May 11th, 2012

Cacao Barry®, the French premium chocolate brand, is proud to announce that Simon Bregardis has been named Chocolatier of the Year in its annual L’Art du Chocolatier™ Challenge, an all-chocolate, U.S. competition that encourages creativity and expertise in designing and executing original creations. Bregardis is an Assistant Pastry Chef at Bellagio Resort & Casino in Las Vegas.

“Cacao Barry created this unique competition to give pastry chefs and chocolatiers a stage to showcase their creativity and skill through the medium of chocolate,” said Alexandra Urbe, Cacao Barry® Brand Manager, Americas. “We are pleased to congratulate Chef Bregardis on earning Chocolatier of the Year.”

“I am honored to be recognized for my work and want to thank Cacao Barry for its dedication to innovation and providing chefs from around the country a wonderful opportunity to demonstrate their talent,” said Bregardis.

In a first for the competition, Bregardis not only earned the coveted title, but also won two additional awards in the competition: Best Showpiece and Best Workmanship.

“Chef Bregardis undoubtedly set a new standard for our competition,” added Urbe. “His showpiece was an impressive work of art that clearly showed his incredible talent, focus and mastery of techniques. Additionally his work was extremely consistent, precise and flawless.”

During the two-day competition on May 5 and 6, seven pastry chefs competed at the state-of-the-art Barry Callebaut Chocolate Academy in Chicago for the coveted title and chance to win $15,000 worth of prizes from Cacao Barry® and another $15,000 worth of certificates and prizes, which were generously donated by sponsors: Boiron, Demarle, Pregel, Bakon USA, Chicago School of Mold Making, Savy-Goisseau, Waring, Technobake, Tomric and Solia.

Other awards that were presented included:

  • Second place to Florent Cheveau, Pastry Chef, Jean-Philippe Pâtisserie, Las Vegas
  • Third place to Russ Thayer, Assistant Pastry Chef, PreGel America, North Carolina
  • Best Tasting to Florent Cheveau, Pastry Chef, Jean-Philippe Pâtisserie, Las Vegas

In addition to the title, Bregardis won a $4,000 cash prize, a course at the Chocolate Academy, round trip airfare to Chicago plus accommodations, a shared feature in a leading food industry publication, a signed copy of Ramon Morató’s book “Chocolate” plus $4,000 worth of gifts and certificates donated by sponsors.

Cheveau earned $6,000 worth of prizes as the second place winner as well as the Best Tasting award for his near-perfect score in taste, an uncommon accomplishment. As third place winner, Thayer earned $5,000 in prizes.

On the first day of competition, each finalist submitted two finished gâteaux de voyage and two containers of spreadable paste. Participants also had six hours to prepare their original chocolate pastry, chocolate tablets and tabletop showpiece using Cacao Barry®.

Highlights of the final day included renowned AlambiQ mixologist Freddy Diaz preparing Boiron purée-based cocktails and La Guilde Culinaire celebrity chef Jonathan Garnier preparing artisanal hors d’oeuvres using Mycryo®, Cacao Barry’s unique powder form cocoa butter.

The panel of globally renowned pastry chefs who evaluated the chocolate creations included:

  • Ramon Morató, Cacao Barry® Technical Advisor & Director, Barry Callebaut Chocolate Academy, Spain
  • Christophe Morel, Master Chocolatier & Pastry Chef, Christophe Morel Chocolatier and Cacao Barry® Ambassador, Canada
  • Dimitri Fayard, Pastry Chef Instructor, The French Pastry School, Chicago
  • Jonathan Garnier, Chef & Co-Owner, La Guilde Culinaire and Mycryo® Ambassador, Canada
  • Sarah Kosikowski, Executive Pastry Chef, Trump International Hotel & Tower, Chicago
  • Patrick Fahy, Executive Pastry Chef, The Sofitel, Chicago and Cacao Barry® Ambassador
  • Jerome Landrieu, Cacao Barry® Technical Advisor & Director of the Barry Callebaut Chocolate Academy, Chicago

With a rich French heritage dating back to 1842, Cacao Barry® is associated with innovation and passion among the finest pastry chefs in the world. Since founder Charles Barry travelled to Africa in search of the finest cocoa beans to create his first connoisseur’s chocolate 170 years ago, the brand’s vision always has been that the chocolate-maker’s craft is an art form.

