Jubilant FoodWorks forms JV with Golden Harvest to launch Domino’s Pizza in Bangladesh

Jubilant FoodWorks Ltd, which operates Domino’s Pizza and Dunkin’ Donuts outlets in India, said it has formed a joint venture with Golden Harvest QSR Ltd of Bangladesh to launch Domino’s Pizza in the neighboring country. Golden Harvest QSR, which is an entity of the diversified Golden Harvest group that has businesses across food, dairy, logistics and commodities, will have a 49% holding in the JV while 51% will be with Jubilant

FoodWorks, the company said in a statement. “As one of the fastest growing economies, we believe that Bangladesh offers huge potential for Domino’s,” Shyam S. Bhartia, chairman and Hari S. Bhartia, co-chairman, Jubilant FoodWorks, said in the statement. Besides India, Jubilant FoodWorks has rights to develop and operate Domino’s Pizza in Sri Lanka, Bangladesh and Nepal. The company currently operates 1,128 Domino’s Pizza restaurants and 43 Dunkin’ Donuts stores in India, it said. Jubilant reported a huge jump in profit for the quarter ended December 2017. Its net profit rose to Rs66 crore, from Rs19.97 crore a year ago. Operating revenue rose 20.7% to Rs795.16 crore from Rs658.83 crore. – Source: LiveMint (India).
Dairy Queen is Moving its Headquarters from Edina to Bloomington

Dairy Queen is moving its headquarters just down the street from Edina to Bloomington as the nearly 80-year-old ice cream shop and fast-food franchise continues to reinvent itself.

International Dairy Queen Inc., a subsidiary of Berkshire Hathaway Inc., will relocate its franchisee support center to occupy more than 50,000 square feet at the 8000 Tower at Normandale Lake Office Park, located northwest of the intersection of W. 84th Street and Normandale Boulevard.

HGA Architects and Engineers is working with Dairy Queen to design the space, which will include a new test kitchen, collaborative spaces and updated technology, the company said in a news release.

The move is planned for early 2019. “The decision to move our franchisee support center to the Normandale Towers highlights our focus on providing our employees with the tools they need to continue growing the Dairy Queen brand and our franchisees’ business,” said new President and Chief Executive Troy Bader, in the release. Bader, the company’s former chief operating officer, was promoted to CEO at the beginning of the year following the retirement of John Gainor.

In recent years, Dairy Queen has remodeled its DQ Grill and Chill restaurants and updated its menus with more food items and creative ice cream treats. Dairy Queen’s restaurant on Normandale Boulevard, in between the company’s current and future offices, is one of just two in the country that are directly owned by the company. Most of the restaurants are run by franchisees. Dairy Queen owns its current headquarters building and is weighing various options for what to do with the site, a company spokeswoman said. Star Tribune, Minneapolis, MN.

Starbucks Wants People to Linger over a Cocktail at Reserve Stores

A bar offering pairings of appetite-inducing cocktails with ingredients such as Aperol and Campari, served alongside aged parmigiano reggiano and Cerignola green olives, anchors one corner of the company’s new Reserve store, opening on the ground floor of its Sodo headquarters building .

It’s the first of up to 1,000 such high-end stores Starbucks has said it plans to open as it spends big on an expansion toward a higher-end, fuller-service part of the food and beverage market. Starbucks executive chairman Howard Schultz sees falling rents in premium retail locations easing the way for his plans. The Reserve store would feel familiar to someone who has visited the company’s larger Roastery showpieces, which opened ON Capitol Hill in 2014 and Shanghai last year. Four more Roasteries are planned in Milan, New York, Tokyo and Chicago in the next two years. But while the Roasteries, with their centerpiece coffee roasters, have an explicit educational and entertainment function – “the theater of coffee,” in the words of one Starbucks spokeswoman – the Reserve stores’ scale and layout hews closer to the company’s concept of a “third place” to gather and linger.

With the addition of a full bar, Starbucks hopes it can finally persuade customers to linger on into the afternoon and evening, when cravings shift from caffeine to booze. “We want to be a part of the community and are looking forward to being a stop on the way to sporting events, on the way to theater, on the way to concerts,” said Shauna McKenzie-Lee, director of operations for Starbucks’

Siren Retail line, which includes the Roastery and Reserve store formats. The Roasteries could perhaps be justified as loss leaders for their hagiographic treatment of coffee and the Starbucks brand – particularly its championing of small-farm, small-batch single origin coffees. But the number of the Reserve stores indicates they’ll have to make money on their own merits. Wall Street analysts have pressured company executives about spending associated with its shift to higher-end store formats. Starbucks would not disclose what it cost to build the Reserve store. At 8,100 square feet including the back of the house, the Reserve Sodo is four times larger than a typical Starbucks. An adjoining 10,000-square-foot Princi bakery kitchen, which serves multiple outlets, is visible through a glass wall adjacent to the store’s large, black ovens.

Starbucks invested in Princi in mid-2016. The bakery, from Italian chef and master baker Rocco Princi, is the exclusive food provider to Starbucks’ Siren Retail stores, as well as a stand-alone bakery brand.

