sábado, 3 de diciembre de 2016
A new initiative from Coca-Cola European Partners (CCEP) will recycle some 70 metric tons of waste each year from the production of Glacéau Smartwater bottle labels.
The new waste-saving initiative at Coca-Cola's Morpeth, United Kingdom, site with waste management company Viridor, labelling and packaging solutions company Avery Dennison, and plastic processor PET UK.
During the production process, self-adhesive labels are carried on a transparent PET liner before being applied to the Smartwater bottles. The liner then previously went into the waste stream.
Now, rather than becoming waste, these liners can now be retained and used to make new products including PET staple fiber, strapping or thermoformable sheets, which can then be used to make trays.
The initiative is expected to reduce the carbon footprint of CCEP’s Morpeth factory by approximately 80-100 tonnes of CO2 per year, which equates to approximately 15 homes’ electricity use over a year.
CCEP’s Morpeth factory is the sole site in the U.K. to produce Glacéau Smartwater, which first launched in 2014. Last month, the factory announced a £14 million ($17.7 million) investment to support the Smartwater brand, with a new high-speed fully automated bottling line, more than doubling production capability to 56,000 bottles per hour compared to the previous line’s capability of 18,200 bottles per hour. This year, the site expects to produce around 90 million bottles.
Jane Buckley, operations director of CCEP, Morpeth, said: “With the recent site investment in Morpeth considerably increasing production capabilities, it is more important than ever for CCEP to reflect on its waste management as a business.
“This initiative will be an effective step in recycling more of our waste, and working towards our commitment to reducing the carbon footprint of the drink in the consumer’s hand.
“We are very excited to be working with some of the biggest organizations in the packaging and recycling spheres who share our commitment to support the circular economy.”
sábado, 26 de noviembre de 2016
What Red Bull does your body just 24 HOURS after drinking a can
RED BULL increases heart rate and blood pressure just fifteen minutes after drinking it. Express.co.uk reveals how else it affects your body.
Study shows Red Bull causes increased heart rate and blood pressure
Last year some truth came to light about what happens to your body after drinking Coke. This study was followed by another chronicling the even worse effects Diet Coke can have.
Now a study has shown the remarkable impact a single can of an energy drink, such as Red Bull, can have on your short term health.
One 250ml can of Red Bull Energy Drink contains 80mg of caffeine. In comparison a can of 355ml Diet Coke contains 23-47mg.
Diet Coke has no sugar content but is sweetened using artificial sweeteners while a there are 26g of sugar in one can.
viernes, 25 de noviembre de 2016
A tax on sugar could cut soft drink consumption by 15 per cent and raise $500 million for the budget, recently released economic modelling shows.
The Grattan Institute has recommended a sugar sweetened beverage tax to address obesity rates, which have climbed in recent decades.
It has calculated obesity costs taxpayers $5.3 billion annually, with one in three Australians now classed as obese.
They are proposing a tax of 40 cents per 100 grams of sugar, which would lift the price of a two-litre bottle of soft drink by about 80 cents.
Stephen Duckett, director of the Institute's health program, said soft drinks were not solely responsible for the obesity problem, but they should be targeted because they have no nutritional value and children are big consumers.
"What we're trying to do is recognise that this is not the solution to obesity in this country, rather part of the solution," he said.
"We've tried all sorts of other programs, there's been dozens of inquiries, there's been dozens of programs and still obesity, the prevalence of obesity is going up both for adults and more importantly for children."
Evidence shows sugar taxes halt obesity
The food industry, sugar cane growers, sugar millers and farmers have opposed proposals for sugar taxes, saying there was no evidence they improve health.
But Dr Duckett said taxing soft drinks had shown to help cut rising obesity.
"There's been a number of studies of overseas countries where they've introduced taxes of this kind — Mexico, the city of Berkley in California and so on," he said.
"And what it shows is there is a shift away from sugar sweetened beverages towards tap water or mineral water or other beverages, and that reduces sugar intake.
"They've found that and have predicted a marginal reduction in obesity and in a sense a plateauing of the escalation prevalence in the country."
Deputy Prime Minister Barnaby Joyce has described a sugar tax as "bonkers mad" and a "moralistic tax" that would have huge impacts on sugar farmers in the north of Australia.