More information about the winners, results and the competition is available at www.lartduchocolatier.com.

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Demand for microwaveable foods continues to grow

May 11th, 2012

Largely fueled by convenience and time restraints, the demand for microwaveable foods continues to grow, according to a new report from Global Industry Analysts, Inc. (GIA). The research report titled “Microwaveable Foods: A Global Strategic Business Report” announced by GIA, provides a comprehensive view of the market, impact of recession, current market trends and issues, key growth drivers, product profile, recent product introductions, recent industry activity and profiles of major global, as well as regional, market participants.

The report highlights that, in addition to changing lifestyles—including working women, time constraints and trends in ethnicity— is leading to an increased growth in the microwave cooking market, while new trends are also emerging in the related packaging market worldwide. Several types of packaging are being developed using patterned susceptors technology, new tray-lidding methods and new cook bag techniques. In upcoming years, food-packaging companies are expected to use sensors, logic, digital displays and other automatic features aimed at offering increased benefits out of microwave cooking.

In addition, developed economies of the United States and Europe represent the largest worldwide microwavable foods market, as stated by the recent research report on Microwavable Foods. As one of the world’s leading technology driven economies, innovations in meal solutions are the most dynamic in the United States, driven primarily by the reluctance of Americans to prepare time consuming meals. In Europe, United Kingdom, Scandinavia, Netherlands, Germany, France and Italy are the individual countries that will hold the most lucrative growth potential for additional convenience “occasions” in the upcoming years, driving forth high sales in the market. Strong growth is envisioned from the developing countries in Asia, and South and Central America. In the Asian market, an appetite for new and advanced technologies displayed by first time buyers is expected to provide increased growth. The Asia-Pacific market is set to forge ahead at a strong growth pace of 7.4% through the analysis period.

Source: Food Productd Design

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Nestle Malaysia celebrates centenary

May 11th, 2012

Nestlé Malaysia, producer of the company’s biggest range of halal products, is celebrating its centenary.

Consumers worldwide have been able to buy halal versions of the Nestlé’s well known brands such as Kit Kat since the 1980s.

Today Nestlé Malaysia produces about 300 halal products in its food and beverage range which are exported to more than 50 countries worldwide.

Halal certified products are sourced, manufactured, imported and distributed in accordance with Islamic law to meet the needs of Muslim consumers.

Malaysia was Nestlé’s first market to apply for halal certification for all its food products. This followed the Malaysian government’s introduction of voluntary halal certification in 1994.

Nestlé Malaysia is now the company’s global Halal Centre of Excellence.

This means it offers policy guidelines, know-how and expertise on halal to other Nestlé markets

Nestlé Malaysia’s Halal Policy outlines information on ingredients, sourcing, production, packaging and transportation of Nestlé halal products.

A Halal Committee which includes senior executives from various areas in the company was established in the 1980s. It has become part of the policy to ensure it addresses matters in relation to halal certification.

Paul Bulcke, Nestlé’s chief executive officer, emphasised the importance of Nestlé Malaysia at a recent event to mark the company’s 100th anniversary.

“Nestlé Malaysia plays an important role to the Nestlé Group,” he says.

“Not only because of the country’s unique location at the heart of the region which allows our business easier access to the South East Asian market.

“But also because of its strategic role as the biggest halal producer and the Halal Centre of Excellence in the Nestlé world,” Bulcke adds.

A number of other activities throughout the year will be led by Nestlé Malaysia to mark its centenary.

Nestlé started its operations in 1912 as the Anglo-Swiss Condensed Milk Company in the Malaysian state of Penang.