As if to allay those cost concerns, Starbucks released a memo from founder and chairman Howard Schultz in which he describes a favorable real estate market for the kind of expansion the company has embarked upon. “Trust me, rents are coming down!” Schultz wrote in a memo to the company’s top executives Sunday. He added, “This is not going to be a cyclical change in our occupancy expenses, but a permanent lowering of the cost of our real estate.” Schultz, who has focused on the company’s high-end Siren Retail strategy since stepping down from day-to-day leadership in 2016, wrote that during recent trips around the United States he “observed firsthand the abundance of empty store fronts across the country, in prime A1 locations.” He said leases inked three to seven years ago by struggling bricks-and-mortar retailers are pushing landlords toward “a major inflection point.” For now, Starbucks plans a second Reserve store later this year in Chicago. Princi bakeries should also begin to appear in the U.S. later this year. – Source: The Seattle Times.

Everidge Hires New VP of Sales for Thermalrite and ICS

Everidge, a manufacturer of walk-in coolers and freezers and other refrigerated solutions, has hired Feras Affani as vice president of sales for brands ThermalRite and ICS. Affani will be responsible for generating new business, and sustaining and growing current customers in the foodservice and non-commercial segments.

At ThermalRite, he will be in charge of chain accounts; at ICS, he will manage one-piece walk-in sales. “Feras’ engineering and technical skills fit in well with the type of talent that we seek at Everidge,” said Chris Kahler, president and CEO at Everidge. “His refrigeration experience combined with his untiring work ethic makes him a perfect fit for leading our business development efforts.” Affani received his bachelor’s degree in industrial technology from Wichita State University. He started his career working for ICS as a welder and sheet metal fabricator and quickly became a national sales manager. He returns to his ICS roots after gaining valuable sales experience with other brands in the walk-in refrigeration industry. – Source: Everidge.

Appoints Bernard Acoca as President and Chief Executive Officer

El Pollo Loco Holdings, Inc. announced that Bernard Acoca has been appointed as President and Chief Executive Officer, effective March 12, 2018.  Mr. Acoca will succeed Steve Sather, who previously announced his intent to retire during 2017.  Mr. Acocawill also replace Mr. Sather on the Company’s Board of Directors.

Michael Maselli, Chairman of the Board of Directors of El Pollo Loco, stated, “The board and I are excited to announce Bernard’s appointment as President and CEO.  Bernard is a seasoned executive with over twenty-five years of experience, including sixteen years at leading restaurant companies Starbucks and Yum! Brands.  With a long and proven track record of driving sales and profit growth through new product development, brand communications, and integrated go-to-market strategies, Bernard brings significant strategic, marketing, operational, and digital expertise to the role of CEO.  As El Pollo Loco embarks on its next chapter of growth, we are confident that Bernard’s skill set, experience, and passion for the brand make him the ideal person to lead this Company into the future.” Maselli continued, “On behalf of the Board of Directors, I would like to thank Steve for his leadership, dedication, and hard work over the past twelve years. We are proud of all his accomplishments, and wish him the very best in his retirement.”

Mr. Acoca joins El Pollo Loco after seven years at Starbucks as a member of its Executive Team.  For the past two and one-half years, Mr. Acoca served as President of Teavana, Starbucks’ global tea brand, where he was responsible for the overall operations of over 375 Teavana specialty retail stores in North America as well as its e-commerce business.  During his tenure he oversaw the expansion of the Teavana brand to 26,000 Starbucks stores globally and was in charge of evaluating the brand’s prospects and determining its strategy.  Before that, Mr. Acoca served as Senior Vice President, Marketing & Category for the Americas, Starbucks’ largest region, where he was responsible for managing categories totaling $9B in sales.  Additionally, he served as Chief Marketing Officer for the Americas for L’Oréal and spent 10 years at YUM brands in marketing roles of increasing responsibility.

Bernard Acoca, incoming President and Chief Executive Officer of El Pollo Loco, stated, “I am thrilled to lead the El Pollo Loco organization and eager to build upon the brand’s success.  El Pollo Loco represents an authentic differentiated brand, serving made-to-order fresh citrus-marinated grilled chicken and entrees every day, every meal.  I look forward to strengthening that unique positioning, and to driving sales and profits as we cultivate relationships with both new and existing customers.” Steve Sather has served as President and Chief Executive Officer since 2010, after joining El Pollo Loco in 2006 as Senior Vice President of Operations.  During his tenure, he led a successful brand turnaround, repositioning El Pollo Loco to target the QSR+ niche, and driving meaningful improvement in average unit volumes and restaurant level margins. Steve Sather, President and Chief Executive Officer of El Pollo Loco Holdings, Inc., commented, “It has been an incredible honor to lead this special brand over the last seven and one-half years, and I am extremely proud of the successes we have shared.  El Pollo Loco has a tremendous opportunity for growth, and I leave assured that the company will thrive under Bernard’s skillful leadership and look forward to seeing their future achievements.” – Source: El Pollo Loco

Dickie Brennan Named National Restaurant Association Show Convention Chair

The National Restaurant Association announced it has selected Dickie Brennan, owner and managing partner of Dickie Brennan & Company, to serve as its convention chair for the National Restaurant Association Restaurant, Hotel-Motel Show 2018 (NRA Show). In this capacity, Brennan will advise the Association to ensure that the NRA Show—the most comprehensive event for restaurants, foodservice and hospitality in the U.S. and abroad — epitomizes the current industry landscape in a valuable and meaningful way.

