VisionHealthy nutrition for all children across the globe
Mission StatementDevelop and produce food products for special need children
ObjectivesResearch and develop variety of healthy food choices for special need children Produce natural foods with no coloring and artificial preservatives
We produce in specific regions where the combination of agro-ecological conditions, together with our expertise, would allow us to become the lowest cost producer.
We have three main pillars that interact among each other generating a virtuous cycle: a) economic sustainability, b) environmental sustainability; and c) social sustainability.
Our productive model is based on the highest standards of sustainability, which seek to produce food and renewable energy by contemplating the three axes of development: economic, social and environmental.
These standards include Good Practices and certifications that promote the development and health of our people, the satisfaction of our customers and stakeholders, the welfare of neighboring communities, the care of food safety, and the protection of the environment.
We believe that the only way to achieve this is through the consolidation of a team committed to our values: trust, transparency, efficiency, innovation and sustainability.
· We create trust based relationship by creating honest links in our community.
We look for the top efficiency achieving the lowest cost of production.
We work with transparency by being honest and sincere with our relationships.
We promote innovation by implementing tools and technologies.
We produce under sustainability standards bu taking care of the environment and regional economics.
We started operating in 2002 with the purchase of 74,000 hectares of land in Argentina and from then on we became one of the largest agricultural companies in South America.
Adecoagro Foundation in Argentina has 70 thousand hectares of agricultural and livestock production.
Addition of lands in Uruguay and Brazil for the production of crops under the same sustainable model.
First steps in the sugar, ethanol and energy business, we acquired the Monte Alegre Plant in the Minas Gerais area (Brazil).
Expansion of the sugar-ethanol business in the area of Mato Grosso do Sul. The construction of the Angelica Plant (Brazil) begins.
Expansion of the rice business by incorporating the Molinos Ala brand for the Argentine market. The construction of the first stabled milking yard in Latin America in Santa Fe begins.
Adecoagro began trading on the New York Stock Exchange. The construction of the second Power Plant in Mato Grosso do Sul begins: Ivinhema (Brazil), consolidating the sugar, ethanol and energy cluster.
The construction of the 2nd stabled milking yard in Santa Fe begins, achieving a total of 7,000 milking cows and an annual production of 95 million liters.
Opening of our commercial office in Uruguay.
Expansion of the Molinos Ala brand together with the launch of the pasta line.
Inauguration of a biodigester for the generation of electrical energy through manure obtained from cows. Launch of the rice snacks together with our brand Molinos Ala.
Agria is a global agricultural company with four principal business segments: Agency, Retail and Water, Seed and Grain and Others. Agency includes rural Livestock trading activities, Export Livestock, Wool, Insurance, Real Estate and Finance Commission. Retail and Water includes the Rural Supplies and Fruitfed retail operations, PGG Wrightson Water, AgNZ (Consulting), Agritrade and ancillary sales support, supply chain and marketing functions. Seed and Grain includes Australasia Seed (New Zealand and Australian manufacturing and distribution of forage seed and turf), Grain (sale of cereal seed and grain trading), South America (various related activities in the developing seeds markets including the sale of pasture and crop seed and farm inputs, together with operations in the areas of livestock, real estate and irrigation), and other Seed and Grain (research and development, international, production and corporate seeds).
This business segment is engaged in research and development, production, and sale of seed products including forage, turf, maize, corn, cereal and vegetable seeds. Its business also includes multiplication of seed for international customers and trading of seed and grain products globally.
At Agria, we are dedicated to providing top quality products
and service. We also put a strong focus on building on our established network
of relationships to provide seamless support to our clients and partners. With
that, we strive to maintain contentious efforts and awareness of our corporate
responsibilities to our environment, our employees and our investors.
Agria's corporate governance policies are designed to protect the interests of our shareholders, and promote responsible business practices and corporate citizenship. We are committed to employing the principles and values of these policies throughout our day to day business.
Our code of ethics, which can be viewed through the link on this page, represents the pillars of our company and it addresses every aspect of our business dealings laying a foundation to which we gain the trust and confidence of the people with whom we do business. And with your trust, our business excels.
Our Code of Ethics covers:
Competition and Fair Dealing
Conflicts of Interest
Family Members and Work
Gifts and Entertainment
Protection and Use of Company Assets
Intellectual Property and Confidentiality
Accuracy of Financial Reports and Public Communications
Compliance with Laws and Regulations
Discrimination and Harassment
ARCHER DANIEL MIDLAND COMPANY
For more than a century, the people of Archer Daniels Midland Company (NYSE: ADM) have transformed crops into products that serve the vital needs of a growing world. Today, we’re one of the world’s largest agricultural processors and food ingredient providers, with approximately 40,000 employees serving customers in nearly 200 countries. With a global value chain that includes approximately 450 crop procurement locations, more than 330 food and feed ingredient manufacturing facilities, 62 innovation centers and the world’s premier crop transportation network, we connect the harvest to the home, making products for food, animal feed, industrial and energy uses.
“For ADM, being a good steward of our culture and of our environment is part of who we are,” said Chairman and CEO Juan Luciano. “ADM is a company with deep roots in agriculture. We understand the importance of being good stewards of land, water and air – all of which are critical to our business and the people we serve. And as we have grown and evolved in recent years, our commitment to sustainable practices and environmental responsibility has grown along with us. The goals we have set for ourselves in this area are ambitious, and yet our colleagues around the globe are achieving, and in many cases, exceeding them. But what is truly exciting is that the best for these efforts – and for our company – is yet to come.”
As one of the world’s largest agricultural processors, ADM touches the lives of millions of people every day. Our products for food, animal feed, and industrial and energy uses connect the harvest to the home in more than 140 countries. To accomplish this task, we look for the best, brightest, and most innovative suppliers with which to partner. Together, we can achieve our goal to provide exceptional products and service to customers around the world.