It set up its first factory 50 years later in Petaling Jaya, near to the capital of Kuala Lumpur, producing sweetened condensed milk, the beverage brand Milo, and tomato and chilli sauces.

The company now employs more than 5,700 employees in Malaysia. It operates seven factories, all of which are halal certified.

“What began as a small organisation 100 years ago is now a very successful business,” says Bulcke.

“Over time the company has become a natural part of society, nourishing generations of Malaysian families.”

Other leading Nestlé markets which produce halal products include Indonesia and the Middle East.

In Europe, Nestlé’s halal products are manufactured mainly in France, Germany, the Netherlands and the UK.

Nestlé halal products are also produced in the US.

A halal inspection authority, such as the Halal Food Council of Europe, inspects the company’s factories with a Nestlé Halal Committee member to ensure products comply with Islamic law before halal certification is awarded.

A total of 85 out of Nestlé’s 456 factories worldwide are halal certified.

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Grupo Bimbo: BBU receives approval for divestitures

May 11th, 2012

Grupo Bimbo S.A.B. de C.V. announced that BBU Inc., its business unit in the United States, has obtained approval from the United States Department of Justice (DOJ) to complete certain of the divestitures required by the DOJ in connection with the acquisition by BBU of Sara Lee Corporation´s North American Fresh Bakery business.

The approved transactions include:

i) a license to the Earthgrains® and Healthy Choice® brands in Omaha, Nebraska to Pan-O-Gold Baking Company of St. Cloud, Minnesota; and

ii) a license to the Holsum® and Milano® brands in Harrisburg and Scranton, Pennsylvania to Schmidt Baking Company of Baltimore, Maryland.

The transactions are expected to close shortly. The remaining divestitures required by the DOJ are pending. The Company will disclose the details once the approval is received.

Source: Bakenet:eu

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Obtaining accurate viscosity measurements

May 11th, 2012

In the food processing industry, manufacturers are looking for two things: taste and texture. Texture is the “feeling” in the mouth when the product is eaten.

It is usually assessed by measuring the product’s viscosity, defined as the resistance of a fluid that is being deformed by either shear or tensile stress, but usually thought of as its “thickness.” Companies are looking for consistency above all else. Quality control means ensuring consistent product texture. A successful process will generate a product that is always the same.

In reality, controlling texture is difficult and there are frequently fluctuations. Especially for non-Newtonian products, it is a real challenge to effectively measure viscosity in-line. Flow rate, temperature, and flow history have an effect on viscosity, and managing viscosity of such products is not always an easy task.

Since direct measurement can be challenging, quality control technicians have frequently had to infer viscosity from other measurements and simply hope for the best. Quality control labs are looking for ways to control viscosity more tightly so they can eliminate off-spec product. One method being used more frequently is a new type of in-line viscosity measurement device, which uses patented technology based on mixing principles applied to pipes. Bulk viscosity is measured on the whole fluid flow, which is re-homogenized by the action of in-line static mixers.

At a yogurt factory, the device was designed to control a smoothing valve on the white mass after maturation. The instrument is specially designed so that the shear rate applied to the yogurt is not higher than that applied in the empty pipe, thereby creating a totally non-intrusive measuring process. Texture fluctuations have been reduced to a tenth of what they were and protein consumption is optimized by reducing texture fluctuations and by attaining the minimal required specifications.

Viscosity measurements were used at a brewery in Montreal to detect the specific point at which the transition from yeast to beer takes place during the purge of a fermentation tank. Accurate measurements led to significant reductions in loss of beer production time and maintenance.

Measuring viscosity of non-Newtonian fluids is tricky

It has always been difficult to measure the viscosity of non-Newtonian fluids, because their viscosity depends on the precise flow conditions in effect during measurement. The same fluids flowing at two different flow rates in a pipe can give two different viscosity measurements.

To understand why this is, one must look at the microscopic level at the differences in how molecules are arranged depending upon the flow. For example, as the shear rate increases, the molecules tend to align themselves in the flow direction, with less resistance to flow. This molecular rearrangement can take some time to occur.