The NRA Show 2018 takes place May 19-22 at Chicago’s McCormick Place. Dickie Brennan, whose restaurant group includes Tableau, Palace Café, Dickie Brennan’s Steakhouse and Bourbon House, is a third generation New Orleans restaurateur of the famed Brennan family. “Dickie Brennan is a passionate and dynamic trailblazer in the restaurant industry, both locally and nationally,” says Dawn Sweeney, president and CEO of the National Restaurant Association. “He has been a constant proponent of supporting local farmers and fisherman for years and will serve as an inspiration to our attendees.”

In the 1970s and under the instruction of Chef Paul Prudhomme, Brennan worked with famed New Orleans restaurant Commander’s Palace as they introduced the world to Cajun and Creole cooking. After graduating college, Brennan joined Larry Forgione’s An American Place in New York City.  He later moved to France, where he worked and studied in six different kitchens to gain exposure and expand his knowledge as a chef.  In 1991, Brennan helped open Palace Café and later became executive chef then owner. Brennan went on to open Dickie Brennan’s Steakhouse, Bourbon House and Tableau along with his sister, Lauren Brower, and business partner, Steve Pettus. A proponent of New Orleans and its unique culture, Dickie is active in the community and has taken a leading role in trying to preserve heirloom varieties of Louisiana produce. Although each of his restaurants has its own distinct identity and cuisine, they stay true to Louisiana’s culinary history by utilizing local ingredients and techniques. – Source: FSRMagazine.

Former Taco Bell executive joins McDonald’s Alum and Food Industry Veterans to Round out Executive Team

Culinary on demand startup Kitchen United announced that Meredith Sandland will join the company as Chief Operating Officer, effective March 5, 2018. Sandland most recently served as Chief Development Officer for Taco Bell, a division of Yum! Brands with 7,000 locations and $10 billion in system sales. In this role, she added more than $1 billion in sales to the system through the addition of 1,000 restaurants in just four years. Sandland will be responsible for driving revenue and overseeing Kitchen United’s business strategy, operations and national rollout plan.

“I’m incredibly excited to welcome Meredith to Kitchen United’s leadership team. She embodies the strong business instincts, deep knowledge of the industry, extensive leadership and passion that will drive our mission forward,” said Kitchen United CEO Jim Collins. “We have ambitious goals for 2018, and the addition of Meredith will enable us to help restaurant operators and independent food professionals expand their footprint and integrate seamlessly with delivery operations by using our turnkey back of house infrastructure.”

Sandland joins former McDonald’s executive Atul Sood and celebrated restaurateur and SBE Entertainment leader Massimo Noja De Marco, who will serve as Kitchen United’s Chief Business Officer and Chief Culinary Officer, respectively. Sood will spearhead administrative, financial, and operations management. De Marco will drive all aspects of food development for Kitchen United’s culinary partners. Kitchen United is led by Chief Executive Officer Jim Collins, founder, owner and operator of Town Kitchen and Grill in Montrose, CA, a 100-seat new American restaurant that recently made the list of 10 best new American restaurants in Los Angeles.

“I am thrilled to join Kitchen United at this pivotal time in the evolving restaurant industry landscape,” said Kitchen United Chief Operating Officer Meredith Sandland. “I have tremendous respect for Kitchen United’s powerful mission to help restaurants thrive with off-premise dining and will focus on delivering value for our existing partners, attracting new ones and growing our brand.”

Kitchen United was spun out of Cali Group, the holding company behind Miso Robotics’ burger-flipping robot. Flippy, and the first application of facial recognition technology in U.S. restaurants that allows consumers to pay with just their faces, who invested in both rounds of the company’s financing. Last month, Kitchen United introduced its new center of culinary imagination and excellence with the opening of its first facility in Pasadena, CA. The 12,000 sq. ft. fully equipped kitchen space leverages technology, including integrated point of sale software, back of house automation, and efficient order interfaces that combine inbounds from various delivery platforms, to enable new levels of efficiency for food businesses. The facility will be used by regional and national food and restaurant brands to produce fresh food solely for the purpose of takeout, catering and delivery. Kitchen United also provides kitchen space that can be rented by the hour to food truck operators and catering firms in need of licensed preparation space, as well as by entrepreneurs seeking to develop new food products or restaurant concepts. – Source: Kitchen United.

TriMark USA Announces Acquisition of Chefs’ Toys                                                                           

TriMark USA, LLC President & CEO, Jerry Hyman, announced the acquisition of Chefs’ Toys. Chefs’ Toys is an award winning, industry-leading foodservice equipment and supplies distributor in Southern California with seven superstores and a range of services including design, installation, construction and ecommerce.

Chefs’ Toys President, Steve Dickler, and Vice President, Mike Krepistman, along with their team of talented professionals, have held to their mission of helping chefs with an unwavering focus on providing superior services, quality products and specialized solutions to meet the needs of an increasingly demanding and complex foodservice industry. “We are so thankful to our loyal customers and our incredible employees who have brought us to this point of success”, says Steve Dickler. “We are excited to have the resources and support of TriMark USA to help us grow to the next level. This is a great day for our company and our team, as it is a testament to the phenomenal business that we have all built together!”

