dan, agribisnis, pemberdayaan petani ABSTRACT Name : Fachry Arsyad Study program : Master of Social Welfare Title : "Evaluation of Corporate Social Responsibility (CSR) PT. NFI (Case study: Agribusiness Program Evaluation CSR PT. NFI Ciawi) This study aimed to evaluate the CSR program Agribusiness PT. NFI in Bogor with skrikaya as a commodity. The evaluation model was taken from Pietrzak (1991), includes the evaluation of input, process, and outcome. The results showed such low competence of
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The Aditya Birla Group is an Indian multinational conglomerate headquartered in Mumbai, Maharashtra, India. It operates in 33 countries with more than 136,000 employees worldwide. Following are the various businesses under this group: 1. Cement (largest in India) 2. Telecom (third largest in India) 3. Branded apparel 4. Financial services 5. BPO and IT services 6. Others like viscose staple fiber, metals, viscose filament yarn, chemicals, fertilizers, insulators It is the third largest Indian
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Coffee 2013: Ready for Take‐Off Overview of Coffee Trends in New Consumer Markets March 5, 2013 | Strictly private and confidential Agenda Sections I II III IV Introduction Strategic Considerations in Global Coffee Demand Regional and Country-Level Snapshots Key Points to Consider 3 7 13 22 2 4 1 Ross Colbert, Global Strategist Beverages Mr. Colbert joined Rabobank in January 2011 and is responsible for developing FAR’s research portfolio and Rabobank’s global view toward the
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and Finance in Agribusiness Course Syllabus ACE 341 Fall 2014 2 credit hours MW, 3:00 – 3:50 pm 426 Mumford Hall Website: www.Compass2g.illinois.edu Instructor: Ann Finnegan 304 Mumford Hall; 333-5509 abfinngn@illinois.edu OFFICE HOURS: Monday 10:30 am – 12:30 pm Wednesday 9 – 11 am Thursday 1:30 – 3:30 pm or by Appt. Course Description: This course provides a study of contemporary issues and career opportunities in AgriAccounting and Finance in Agribusiness. Through an in-depth
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project will focus on identifying the corporate strategy of Bunge while describing the strategy that was adopted in achieving it. CORPORATE STRATEGY At the upper level of the Company strategy, it was designed to make Bunge “the best integrated agribusiness and food company in the world”. It was further identified that logistics will play a key role in this integration
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For the exclusive use of X. Liu, 2015. 9-513-034 REV: APRIL 10, 2013 JOSE B. ALVAREZ CARIN-ISABEL KNOOP MARY SHELMAN Mutti S.p.a. Francesco Mutti, owner, CEO, and great-grandson of the founder of Muttia S.p.a., ran the 113-year old Parma, Italy–based tomato-processing company whose tagline for decades had read: “Solo pomodoro. Per passione.” (Only tomatoes. For passion.) Mutti sales grew from €11 million in 1995 to €185 million in 2011, without producing items for store brandsb in
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improve yield, but also decrease our impacts on an environment as whole. It is time that Nestlé begins to take increased accountability with its farmers and properly stewards them in best agribusiness practices including environmental sustainability. While SAIN has made important strides in the agribusiness industry, thus far, Nestlé’s decentralized corporate and organizational structure has hindered increased progress. To date, the main benefits from the SAIN program has been to address sustainable
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BY Adawari Josiah Jumbo Student Number: 15622057 2010. Impact of Operations Strategy in the success of Firms: A Case study of Bunge Limited i. Impact of Operations Strategy in the success of Firms: A Case study of Bunge Limited By Adawari Josiah Jumbo Student Number: 15622057 Submitted To Laureate Online Education & University of Liverpool – Online Masters Degree In Partial
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...................................... 5 SUSTAINABILITY ISSUES IN ORGANIC AGRIBUSINESS ........................ 5 ENVIRONMENTAL/ECOLOGICAL SUSTAINABILITY ........................... 5 ECONOMIC SUSTAINABILITY: ................................................................. 6 SOCIAL SUSTAINABILITY: ....................................................................... 7 OPPORTUNITIES & CONSTRAINTS IN ORGANIC AGRIBUSINESS ........ 7 OPPORTUNITIES .................................................
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...................................... 5 SUSTAINABILITY ISSUES IN ORGANIC AGRIBUSINESS ........................ 5 ENVIRONMENTAL/ECOLOGICAL SUSTAINABILITY ........................... 5 ECONOMIC SUSTAINABILITY: ................................................................. 6 SOCIAL SUSTAINABILITY: ....................................................................... 7 OPPORTUNITIES & CONSTRAINTS IN ORGANIC AGRIBUSINESS ........ 7 OPPORTUNITIES .................................................
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