In some instances, the rearrangement time can be very short, compared to the observation time, but in other cases it can take much longer. In those cases, what happens to a fluid before the moment of measurement can have a considerable impact on the actual measurement.

Processes with non-Newtonian fluids passing through a pump, a filter, instruments with a smaller diameter than the pipe size, or those flowing through a sampling valve may be significantly affected. For example, a yogurt sample removed from a process pipe or through a sampling valve may take several minutes (or more) to stabilize, and only after this time can you have a stable and repeatable viscosity measurement on a laboratory rheometer.

The requirement to have the precise flow conditions in effect during measurement of viscosity is why the use of an in-line viscosity measurement device for measuring non-Newtonian fluids is so useful in process quality control.

Yogurt manufacturing facility – Existing quality control measurements not adequate to ensure consistency

For yogurt, viscosity measures whether the product is lumpy or smooth, watery, or too thick. A company may test a product and then adjust it to build the texture they want. But if not handled properly in the processing line, for example if the product is sheared too much, it will take much more energy and expensive raw materials to achieve the final desired texture. Also, the product’s texture can be broken and the manufacturer might experience huge variability. This happens during the curd change of phase, when the water and synerese (whey expelled during cooking) may break down. Operators may lack sufficient information to determine precisely how and why the variability came into the process and why it led to a product defect.

Take the example of a large yogurt factory that uses batch processing to mature its product. Once mature, operators empty the batch and pump the white mass to a packaging plant where it is cooled down before packaging. The high temperature is about 40°C in the tank, and it is cooled to about 20°C. Maturation stops when the product is cooled down. If it is too cool, the live enzyme will be killed and the quality of the product is affected, so maintaining the target temperature is extremely important.

Quality control personnel found that the quality of the white mass yogurt was not as stable as they expected, particularly after the maturation and cooling processes. Viscosity measures were done by sampling several production batches and the results showed significant fluctuations, particularly between the beginning, the middle, and the end of a batch’s transfer process.

Data at the plant showed that the texture varied by plus or minus 25 percent for the same product produced in one month. QC personnel did not expect such a wide variation before actually measuring it, and it then became a serious concern.

The measurement method used involved taking a sample out of the line and bringing it to a laboratory to analyze. However, the very act of taking a sample out of the line affects the product. The product goes through the line in a pressure condition, so when passing through the sampling valve, the product is submitted to a shear rate that affects its texture. In addition, the time needed to get the product to the laboratory and conduct an analysis has an impact on the results.

The instrument generally used for the measurements is a viscometer, which measures under a particular operating condition. For products like yogurt, viscosity depends upon flow, and to measure you must define what flow condition you are using. Therefore, when you take a sample and make an analysis at the lab, you have to define viscosity at a particular flow condition. When you use a viscometer, flow conditions are not defined, so flow patterns will differ if there are two different fluids at the same operating conditions. They are not measurements you can compare. While an excellent device for measuring Newtonian fluids that flow in a pipe, like oil or sugar syrup, a viscometer does not work as well for yogurt.

At the yogurt facility, the target value is 1000 centipoise (CP), and the range of spec of the measurements went from 500 to 1500 CP. With such a wide range, quality control personnel are not able to really control a process using this measurement. Also, they can’t accurately replicate the measurements, which may vary by several hundred CP. Analyses performed using two different offline instruments couldn’t give less than 10 percent difference between the two instruments.

In addition to the viscosity measurement, the analysis includes an instrument penetration test, in which a cylinder is pushed into the product with a given load and displacement is measured along with how fast the cylinder penetrates. This is done on the final product when it is packaged, and could be conducted days after it is produced. A penetrometer measures the gel firmness of the final products. The measurement consists of measuring the load required for a cylindrical plunger to penetrate into the sample at a given speed. This measurement is usually accomplished about two days after the product has been packaged. The means that it takes at least two days before a lot can be validated.