The acquisition strengthens TriMark’s position in the industry, consolidating their presence in the California market and expanding its distribution capacity for equipment and supplies in the Los Angeles area. “We are very pleased to add Chefs’ Toys to the TriMark portfolio,” said Jerry Hyman of this latest acquisition. “We have reached another significant milestone with accelerated growth which will expand our capabilities and directly benefit our customers.” Senior Leadership will remain at Chefs’ Toys, continuing to serve their loyal foodservice customers in the marketplace. Source: TriMark USA.

CLABO Strengthens its Presence in the US

Clabo S.p.a., the worldwide leading company in the business of the refrigerated display showcases for Gelateria, Confectioneries, Cafés and Hotel, listed on the AIM Italia segment of the Italian Stock Exchange, organized and managed by Borsa Italiana, informs that today has entered a preliminary binding agreement for the purchase of the 51% of the Class A Membership Interest of the US based company Howard McCray (herein after “HMC”), based in Philadelphia, at the price of US $ 2,1 million (Euro 1,7 million).

At the same time, the agreement sets forth the purchase of the equivalent of US $ 200 thousands of the Class B Membership Interests. The Share Capital of HMC is composed of Class A Membership Interests (with voting rights) and Class B Membership Interests (without voting rights). Class B Membership Interests are equal to the 17,2% of the total evaluation of the stock (equity value) of HMC, valued US$ 5.1 million at the current date.

The acquisition will be funded by available cash of Clabo and partially by a payment in own shares corresponding to an equivalent value of US$ 350 thousands. Pierluigi Bocchini, Executive President of Clabo s.p.a., has declared: “The acquisition of HMC is an important step in the international development of our group. The partnership with Howard McCray will give us significant savings in terms of logistics and operating expenses, thanks to the planned consolidation of our Californian operations with those of HMC in Philadelphia. With the new operating perimeter we set for the Group the target of € 60 million revenues already in 2018, two years ahead of the most recent business plan. Combining Clabo USA operations into HMC will also enable us to achieve savings for an amount of approximately 600 thousand euros already in the first year of activity when we expect to reach an Ebitda value of about 1.2 million euros related to the US operations. A consolidated Ebitda of 7.5 millions of Euro is an achievable target, now.

At last, I would like to express my satisfaction and my appreciation for the decision of the current owners and managers of HMC to reinvest part of the proceeds in Clabo’s shares, which is further proof the strategic and long-term nature of the agreement with our new American partners” Target Company and 2017 results Philadelphia-based Howard McCray is specialized in the manufacturing of refrigerated retail showcases in the food & beverage industry.

The company is the result of the merger, in 1975, between McCray, founded in 1887 in Kendanville (Indiana – USA), and the Howard, founded in 1949 in Philadelphia. In 2003 it was taken over by the management that still manages it. In the first 11 months of 2017 HMC has had revenues1 of US $ 10.6 million (Euro 8.8 million), Adjusted2 EBITDA of US $ 0.75 million (Euro 0.6 million), and payables for approximately US $ 1, 3 million (€ 1.1 million). Transaction Rationale. The transaction will allow the Clabo Group to consolidate its presence in the United States of America, where it has been operating directly since 2005 through its subsidiary Clabo USA. The US market is particularly significant as it represents the Group’s third market in terms of sales.

Thanks to the partnership with HMC, Clabo will have a new manufacturing and logistics base where all the activities related to North America will be concentrated, as well as the production of those models of Clabo showcases currently imported from Italy, with significant savings in logistics and transportation costs, as well as shorter lead times for deliveries. HMC, on the other hand, will be able to integrate its product range with showcases for ice cream and confectionery and make its commercial offer wider and more attractive for its sales network. In fact, significant commercial synergies are expected, in light of the perfect complementarity of the two product ranges which, although very similar in terms of technical features, do not have overlapping elements Main details the transaction Source: Clabo SpA.

Bloomin’ Brands Adds Norwegian Cruise Line Exec to Board

Bloomin’ Brands and JANA Partners struck a deal heading into the casual-dining company’s annual meeting. The parent company of Outback Steakhouse, Carrabba’s, Bonefish Grill, and Fleming’s Prime Steakhouse and Wine Bar, announced Wednesday (February 28) that it has agreed to appoint Wendy A. Beck to its board of directors for a term ending at the company’s 2019 annual meeting.

In return, JANA agreed to a customary standstill and voting commitment. Also put, JANA Partners, which owns about 8.7 percent of Bloomin’s outstanding common stock, will support all nominees at the 2018 meeting. “We expect Wendy will enhance the board’s ongoing efforts to create shareholder value by growing the business and advancing key initiatives such as off premise and delivery, improving the cost structure, allocating capital to maximize returns, and evaluating all options to maximize shareholder value,” Jim Craigie, the lead independent director of the board, said in a statement. JANA announced its stake in Bloomin’ Brands back in November, a move that sent shares skyrocketing more than 12 percent.

The company is no stranger to the restaurant industry, and to subsequent major changes. The company took a $134 million stake in Jack in the Box, which sold Qdoba to Apollo Global Management for $305 million in cash. JANA also took a stake in Whole Foods Market earlier in 2017. In that case, like Bloomin’, Jana pushed Whole Foods to explore strategic alternatives. On June 16, Amazon sent a shock wave through foodservice with its $13.7 billion purchase of the supermarket behemoth. In November, JANA began by revealing in a securities filing under “Purpose of Transaction” that, with the assistance of the other reporting persons, it intends to have discussions with Bloomin’s board of directors and management regarding topics, including “a review of strategic alternatives including exploring a sale” of the company. Other than selling Bloomin’, strategic alternatives Jana said it would investigate include: “portfolio composition; operating performance and cost management; capital allocation; board composition; and governance.” Jana purchased 7,980,480 shares for an aggregate purchase price of about $137.1 million.