ADM’s strategic sourcing team plays an integral role in ADM's objective to reduce costs and increase shareholder value. The team identifies and selects contractors and suppliers who can provide the best value to ADM as measured through quality, price and service. The team works with regional, national and international contractors and suppliers to serve ADM facilities both locally and around the world. Click here to learn more.
ADM seeks qualified diverse suppliers to partner with us in our mission to serve the world’s vital needs for food, feed and fuel. As we transform crops into food ingredients, animal feed, and renewable fuels and industrials, a strong base of diverse suppliers is crucial to our success. Opportunities for diverse partnerships exist at all levels of our organization, from origination through transformation and beyond. Learn more about our supplier diversity efforts here.
ADM recognizes that healthy supplier relationships are critical to our success and strives to promote a mutually beneficial business relationship based on the highest standards of ethical conduct. We choose our suppliers carefully to ensure that they share our commitment to integrity. Suppliers to ADM are expected to do business fairly, ethically, and in compliance with all applicable laws and regulations at all times. Additionally, suppliers are expected to understand and abide by our supplier expectation principles. Click here to learn more about those principles.
Our Code is Aligned with Our Core Values. Our core values express what we expect of ourselves and each other. They guide our behavior, and they serve as the foundation for our decision making. In everything we do at ADM, we embrace and embody these values:
Be honest and true
Treat everyone and everything with care and consideration
Be great at what you do and keep getting better
Make it work the right way
Take Responsibility Own it. Do it. Don’t give up.
In 1902, George A. Archer and John W. Daniels began a linseed crushing business. In 1923, Archer-Daniels Linseed Company acquired Midland Linseed Products Company, and the Archer-Daniels-Midland Company was formed. Every decade since our corporate inception, ADM has added a major profit center to our agribusiness: milling, processing, specialty feed ingredients, specialty food ingredients, nutrition and more. Learn more about our history.
Daniels Linseed Co. founded in Minneapolis
Changed name to Archer Daniels Midland Company
Listed on NYSE
Formed grain division
Began crushing soybeans
Acquired Commander Larabee flour milling business
Built export terminal at the Gulf of Mexico
Entered barge freight business
Relocated headquarters to Decatur, Illinois
Acquired first soybean processing plants in Europe and South America
Established ADM Trucking
Formed Golden Peanut Company
Invested in Asian agribusiness Wilmar
Acquired Glencore's Brazilain operations
Entered edible beans business
Launched ADM Cares corporate giving program
Built first wholly owned food-ingredient facility in China
Acquired WILD Flavors
Relocated global headquarters to Chicago
Acquired Eatem Foods
We strive for sustainable continuity for our cooperative by:
Achieving an optimum and structural performance price for our growers
Realising higher yields of starch potatoes per hectare by
Being a reliable employer
Finding the right balance between the potato price and room for investment
Creating value from every ingredient in a potato
Our mission is to achieve an optimum performance price for our members, and we do so by extracting everything that’s in a potato.
We have always extracted starch, protein was added more recently and more developments are on the way.
It also concerns the interests we promote – we aim to offer our growers an optimum price, our employees a great career and our clients their required mix of quality, reliable deliveries and price. We achieve this by continuously offering new solutions that meet the needs of our clients and society.
For the next century we continue to do what we’ve always done – extracting maximum value from a potato. We aim to achieve great returns for our growers today, tomorrow and in the distant future. We are seeking harmony between profit, planet and people – our growers, employees and clients.
Our core values describe the essence and the licence to operate of Avebe. They can be summarised as Sustainable binding and building
We strive for sustainable relationships
Binding refers to our ambition to connect people, planet and profit together. Together with our stakeholders we connect economic and social values and create shared values. Binding also refers to our strong involvement with the region, our members and our clients.
We invest in innovation
We aim to build sustainably on a solid and future-proof cooperative. We are taking a critical look at the production processes; where could it be smarter, cleaner and faster? We are also constantly looking for ways to achieve higher returns with fewer resources. Sustainable cultivation; develop new varieties with improved characteristics. Supply products that provide added value for our clients. Those are our ambitions.
Building also refers to the advanced and innovative capabilities of our employees. The core competencies respect, taking responsibility and development describe our internal culture. By fostering and using the knowledge and creativity of our employees, we are looking for new and sustainable solutions for demands from clients and society.
Nearly a hundred years old and still bursting with ambition. Avebe started out as the 'Aardappelmeel Verkoop Bureau' (Potato starch Sales Office) in 1919. There have been many changes in almost a century, but one thing has stayed the same: we are bursting with ambition.
In the early years we promoted the sales of several independent cooperatives. Half-way through the twentieth century the factories affiliated with Avebe introduced new products: starch derivatives.
This development was given a boost in 1971, the year in which the factories and the sales office merged into a single company. That was when the innovation process truly began, and it hasn’t stopped since. Avebe has since developed into an international cooperative with over 2500 affiliated Dutch and German members. Avebe’s products find their way to customers all over the world.
With full confidence
Potato starch remains important to us these days, but we are also looking further: we aim to extract everything to be had from the potato. We have developed new technologies, which have enabled us also to extract high quality proteins from the potato. This means that we make it possible to stand out in food applications in particular.
We are confidently looking forward to the next hundred years.
We supply a growing world with agricultural commodities, such as grains and oilseeds, which are inside many of the meals we eat. We transport crops, connecting farmers to customers in ways that help ensure food security and improve environmental efficiency. We provide ingredients and know-how to some of the biggest food processors and foodservice brands in the world. We produce high-quality consumer products in the Americas, Eastern Europe and Asia.
Bunge operates in more than 40 countries, combining local expertise and global capabilities to deliver outstanding results for customers, shareholders and society.