A smoothing valve is sometimes used after the white mass has been cooled down to smooth the product, or break the protein aggregates that may occur. A smoothing valve is usually used at one setting for a whole batch transfer, based on offline measurements of previous batches. Operators found that a different setting would have been required for better optimization of this operation, especially at the beginning and at the end of a transfer.

Quality control group seeks better information to eliminate inconsistencies

The quality control group at the yogurt plant was seeking more information and in-line measurements to understand the factors that generate defects and inconsistencies so they could avoid them. Rather than the off-line measurement process, they sought to continuously monitor viscosity during a batch transfer, after its cooling process, on a 3-inch diameter main production line. They installed a Viscoline CVL030S, made by KROHNE, Inc. Viscoline is made with stainless steel construction, no moving parts and no in-situ calibration required. It features continuous measurement with analog outputs. The unit is extremely reliable, with a repeatability of 0.2 percent, resolution to 0.1 CP while meeting government policy on metrological traceability.

With this device, the fluid flows through a continuous pipe containing two low pressure drop static mixers. The sensor device measures the pressure drop at both static mixers by means of two differential pressure measurements: ?P1 and ?P2. Pipe flow rate, required to accurately determine the flow regime to which the viscosity is to be calculated, can be obtained from either an external data measurement or with a flow meter.

From the two pressure drop measurements and the flowrate reading, the fluid flow parameters are processed in the system, and the pipe line viscosity is determined. Every viscosity measurement is referred to a corresponding operating temperature. Thermal corrections can be applied, when a measurement is required at a reference temperature. Such correction requires laboratory characterization.

With Viscoline installed in the mainline, the smoothing valve can be opened or closed in an automated fashion to achieve constant viscosity in real time. Leveling the texture fluctuations, the recipe can be adjusted upfront to get closer to the minimum specifications required. This reduces the consumption of expensive ingredients like proteins and results in a consistent, stable, uniform product that costs less money.

In addition, with the Viscoline installed right after the cooler, operators observed that 10 percent of the product was out of specification for texture after the transfer. This was happening at every start and stop during a batch transfer, due to a lack of heat exchanger control during these transient operations. Prior to using the Viscoline, there had been no way to measure the effect of these transitions.

The new Viscoline device gave operators the means to better control their process, as well as measure the impact of their corrective actions. They can standardize operations with all the operators on the line. This is allowing them to save money and get a uniform product that meets their quality standards.

Beer manufacturers use viscosity to separate yeast from beer

Once the fermentation process is complete during beer brewing at this Montreal brewery, the yeast used in the process settles and is deposited at the bottom of the tank. The tank is then emptied by pumping the yeast out and sending it to out to be reclaimed and recycled. A portion of what is left is directed to a centrifuge to separate the small amount of remaining yeast from the beer, and then the rest of the batch goes directly to filtration. The problem is to determine at which specific point during this pumping process all the yeast has passed, leaving only the beer.

Since both yeast and beer are brown, it is a tricky operation to determine with certainty which is which. An operator would view the pumping process through a glass section of pipe, spot the subtle color change between yeast and beer, and stop the process at the point he guessed the separation occurred.

In addition, operators had to guess the quantity of yeast in the tank and add more or less based on temperature, yeast type, and pH. Since yeast production is never stable from one batch to another, the brewer also had to pump different quantities from each batch, depending on the type of beer, and send it to recycling, while sending a different quantity to the centrifuge. The centrifuge process also took too much time and did not filter away the proteins that regularly clog up the filters.

If operators guess incorrectly and miss transition, they can end up either sending beer to the yeast recycling operation, which means losing beer (and also getting penalties from the company buying their reclaimed yeast), or sending yeast to the filtration operation, where it stresses the filters, quickly plugging them. When this happens, operators have to stop to clean the filters, which costs time and money. Using the centrifuge to separate yeast from beer can take as long as three hours per batch. In addition to wasting time, the manual system led to a great deal of waste of beer – they estimated about $100,000 worth of product was lost per year.