Then in December, Chris Sullivan, one of Outback’s four co-founders, resigned from the board of directors. Sullivan said he would remain a shareholder in Bloomin’ Brands, where he controls 1.2 million shares, or 1.17 percent of the total stock outstanding. He also said he was leaving to “focus on several opportunities that I am currently involved with.” Beck currently serves as executive vice president and chief financial officer at Norwegian Cruise Line Holdings Ltd. Before that she was EVP and CFO at Domino’s Pizza from 2008–2010. She also held the role of SVP and chief accounting officer and treasurer at Whataburger (2001–2008), and also worked at Checkers Drive-In Restaurants and Lincare Holdings. “We are pleased to welcome Wendy to the Bloomin’ Brands board. Her distinguished career in hospitality and focus on delivering exceptional customer experiences will be a valuable addition. We look forward to her contribution as well as continuing our positive dialogue with JANA Partners,” Liz Smith, the chairman of the board and CEO of Bloomin’ Brands said in a statement. Added Barry Rosenstein, managing partner of JANA Partners: “We are encouraged by the steps the company is taking, including appointing Wendy, and by the board’s ongoing commitment to create shareholder value. We look forward to maintaining a constructive dialogue with the company.” – Source: FSR Magazine.

Spice Private Equity has Aagreed to Aacquire Bravo Brio Restaurant Group for $100 Million in Cash

The deal, at $4.05 per share, is 37% higher than Bravo Brio’s average price in the 90 days before the agreement. The Columbus, Ohio-based Bravo Brio owns Bravo Cucina Italiana and Brio Tuscan Grille. The two combined chains operate 110 locations in 32 states and generated $400 million in sales in 2017.

The deal, expected to be completed in the second quarter, comes after a tumultuous period for the Italian casual-dining chain owner. The company’s chains have struggled for years, including a 5.7% decline in the quarter ended Sept. 24. The company has closed seven locations in the last half of the year. And its stock price has been steadily declining since it went public in 2010 and traded in the $20s shortly thereafter. The stock closed at $3.50 a share. Activists have been pushing for changes at the company, which has been exploring a sale for some time. Robert Earl, the founder of Planet Hollywood, bought 5.5% of Bravo Brio stock and filed as an activist earlier this year. TAC Capital, owner of 8% of Bravo Brio stock, has also pushed for changes.  The $100 million deal gives Bravo Brio an acquisition multiple of 4 times earnings before interest, taxes, depreciation and amortization, or EBITDA. “Our board of directors, in consultation with our advisors, has evaluated all options available to BBRG and we are confident that this transaction maximizes value for our shareholders,” Rick Doody, BBRG’s chairman, said in a statement. He said that GP has a “distinguished track record of being an active and valuable partner to its invested companies” and has an “operationally oriented approach.” GP Investments has made a number of investments over the years in companies in many industries. It owned the Brazilian steak chain Fogo de Chao, selling it to Thomas H. Lee Partners in 2012, and currently owns the U.K.-based Mediterranean chain Leon. “Bravo Brio has two best-in-class restaurant brands, an enduring culture, and a team committed to delivering exceptional dining experiences to its guests,” Antonio Bonchristiano, CEO of GP Investments, said in a statement. He noted that Bravo Brio will have more “flexibility” to make changes as a private company. “As a private entity, we will have greater flexibility to take a long-term view as we invest in Bravo Brio’s future growth and expansion, which will drive rewards for the company and our investors,” Bonchristiano said.

Incidence of Listeria Continues to Decline

Listeria causes approximately 1,600 cases of foodborne illness, according to the Centers for Disease Control and Prevention (C.D.C.), and about one in five of those contracting listeriosis dies. Almost every case of listeriosis comes as a result of eating food contaminated with Listeria monocytogenes. Listeria monocytogenes are bacteria that live in soil, water, cattle and poultry animals in addition to thriving in poorly cleaned or designed food processing equipment.

The pathogen presents unique challenges to meat and poultry processors due to its ability to proliferate in cold, refrigeration level temperatures and its resiliency to freezing temperatures as well as its natural, widespread occurrence in the environment. Even foods that have undergone a kill step can be re-contaminated by careless handling. In late 1998/early 1999 a large outbreak of listeriosis and several recalls of ready-to-eat (R.-T.-E.) meat and poultry prompted the U.S. Department of Agriculture’s (U.S.D.A.) Food Safety and Inspection Service (F.S.I.S.) to hold a public meeting on Feb. 10, 1999, to gather information on Listeria monocytogenes. Experts from industry groups, consumer groups, F.S.I.S., the C.D.C. and the U.S. Food and Drug Administration (F.D.A.) shared statistics on the subjects of foodborne illness and product contamination, as well as on-going research and research needs, testing programs, education efforts and F.S.I.S. policy regarding L. monocytogenes in R.-T.-E. meat and poultry products. The information gathered at the February meeting led to the formulation of an action plan in the form of a series of initiatives to control Listeria monocytogenes in R.-T.-E. meat and poultry products. The initiatives consisted of long- and short-term activities, interagency activities and involved all programs of F.S.I.S. Near term initiatives included Hazard Analysis and Critical Control Points (H.A.C.C.P.) reassessments, guidance for the prevention of contamination by Listeria, F.S.I.S. finished product testing, consumer education and the survey of industry practices, among many other initiatives. Long-term initiatives focused on research with irradiation and agency review of products destined to vulnerable consumers (pregnant women, adults over 65, newborn infants and those with compromised immune systems) under consideration.

