A friend comments on a post saying keep things local and getting the right people elected ---this is our response: seriously folks----everything is local but we have to have local sovereignty and elections that are not rigged to get REAL local 99% citizens' control
---a citizen can be tied to local sovereignty only if there is a national sovereignty-----it is our US Constitution and Federal government structures that give state and local entities their sovereignty. Now, our states have their constitutions---our cities/counties have their incorporation charters----but if our national governance structure is handed to global corporate tribunal and global banking as now-----it becomes harder for a state or a local government to enforce its own sovereignty. The status of FOREIGN ECONOMIC ZONES passed by Congress is what has gradually taken state and local control to now we have no control. Texas was first to move away from US sovereignty to become that independent Foreign Economic Zone and its citizens for the most part became subjects and not citizens---no local or state power these few decades. If we are not FIXING OUR NATIONAL GOVERNANCE STRUCTURE WE HAVE NO LOCAL SOVEREIGNTY. Local under global corporate tribunal means governance by a SENATE composed of executives tied to global corporations inside that US FOREIGN ECONOMIC ZONE---please work locally to get rid of global Wall Street pols and players while holding our national leaders accountable for massive and systemic frauds and corruption during ROBBER BARON FEW DECADES----we need that US public wealth back in the hands of 99% of WE THE PEOPLE.
----elections at local and state level have been rigged and fraudulent these few decades so we do not want to keep thinking a vote will bring the right candidates to office----we must get rid of global Wall Street pols in order to fix our local and state elections---both primary and general elections and both Republican and Democratic Parties.
Let's bring this discussion back to local level as here in Baltimore we have yet another generation of farm team global Wall Street players hawking the same FAKE LEFT SOCIAL PROGRESSIVE stances while intending to keep MOVING FORWARD. We have below a model of just that developing nation city we always refer to being worse than our US cities for the poor----MUMBAI----if we look at this model we will see the economic model for the rising poor US citizens-----as 99% of US citizens black, white, and brown citizens fall into third world poverty what are called viable economies for the poor are installed---this is laissez faire on steroids with not even corporate law to hold together a functioning business community----random banding of citizens fighting to get that patronage from inside the walls of global corporate campuses and global factories of Foreign Economic Zone MUMBAI.
One point we want to make clear----it should be OBVIOUS TO OUR 5% PLAYERS -----this article states that places were held in these developing suburbs as MUMBAI's city center expanded to engulf surrounding communities with more global corporate campuses----for those long-term citizens from MUMBAI-----it doesn't take a rocket scientist to see the same economic model used here in Baltimore ----where those same 5% of lower-end players are kept HUSTLING AND MORPHING from one business to another hoping to move up that freemason/Greek economic ladder.
This DHARAVI represents the kinds of economy for the poor that will explode in Baltimore and as we see here Dharavi falls apart as soon as developers engulf all of MUMBAI's surrounding communities.
A ROBUST ENTREPRENEURIAL SPIRIT WILL BE DESTROYED OVERNIGHT.
'80% of the people who live in Dharavi work in these micro-industries, and it will be almost impossible to replicate these homegrown enterprises elsewhere on the same scale and with the same defining principle, that is, Dharavi as an integrated community where people work where they live and live where they work. The fabric of Dharavi as a community, socially cohesive and with a robust entrepreneurial spirit, will be destroyed overnight'.
So, those 5% to the 1% in all US cities deemed Foreign Economic Zones set to be filled with a few billion of global labor pool from all over world are busy selling this MUMBAI economic model for the poor AS A WINNER FOR FREE MARKET BUSINESS FOR 99% OF PEOPLE MADE POOR. All this model does is placate masses of poor people until ONE WORLD ONE GOVERNANCE SMART CITIES FOR ONLY THE GLOBAL 1% are built----MUMBAI IS BALTIMORE.
February 27, 2017
Inside Dharavi, a Mumbai Slum
by Kenneth Surin
At an academic conference in Mumbai last week, some of us were in two minds when the organizers proposed a tour of Dharavi, the largest slum in Mumbai, made famous by the film Slum Dog Millionaire.
The phenomenon of poverty porn is well-known—it is no longer news when the egregious Bono scurries to Africa every now and again for a photo-op with a child who is nothing but skin and bone.
In the end, we decided to go on the tour. The institute of social sciences hosting our conference is widely respected, and has dozens of cooperative projects in Dharavi. One of Dharavi’s leaders was going to be a guide for our group, which was a good sign.
Another good sign was the strict ban on photography by visitors. Among other things, this reduced to almost zero the possibility of our running into the camera-addicted Bono or Bob Geldof.
Like many mega-cities in the developing world, Mumbai is a city of almost unimaginable contrasts, as Bollywood stars and celebrity cricketers (cricket being India’s national sport) in their opulent high-rise apartments exist alongside crowded millions living in dismal poverty and squalor.
The population of Mumbai is 24 million, most of whom– 60%– live in slums. The scale on which things are done is impressive– according to the Guardian, 7 million people use Mumbai’s trains everyday (this is slightly less than the population of Switzerland), and 5.5 million use the buses daily (this is roughly the population of Denmark).
Mumbai appears chaotic, but this is not the chaos of unbridled disorder. After a while one notices patterns within the seeming disorder, how the ostensible free-for-all on roads is underpinned by informal rules (quite different from the official highway code!), how a basic civility prevails despite the obvious rough edges, how forms of social collectivity and mutual responsibility absent in the west continue to exist in Mumbai, how industrious and business-like the people on the street are, and so on.
Nowhere is this more evident than in the celebrated 127-year-old system of lunch delivery by Mumbai’s tiffinwallas (or dabbawallas in the local language). The tiffinwallas pick up hot meals in tiffin carriers from the residences of office workers in mid-morning, deliver the meals to the appropriate offices using bicycles and trains, and return the empty carriers to the worker’s residence later that afternoon.
Over 400,000 lunches and more than 200,000 customers are served by a workforce of over 5000 each day.
The tiffinwallas are from poor backgrounds and tend to have limited literacy. As a result, they use a relatively simple coding system inscribed on the lids of the tiffin carriers.
There is nothing high-tech about this operation, which makes it astonishing that the tiffinwallas have an error rate of 1 in 16 million deliveries. FedEx or UPS would eat their hearts out for this kind of efficiency.
All earnings are shared, and the tiffinwallas receive the same pay. Each tiffinwalla is given the responsibility of negotiating the price per delivery with their customer, with the strict expectation of truth and trustworthiness. (Clearly a con artist like Donald Trump could never belong to this kind of organization, with its powerful fiduciary element!)
The tiffinwalla system is a vast network of inbuilt interdependencies, with a minimal organizational structure, and although the name is not used, it is socialist to the core.
At Dharavi, between 750,000 and a million people live in an area of 1 sq. mile, i.e. the size of New York’s Central Park or 1/3 that of London’s Hyde Park. Residences are between 200 and 400 sq. feet, some are shanty-like, others have a bricks-and-mortar solidity indicating permanence.