The brewery was looking for a way to detect the specific point at which the transition from yeast to beer takes place during the pumping process. They installed a sanitary 2-inch Viscoline on the main line, just below the main transfer pump. A solenoid valve was also installed, which is controlled using the viscosity reading in real-time. Concentrated yeast is much more viscous than beer, so it measures at very high levels, and this is directed to the recycling operation. When the measurement drops down, it is beer, which goes directly to filtration. This completely circumvents the centrifuge process, thereby saving time and beer.

The brewery saved about three hours per operation per batch. They are no longer assessed penalties from the yeast recycling company, and no longer lose more than $100,000 worth of beer each year. Because the filters no longer have to handle high yeast concentrations, there is two times less filter plugging.

The brewery installed three units, and in their 3-month summer season their savings equaled three times their investment, giving them a one-month payback.

The brewery was so pleased by the successful results that it decided to go for an even more precise yeast detection threshold, less than 1 percent, and they are now able to use the indicator to detect a viscosity variation of one tenth of a CP, which represents a significant drop from 2 percent down to 0.25 percent yeast content in each batch of beer. The new process means the brewery saves $1 for every 4 barrels of beer produced.

Source: Food Processing - IML Group PLC

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Ferré & Consulting Group Associated Consultant (Turkey)

May 11th, 2012

This week Ferré & Consulting Group  present Mr. Metin Y. Özgün as our new Associated Consultant in Turkey.

Mr. J.R. Ferré , Ferré & Consulting Group CEO and Mr. Metin Y. Özgün Associated Consultant (Turkey)

Mr. J.R. Ferré , Ferré & Consulting Group CEO and Mr. Metin Y. Özgün Associated Consultant (Turkey)

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Ferré & Consulting Group

Grupo Bimbo announces first quarter 2012 results

May 4th, 2012
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Grupo Bimbo reported results for the first quarter ended March 31, 2012. For the first time, the Company is reporting its results under International Financial Reporting Standards. Figures for prior corresponding periods have been adjusted accordingly. The principal effects on the profit and loss statement are:

i) employee profit sharing (PTU for its Spanish acronym) registered above the operating line;

ii) higher depreciation costs reflecting updated asset valuations; and

iii) different accounting treatment for employee benefits.

Sales in the first quarter totalled 40,9 billion MXN, a 38,7 percent increase over the year ago period driven by healthy organic growth (11,6 percent), mainly in Mexico and Latin America, and the integration of the Sara Lee operations in the United States and Iberia and Fargo in Argentina (27,1 percent).

The consolidated gross margin reflected higher raw material costs, the impact of the Peso devaluation on the Mexico operation and the higher cost structure of the Sara Lee operations in the United States and Iberia, resulting in a 100 basis point contraction. At the operating level, the expected dilution from the Sara Lee operations and integration-related expenses further contributed to a 3,4 percentage point decline in both the operating and Ebitda margins.

Net majority income reflected performance at the operating level and higher financing costs that were offset by a lower effective tax rate, resulting in net margin contraction of 2,4 percentage points to 1,5 percent.

Mexico

Net sales in the first quarter totalled 17,4 billion MXN, a 13,7 percent increase from the year ago period reflecting stable volume growth across all channels, and the benefit of pricing initiatives. The bread, sweet baked goods, cookies and salted snacks categories outperformed in the period.

United States

Net sales totalled 17,9 billion MXN in the quarter. Contributing to the strong 62,1 percent rise over the year ago period was the integration of the Sara Lee operations (55,5 percent) and organic growth (6,6 percent) driven by favourable FX rates and pricing initiatives taken last year which fully offset the decline in overall volumes. Growth categories included Bimbo and Marinela sweet baked goods and Thomas´ English muffins.

Latin America

Net sales rose 38,3 percent over the same quarter of last year, to 5,4 billion MXN, reflecting strong organic growth (23,1 percent) across the region, with notable contributions from Brazil, Chile and Colombia as a result of the Company´s ongoing market penetration efforts and the integration of Fargo in Argentina (15,2 percent).

Iberia

Sales were in line with expectations, with good performance in the supermarket and institutional channels.