At Bunge, we are leveraging over 200 years of experience in the food and agriculture system to meet a growing global demand for food, and doing so in a way that safely delivers harvests to markets while improving the sustainability of the entire production chain. Our approach is based on our ACE Platform – Act, Conserve and Engage. And we embrace global frameworks like the United Nations Sustainable Development Goals as a guide for a more sustainable future.
Our sustainability pages and the content included are in compliance with GRI Standards – Core Option, and serve as our global sustainability report for 2019.
The ACE Platform represents Bunge’s approach to all sustainability-related policies and activities. Established in 2016, the ACE Platform is how we translate sustainability into action. We intend to move forward, even when the path is not clearly marked, to find new ways to reduce our footprint, and to collaborate actively with other stakeholders in our value chain and with key civil society organizations.
Act - We safely deliver harvests to global markets, proactively integrating sustainability into our business approach to support nutrition and food security around the world. This encompasses our strategic approach in business and our governance.
Conserve -We are creating 21st-century value chains and advancing environmental performance in our own operations. This is how we promote sustainable agriculture and environmental management.
Engage - We prioritize the safety of our global workforce above profit and production, supporting diversity and employee development, interacting with our stakeholders, local communities, and working to protect labor and human rights throughout our value chain.
The Sustainable Development Goals (SDGs)
In 2015, the world established a roadmap for a more sustainable future – one that improves livelihoods, protects our planet’s ecosystems, and promotes inclusive growth for the benefit of all. This 2030 Agenda and its 17 Sustainable Development Goals is being embraced by all segments of society, from governments to businesses.
Bunge supports the SDGs, and is helping advance the goals that are most relevant to our business through our policies and activities. We are a member of the United Nations Global Compact, and we have embedded the Ten Principles related to labor, human rights, environment and anti-corruption into our business and practices.
Our values have long been reflected in the way we work. They are essential guides for every employee and standards by which we live.
Integrity – Honesty and fairness guide our every action. Teamwork – We value individual excellence and work as a team for the benefit of Bunge and our stakeholders.
Citizenship – We contribute to the development of individuals and the social and economic fabric of our communities, and we act as stewards of the environment.
Entrepreneurship – We prize individual initiative to meet opportunities and deliver results.
Openness and trust – We are open to other ideas and opinions, and we trust our colleagues.
Trusted B2B and consumer products around the world. Bunge produces a wide range of trusted brands. From longstanding staples to innovative new products, Bunge's margarines, edible oils, bakery and grain brands meet the exacting demands of commercial customers and the emerging taste and nutrition trends of consumers in some of the world's largest markets.
We sell a range of B2B products in North America, including edible oils, milled corn and rice, ancient grains, ingredients and snacks.
Bunge produces some of India's most famous and trusted national and regional edible oil brands, and is a supplier of commercial products to bakeries.
Bunge is one of the largest food companies in Brazil, selling B2B and consumer edible oils, margarines, bakery flours and mixes and tomato sauces.
Bunge is a leading producer and distributor of fertilizer for farmers, as well as edible oil and milled rice and wheat products.
Bunge sells trusted consumer edible oil and margarine brands throughout Europe.
We believe the world eats better when we eat together. Starting from a single grain elevator in Iowa, our passion has always been to bring producers and consumers of food closer to one another.
Our team of 160,000 professionals in 70 countries draws together the worlds of food, agriculture, nutrition and risk management. For more than 150 years, we have helped farmers grow more, connecting them to broader markets. We are continuously developing products that give consumers just what they’re seeking, advancing nutrition, food safety and sustainability. And we help all of our partners innovate and manage risk, so they can nourish the world again tomorrow.
We work alongside farmers, producers, manufacturers, retailers, governments, and other organizations to fulfill our purpose to nourish the world in a safe, responsible and sustainable way, Together, we create efficiencies, develop innovations, and help communities thrive.
We offer inputs, expertise and risk management tools to farmers small and large, helping them boost their productivity and incomes. We buy their crops and animals and bring them to markets around the globe.
We process a wide range of agricultural commodities into the food, feed and fuel the world needs, transporting them to the places they will be consumed.
We partner with the world’s leading consumer goods, restaurant and retail brands to create innovative products that serve the changing values of consumers everywhere.
We nourish animals with pioneering feed products and work with farmers and scientists to ensure animals' well-being, in order to sustainably meet growing demand for animal protein worldwide.
We join with community leaders, non-profits and others to enrich the places where we live and work, building a strong, sustainable future for agriculture.
Since 1865, when W.W. Cargill founded our company, Cargill has acted on the belief that doing the right thing sets the foundation for long-term success. This rich legacy has sustained us for nearly 150 years. Today, as a global leader in nourishing people, we remain just as committed to this belief. Our customers, shareholders, employees and communities count on us to uphold this commitment and we know that Cargill’s continued success depends on it.
We achieve this by following our Code of Conduct, enabling our suppliers to follow our Supplier Code of Conduct and providing a way to anonymously report a concern through our Ethics Open Line.
Code of Conduct
Cargill’s Code of Conduct outlines our company’s ethical and compliance standards for conducting business throughout the world and serves as a guide for employees when they face dilemmas where the right choice is not clear. Our Code is grounded in our seven Guiding Principles, which are ingrained in our culture and serve as the foundation for the behaviors expected from all of our employees in all parts of the world.
Supplier Code of Conduct
Cargill’s purpose is to nourish the world in a safe, responsible, and sustainable way. We understand that supply chains that support the global food system must be sustainable—balancing the needs of today with the needs of future generations. We can achieve our purpose only by working closely with our Supplier Partners. Our Supplier Code of Conduct explains how we expect farmers, producers, manufacturers, and others to work with us to fulfill that purpose—ethically and in compliance with applicable laws.