An outbreak of Listeria in 2002 provided important data to F.S.I.S. in the fight against the problem. The data collected, along with verification reviews and other food safety investigations, led to the conclusion that some establishments were not adequately addressing the potential for bacterial contamination in their H.A.C.C.P. plans, Sanitation Standard Operating Procedures (S.S.O.P.s), or other control measures. On June 6, 2003, F.S.I.S. issued “Control of Listeria Monocytogenes in Ready-to-Eat Meat and Poultry Product; Final Rule,” outlining in detail the testing procedures, methods, requirements, alternatives, etc., for adequate programs processors needed to enact to avoid contamination. As the initiatives and technology continued to evolve up to today, and will continue to evolve further into the future, processors will never eradicate the Listeria monocytogenes bacteria, so controlling and limiting occurrence and contamination will be a continual battle with continual improvement possible. Docket No: FSIS-2014-0033 from June 19, 2015, states, “Based on available data, F.S.I.S. is confident that it is successfully carrying out its mission to protect public health by enforcing safeguards designed to control Listeria monocytogenes. The Agency considers the R.-T.-E. regulatory results to be an excellent indicator of the trends in pathogen presence in R.-T.-E. products over several years. This downward trend shows that the interim final rule has been effective in controlling Listeria monocytogenes in R.-T.-E. meat and poultry products.” Surveillance and prevention Federal, state and local agencies and governments all do their part to prevent listeriosis, or at least control Listeria monocytogenes. They develop and enforce regulations such as the Food Safety Modernization Act (FSMA), as well as make continual efforts to provide guidance and education to industry. Public health agencies such as the C.D.C., F.D.A., National Center for Biotechnology Information (N.C.B.I.) and National Institutes of Health (N.I.H.) work together to track cases of listeriosis in an effort to improve policies and practices and protect those who are more likely to contract listeriosis. Listeriosis is nationally notifiable in the United States. This means listeriosis infections must be reported to local, state, territorial, and federal public health authorities so they can monitor and watch for signs of an outbreak. Health agencies take the reports, and the data from them, to work on better ways to prevent the foodborne illness. In 2004, the Foodborne Diseases Active Surveillance Network (FoodNet) piloted a surveillance system called the Listeria Initiative. It’s a nationwide surveillance system that collects information on laboratory confirmed cases of listeriosis. In 2005 almost all reporting jurisdictions and state health departments were reporting case information to the initiative. Once a public health investigator collects case data from patients diagnosed with listeriosis, common sources are identified and compared to solve future potential outbreaks. The Listeria Initiative database gives investigators the data necessary to solve and stop outbreaks faster than in the past. In addition, molecular subtyping data from food and clinical samples of Listeria are used to identify possible related cases. The incidence of Listeria from 1996 to 1998 declined 45%, according to 2015 FoodNet data. While this period was the most significant drop, incidence continued to decrease. From 2006 to 2008 incidence dropped 12%, and from 2012 to 2014 the decrease totaled 5%. Starting in 2013, laboratories across the country began following Listeria samples through whole genome sequencing, a process allowing health officials to create a “fingerprint” of individual bacterium through its complete D.N.A. sequence. Oct. 23- 24, 2018, in Kansas City, the North American Meat Institute (NAMI) will hold its annual “Advanced Listeria monocytogenes Intervention and Control Workshop” to help meat industry processors stay up to date on regulatory issues and changes. The workshop features presentations on the latest developments in Listeria control, hands on demonstrations, breakout sessions, and case studies with experienced industry professionals. Workshops like these and whole genome sequencing are just a few of the many ways for processors to keep up the fight against foodborne illnesses caused by Listeria monocytogenes. – Source: Food Business News.

F.D.A. Gives More Guidance on Fiber, Added Sugars

Guidance from the Food and Drug Administration issued March 1 included a proposed symbol related to the added sugars line on the new Nutrition Facts Panel of certain products. The F.D.A. also provided additional guidance on what the agency looks for when deciding whether an ingredient meets its dietary fiber definition. The draft guidance on added sugars related to honey, maple syrup and certain cranberry products. “While honey and maple syrup meet the definition of added sugars, we heard concerns from industry that declaring added sugars on their single ingredient products may lead consumers to think their pure products — such as a jar of honey or maple syrup — actually contain added table sugar because added sugars are listed on the Nutrition Facts label,” said Scott Gottlieb, M.D., commissioner of the F.D.A. “We also heard from cranberry juice manufacturers that their products need to be sweetened for palatability because cranberries have less natural sugar than other fruits. “Our draft guidance addresses these concerns by stating our intent to allow manufacturers to use a symbol immediately after the added sugars daily value, directing consumers to language that provides truthful and not misleading contextual information about ‘added sugars’ and what it means for each of these specific products.”