Dharavi’s striking feature is its combination of a residential area with another devoted to micro-industries including recycling, leather, metal, pottery, and garment-making. There are over 20,000 mini-manufacturing units, generating an annual turnover of around US$650 million.
This is an informal economy primarily, so health and safety standards and supervision common in the west are in abeyance where Dharavi is concerned. Some of our group went into a mini-factory where recycled aluminium cans were being smelted down. It had no ventilation system, and we beat a rapid retreat as the acrid fumes stung our eyes and nostrils. The workers operating the smelters seemed habituated to the toxic breathing environment.
Officially, child labour is forbidden in India, but a fair number of children seemed to be working.
An easy way to gauge the well-being of a community anywhere in the world is to look at the appearance of its children. In Dharavi, they seemed well-cared for and happy. There were a number of rooms full of children of pre-school age sitting on the floor and reading aloud to a teacher who was seated in the only chair in the room.
Our guide told us that an impressive 15% of the children go on to higher education, compared to the national figure of 24% in 2013. Impressive, because many of these children have parents with little or no formal education, and countless studies worldwide confirm that the golden road to a good education is having educated parents.
Life in Dharavi is tough and challenging. Sanitation, while improving, is still inadequate, and the water and electricity supplies are erratic and prone to interruption. Drainage, especially during the monsoon season, is inadequate. Infrastructure is rudimentary.
However, Dharavi’s biggest challenge lies ahead. This is the collusion between commercial developers and neoliberal governments at both the state and central levels, which regard “development”, measured crudely in terms of increases in GDP, as a one size fits all panacea.
Dharavi is situated in-between two major railway lines, and is next to the central business district, making it a prized location for developers.
Unless held in check, private developers everywhere are likely to put profits ahead of the interests of local people, especially when the latter lack the power to resist what is likely to be imposed upon them.
The state government, in its desire to get rid of the slums and “rehabilitate” their occupants, enacted a policy which gave developers land for commercial development provided they built free houses for slum dwellers.
There was a catch: slum dwellers must have have lived in the area to be cleared from before 1995, or, in some cases before 2000, in order to qualify for free housing.
As a result, almost 70% of slum occupants in Mumbai do not qualify for free housing, and are likely to move to a slum somewhere else in the city when they are evicted by developers.
According to Mumbai’s Slum Rehabilitation Authority, as of January 2017, a mere 162,000 housing units have been built for former slum dwellers in Mumbai over the course of two decades. The new housing tends to be on the city’s outskirts, far away from the downtown area where the former slum dwellers work as office cleaners, restaurant and hotel workers, porters, sweepers, delivery men, and security personnel.
If Dharavi is cleared and redeveloped, it is almost certain that its micro-enterprises, employing tens of thousands of people, will die a quick death.
Commercial developers make their money from building luxury apartment towers and space-age malls, and the moneyed individuals who are their clients are not going to tolerate the sulphurous fumes, the cacophony of metal-crushing machines, and the stench of leather processing emanating from Dharavi’s mini-factories. These will be gone in the blink of an eye.
80% of the people who live in Dharavi work in these micro-industries, and it will be almost impossible to replicate these homegrown enterprises elsewhere on the same scale and with the same defining principle, that is, Dharavi as an integrated community where people work where they live and live where they work. The fabric of Dharavi as a community, socially cohesive and with a robust entrepreneurial spirit, will be destroyed overnight.
As long as its land is treated as a commodity to be sold to the highest bidder, or to someone with the requisite political connections, the redevelopment of Dharavi will be fraught with disaster.
A more promising recent proposal for its redevelopment in fact calls for its land to be made over to a non-profit communal land trust, thus safeguarding it from the circling land-grabbing sharks who are interested in its commercial exploitation and little else.
(Taking the taxi from our hotel to the conference venue in another part of Mumbai each day we passed a large construction site with a billboard in front of it that read: “Luxury apartments for the precious few”. A perfect way to let the cat out of the bag, in this case by not putting it in the bag so it’s always there for all to see.)
The same promising redevelopment proposal referred to above also calls for a “bottom up” approach to slum redevelopment. “Top down” urban planning undertaken by “experts” on drawing boards and computer simulations prior to being implemented willy-nilly has had a woeful record of success all over the world.
Far better to take a “bottom up” approach, and involve the slum’s inhabitants from the outset, by asking them what steps they want taken to improve their community. The inhabitants have a crucial “user knowledge” that should be the starting-point for any transformation proposed for Dharavi.
If asked whether they want an improved living and work environment, slum-inhabitants throughout the world are likely to say “yes”. But if this involves placing them in high-rise buildings which jeopardize their long-established social networks and cooperative work practices, then they invariably say “no”.
This has been the case with Dharavi.
If the 99% of WE THE PEOPLE aspire to an economy of third world India-----we will indeed have these structures that KEEP THE POOR POOR----
Here we have just that fresh food garden and eco-dome economy we see being built in New Jersey et al where all fresh food grown is tied to feeding global corporate campuses and workers. The process below is much like of food trucks parked on work sites. What they are seeing in MUMBAI is the breakdown of this century-old system for those poor citizens living outside that global corporate campus wall. US cities deemed Foreign Economic Zones have these few decades made FOOD TRUCKS AND KIOSKS the #1 growth industry for not only the US black, white, and brown 99% ---but as the gateway for global labor pool 99%-----Baltimore city centers are filled with this TIFFINWALLAS food industry. When the article below states that 20% of MUMBAI's poor make it out of the slums through these micro-industries----they are creating their own WIZARD OF OZ-------that was what SLUMDOG MILLIONAIRE was meant to do----BOLLYWOOD is captured to global 1% just as HOLLYWOOD.
Below we see what is made to seem like a grassroots micro-system of businesses for the poor are simply controlled by what is the same GLOBAL 1% FREEMASON/GREEK 2%------it is the same 1% using the poor in systems built to keep those citizens poor----allowing that 5% to climb the income ladder.
India has its OLD WORLD MERCHANTS OF VENICE GLOBAL 1% FREEMASONS just as US -----MUMBAI is MOVING FORWARD to being that ONE WORLD SMART CITY FOR ONLY THE GLOBAL 1% AND THEIR 2% ----they will not need these micro-businesses---and as the article states---when that funding stops where do those 99% of MUMBAI poor get the money to feed even these micro businesses----THEY ARE NOT SUPPOSED TO.
- Six Sigma
Quality Glossary Definition: Six Sigma
Six Sigma is a method that provides organizations tools to improve the capability of their business processes. This increase in performance and decrease in process variation lead to defect reduction and improvement in profits, employee morale, and quality of products or services. Six Sigma quality is a term generally used to indicate a process is well controlled (within process limits ±3s from the center line in a control chart, and requirements/tolerance limits ±6s from the center line).
Different definitions have been proposed for Six Sigma, but they all share some common threads:
- Use of teams that are assigned well-defined projects that have direct impact on the organization's bottom line.