Ethics Open Line
Even companies with a long history of doing the right thing experience misconduct and we are no exception. Reporting misconduct takes courage, but it's the right thing to do. Cargill will not tolerate retaliation against anyone who, in good faith, raises a concern or participates in an investigation. Employees who intentionally make false accusations or provide false information may face disciplinary action. We take all reports of potential misconduct seriously and handle them promptly, fairly and as confidentially as possible.
William Wallace (W. W.) Cargill becomes the proprietor of a grain warehouse in Conover, Iowa, at the end of the McGregor & Western Railroad line.
Founder W. W. Cargill establishes his headquarters in Albert Lea, Minnesota, taking advantage of the Southern Minnesota Railroad’s expansion.
After moving his operations to La Crosse, Wisconsin, in 1875, W. W. Cargill expands his business beyond grain, handling commodities like coal, flour, feed, lumber and seeds, as well as investing in railroads, land, water irrigation and farms.
W. W. Cargill and his two brothers own or control over 100 grain storage structures across Minnesota and the Dakotas, amounting to a total grain capacity of over 1.6 million bushels.
Edna Clara, W. W. Cargill’s daughter, marries childhood neighbor John MacMillan in La Crosse, Wisconsin, formally joining the two families. Their first son, John MacMillan, Jr., is born in December.
Following W. W. Cargill’s passing in 1909, John MacMillan, Sr., assumes leadership of his late father-in-law’s company. Now located in Minneapolis, Minnesota, the company’s operations are consolidated under a new name: Cargill Elevator Company.
Cargill acquires Taylor & Bournique Company, a grain merchandising firm with offices along the East Coast and a private wire communication system. Acquiring the new technology gives Cargill a significant competitive advantage.
Cargill incorporates and assumes its present name. The corporation sets its sights on global expansion, establishing small offices in Winnipeg, Canada; Rotterdam, Holland; and Buenos Aires, Argentina, which later closes due to World War II.
Economic conditions prompt Cargill to implement a company-wide pay cut of 20%. Due to his father’s ailing health, John MacMillan, Jr., becomes general manager of Cargill operations.
After World War II, the company diversifies, growing its feed business with the acquisition of Nutrena Mills. Cargill also purchases a soybean meal and oilseed processing plant.
With the war behind them, Cargill executives choose to reopen their South American offices. In Argentina, the company launches its hybrid seed business.
To conduct business in Europe, Cargill establishes a separate company known as TRADAX. To explore similar expansion into Asian markets, the company acquires Kerr Gifford, a US grain dealer based on the Pacific Coast.
Cargill scientist Julius Hendel introduces scientific methods into the company’s businesses, leading to the development of a centralized Research Department. At the division’s Research Farm, electronic computing revolutionizes feed development.
Following the death of John MacMillan, Jr., the family’s next generation commits to appointing the best possible leadership. Erwin Kelm becomes the first president appointed outside the Cargill and MacMillan families.
Whitney MacMillan becomes CEO of Cargill, ultimately overseeing continued global growth, increased public interaction, the company’s initial steps into the developing world, and the creation of its formal statement of conduct.
Cargill’s portfolio of products and services expands significantly. Alongside grain, feed, seeds, oilseeds and corn milling, businesses include chemicals, cocoa, coffee, cotton, eggs, fertilizer, financial services, flour, juices, malt, meat, molasses, peanuts, petroleum, pork, poultry, rubber, salt, steel, turkey and wool.
Cargill establishes an official Strategic Intent and revises its company architecture, reorganizing its traditional divisions into 102 business units focused on its customers, innovation and performance.
For the first time in history, Cargill’s earnings surpass US $1 billion.
Cargill introduces Truvia™ (pronounced Tru-VEE-a) natural sweetener, a great-tasting, zero-calorie sweetener made from rebiana, the best-tasting part of the stevia leaf.
Provimi feed products
Cargill significantly grows its global animal nutrition business by acquiring Netherlands-based Provimi, adding premixes and additives to its portfolio of products.
Cargill celebrates 150 years of helping people and organizations thrive.
We have the right and responsability to speak on its behalf. We’re the ones with the Blue Sticker. It means we’ve done everything we can to deliver the highest-quality product possible, protect the environment, ensure sustainable farming practices, respect our workers, and support their communities.
We never take this simple truth for granted. Everything we do adds more and more meaning to our iconic logo. It’s why when you say, “Banana,” most people will say, “Chiquita.” Chiquita isn’t just another banana brand.
Chiquita is bananas.
Chiquita is a leading global company employing 18,000 people across 25 countries and with a presence in nearly 70 countries. In every market where it is present Chiquita works continuously to be the banana of choice. It provides consumers and customers with the highest quality of fruit and service, at the same time creating consistent value for the Chiquita brand, its customers, suppliers, associates and communities whilst respecting the environment.
Our core values of integrity, respect, opportunity and responsibility form the basis of our business performance and guide our everyday activities, including our giving programs. As part of our core values, Chiquita maintains a solid commitment to conducting its business ethically, morally and in accordance with the law.
While approaching 150 years young, the heart of the company is fresh. Today, Chiquita leads with a reinvigorated vision. Our new leadership is heavily investing in our foundation to better support our business goals through sustainable growth from farm rejuvenation, strengthening our commercial supplier base, improving packing plants, taking control of our logistics and shipping to re-launching into a new brand positioning.
Bananas love hot, humid climates. Chiquita bananas are grown primarily in the lowland areas of Latin America. Banana farms are labor intensive and our produce relies being in a temperature-controlled environment from the farms at which bananas are harvested all the way to a local grocery store, a journey that can cover thousands of miles. We asked ourselves how we could make each step in that journey an environmentally responsible one.