The symbol † would be used immediately after the added sugars per cent Daily Value information on certain foods. “The draft guidance would explain that we intend to consider exercising our enforcement discretion for the use of this symbol on single ingredient packages and/or containers of pure honey or maple syrup, and certain dried cranberry and cranberry juice products that are sweetened with added sugars and that contain total sugars at levels no greater than comparable products with endogenous (inherent) sugars, but no added sugars,” the F.D.A. said. More on the draft guidance, which was published in the March 2 issue of the Federal Register. The F.D.A. will accept comments on the draft guidance. Electronic comments may be sent at www.regulations.gov. Written comments may be sent to Dockets Management Staff (HFA-305), Food and Drug Administration, 5630 Fishers Lane, Rm. 1061, Rockville, MD 20852. All submissions should include the Docket No. FDA-2018-D-0075 for “The Declaration of Added Sugars on Honey, Maple Syrup, and Certain Cranberry Products: Guidance for Industry.” Additional fiber guidance.

The F.D.A. for the first time gave its definition of fiber in the May 27, 2016, issue of the Federal Register. Ingredients may qualify as fiber if they are non-digestible carbohydrates (with three or more monomeric units) and lignin that are intrinsic and intact in plants. Isolated and synthetic non-digestible carbohydrates (with three or more monomeric units) also may qualify if they are the subject of an authorized health claim or if the F.D.A. rules in favor of a citizen petition. Draft guidance for industry on how to make a citizen petition showing that an ingredient meets the fiber definition because of its beneficial physiological effects appeared in the Nov. 23, 2016, issue of the Federal Register. The final guidance, published in the March 2 issue of the Federal Register, contains several additions: the inclusion of studies on diseased populations under certain circumstances as part of the F.D.A.’s evaluation of scientific evidence, more detail and clarity on the physiological endpoints considered by the F.D.A. when reviewing scientific evidence, and more detail regarding factors the F.D.A. considers when evaluating the strength of the scientific evidence.

Reducing the rise in blood sugar or glucose levels after people consume a food or beverage would be an example of a physiological effect that is beneficial to human health, according to the F.D.A.’s Center for Food Safety and Applied Nutrition. “In the final guidance, the F.D.A. clarifies that in order for a study to assess whether an N.D.C. (non-digestible carbohydrate) reduces blood glucose and/or insulin levels, the N.D.C should be added to a food or beverage containing sugar or starch and should not replace any sugars or starches since those refined carbohydrates cause the rise in blood glucose levels,” the C.F.S.A.N. said. “It is also important that the N.D.C. is added to a food or beverage with the same amount of sugar or refined carbohydrate as in the food or beverage that is provided to the study’s control group.” Electronic comments concerning the additional fiber guidance may be sent to www.regulations.gov. Comments also may be mailed to Dockets Management Staff (HFA-305), Food and Drug Administration, 5630 Fishers Lane, Rm. 1061, Rockville, MD 20852. All submissions must include the Docket No. FDA-2016-D-3401 for “Scientific Evaluation of the Evidence on the Beneficial Physiological Effects of Isolated or Synthetic Non-Digestible Carbohydrates Submitted as a Citizen Petition (21 CFR 10.30).” “The F.D.A. has been evaluating data submitted to us from the food industry in petitions on various non-digestible carbohydrates and will communicate our decisions on these petitions soon,” Dr. Gottlieb said. “Our goal is to provide more detail on our scientific principles for evaluating the fiber products and these petitions. We want to give the food industry clear guidance on how to meet the new standards before we make final decisions on these petitions. We’ll give petitioners who may want to add information to their petition the opportunity to revise those filings based on the more detailed guidance.” Nutrition Facts Panel dates. The F.D.A. introduced the new Nutrition Facts Panel in the May 27, 2016, issue of the Federal Register.  The F.D.A. in September 2017 proposed to extend the compliance dates for the Nutrition Facts and Supplement Facts label final rule. Under the proposal, manufacturers with $10 million or more in annual food sales would have until Jan. 1, 2020, to come into compliance and manufacturers with less than $10 million in annual food sales would have until Jan. 1, 2021. The F.D.A. plans to issue a final rule this spring, Dr. Gottlieb said. “We’re also going to be launching an educational campaign to help Americans use the new version of the Nutrition Facts label and interpret the overall nutritional content of products they find on supermarket shelves,” Dr. Gottlieb said. “This opportunity will allow us to reach consumers directly through educational videos, social media campaigns and user-friendly web sites to help them discern the relationship between the dietary choices they make every day and the impact those choices can have on their own and their family’s health in reducing the risk of chronic diseases like obesity, diabetes, heart disease and a variety of cancers.” – Source: Food Business News.

Business Resolutions for a Profitable Year

The beginning of the year is typically when we take stock of our personal lives and pledge to make improvements. But have you ever considered taking the same approach to your professional life? Going through the process of making business resolutions forces you to evaluate your performance and address issues that may be keeping your business from reaching its full potential. Maybe you need to get expenses under control or increase your sales leads. Whatever the case might be, creating a “resolution” to tackle the problem will automatically increase your accountability.