- Training in "statistical thinking" at all levels and providing key people with extensive training in advanced statistics and project management. These key people are designated “Black Belts.” Review the different Six Sigma belts, levels and roles.
- Emphasis on the DMAIC approach to problem solving: define, measure, analyze, improve, and control.
- A management environment that supports these initiatives as a business strategy.
Differing opinions on the definition of Six Sigma:Philosophy— The philosophical perspective views all work as processes that can be defined, measured, analyzed, improved and controlled. Processes require inputs (x) and produce outputs (y). If you control the inputs, you will control the outputs. This is generally expressed as y = f(x).
Set of tools— The Six Sigma expert uses qualitative and quantitative techniques to drive process improvement. A few such tools include statistical process control (SPC), control charts, failure mode and effects analysis, and process mapping. Six Sigma professionals do not totally agree as to exactly which tools constitute the set.
Methodology— This view of Six Sigma recognizes the underlying and rigorous approach known as DMAIC (define, measure, analyze, improve and control). DMAIC defines the steps a Six Sigma practitioner is expected to follow, starting with identifying the problem and ending with the implementation of long-lasting solutions. While DMAIC is not the only Six Sigma methodology in use, it is certainly the most widely adopted and recognized.
Metrics – In simple terms, Six Sigma quality performance means 3.4 defects per million opportunities (accounting for a 1.5-sigma shift in the mean).
What is lean Six Sigma?Lean Six Sigma is a fact-based, data-driven philosophy of improvement that values defect prevention over defect detection. It drives customer satisfaction and bottom-line results by reducing variation, waste, and cycle time, while promoting the use of work standardization and flow, thereby creating a competitive advantage. It applies anywhere variation and waste exist, and every employee should be involved.
The demarcation between Six Sigma and lean has blurred. We are hearing about terms such as “lean Six Sigma” with greater frequency because process improvement requires aspects of both approaches to attain positive results.
Six Sigma focuses on reducing process variation and enhancing process control, whereas lean drives out waste (non-value-added) and promotes work standardization and flow. Six Sigma practitioners should be well versed in both.
Integrating lean and Six Sigma
Lean and Six Sigma have the same general purpose of providing the customer with the best possible quality, cost, delivery, and a newer attribute, nimbleness. There is a great deal of overlap, and disciples of both disagree as to which techniques belong where.
The two initiatives approach their common purpose from slightly different angles:
• Lean focuses on waste reduction, whereas Six Sigma emphasizes variation reduction
• Lean achieves its goals by using less technical tools such as kaizen, workplace organization, and visual controls, whereas Six Sigma tends to use statistical data analysis, design of experiments, and hypothesis tests
For ASQ members: Webcast series on lean Six Sigma Tools
The most successful users of implementations have begun with the lean approach, making the workplace as efficient and effective as possible, reducing waste, and using value stream maps to improve understanding and throughput.
When process problems remain, the more technical Six Sigma statistical tools may be applied. One thing they have in common is that both require strong management support to make them the standard way of doing business.
Some organizations have responded to this dichotomy of approaches by forming a lean-Six Sigma problem-solving team with specialists in the various aspects of each discipline but with each member cognizant of others’ fields. Task forces from this team are formed and reshaped depending on the problem at hand.
Learn more about combining lean and Six Sigma
Please do not believe these economic structures made to appear to keep US citizens working as 99% impoverished ----MOVING FORWARD will not have a 20% of citizens moving inside those global corporate campus walls-----
'Nowhere is this more evident than in the celebrated 127-year-old system of lunch delivery by Mumbai’s tiffinwallas (or dabbawallas in the local language). The tiffinwallas pick up hot meals in tiffin carriers from the residences of office workers in mid-morning, deliver the meals to the appropriate offices using bicycles and trains, and return the empty carriers to the worker’s residence later that afternoon'.
Please note that media and FAKE LEFT SOCIAL PROGRESSIVE GROUPS call all this SOCIALIST-----it is simply global corporate campus socialism where 99% of people work for no money but get food and a bed. This will become the major employment in US cities these few decades of MOVING FORWARD as poverty soars---no jobs are available on global corporate campuses and global factories not tied to global labor pool----our US citizens black, white, and brown citizens---will be forced into economies tied to the deepest of third world poverty---no rights---no free will---no hope of advancement----and no 5% to the 1% needed as PLAYERS.
'And what is more amazing is that this is run by people, most of whom are not that literate'.
We are told these poor workers earn a GOOD LIVING. There is a common theme of 99% earning $200 a month----that is indeed global corporate campus socialism-----with that is paid health care, education, et al---so it all goes back to global corporate campus.
The dabbawallahs earn up to 8,000 rupees ($174; £106) a month.
If WE THE PEOPLE THE 99% IN US ARE NOT HEARING GLOBAL 1% SAY------MAKE SURE THE 99% IN AMERICA HAVE THOSE SAME FOOD SERVICES BUSINESSES----
They make one Error on every 16 million transactions. The world renowned Forbes magazine has selected them as a colossal example of six sigma's success..
The Mumbai Tiffinwallas are international figures now thanks to Forbes Global.
The Forbes story details the efficiency which with they delivers the Tiffins of their customers. Around 5000 Tiffinwallas deliver 175,000 lunches everyday and take the empty Tiffin back.
They make One Mistake in 2 months.
This means there is one Error on every 16 million transactions. This is thus a 6 Sigma performance (a term used in quality assurance if the percentage of correctness is 99.999999) - the performance which has made companies like Motorola world famous for their Quality.
Following is the complete story:
Mumbai's "tiffinwallahs" have achieved a level of service to which Western businesses can only aspire! When the profit motive is given free rein, anything is possible. To appreciate Indian efficiency at its best, watch the tiffinwallahs at work.
These are the men who deliver 175,000 lunches (or "Tiffin") each day to offices and schools throughout Mumbai, the business capital of India. Lunch is in a tin container consisting of a number of bowls, each containing a separate dish, held together in a frame.
The meals are prepared in the homes of the people who commute into Mumbai each morning and delivered in their own Tiffin carriers. After lunch, the process is reversed. And what a process - in it's complexity, the 5,000 tiffinwallahs make a mistake only about once every two months, according to Ragunath Medge, 42, president of the Mumbai Tiffinmen's Association.
That's one error in every 8 million deliveries, or 16 million if you include the return trip. "If we made 10 mistakes a month, no one would use our service," says the craggily handsome Medge.
How do they do it? The meals are picked up from commuters' homes in suburbs around central Mumbai long after the commuters have left for work, delivered to them on time, then picked up and delivered home
before the commuters return.