Chiquita works under better than industry standard agricultural work practices for business, the environment, employees and the local communities. Chiquita was the pioneer promoting good farming practices in the 1990s to protect the environment and support farming communities.
To guarantee we were following the strict environmental and social standards we had auditors and independent experts assessing our farms every year while having full access to all workplaces, documents and employees.
Conagra Brands has the most energized, highest-impact culture in food. We persistently challenge and disrupt marketplace/business conventions and we are respected for our great brands, great food, great margins and consistent results.
Conagra Brands (NYSE: CAG), headquartered in Chicago, combines a rich heritage of making great food with a sharpened focus and entrepreneurial spirit. We’re transforming the way we operate to fulfill what consumers and customers want, in a smart, simple way. We’re modernizing our iconic food brands, leveraging fresh opportunities and adapting to a changing landscape – all with a culture that’s ready to capture growth and drive shareholder value.
CONAGRA BRANDS RECOGNIZED AS ONE OF THE 50 MOST COMMUNITY-MINDED COMPANIES IN THE UNITED STATES
Named an honoree of The Civic 50 , which recognizes the 50 most community-minded companies in the nation. As a leading food company, Conagra Brands is deeply motivated to make a meaningful impact on the pervasive societal issue of hunger.
CONAGRA BRANDS COMPLETES ACQUISITION OF PINNACLE FOODS
Acquisition strengthens Conagra’s portfolio of emerging and leading, iconic brands.
CONAGRA BRANDS DIVESTS CANADIAN DEL MONTE BUSINESS
Processed fruit and vegetable business sold to Bonduelle Group.
SANDWICH BROS. OF WISCONSIN ACQUIRED
Conagra Brands acquires maker of frozen breakfast and entrée flatbread pocket sandwiches.
ANGIE’S ARTISAN TREATS ACQUIRED
Conagra Brands acquires maker of Angie’s BOOMCHICKAPOP ready-to-eat popcorn.
CONAGRA BRANDS ACQUIRES THANASI FOODS, MAKER OF DUKES MEAT SNACKS AND BIGS SEEDS
Acquisition brings protein-based snacking business to Conagra portfolio.
CONAGRA FOODS BECOMES CONAGRA BRANDS; BEGINS OPERATING WITH A SHARPENED FOCUS ON CONSUMER BRANDS AND ENHANCING SHAREHOLDER VALUE
ConAgra Foods spins off its Lamb Weston business and changes its name to Conagra Brands, which consists primarily of a branded food portfolio as well as a foodservice business.
CONAGRA FOODS ACQUIRES FRONTERA, RED FORK AND SALPICA BRANDS
New brands bring gourmet Mexican food and contemporary American cooking sauces to Conagra portfolio.
COMPANY HEADQUARTERS MOVES TO CHICAGO
Company headquarters relocates to Chicago, IL with a significant presence remaining in Omaha, NE and facilities across North America.
JM SWANK AND SPICETEC FLAVORS & SEASONINGS DIVESTED
ConAgra Foods divests ingredients distributor and leader in flavors and seasoning blends.
CONAGRA FOODS SELLS PRIVATE LABEL OPERATIONS
ConAgra Foods completes the sale of its private label operations to TreeHouse Foods.
CONAGRA FOODS NAMED TO DOW JONES SUSTAINABILITY NORTH AMERICAN INDEX FOR SIXTH CONSECUTIVE YEAR
The company and its employees have a strong track record of environmental stewardship, advocacy for food safety and quality, and building stronger communities.
CONAGRA BRANDS SUCCESSFULLY COMPLETES YEAR FIVE OF ITS CAUSE MARKETING CAMPAIGN CHILD HUNGER ENDS HERE
Conagra wraps up its successful five year cause marketing campaign “Child Hunger Ends Here” which engaged millions of consumers and resulted in the donation of over 10 Million meals over the course of the campaign.
BLAKE’S ALL NATURAL ACQUIRED
Blake’s All Natural, maker of natural and organic frozen pot pies, casseroles, and pasta dishes, is acquired.
ARDENT MILLS BEGINS OPERATIONS
Ardent Mills, an independent joint venture of its three parent companies – ConAgra Foods, Cargill, and CHS begins operating as a premier flour milling company.
CONAGRA FOODS FOUNDATION PROVIDES $10 MILLION THREE-YEAR GRANT TO FEEDING AMERICA
The three-year grant funds vital Feeding America child hunger initiatives including Child Hunger Corps, Hunger Free Summer, Summer Feeding Hubs, Child Hunger Venture Fund, and Feeding More Children National Support.
CONAGRA FOODS ACQUIRES RALCORP
ConAgra Foods acquires Ralcorp, the leading producer of private label foods. The private label operations are later divested to sharpen the company’s focus on building value for shareholders.
BERTOLLI AND P.F. CHANG’S ACQUIRED
ConAgra Foods expands its family of brands with the acquisition of the Bertolli and P.F. Chang’s Home Menu frozen meals businesses.
ODOM’S TENNESSEE PRIDE ACQUIRED
ConAgra Foods expands further into the breakfast food category with the acquisition of Odom’s Tennessee Pride — maker of roll sausage, breakfast sandwiches and more.
CONAGRA FOODS ENGAGES ITS BRANDS TO LAUNCH NATIONAL CAUSE MARKETING CAMPAIGN CHILD HUNGER ENDS HERE®
Nineteen ConAgra Foods brands participate in “Child Hunger Ends Here” a comprehensive, nationwide cause marketing campaign to engage consumers, raise awareness of childhood hunger and impact hunger, resulting in the donation of three million meals.
H.K. ANDERSON BRAND ACQUIRED THROUGH ACQUISITION OF NATIONAL PRETZEL COMPANY
ACQUISITION OF MARIE CALLENDER’S AND CLAIM JUMPER BRANDED FROZEN FOODS
ConAgra Foods acquires American Pie, LLC, maker of Marie Callender’s and Claim Jumper frozen desserts.