Gross Profit

Consolidated gross profit in the quarter rose 35,9 percent from the year ago period, while the consolidated gross margin was 49,9 percent, 100 basis points lower than in the previous year. This reflected higher raw material costs in Mexico and the United States, the impact of the peso devaluation in Mexico, costs related to the new Topeka plant in the United States, and the higher cost structure of the Sara Lee operations in the United States and Iberia. It should be noted that the gross margin in Latin America showed an improvement of 4,8 percentage points due to lower average input prices and labor costs, as well as production improvements.

Operating Expenses

Operating expenses as a percentage of sales increased 2,3 percentage points in the quarter to 45,7 percent. This was primarily due to the Sara Lee operations in the United States and Iberia, which have higher expense structures, and the integration-related expenses.

Operating Income

Operating income in the first quarter fell 23,7 percent to 1’697 million MXN while the margin contracted 3,4 percentage points as a result of gross margin pressure and the aforementioned integration costs and dilution effect of the Sara Lee acquisitions in the United States and Iberia.

On a regional basis, operational efficiencies in Mexico helped to absorb fixed costs and partially offset gross margin pressure, resulting in a 1,6 percent rise in operating income in the quarter and limiting the decline in margin to 1,1 percentage points, or 8,5 percent.

In the United States, operating income fell 72,9 percent due to: i) gross margin pressure; ii) the expected dilution from the new operations; ii) twelve million USD in integration-related expenses including expenses related to the closure of four plants, part of the effort to create a more efficient asset base; iii) seven million USD from the effects of the purchase price allocation of the Sara Lee acquisition; and iv) ongoing investments in expanding the distribution network. This resulted in a 6,7 percentage point decline in the margin, to 1,4 percent.

In Latin America, strong sales growth and healthy gross margin performance, combined with the greater efficiencies of scale derived from the Company´s market penetration efforts, contributed to the swing to an operating profit from a loss last year, with a 5,2 percentage point improvement in the operating margin.

In Iberia, expected integration costs and the restructuring of the operations led to a 118 million MXN operating loss in the quarter.

Comprehensive Financing Result

Comprehensive financing resulted in a 712 million MXN cost in the first quarter, compared to a 444 million MXN cost in the same period of last year, reflecting i) higher interest expense due to a higher level of debt; ii) 70 million MXN of a financial expense, namely commissions on the syndicated loan of April 2011 (used to refinance existing obligations and to fund in part the acquisitions), that would have been amortized over future periods but were recognized in full on the current income statement due to the prepayment of the loan; and iii) a 73 million MXN exchange loss compared to a 68 MXN exchange gain in the previous period.

Net Majority Income

Net majority income in the first quarter decreased 47,3 percent compared to the first quarter of last year, to 601 million MXN. In terms of net majority margin, operating performance and higher financing costs were somewhat offset by a lower effective tax rate in the period, resulting in a 2,4 percentage point contraction to 1,5 percent.

Operating Income plus Depreciation and Amortization (Ebitda)

Ebitda in the quarter decreased 6,8 percent to 2,9 billion MXN, while the margin contracted 3,4 percentage points to 7,0 percent, reflecting performance at the operating level.

Source: Bakenet:eu

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UK confectionery giant cuts costs

May 4th, 2012
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The largest UK confectionery manufacturer has saved 40% on production costs. UPM Conveyors supplied a system for transferring toffees from the wrapping line to the multi head weigher, which also reduced the toffee temperature from 80oc to 20oc prior to being bagged.

UPM were required to offer a total system including a stand alone air cooled chiller to supply cold water at 8oc to four water cooled condensers, each fitted with four axial fans to provide a blanket of chilled air onto the 1000mm wide belt conveyor to cater for a throughput rate of 360kg/hr which equates to 72,000 toffees, weighing 5g each.