Each Tiffin carrier has, painted on its top, a number of symbols which identify where the carrier was picked up, the originating and destination stations and the address to which it is to be delivered. After the Tiffin carriers are picked up, they are taken to the nearest railway station, where they are sorted according to the destination station. Between 10:15 a.m. and 10:45 a.m. they are loaded in crates onto the baggage cars of trains. At the destination station they are unloaded by other Tiffinwallas and re-sorted, this time according to street address and floor. The 100-kilogram crates of carriers, carried on tiffinwallahs' heads, hand-wagons and cycles are delivered at 12:30 p.m., picked up at 1:30 p.m., and returned where they came from.
The charge for this extraordinary service is just 150 rupees ($3.33) per month, enough for the tiffinwallahs, who are mostly self-employed, to make a good living. After paying Rs. 60 per crate and Rs.120 per man per month to the Western Railway for transport, the average Tiffinwallas clears about Rs.3,250. Of that sum, Rs. 10 goes to the Tiffinmen's Association.
After minimal expenses, the rest of the Rs. 50,000 a month that the Association collects go to a charitable trust that feeds the poor.Superb service and charity too. Can anyone ask for more?
What is wonderful about this system is that it extends the design and uses the Tiffinwallas, the end user and their cognitive and memory structure as well. Since one Tiffinwallas is not going to pick more than 10-20 Tiffin, he can easily sort recognize at the originating station and deliver it to the owner. Also within a building, the Tiffinwala knows which floor to deliver. Within a floor a owner can recognize his Tiffin amongst others.
Thus these Tiffins carry only
* A symbol (not name) of the originating station
* A symbol for the destination station
* A symbol for the building where the addressee is.
And what is more amazing is that this is run by people, most of whom are not that literate.
These are the economic structures for the 99% of poor in US we are seeing as growth industry in US cities deemed Foreign Economic Zones-----
Are US citizens REALLY ASPIRING to third world employment structures? We don't think so........
"The rich are becoming richer and the poor are becoming poorer. This is because of rampant corruption," he said'.
Mumbai tiffin carriers join anti-graft protest
- 19 August 2011
- From the section South Asia
Image caption The dabbawallahs collect lunch boxes from nearly 200,000 customers The famous tiffin carriers of India's Mumbai city are on strike for the first time in their history in support of Anna Hazare's anti-corruption campaign.
The tiffin carriers - also known as dabbawallahs - collect lunch boxes from the homes of nearly 200,000 people and deliver them to offices and factories.
Tiffin is an old English word meaning midday snack.
Mr Hazare is due to begin a 15-day hunger strike in the capital, Delhi, later on Friday.
He wants to force the government to strengthen an anti-corruption bill, which he regards as too weak.
The 5,000 dabbawallahs of Mumbai are the latest group to join country-wide protests in support of Mr Hazare's campaign.
Reports say they will hold a rally in Mumbai during their one-day strike.
"We declare our whole-hearted support to Anna Hazare's cause," Raghunath Megde told the BBC's Zubair Ahmed in Mumbai.
The dabbawallahs earn up to 8,000 rupees ($174; £106) a month.
Mr Megde says their conditions have not improved "despite India's economic progress".
"The rich are becoming richer and the poor are becoming poorer. This is because of rampant corruption," he said.
Mumbai's dabbawallahs have gained international recognition for their efficiency.
A unique tracking system ensures that all the lunch boxes reach their rightful owners in time, recently earning the service a rating of 99.99% for precision and accuracy from Forbes magazine.
The tiffin carriers have received international recognition for their supply chain management and even attended Prince Charles' wedding in 2005.
We are watching across the US as Foreign Economic Zone development bringing global corporate campuses and global factories tied to what are called ANCHOR INSTITUTIONS-----those former REAL US PUBLIC UNIVERSITIES partnered with global hedge fund IVY LEAGUES creating just this food structure in US-----we shouted earlier that most restaurants opening in our city centers are tied to CATERING not consumer spending. We are seeing the move to a MUMBAI-STYLE micro business centered in food services that will encompass those HIGH-RISE ECO-DOME GARDEN structures from where all these CATERERS will get the food -----
None of this is ENTREPRENEURIAL-----it simply uses the same PRETEND SMALL BUSINESS outsourcing that then becomes enfolded into the corporate campus-----Johns Hopkins has its cafe coffee business inside its own campus buildings.
'CAMPUS CATERING CORPORATE OFFICE in Addison, TX - Dallas County is a business listed in the categories Caterers Food Services and Caterers. If you did business with CAMPUS CATERING CORPORATE OFFICE, please leave a review and help us improve and help other people. Also, don't forget to mention Hubbiz'.
This is how a US 99% of WE THE PEOPLE allow ALL OUR FOOD RESOURCES to be controlled by global corporate campuses----while 99% of food sustainability is dismantled.
IT IS THOSE SAME 5% TO THE 1% BALTIMORE CITY COUNCIL/MAYOR-----BALTIMORE MARYLAND ASSEMBLY POLS PASSING THESE ECONOMIC LAWS AND SENDING ALL FUNDING TO THESE GLOBAL 1% STRUCTURES. It is those same 5% global Wall Street Baltimore Development 'labor and justice' organizations telling 99% of citizens all this is about helping the poor in Baltimore.
The Fresh Face of Corporate Dining
Published on Monday, 01 September 2014
Written by by Dana Tanyeri, Contributing Editor
B&I innovators break the mold with dynamic new on-trend, on-site options.
At social gaming company Zynga, the culinary staff serves an average of 4,000 meals per day, Monday through Friday.Think today's workplace benefits are all about health insurance, casual Fridays and 401(k)s? Think again. Corporate dining occupies a prime position on the list of perks that companies use to attract and retain top-notch talent and to improve productivity. Far from the drab, Dilbert-esque company lunchrooms of old, today's corporate dining programs sizzle with innovation, culinary and design sophistication, and on-trend offerings that rival, if not surpass, what employees might find at commercial operations down the street.
While some companies have been ahead of the curve for years, those within the B&I foodservice arena say a mix of powerful forces continues to accelerate the rate of change.
Economic recovery that's spurring renewed growth, expansion and rethinking of physical facilities.
A redefinition of the role of corporate dining professionals to encompass broader responsibilities, such as health and wellness programs, conference services, audiovisual and other "soft" services that are part of the office environment.
Macro changes in consumer demands, eating habits and food preferences.
Increased competitiveness for Millennial and Gen Y workers, whose expectations for and approaches to both work and food are dramatically different from those of older workers.
More pressure on corporate dining programs to compete with nearby commercial restaurants not just on price and convenience but also on quality and ambiance.
A growing recognition by companies that when it comes to creating great corporate culture, attracting the best candidates, retaining a happy workforce and boosting productivity, food matters.
"Foodservice is an important part of the workday that is finally getting recognition by organizations who realize it's one of the spaces that brings your building to life," says Sabrina Capannola, senior project manager at the World Bank in Washington, D.C., and current president of the Society for Hospitality and Foodservice Management (SHFM). "The dining facility is, more than ever, the hub of the organization. In a lot of places, it's the largest footprint that you have and organizations are using that space or those spaces more strategically to impact their corporate culture and productivity with some pretty dramatic results."