DIVESTITURE OF GILROY FOODS & FLAVORS
The Gilroy Foods & Flavors dehydrated and vegetable product operations are sold as part of the company’s ongoing strategy of divesting non-core operations.
CONAGRA FOODS FOUNDATION ANNOUNCES LARGEST DONATION EVER TO FIGHT CHILD HUNGER WITH FEEDING AMERICA®
ConAgra Foods Foundation's $10 million commitment to Feeding America is the largest donation ever made to fight child hunger with Feeding America, and will help the organization meet the needs of the more than 12 million children in America who are at risk of hunger.
CONAGRA FOODS PROVIDES UNPRECEDENTED NUTRITION LABELING
Simple and unique packaging enhancements are designed to help consumers make better-informed food choices to improve their diet and health.
ACQUISITION OF ALEXIA FOODS, INC.
ConAgra Foods acquires Alexia Foods, a premium brand started by Alex Dzieduszycki, a chef in Manhattan, NY.
ACQUISITION OF LINCOLN SNACKS
ConAgra Foods acquires Chicago-based Lincoln Snacks, best known for Poppycock and Fiddle Faddle.
DIVESTITURE OF BUTTERBALL, ARMOUR, ECKRICH, SWISSROSE and LOUIS KEMP
ConAgra Foods divests meat, seafood and cheese brands divested to create more focus on portfolio aligned with long-term business strategy.
LAUNCH OF NEW AND IMPROVED RESEARCH & DEVELOPMENT CENTER
ConAgra Foods research and product development groups consolidate into a single, state-of-the-art Center for Research, Quality & Innovation on the company's campus in Omaha, Neb.
CONAGRA, INC. BECOMES CONAGRA FOODS, INC.
ACQUISITION OF INTERNATIONAL HOME BRANDS
Chef Boyardee, PAM cooking spray and Gulden's mustard become part of the ConAgra family.
PARTNERING WITH AMERICA’S SECOND HARVEST
ConAgra partners with America's Second Harvest, now Feeding America, in the largest corporate initiative dedicated solely to solving the problem of childhood hunger in the United States.
CONAGRA BUILDS ITS BRAND PORTFOLIO
A decade of focused investment in consumer brands led to a major shift in the composition of ConAgra. Over the course of the 1990’s, ConAgra’s acquisitions included Hunt’s, Orville Redenbacher’s, Wesson, Swiss Miss, La Choy, ACT II, Hebrew National, Marie Callender’s, Wolf Brand Chili, Van Camp’s, Fleischmann's, Parkay, Blue Bonnet, Egg Beaters, Slim Jim and Pemmican.
CONAGRA BEGINS ITS PHILANTHROPIC COMMITMENT TO SUPPORTING THE END OF FOOD INSECURITY
HEALTHY CHOICE CONCEIVED BY CEO MIKE HARPER
When CEO Mike Harper suffers a mild heart attack in 1988, he realizes he needs to change his diet to include foods that satisfy his taste and his health needs. His search leads to the development of Healthy Choice.
ACQUISITION OF BANQUET FOODS COMPANY
ConAgra begins its entry into the frozen food business in 1980 with the acquisition of Banquet Foods Company.
COMPANY’S NAME CHANGES TO CONAGRA
Nebraska Consolidated Mills changes its name to ConAgra, Inc. in 1971.
ORVILLE GETS POPPING
Orville Redenbacher launches his company in 1970, which sells the lighter, fluffier popcorn kernel.
MARIE CALLENDER DELIVERS GREAT FOOD
Marie Callender and her family deliver homemade pies to local restaurants from a little shop in Long Beach, Calif. Marie opens her own restaurants and launches the Marie Callender's frozen food line in 1948.
REDDI-WIP IS AN INSTANT HIT
Aaron "Bunny" Lapin, a St. Louis inventor, develops a special aerosol valve and creates Reddi-wip real whipped cream. Originally distributed by St. Louis milkmen, Reddi-wip becomes an overnight success.
RO-TEL FROM THE ROETTELE FAMILY
Carl Roettele has an idea - marry the richness of delicious vine-ripened tomatoes to the zestiness of green chili peppers. The Roetteles take the idea and opened a small vegetable canning plant in Elsa, Texas in 1943. Worried people couldn't spell or pronounce “Roettele,” Carl uses the name RO*TEL.
BLAKE’S GOES FROM FARM TO TABLE
The recipes and traditions of Blake’s go back to 1929 when Clara Blake was creating her authentic recipes made from scratch with all-natural ingredients. Clara’s family has kept up those traditions, and Blake’s continues her legacy of handcrafted meals using only the best ingredients.
SLIM JIM GETS CRACKING
Entrepreneur Adolph Levis creates Slim Jim in 1929 as the popularity of dried meat products grows.
CHEF BOIARDI’S SECRET SAUCE
Shortly after emigrating from Italy in 1914, Hector Boiardi became head chef at New York’s ritzy Plaza Hotel and the famous Greenbriar Hotel. Chef Boiardi founds Chef Boyardee in 1928 after the popularity of his sauce grows.
DAVID SEEDS IS AMERICA'S SUNFLOWER SEED
In 1926, David Der Herbedian roasts sunflower seeds in his Fresno, Calif., grocery and sells the seeds in bundles for a nickel.
PETER PAN PEANUT BUTTER IS CREATED
Peter Pan Peanut Butter is launched in 1920. Kids love it and parents feel good about serving it.
CONAGRA IS BORN
Nebraska Consolidated Mills (NCM), headquartered in Grand Island, Neb., is incorporated in 1919. The company that will come to be known as Conagra Brands has grown out of four flour mills.