Access to the conveyor was provided with four hinged stainless steel side access panels and the belt has a quick access facility for fast clean down. UPM were able to comply with the high care specification required for the confectionery production line with the belt conveyor constructed from High Molecular Weigh Polyethelene (HMWPE) incorporating the unique design of automatic belt tracking and tensioning for which UPM were awarded the Queens Award for Innovation. All support frames are fabricated from stainless steel grade 316 and the system complies to IP67.

UPM Conveyors has developed a new version of their Rotary Table (Lazy Susan) to operate as an integrated part of a product handling system or to act as a stand alone unit to act as a buffer when required for accumulating and unloading product but to also ensure total evacuation and as standard incorporating variable speed control for £1600 (€2000) which UPM claim is the most competitive price in the market.

An optional extra is the overhead mounted multi adjustable product flow orientation guide to ensure ‘first in first out of product’. UPM guarantees the elimination of any operator trap points as the underside of the table is totally enclosed and conforms to all Health and Safety at Work Acts.

Source: Confectionery Production

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New method for analysing cocoa flavanols

May 4th, 2012
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A method for the analysis of flavanols in cocoa has been developed by researchers from Mars. The method identifies and quantifies the distinct stereochemical forms of flavanols found in cocoa and chocolate products. Foods rich in flavanols are increasingly recognised for their ability to exert positive effects on the cardiovascular system, but investigations have shown that the distinct chemical structure (stereochemistry) of a flavanol influences its absorption, metabolism, and consequently its ability to exert beneficial effects. This validated method could therefore have important implications for future investigations.

Data from epidemiological studies and dietary interventions demonstrate that flavanol rich foods can have a positive impact on cardiovascular function and health. Importantly, however, the flavanols in foods have different stereochemical forms, specifically (–)-epicatechin and (+)-epicatechin, and (–)-catechin and (+)-catechin. Some of these forms, notably (–)-catechin and (+)-epicatechin, are present in foods almost exclusively as a result of food processing.

However, these stereochemical changes are more than just interesting chemical conversions. Previous research has identified (–)-epicatechin as a critical, biologically active component of cocoa that is capable of mediating improvements in cardiovascular function. A collaborative study published in January 2011 by researchers from the University of California, Davis and Mars went one step further and revealed the crucial importance of flavanol stereochemistry. Specifically, the 2011 study highlights that, of the stereochemical forms of epicatechin and catechin, (?)-epicatechin is the most absorbed by the body – almost six times more than (–)-catechin. This clear demonstration of the profound impact of stereochemistry on flavanol absorption reinforces the need to identify and quantify the exact flavanol forms present in foods when considering their cardiovascular health impact. The recently published Journal of AOAC International paper provides a validated method for exactly this.

Source: Confectionery Production

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DuPont acquires full ownership of Solae

May 4th, 2012
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DuPont – announced that the company has acquired from Bunge Limited full ownership of the Solae LLC joint venture, a soy-based ingredients leader. DuPont previously owned 72 percent of the joint venture while Bunge owned the remaining 28 percent.

«DuPont is committed to nutrition and health. This investment in Solae, along with the acquisition of Danisco last year, has significantly added to our leadership position in food ingredients», said DuPont Executive Vice President James C. Borel. «Solae´s scientific expertise and market leadership in soy is a critical element in our plans to enhance the quality and quantity of food for a growing global population».

«Our customers will benefit from the full ownership of Solae as we can further increase the speed of innovation, food formulation and nutrition science capabilities across a wide range of specialty food ingredients», said DuPont Nutrition + Health President Craig F. Binetti. «Our long-term segment financial targets are to post sales of seven to nine percent CAGR and expand pre-tax earnings margins to a range of twelve to 14 percent. With full ownership of Solae, DuPont anticipates delivering toward the upper end of our margin targets with the planned synergies».

Solae LLC is a world leader in developing soy-based ingredients for nutritious, great-tasting products. Solae provides solutions that deliver a unique combination of functional, nutritional, economical and sustainable benefits to its customers. Headquartered in St. Louis, Missouri, USA, the company was formed through a joint venture between DuPont and Bunge in 2003.

Source: Bakenet:eu

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