In many cases, newer high-tech companies that have changed the world with the products and services they provide, continue to toss the traditional notions of company cafeterias out the window along with the IBM Selectric and keep driving the biggest changes in corporate dining. Companies like Google, Zynga and Twitter feature multiple on-site cafés, restaurants, coffee bars, snack bars, kiosks, in-office delivery and catering services that every day feed hundreds if not thousands of employees — at no charge to them — from early morning through happy hour and evening dinner service. They've put in organic gardens that employees help tend and that supply their kitchens. They're baking and butchering on-site; sourcing local and organic foods; offering cooking classes; and bringing in trained chefs, many of them expats from high-end hotel, resort and restaurant segments, to prepare fresh, creative, globally inspired foods and themed events.
They and other progressive operators in the segment have followed the lead of colleges and universities in shifting away from traditional straight-line cafeteria service platforms supported by large production kitchens in back. Processed, frozen, rethermalized foods are out; flexible action stations offering fresh, made-to-order foods are in and serve as dynamic focal points right out front.
Bravo-station Metz BBraun
Metz Culinary Management offers clients a “Bravo” expo cooking station that adds a dynamic element to the front of the house. Shown here is the Bravo station at B. Braun, a medical manufacturer in Bethlehem, Pa. Ryan McNulty, director of culinary development at foodservice contract management firm Metz Culinary Management, says health represents the biggest driving force he's seen among clients in the B&I segment. Many accounts no longer feature fryers on the cookline, and menu evolution has led to including more whole grain–based salads, plant-based protein sources, whole-grain pizza crusts and lighter salad dressings and desserts.
Case in point: the J.M. Smucker Co. in Orrville, Ohio. "The company provides the food program as a nice, low-cost employee benefit and wants to help people make good choices with their nutrition," says chef Cavin Sullivan, general manager for Metz at the J.M. Smucker Co. "A lot of the newer things we're doing are with that in mind. We're featuring healthier fare every day, and we've gotten away from fried foods completely. We're going as natural and local as we can, and we regularly feature organic items, vegan and vegetarian soups, etcetera."
From a facilities standpoint, McNulty adds, "The biggest change has been toward bringing more restaurant-quality, fresh preparation of dishes cooked to order right in front of the guest. They love the dynamics, variety and visual appeal of the live-cooking stations; the food is fresher, and less is wasted than in the old cook-and-hold approach."
Finding Food Nirvana at Zynga
Zynga’s foodservice program is an extension of its corporate culture.Matthew DuTrumble, executive chef at San Francisco-based social gaming company Zynga, also insists that providing fresh, local, whole foods prepared by a small but efficient and highly skilled culinary team represents a more cost-effective model than traditional corporate cafeterias that rely on unskilled labor and processed foods. The company, developer of the popular FarmVille and ChefVille online games, among many others, stands out as one in the high-tech arena that seamlessly integrates its foodservice program into its unique corporate culture — and does so at no cost to its employees.
"Traditionally, if you looked at corporate food it was, 'Oh, you should buy processed foods that come in a box and make it easy and convenient.' We go the opposite way," DuTrumble says.
IF CITIZENS BELIEVE THIS IS WHAT GLOBAL CORPORATE CAMPUS AND GLOBAL FACTORY 3 MEALS A DAY CAFETERIA EATING FOR 99% OF WORKERS WILL LOOK LIKE ONCE MOVING FORWARD IS INSTALLED---WE HAVE SWAMPLAND IN FLORIDA TO SELL.
"We think the time that it takes to open all that stuff and the packages and the waste that it creates isn't doing anyone a service. We have talented chefs who are passionate about making real food. We're doing what we want to do, and we're able to keep some really amazing chefs because they're making fresh, great, creative food — and at the end of the day it's more cost effective."
Zynga's culinary team serves an average of 4,000 meals per day, Monday through Friday, from coffee and breakfast service in the morning through dinner. Its headquarters building features a large common area on the main level, which is where employees go for meals as well as to meet, collaborate and socialize throughout the day. Supported by a production kitchen below, the dining area features a variety of stations, including a large salad bar stocked with locally raised, organic produce along with house-made dressings and an array of toppings. All made from scratch, toppings range from freshly baked croutons to meats butchered, roasted, braised or cured on-site, to fresh-made ricotta and mozzarella, and dried fruits and vegetables.
The Nirvana Bar at Zynga offers what DuTrumble describes as "a very clean-cuisine buffet line." There, employees find grilled or steamed proteins, whole grains and legumes and lightly steamed or sautéed vegetables. "We take all the oil out of our cooking processes there," he says. "But then you have the option of complimenting your selections with one of our house-made chutneys or sauces to make it your own if you want to doll it up a bit."
Another station offers comfort foods "to the max" — which might range from lasagna to spicy, authentic Indian specialties. "Here, what we're trying to do is very nostalgic and comforting. We think that's just as important as the light and healthy sometimes," he says. "But again, you have the option of Nirvana if you want."
At the VeggieVille station, a play on the company's "Ville" game franchise, 90 percent of the selections are vegan; and they don't include processed products manipulated to look and taste like meat. Rather, says DuTrumble, "we feature specialties from places that have been doing vegetarian food right for thousands of years. We're trying to show off what vegetables are or can be all about. It's a very healthy approach to cuisine, and we find that a lot of regular meat eaters will eat at VeggieVille a couple of times a week."
Still more stations offer daily signature soups and sandwiches and a made-to-order sandwich bar was recently brought back. At Zynga, culinary staff make all the condiments in-house, and the company planned to add a house-made pickle bar this summer. Regular features include pasta bars and pizza bars, both of which always offer gluten-free options.
An exposition cooking station features daily pop-up specials that chefs finish and plate to order. "You never know what it's going to be, but it lets us showcase a little different style of cuisine beyond what's on the buffet for the day," DuTrumble says. "It's a great chance for you to interact with the chef, see the food being finished and plated as opposed to just going through a buffet line and choosing your own."
Even Zynga's beverages are made in-house. "Our beverage station is stocked with our own very low-sugar sodas, iced teas and lemonade as well as flavored waters. Today we featured blueberry-ginger water, which they really liked, and one of our most popular regular items is the house-made kombucha."
The beverages, as well as house-made snacks such as granola, pastries, beef jerky and hard-boiled eggs, are also available in a couple of snack kitchens positioned on upper floors to give employees easy access during the day.
Zynga maintains its own herb garden — in the area of the building where the FarmVille team has its studio, naturally — and cultivates its own mushrooms using coffee grounds and spent grains from its bakery. The culinary team welcomes employees to walk through the kitchen at any time to see the ingredients and the production, from baking to butchering.
"We have a thing every Tuesday called Meet Your Butcher," DuTrumble says. "You can go down and learn how to break down a whole animal and get some cooking and grilling tips. And we hold great classes throughout the week where you can come and learn how to make fresh pasta or grill meats or brew kombucha. A lot of people attend, and they use them as team-building activities as well. So a whole team will come down for a class, and it gets their minds in a different creative flow that they can take back to the game development process."