Now, making business resolutions may not come that easily initially. So, to help get you started, here are some New Year’s strategies that have yielded positive results for other companies, and should place your business on firmer financial footing for the next 12 months. Develop a Budget. This might seem like a no brainer, but I often encounter business owners who think that as long as they have a rough idea of how much revenue they need to generate to cover expenses, everything should run smoothly. That approach might work for a while, but eventually it will catch up to you. You may be wasting money and not realize it until sales decline and you decide to cut costs. Writing a budget requires you to take a hard look at all of your expenditures and evaluate their importance to your overall operation. If you’re unsure about where to begin, consider using last year’s numbers to establish costs, then make adjustments based on whether you expect business to trend up or down. Don’t forget to include taxes, fees and any one-time expenses you might be facing in the upcoming year. You may also need to make changes based on inflation or equipment pricing trends. Once you’ve got your costs down, you’ll use your revenues from the previous year to determine your gross profit margin. That’s the revenue you have left over after subtracting the cost of the goods sold. Remember to monitor and track your costs daily. Reviewing your profit and loss sheets monthly will also help you stay on track. While unexpected costs may arise, try to stick to your budget as much as possible. Evaluate Your Staff. If it’s been awhile since you’ve reviewed your roster and determined which of your employees are contributing to your bottom line, now is the perfect time for that exercise. Your stars will likely stand out, but if you have other employees who aren’t as productive, it may be time to invest in more training or cut them loose. Many people launch job searches at the start of the year, which means you’ll have more talent to choose from if you decide to make some changes. When it comes to technicians, the key factors you’re looking for are skills and efficiency. You want technicians who can easily gauge the problem and also have the knowledge to look for other issues that may offer opportunities for upselling. Sales personnel and anyone answering the phone should be personable and coachable. You want them to be able to follow a script to set up service and sales calls, rather than trying to diagnose a problem over the phone. Having a good cultural fit is key, regardless of the position. Everyone on your team should embrace your values and way of doing business and should represent those tenets when they are out in the field. If you don’t have a good system to evaluate performance, take the time to establish one, so you can decide which metrics are important and employees know what to expect. Market Consistently. Are you guilty of only investing in marketing when sales are down? Chances are if you marketed consistently, you wouldn’t experience those sales downturns. When you opened, you probably flooded the market with promotions because you were eager to build a customer base. Over time, it’s easy to get lazy and assume that because you’re established, your pipeline will always be full. You can’t stop searching for new customers and you can’t take your existing customers for granted either. Your competitors may be marketing constantly, so there’s no guarantee that your number is the first a customer will call when a problem arises. To prevent a loss of market share, consider these tactics: Send direct mail campaigns monthly. Unlike email marketing which can easily be ignored, or TV or radio ads, which hit too wide a market, direct mail allows you to very specifically target the customers who are most likely to use your service. For existing customers, you might try offering a certain dollar amount off of a service, to help push them to address an outstanding issue. If you stay consistent and mail every month, you’ll remain on a customer or potential customer’s radar and increase your chances of gaining their business when they need your services. Update your website. Even if your site is relatively new, refreshing it at least quarterly will help to ensure that it’s serving as a compelling sales tool. Make sure your site is easy to navigate and mobile-friendly, since more and more potential customers are now searching for services on their mobile devices. On your homepage, your phone number, address and hours should be prominently displayed. Featuring your testimonials and certifications is also important because it adds credibility. It’s also wise to include actual pictures of your technicians and staff instead of stock photos so customers can become more familiar with your business and personnel. Invest in the community. Showing consistent support for local causes and charitable organizations is a great way to build goodwill in your market. You can even solicit employees for suggestions to get them involved and invested in supporting whatever cause you choose. While selecting a cause that has a personal connection for you is always good, it’s also wise to sponsor something that will allow you to gain significant brand exposure, such as a local youth sports league or charity run. – Source: HVACRBusiness.

Annual International Roundtable Event in New Orleans in April

The Service Roundtable is hosting its annual International Roundtable event in New Orleans on April 4th-6th and is looking for talented and knowledgeable speakers to address small service businesses operating in the Electric, HVAC and Plumbing industries. This event is ideal for growth oriented companies interested in learning about the latest business techniques and facing challenges together. The Service Roundtable’s conference is dedicated to providing its members with strategies to maximize sales opportunities, successfully market to their customers, increase profitability, and improve morale. This is designed to target weak areas of each company and provide industry specific answers to improve as a business overall. Titans of the HVAC, Plumbing, and Electric industry can use their experience to give a seminar to emerging contractors and consultants around the country. The event is scheduled April 4th-6th, 2018 at The Westin New Orleans Canal Place to ensure that once the work is over, contractors can enjoy the nightlife, quality cuisine, and beautiful music. This three-day conference dives into common problems by engaging the audience and focusing on team work to rise ahead of competitors. The Service Roundtable is a collaboration of leading contractors based in Lewisville, Texas dedicated to sharing information to help other contractors increase sales, marketing, operations, and profitability. Founded in 2002, they now have thousands of members across the United States and Canada steadily growing their businesses. For a low monthly subscription, contractors are provided with business tools, such as direct mail letters, brochures, training material, planning templates, and more. — Source: HVACRBusiness.
Thank you for reading our E-newsletter! If you feel you have a great article for our next issue, email Katie Wilson at kwilson@ariteam.com.