HEBREW NATIONAL ANSWERS TO A HIGHER AUTHORITY
In 1905, the Hebrew National Kosher Sausage Factory, located on the Lower East Side of Manhattan, begins processing kosher meats for New York delis. Over the years, Hebrew National has become synonymous with high-quality kosher products, premium ingredients and premium taste.
DAVID WESSON INNOVATIVE IMPROVEMENT FOR COOKING
David Wesson introduces a new method for processing cottonseed oil in 1899. His vacuum and high-temperature process revolutionizes the cooking-oil industry.
WOLF BRAND CHILI
Sixteen year-old Lyman T. Davis first brings his chili to the oil boomtown of Corsicana, TX, in 1895, selling piping hot bowls outside the Blue Front Saloon. Lyman has his pet wolf guard the popular chili.
ONLY THE BEST TOMATOES
In 1890, Joseph and William Hunt found Hunt Brothers Fruit Packing Company in Santa Rosa, CA.
H.K. ANDERSON BAKES WITH A TWIST
America’s love of pretzels originated in the Pennsylvania Dutch region, where H.K. Anderson opens up a storefront bakery in 1888.
VAN CAMP’S PORK AND BEANS FEED AMERICA
In 1861, Indianapolis grocer Gilbert C. Van Camp creates a new canned food product — pork and beans. Gilbert's son, Frank, discovers that pork and beans taste better when mixed with tomatoes and served hot.
Our vision is to become the world’s leading global supplier of healthful, wholesome and nutritious fresh and prepared food and beverages for consumers of all ages.
Our products satisfy today’s health and wellness-conscious consumer demands with a level of convenience that fits perfectly into their active lifestyles.
Fresh Del Monte Produce Inc. is one of the world’s leading vertically integrated producers, marketers and distributors of high-quality fresh and fresh-cut fruit and vegetables, as well as a leading producer and distributor of prepared fruit and vegetables, juices, beverages and snacks in Europe, Africa and the Middle East.
It is the policy of Fresh Del Monte Produce Inc. to adhere to all laws and ethical standards applicable in all jurisdictions in which it conducts its business, to conduct its business affairs lawfully and ethically and to do so with honesty and integrity; there will be no waivers or exceptions in the name of competitive demands, social traditions, or other exigencies, except as permitted or required by law.
This Code of Conduct and Business Ethics Policy is applicable to employees at all locations owned, leased, managed, or operated by Fresh Del Monte Produce Inc. and its subsidiaries (collectively, the “Company”), as well as all of the Company’s corporate directors, officers, employees, agents and representatives and each of their respective immediate family members (collectively, “Company Representatives”).
Our Company expects and demands the highest level of ethical conduct on the part of our Executives, Managers, and Staff. We do not condone or practice any behavior that fails to meet the standards set forth in our Corporate Code of Conduct and Business Ethics Policy.
The general guidelines of these standards are:
We neither offer, nor accept, anything of value in exchange for, or in the interest of inducing or entering into any business relationship with us.
We do not use corporate funds, assets, services, or facilities directly, or indirectly, for any personal use, or for any unlawful or any unethical purpose.
We monitor compliance with all laws and regulations of the countries in which we operate.
We allow no false, artificial, or misstated entries to be made to the books, records, or financial statements.
We do not make false or misleading statements to the Company’s independent auditors, internal auditors or regulators. Under no circumstances may any employee take any actions to fraudulently influence, coerce, manipulate or otherwise mislead the Company’s auditors in connection with ongoing audits.
We maintain our workplace free of harassment and discrimination based on sex, ethnicity, physical handicap or religion.
First use of the Del Monte name on a food product. Del Monte coffee premieres as a premium blend of coffee packaged for the prestigious Hotel Del Monte in Monterey, California.
The Del Monte® Brand is introduced when the firm expanded its business and selected Del Monte as the brand name for its new line of canned peaches.
Del Monte shield makes its first appearance on a can label.
California Packing Corporation (CalPak) establishes stringent quality specifications for its premium brand, Del Monte®. Early ads assure customers “Not a label, but a guarantee.”
With prices plummeting and overflowing warehouses, CalPak is forced to tighten its belt. Always a premium quality product, Del Monte® advertising takes advantage of the many low-cost brands on the market and focuses on the value of dependable quality.
A persistent focus on quality helps lift CalPak out of a crunch.
Del Monte® Pineapple Grapefruit drink is introduced. Del Monte® Stewed Tomatoes – a new product inspired by the recipe of an employee’s mother – becomes an instant classic.
Long known for its favorite brand, CalPak changes its name to Del Monte Corporation.
Del Monte Corporation acquires West Indies Tropical Fruit Company of Coral Gables, Florida.
Del Monte Corporation becomes first major food processor in the United States to include nutrition labels on its products.
Del Monte Corporation shareholders agree to a merger with R. J. Reynolds Industries.
Del Monte Corporation divides into two separate entities; Del Monte Tropical Fruit and Del Monte Foods.
A new owner of Del Monte Tropical Fruit changes name to Fresh Del Monte Produce N.V.
Fresh Del Monte Produce N.V. is acquired by Freshglo Limited, a Cayman Island based company.
Introduced the first new pineapple variety in more than 15 years, the Del Monte Gold® Extra Sweet pineapple.
Began expansion of melon program.
Further diversified distribution capabilities by adding new distribution centers in key markets, adding additional value-added services to customers.
May 1997, Freshglo Limited changed it’s name to Fresh Del
Monte Produce Inc.
October 1997, Fresh Del Monte Produce Inc. begins trading on the NYSE under the FDP ticker symbol (FDP).