Millennial Mindset Drives Design Changes
Beyond the menu, innovators in the B&I segment continue to rethink the design of their dining spaces in ways that extend their productive use well beyond traditional breakfast and lunch dayparts. They're transforming them into comfortable, flexible, tech-enabled eat/work/socialize areas that bustle with activity from morning till night. They're also, in many cases, taking a page from the college and university segment by offering smaller, more streamlined retail food options placed strategically throughout the workplace, as with Zynga's snack kitchens.
"If you go into the Silicon Valley there's a lot of competition among tech companies to feature foodservices — or services, period — as part of the package of how they take care of employees," notes consultant and designer Jean-Michel Boulot, Seattle-based principal of Ricca Design Studios, who has worked on foodservice concepts and facility designs for corporations from Microsoft and Samsung to Disney. "It's becoming very important, and there's less definition between working and eating spaces. The newer facilities are developed as areas where people can meet, work, relax, whatever. They have lounge-type spaces and/or a variety of seating types that enable people to gather and collaborate or to just bring their laptops and work for a while grabbing something to eat. It's a much more integrated environment compared to 10 years ago, when the spaces were all pretty sharply defined and segregated. You had your desk or your office, and you'd walk to the cafeteria someplace else, eat and go back to your desk to get back to work. Now, it's evolving such that anywhere you go you have the opportunity to be creative and productive and to have good food and drinks available to you."
While tech may push the envelope farther than some other segments in terms of innovation, such changes continue to gain traction throughout the B&I world. Capannola notes that companies' strategic efforts to compete for and retain younger workers accounts for much of the drive to create integrated spaces around dining.
"When you look at Millennials and Gen Y coming into the workforce, their idea of work is more about something you do than a place that you do it," she says. "They're a little more free-form. Colleges and universities have been working to change their platforms and their facilities accordingly, and now businesses are adapting, as well, creating spaces where you can have these great hubs of activity. Younger workers are more used to the interchange of ideas and collaborating in groups, and studies have shown that creating these spaces has a big impact on corporate culture as well as on foodservice participation rates."
Less Formality, More Integration
Credit-Suisse-photo-2At Credit Suisse, stations were designed to maximize flexibilityAt New York-based investment banking firm Credit Suisse, 2013 IFMA Silver Plate Award Winner Jay Silverstein, vice president of conference and dining services, says evolving demand for spaces and services that are less formal, more flexible and more integrated represent the impetus for some of the changes his company is in the process of implementing. With flexibility and cost savings in mind, Credit Suisse is slimming down and redesigning the foodservice facilities at its 10,000-employee New York campuses.
"For example, in a traditional sandwich station for a population like ours, we'd assume maybe a third of the people will buy sandwiches and that we'd probably need five to six sandwich makers. That takes up a lot of real estate," he says, "and real estate in New York is extremely expensive. So we're going to design it with half the real estate but much greater efficiency so that if and when we need more people at that station, we can accommodate that. But when we don't, we're not having all that food out and taking up all that space for no great reason.
"In general, we're building a lot less hard equipment into the staff restaurants to give us more flexibility. If a particular station is Asian today, maybe tomorrow it's Mediterranean. The equipment is modular so we can pop things in and out. We'll always have staples like the salad bar, soup station and hot and cold buffet section, but other elements are being designed, built and equipped to give us maximum flexibility."
Credit Suisse, which averages a 52 percent participation rate among its employees, has other changes planned as part of its New York campus renovation. One is a reduction in the number of outlets that comprise its staff restaurant program in favor of what Silverstein calls "micro-mart" or pantry operations. The company's contract management partner, Restaurant Associates, will implement the first such operation, tentatively called RA Kitchen, with a target opening date of October.
"We'll have these on the trading floors, where we currently have big food operations. We're eliminating some of those and going to these smaller pantries that better meet the needs of the employees there. We know what the guys on the trading floor are buying, and it's mainly snacks, hot and cold beverages, etcetera. You can do that with a lot less labor and real estate than what we've traditionally done."
Silverstein adds that the snack selections offered will go well beyond traditional chips and candy to include items like cheese-and-fruit trays, crudités and hummus, and fresh salads. "We're redefining what snacking is. These new pantries will be chock full of snacks — but snacks that are interesting, more healthful and designed to meet the habits of the Millennials, who make up a big portion of our population. They watch movies like 'The Internship' and look at the Google facilities of the world, which are very cool. So a lot of what we're trying to do, even though we're an investment firm, is mirror what the tech companies have been so successful with."
In addition to anticipated savings in space and labor, Silverstein notes that the pantries figure nicely into the company's desire to keep employees on the business floors. To that end, in addition to offering the types of snacks that appeal to its younger workforce, they'll integrate them with informal seating and meeting areas.
"Millennials look for informal meeting areas," he says. "The traditional meeting with your boss behind a desk is very passé. We have floors that have all sorts of fun meeting areas with light boards, technology, couches, chairs that look like giant french fries that you can move around. Younger people work better in those environments than in the traditional four-wall conference room or office. The pantries are designed to augment that. There will be one on every floor, so if you're having a team meeting, that will be your informal setting."
Credit Suisse's remaining staff restaurants are getting some updates as well. In addition to more flexible, modular cooking stations, the new designs will include a variety of seating options. Rather than having all standard-height two-, four-, six- and eight-top tables, the restaurants will include high-top tables, counters and flexible seating arrangements that can serve a secondary purpose and extend the use of the space.
Capannola says an SHFM member company that she toured recently illustrates the dramatic impact that new approaches to corporate foodservice and the spaces in which they're offered can have. "They went from the traditional cafeteria used primarily during the peak midday time to a space that now includes clusters of seating and integrated technology, and it really brought life to the space," she says. "The organization talked about how it changed their culture, how it got people out of their offices and working together. It also led them to begin to rethink the amount of space that they need for traditional conference meeting rooms and office sizes if people are meeting and working like this. So there are some potential financial benefits, but the cultural benefits are the big ones. By simply changing the model, they made it a more dynamic place to work. You can feel it going into the space, the exchange of ideas and the activity there throughout the day."
She notes that the physical changes taking place also give the foodservice teams much greater flexibility. "If you build it right, today's trend of X can easily be changed to tomorrow's trend of Y," Capannola says. "It gives us a lot more latitude and flexibility, and the designs have much longer life."
They also, she says, can make a dramatic impact on participation and financial performance. By transforming cafeterias into dynamic destination spaces used throughout the day, use of the on-site foodservice offerings increases. "The traditional breakfast and lunch dayparts go away," she says. "Now, we're putting a lot more creative thought into what we can provide all day long."
One recent change in the World Bank's program was made with that in mind. To better capture and cater to employees who may work through lunch and want an afternoon pick-me-up — something healthier and more substantial than candy or chips — the company's contract partner, Restaurant Associates, worked with Capannola to add a new snack program in the 4,500-employee main building's café.