"If you want to deal with being overweight, here's a rough suggestion — stop eating so much and do a bit of exercise," he said.
The Greens have drafted legislation for a "sugar-sweetened beverages tax", foreshadowing a private senators bill to be introduced before the end of 2017.
"People are sitting on their backside too much, and eating too much food and not just soft drinks, eating too many chips and other food," Mr Joyce said.
Impact of tax on industry 'would be minimal'
Dr Duckett said the tax modelled would raise $500 million for the budget, by targeting only those who consumed soft drinks.
"Certainly the tax is regressive, but it's important to recognise that it's only very marginally regressive," he said.
"That is the total spending of a household on all beverages — not only sugar sweetened — is less than .75 per cent of their household income, and for wealthier households it's .45 per cent.
"So there is a regressive effect, but it's such a small proportion of household income that it's not really significant."
The Grattan Institute report said industry data showed the soft drink industry was worth more than $3 billion a year in revenue.
Dr Duckett believes industry have overestimated the impact of a sugar tax.
"If you look at the Australian sugar industry, 80 per cent of Australian sugar is exported and when you look at the remainder, there's a lot of sugar used in other sorts of food and drinks," he said.
"So the impact of our change is going to be very small on the sugar industry.
"In terms of the impact on the beverage industry, I don't know the relative profitability of say Coca-Cola versus Mount Franklin mineral water, but the same company owns both brands.
"So there might be a shift from Coke to Mount Franklin that may change the profitability — it may improve the profitability."
Nov 23, 2016 at 4:40PM
Dr Pepper Snapple's(NYSE:DPS) announcement this week of its pending acquisition of antioxidant-infused beverage maker Bai Brands, LLC for $1.7 billion in cash certainly represents the direction in which the carbonated soft drink industry is headed. But it also marks a particular achievement for Dr Pepper Snapple, which has often felt the sting of opportunity cost in its relationship with independent beverage companies for which it provides services.
The beverage giant obtains about 5% of its annual volume from bottling and/or distributing brands it doesn't own. Dr Pepper Snapple refers to these labels as "allied brands," and they encompass both well-known and more obscure names such as Bai, Fiji Water, SunnyD, and BodyArmor.
In the past, it's been debatable if running several non-proprietary brands through the company's system for just a few percentage points of volume is even worth the effort. Particularly open to questioning is the fact that, as allied brands grow with the help of Dr Pepper Snapple, they often leave for other distributors or get acquired by "DPS" competitors.
During the company's most recent earnings conference call in October, an analyst asked about protective contractual provisions Dr Pepper Snapple has in place when an allied brand decides to seek bottling and distribution elsewhere. This led to some musing on the part of CEO Larry Young about the brand relationships and the sudden loss of volume from a departing label:
When they're for sale, as Marty said earlier, we know it. And we're their partner. So we're always observing, but sometimes you lose them and then you have to go out and make it back. And I think we've been very successful at building back. We lost Rockstar. We lost Monster. We lost vitaminwater. We lost FUZE. And we continue to go. We keep building our allied brand portfolio.
The names mentioned above, once distributed by Dr Pepper Snapple, are some of the most vibrant and respected young beverage companies around today. Rockstar is now distributed by PepsiCo(NYSE:PEP). But perhaps more painfully, The Coca-Cola Co. (NYSE:KO) not only distributes Monster energy drinks, but boasts an equity stake in Monster Beverage Corporation (NASDAQ:MNST), and owns the vitaminwater and FUZE brands outright.
To put it another way: More than losing revenue and gross profit, there's a potentially significant opportunity cost in assisting small brands and then watching them flourish after your competitors snap them up.
Coca-Cola has its own venture capital arm, Venturing and Emerging Brands, or VEB, which takes minority stakes in fledgling beverage companies, then ratchets up investment once they're proven to be scalable across the Coca-Cola system. With the acquisition of its allied customer Bai Brands, Dr Pepper Snapple has for the first time put meaningful dollars behind a company it similarly helped nurture.
The low-calorie, low-sugar, antioxidant-rich beverage profile that Bai's water drinks offer will certainly help the organization diversify outside of its carbonated soft drink revenue streams. But more importantly, the transaction proves the point of having an allied brands business in the first place. Just last quarter, the company cited both Bai and the popular Fiji Water as the main drivers of 16% year-over-year growth in its non-carbonated beverages water category.