"It offers beautiful charcuterie trays, gourmet cheeses, fruits, traditional and trendy fresh-made salads and sandwiches," she says. "It's a nice, diverse array of healthful foods that you actually want to eat. Our participation rates during that later afternoon time period are up more than 1,000 percent. It's not just those of us who tend to work through lunch, but other employees as well, who simply see attractive options and are taking advantage of them. Maybe they have a cup of soup at lunch and come back in later for something else. Again, it's the trend of getting away from three meals a day and the traditional entrée with two sides approach. Dining habits are changing, and from a financial model that helps us."
Mark Freeman, senior manager of global employee services at Microsoft Corp., Redmond, Wash., says his operation enjoys participation rates "up into the 70 percent range" now. That's thanks in part to the company's innovative and successful approaches to keeping staffers on-site to maximize productivity.
Five years ago the company introduced its West Campus Commons, a complex of some 14 restaurant/café concepts and a variety of retail offerings strategically selected to save employees from having to run downtown to go to the bank, the post office, the dry cleaners and so on. "It has proven itself in that people are now not leaving the campus," Freeman says. "And one of the fallouts of that is that in addition to the retail outlets, they're staying on-site to eat in the cafés, so our participation rates are way up."
That scenario, Freeman adds, intrinsically adds to overall employee productivity, but it also helps to achieve what's become a key goal for many corporate dining programs — to serve as an aid in employee recruitment and retention. "When recruits come in, we tour the Commons as part of sharing with them what Microsoft is all about for its employees," he says. "It helps them to make a decision as to whether they want to work here. You usually don't see a café program in an HR brochure for recruits, but surprisingly enough, it does fit into the mix of what potential candidates look at. And it's not just Microsoft, it's the entire industry. All of us are using dining as a major attraction."
Insurance and 401(k)s? Sure, those are givens in terms of important employee benefits. But increasingly, companies like these — especially those targeting a younger demographic — sweeten the deal with tantalizing foodservice programs that create real competitive differentiation and meet employees where they want to be.
"Our approach is friends cooking with friends," says Zynga's DuTrumble. "We treat it like we're inviting some friends over for a house party and our common space is like our living room. Let's make them great fresh food. Let's bring the people together. Let's have some good conversations and really enjoy our time at work together."
Seriously, wouldn't you want to work there?
Work in Progress: Big B&I Challenges
FE&S asked B&I foodservice leaders what they see as some of the toughest challenges facing the segment. Here's what they had to say:
Mark Freeman, Microsoft. Government legislation, particularly with regard to minimum wage. Also, figuring out how best to infuse customer-facing technologies into our operations. It changes so fast that by the time we invest in a particular type of technology, there's something new, and we have to reinvest. We're piloting cashless kiosk systems in a few of our cafés, and it's going really well. We're also doing some piloting [of] moving mobile ordering to the phone and trying to understand how that works and what the back-end operational implications are.
Sabrina Capannola, World Bank. Breaking down stereotypes about corporate dining to be able to attract and retain the best workers to our programs. Despite the fact that we're doing some really innovative things, B&I still isn't perceived as being quite as sexy as some other industry segments to recent culinary school and college grads. At SHFM, we're starting to do some creative outreach to change those perceptions.
Nello Allegrucci, Metz Culinary Management/Blue Cross of Northeastern Pennsylvania. Always keeping what we're offering interesting and diverse and staying on top of sourcing so that our vendors know that we want whatever's fresh, local, perfectly ripe, etcetera. There are about 20 different restaurants within walking distance of us, so if we're not good or employees get bored, they're going to walk right out the door and go someplace else.
Jean-Michel Boulot, Ricca Design Studios. Finding the necessary culinary expertise and breaking the old industry financial models. The assumptions of return on investment and profitability are completely different now, and adjusting to the new operating models is a big challenge. The products are different; the equipment is different; the facilities are different, and the labor is different. The financial models have to be different too.
Jay Silverstein, Credit Suisse. The change in our population. Millennials are far more astute about food, far more picky and a lot of them have multiple issues with food, from allergies to simple dietary preferences. And as we continue to globalize, we're getting more people who come from different places with different eating habits. Many, for instance, have someone at home preparing foods for them to bring to work. We not only have to provide refrigeration options for them, but we also have to think about how we can sell desserts, a breakfast item, some fruit or a beverage to go with what they've brought.
Matthew DuTrumble, Zynga. You have to be more than just a chef. We have a very friendly and fun environment, and it's an important part of my job to help set that foundation and maintain that company culture. We're always trying to keep it a positive and rewarding experience for the employees and for the crew in back, too.
'Nutrient efficiency changes
According to Grant, Monsanto sees its pioneer efforts in “smart seeds” as not only a way to improve the nutritional value of its product, but also to curb greenhouse gas emissions'.
Going to MONSANTO for food sustainability is like going to HITLER for policy LET'S ALL GET ALONG. Monsanto is the global 1% DR NO-----growing from US BIG AG INDUSTRIAL FARMING---the FAKE LEFT GREEN REVOLUTION it is capturing food sources globally with patented brands as we see in this article. The WORLD HEALTH ORGANIZATION of course tells global 99% this is good for developing nations---this is good for ONE WORLD ONE GLOBAL FOOD SOURCE.
The US and WE THE PEOPLE watched as BIG AG using Federal funds became that global FEED THE PEOPLE. This captured developing nations' food sources and those 1% leaders. While the ROBBER BARON few decades of CLINTON/BUSH/OBAMA was going wild moving all US revenue to those global 1%----GLOBAL BIG AG buying all fertile land and fresh water access has replaced US BIG AG which with Obama-era Farm Bill is now subsidized for producing NO FOOD IN US. The mid-west will be a dust-bowl but subsidized for producing nothing----while 99% of WE THE PEOPLE become those developing nation refugees needing to be fed by GLOBAL BIG AG FEED THE PEOPLE.
We will see NO natural SEEDS for food very soon----every citizen wanting to plant food will be tied to GLOBAL BIG AG PATENTS and approval. As we shout----in North America the northern territories are the BREAD BASKET----DO WE SEE MONSANTO worried about that devastation of vital farmland? Of course not---their goal is controlling the 6-9 billion global citizens with their inability to grow---find ordinary food staples----US becomes third world in not being able to find food.
These are the biggest ship of fools -----in world history-----
The American 99% thinking because MONSANTO was US Big Ag that there are executives at the top of this corporation caring about the US---or caring at all for the American people-----FORGET ABOUT THAT---this corporation has been sold and merged and multi-nationaled ready to bring US to its knees in need of food.
Who is MONSANTO? CLINTON/BUSH/OBAMA----that 5% to the 1% pushing these ONE WORLD ONE GLOBAL FOOD SOURCE policies.
Monsanto Announces Aggressive Sustainability Goals
by Jan Lee on Thursday, May 1st, 2014
Monsanto isn’t a name that many readers associate with the sustainability movement. With so much focus on genetically modified organisms (GMOs), discussions and news about its sustainability commitments and strategies often get passed up. But yesterday, as part of the 2014 Walmart Sustainability Expo, Monsanto’s CEO Hugh Grant announced two new sustainability commitments for the world’s largest agricultural chemical and biotech company. Rightfully, it believes that implementing new sustainability goals in the following two areas will not only help streamline its own overhead costs, but also contribute to U.S. and global efforts to conserve water and reduce carbon emissions.
Monsanto’s water resources
Agricultural irrigation requires significant water resources often in regions with a less than regular supply. An estimated 70 percent of the world’s water sources are committed to agricultural irrigation, according to Aquastat, the water information system of the United Nation’s Food and Agriculture Organization (FAO). North America is one of the largest users of agricultural irrigation, FAO finds. Although it uses a smaller percentage of its water resources for irrigation compared to most regions, its access to freshwater resources for irrigation dwarfs most areas of the planet — leading to a generous percentage of water used for irrigation purposes.
With that in mind, Monsanto has set a goal of reducing its overall water usage by 25 percent by 2020. While it admits that water usage will vary according to seasonal weather patterns each year, the company said it believes it can reduce its water usage by between 30 billion and 89 billion gallons annually.
It will implement these changes not only on its owned and leased properties, but also on contract farms that grow the company’s seed products. One of the areas it said it will be making changes is in its irrigation methods. The company figures it can improve its water conservation by converting to drip irrigation, something it said it is already doing in resource-impacted areas like India, Mexico and Hawaii.
Nutrient efficiency changes
According to Grant, Monsanto sees its pioneer efforts in “smart seeds” as not only a way to improve the nutritional value of its product, but also to curb greenhouse gas emissions. The company will do this in part by creating new ways to “work and share with farmer customers, stakeholders, industry groups and partners” that will “help accelerate these efficiencies,” Grant said. Monsanto has already started working with the National Corn Growers Association’s Soil Health Partnership to develop new strategies to improve soil health and water quality.
Projected sustainability goals for Monsanto
With all of the heightened focus on potential GMO labeling legislation now threading its way through state and federal courts, it’s hard not to ask why Monsanto has chosen this week to release announcements of its new goals. The company has set itself a relatively short deadline to master water conservation of a fairly high magnitude. One plausible reason for choosing a goal of 2020 is that it coincides with the first benchmark given by the Intergovernmental Panel on Climate Change for curbing global carbon emissions and addressing global warming. In this perspective, Monsanto’s efforts offer much-needed leadership for improved water use, water conservation and decreasing carbon emissions.
One question that was asked during the presentation was whether Monsanto’s “smarter seeds” will be engineered to allow growers to “reuse” the seeds, which would cut down on overhead for those farmers its sustainability efforts support.
Grant noted that one of the reasons reuse hasn’t been a characteristic of the company’s product is that they believe using new, clean, fresh seeds improves maximum yield capacity and quality. He said a primary focus of the company is to develop seeds that have better drought tolerance, a real concern with climate change, according to the IPCC.
“I think if you look over the next five to 10 years, [there will be] better soil management; [there will be] better agronomics … And continuing to deliver better performing seeds to growers, that’s really the focus,” Grant said.
I also asked him whether Climate Corp., which Monsanto purchased last year, would be playing a role in the company’s sustainability goals. While Climate Corp. wasn’t headlined in this announcement, Monsanto said that it will play an instrumental role in tailoring water usage and crop management, two vital issues when dealing with day-by-day climate changes such as we have seen recently in agricultural areas.
“There’s tremendous opportunity ahead in this area,” Grant said.
Monsanto said it plans to update the public on a quarterly basis as it moves closer to meeting its 2020 sustainability goals.
As MONSANTO works hard to leave 99% of global citizens with collapsed agriculture -----devastated by MONSANTO fertilizing and pesticides-----everyone knows the BREAD BASKETS are Canada and Siberia.
We hear all kinds of MONSANTO PATENTED food biotech patents telling us----this seed will grow in hot or cold or drought or flood----this seed releases less CO2 and loves METHANE----KNOW WHAT?
We have the ability to grow food as it was always grown---we simply need to build the eco-domes that will protect against growing temperature---disrupted seasons----intense cloud density----while we depend on MONSANTO AND PATENTED GMOs telling us THIS WILL WORK---we are not building ANY REAL 99% INFRASTRUCTURE FOR OUR FOOD SOURCE.
Now, if we return to our WIZARD OF OZ global 1% freemason analogy- the Eastern block nations will be far-right, authoritarian, militaristic, lots of surveillance and spying--just as the good old STALIN days----along the tract of real estate that will be filled with GLOBAL 1% GIANT ECO-DOMES. It will look like the GREAT DARK FOREST with 5% winged monkeys to keep global 99% of citizens trying to reach shrinking food sources. meanwhile, Canada as North America's bread basket will be deemed too toxic for centuries to plant anything---
WHERE IN THE WORLD DOES WALDO GO? VOLUNTEERING FOR PLANETARY MINING SLAVE AND COLONIES.
America’s Breadbasket Moves to Canada?
By Tom Zeller Jr.
December 5, 2006 11:04 am December 5, 2006 11:04 am
Agriculture researchers say the time is now to develop crops — including maize, wheat, rice and sorghum — that can resist global warming trends. (Photo: Cimmyt)At its annual general meeting in Washington yesterday, the Consultative Group on International Agricultural Research, the world’s leading network of agricultural research centers, said the steady march of global warming was driving the need to develop new crop strains that can withstand rising temperatures, drier climates and increased soil salt content, as well as “boosting agriculture’s role in removing greenhouse gasses from the atmosphere.”
In a news release about the meeting, the group explained:
The world’s population is expected to increase by 3 billion people by 2050. In a world where 75 percent of poor people depend on agriculture, climate change will have a profound impact on their food security.
Higher temperatures in Latin America, Asia, and Africa will shorten growing seasons. Changes in rainfall patterns may lead to droughts in some areas and to floods in others. Researchers have estimated that a rise in temperature and change in rainfall could result in losses amounting to as much as $2 billion a year through reduced yields of important food crops such as maize. In other regions of the South, farmers will face greater climate variability, including more frequent and sustained intense weather events such as droughts, floods, and typhoons.
BBC News noted on Sunday, in its pre-coverage of the conference, that the rising temperatures will, of course, have an impact not just on poor countries, but also open up parts of North America and Russia to wheat production that are currently too cold — including Alaska and Siberia. Indeed, a map based on research by Cimmyt, a nonprofit network of global organizations working on food security and agricultural issues, shows the belly of North America’s wheat bounty shifting to Canada by 2050.
Via BBC News.Christopher Mims at the Scientific American blog noted yesterday that this would put America’s breadbasket squarely north of the border, and asked “if that’s what will happen to wheat, what’s going to happen to other key crops, like soybeans and corn?”