Management has promised that the $1.7 billion cash consideration for Bai will be funded through unsecured notes and commercial paper, thereby avoiding long-term debt which might weigh on the company's investment grade credit rating. And Dr Pepper Snapple expects the purchase to be accretive to earnings by 2018.
But beyond the financial impact, this transaction is vital as it introduces a process the company should try to repeat many times. Help an allied brand hit critical mass, then purchase it to increase long-term value for shareholders, rather than watch that value get transferred to a competitor. For this reason alone, the Bai deal is, for both mangement and investors, a no-regrets acquisition.
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Coca-Cola European Partners invests £2.3m in Scottish plant
The ‘significant investment’ at the site has funded the development of a new water treatment plant, as well as the modernisation of wider infrastructure at the factory, which replaces an older installation. The new plant will allow a more efficient water recovery system from the site’s four manufacturing lines, saving an estimated 9 million litres of water a year, and went active earlier this month.
It brings the total investment by CCEP at the site to £18 million.
John McCafferty, director of supply chain operations for Coca-Cola European Partners East Kilbride, said: “With a longstanding legacy of over 50 years in the region, we pride ourselves on being a truly local business here in East Kilbride and in Scotland as a whole. This latest investment demonstrates our continued commitment to the future of manufacturing in Scotland as well as local employment and skills development through our growing apprentice programme here on site.”
East Kilbride’s MSP in the Scottish parliament, Linda Fabiani, said: “I was delighted to welcome parliamentary colleagues to the factory, and have them hear about the strength of this long-established East Kilbride company and the environmental successes that they have achieved. No matter how many times I visit Coca-Cola I am impressed anew by the enthusiasm and teamwork shown by all the staff, from apprentices to management.”
And the MP for East Kilbride, Strathaven & Lesmahagow in Westminster, Dr Lisa Cameron, said that she was ‘delighted’ to visit a company that ‘contributes hugely to the local economy’.
“It was fascinating to see the new water treatment innovations that are being heralded in this constituency and to meet with long-serving staff and apprentices who contribute to a sustainable future for the company locally,” she said.
The investment forms part of CCEP’s ongoing commitment towards sustainable manufacturing in Scotland and a wider £56 million investment across its six manufacturing sites in Great Britain this year alone. East Kilbride employs over 150 people from the region, producing over 16 million cases of product a year. It was the first of CCEP’s factories to install an Automated Storage and Retrieval System (ASRS) warehouse and is its only site to produce Appletiser.
Coca-Cola Tet 2017
Derrick Lin Packaging of the World Chief Curator
Creative Agency: Ki Saigon
Project Type: Produced, Commercial Work
Packaging Content: Soft drink, Coke
Coca-Cola Tet 2017 on Packaging of the WorldBelieve in a new beginning
Ki Saigon was commissioned to create a limited edition pack & design identity by Coca-Cola for their coveted 2017 Tet (Lunar New Year) campaign. Our creative process began by researching the real meaning of the festival for millions of Vietnamese. New years for Vietnamese is just not a celebration, but a moment of great cultural significance. It is a time family members gather (Đoàn tụ) and instill faith in each other for a brighter tomorrow - (Đón một bắt đầu) ' a time to believe in a new beginning'.
The design strategy was bought to life by the 'swallow' - a unique symbol of Tet & bringer of a hope, whose arrival signals spring time & marks the prosperous beginning. We gave a pattern characteristic to the 'swallow' to turn them to unique symbols.
jueves, 24 de noviembre de 2016
This year, soft drink companies and their lobbying group, the American Beverage Association, spent $38 million to defeat election-season proposals to impose taxes on sugary drinks in four cities: San Francisco, Oakland and Albany in California, and Boulder, Colo. The companies lost all of those fights. Now, seven cities around the country have a soda tax.
One way the companies have tried to get ahead of the tax efforts is by vowing to reduce the calories in their products. In September 2014, they committed to reducing calories 20 percent nationwide by 2025 and focus on 10 communities where rates of obesity, heart disease,hypertension and diabetes are among the highest.
The effort has been underway for about a year now, and as the beverage association prepared to release research about the efforts, it invited a handful of reporters to see what had been done to encourage consumption of healthier beverages in three stores in the Bedford-Stuyvesant neighborhood in Brooklyn, one of the 10 sites the companies promised to focus on.
Here are the findings and observations, which suggest that the companies have a long way to go to meet their goal.
The average American consumed an estimated 199 calories a day from beverages in 2014, when beverage companies made their pledge, and that fell to 198.7 calories a day the next year, according to research by Keybridge Public Policy Economics, an independent firm paid by the beverage association to conduct the study.
That is a decline of less than 1 percent, far off the pace need to reach a 20 percent drop over a decade. To achieve their 2025 goal, the companies must reduce calories to 159.2 calories per person per day.
Americans actually increased the volume of beverages they consumed by 2.2 percent from 2014 to 2015, largely because they drank more water. Consumers drank less soda, but substituted bottled coffee and tea, sports drinks and energy drinks, according to Robert F. Wescott, president of Keybridge.
“The increase in water — it’s not replacing something else,” he said.
Subtle Changes to Products
The companies are offering several alternatives to traditional soda, and have retooled older products to reduce calories. This has often been done quietly, with subtle changes to the drinks.
“Consumers won’t buy something if you tell them you’ve changed it,” said Michael Morel, sales director for Brooklyn at the Pepsi-Cola Bottling Company of New York. Pepsi, for instance, reformulated nine varieties of Brisk, an iced tea and juice line it owns together with Unilever. Using a combination of caloric and noncaloric sweeteners, PepsiCo lowered calories in the drinks by as much as 44 percent.
“There was a dramatic decrease in calories in Brisk — but not in sales,” Mr. Wescott said. “Calorie decreases like that need to accelerate to meet the 2025 target.”
More additions are coming. The Dr Pepper Snapple Group has nearly doubled sales of seltzers over the last several years as part of its effort to encourage greater consumption of low-calorie drinks. On Tuesday, the company announced it was paying $1.7 billion for Bai Brands, a maker of so-called enhanced waters with just five calories, thus expanding its portfolio of low-calories drinks.
The companies have also renegotiated their agreements with grocery chains and bodegas in Bedford-Stuyvesant to give better placement to lower-calorie drinks. For instance, Coke Zero and other no-calorie drinks from Coca-Cola are now standing cheek by jowl with traditional Coca-Cola, Powerade and other beverages on eye-level shelves at the Ideal Food Basket in Bed-Stuy. “We didn’t sell any of those products here before,” said Kamau Brown, Coca-Cola’s director of sales and operations for the New York City metro region.
Coca-Cola and the other beverage companies have also persuaded retailers to let them to add racks and cardboard display cases, which effectively create additional shelf space for the lower-calorie products. This ensures that stores don’t lose revenue from tried-and-true sweetened products until lower-calorie products demonstrate solid sales, Mr. Brown said.
For instance, 33.8-ounce bottles of Smart Water, which has no calories, were displayed on a wire rack at a price of four for $5. A cardboard display of different flavors of Aloe Gloe, a new low-calorie enhanced water line from Coke, offered two small cardboard “bottles” for $4.
But the calorie-heavy products are not far away. Separating the Smart Water and Aloe Gloe displays were two shopping carts filled with 3-liter bottles of ginger ale and Pepsi Wild Cherry, on sale for $2.99.
The companies are using a variety of promotions designed to encourage greater sales of low- and no-calorie drinks. At the deli, for instance, PepsiCo’s lower-calorie drinks are sold for 99 cents. Coca-Cola had a variety of “buy one, get one free” offers on displays that encouraged consumers to get an eight-pack of small 7.5-ounce cans of Coke Zero if they bought the same size pack of classic Coke.
All three big beverage companies have signs that read, “Balance what you eat, drink and do” and show images of some lower-calorie products. Pepsi’s, for instance, shows bottles of Gatorade and Aquafina, its water brand. But a small bottle of classic Pepsi is also featured front and center.
Moussad Elghandour, a Yemeni immigrant who owns the Utica Express Deli in Bed-Stuy, said that the promotions were driving sales — but that sugary drinks were also selling well. Changing demographics in the neighborhood, he said, noting specifically a higher number of white residents, were also responsible for the changing mix of drinks he’s selling.
“Some people care about themselves, their health. Some people don’t,” Mr. Elghandour said.