Acquired several subsidiaries from its parent company IAT Group Inc. which were engaged primarily in the production, transportation, distribution and marketing of deciduous fruit and other fresh produce on a worldwide basis and conducted operations in Chile, the United States, the Netherlands and Uruguay.
Acquired assets of U.K. based Fisher Foods Limited’s chilled division, expanding growth in the fresh cut category.
Acquired Standard Fruit and Vegetable Co., Inc., a Dallas based distributor of fresh fruit and vegetables.
Acquired 100% ownership in Envases Industriales de Costa Rica S.A. (ENVACO).
Acquired Expans Sp. 2.0.0. a Poland-based distributor of fresh fruit and vegetables.
Acquired Country Best Produce, a leading U.S. East Coast processor and packager.
Acquired Del Monte Foods Europe, a leading producer and distributor of prepared fruit, vegetables and beverages in Europe, Africa, the Middle East and the Countries formerly part of the Soviet Union.
Acquired the Costa Rican group Caribana, substantially increasing Del Monte® branded banana and Del Monte Gold® Extra Sweet pineapple production from Central America.
Acquired agricultural production land, packing houses and farm equipment in Florida and Virginia.
We take extra measures to deliver a product that our customers can serve with confidence. Our vertically integrated approach allows us to control quality at every step to ensure the best care from the farm to the final product.
We partner with the world’s leading brands as a business-to-business company focused on helping our foodservice partners succeed by delivering the best-in-class poultry products. Business leaders who want a high quality poultry-supplier that delivers superior performance put their trust in Wayne Farms. Judge Wayne Farms by the results we deliver.
By carefully hand-deboning our fresh chicken products, Wayne Farms LLC is able to ensure consistently superior quality across all our offerings. This manual process allows us to control the cuts of meat and improves the quality of bone removal when compared to mechanical methods. We are a major deboner of boneless breasts and boneless thighs, a significant portion of which is raw material for the prepared foods facilities.
Wayne Farms is also a major producer of marinated, breaded, cooked and individually frozen products for a variety of customers under the DUTCH QUALITY HOUSE®, WAYNE FARMS® and CHEF’S CRAFT® labels.
Food should come from a place of integrity. As the 7th largest, vertically integrated poultry producer, Wayne Farms LLC believes it is important to continuously adopt rigorous standards to deliver exceptional service. Having control of the entire process assures product quality and food safety.
It also leaves the responsibility of sustainability entirely in our hands.
The key to providing the best product and service is being stewards and giving back to everyone involved in our success.
But we can’t just talk about it. We understand seeing is believing, and in order to show our progress we need to be transparent about the good we’ve accomplished and the struggles we’ve faced. It is up to us to do right by our customers, employees, farmers, and communities and to leave a positive impact with everything we do.
That’s our goal at Wayne Farms, we hope you’ll join us in growing together.
The Wayne Farms' roots stem from Allied Mills Inc., a former subsidiary of Continental Grain Company, when the poultry division was spun-off in 1965. With strength and expertise in the poultry business, the company has evolved significantly over the past 40 years and continues to expand in capability and capacity as we grow with our business partners.
A Historical Timeline of Wayne Farms LLC
1895: Marsden Company of Philadelphia organizes Allied Mills Inc.
1898: Marsden Company consolidates its manufacturing of commercial feeds and changes its name to American Milling Company.
1916: D. W. McMillen purchases a small grain elevator in Ft. Wayne, Ind., and begins manufacturing feed called Wayne, named after General Anthony Wayne, a man of courage and daring.
1929: Allied Mills Inc. organizes under the laws of the State of Indiana and soon acquires the Ft. Wayne-based feed businesses previously operated by the American Milling Company and McMillen Company and their predecessors.
1957: Allied Mills constructs a poultry plant in Laurel, Miss.
1961: Allied Mills purchases a poultry plant in Union Springs, Ala., and names it Wayne Farms.
1963: Allied Mills purchases a second poultry plant from the Alabama Poultry Cooperative Inc. in Albertville, Ala.
1965: Continental Grain Company of New York acquires 51% of the common capital stock of Allied Mills through a tender offer made to the shareholders of Allied and makes the decision to spin off the poultry division. The company is established with two initial locations in Albertville and Union Springs, Ala. At this time, the company focuses on the manufacturing and sale of fresh poultry under the Wayne Farms name.
1967: Allied Mills constructs a third plant in Pendergrass, Ga.
1970: The Allied Mills poultry division completes construction on a plant in Danville, Ark. The division now includes four processing plants and three egg production and processing units.
1976: The company completes construction of a fresh processing plant in Decatur, Ala.
1978: The Continental Grain Company Poultry Division acquires a plant in Dobson, N.C., and begins deboning operations.
1981: Allied Mills Inc. merges into Continental Grain Company.
1985: The Continental Grain Company Poultry Division expands its product base by entering the further processing side of the poultry business. Continental Grain Company acquires the Dutch Quality House name and the first further processing plant, located in Oakwood, Ga. Dutch Quality House originated in Gouda, Netherlands, in 1961.
1991: The Continental Grain Company Poultry Division purchases a plant from Golden West Foods in Bossier City, La.
1994: The Continental Grain Company Poultry Division completes its acquisition of the Enterprise, Ala., location from Southland Foods.
1997: The Continental Grain Company Poultry Division completes its acquisition of the Douglas, Ga., plant from Campbell Soup Company.
1998: The company completes construction of a new processing facility in Decatur, Ala. (now known as Decatur East). This facility opens with two lines.
1999: Continental Grain Company changes its name to ContiGroup Companies, Inc.
2000: The Poultry Division of Continental Grain Company is officially named Wayne Farms LLC.
2002: Wayne Farms LLC acquires a plant located in College Park, Ga.
2005: Wayne Farms LLC sells its Bossier City, La., plant.
2006: Wayne Farms LLC opens its newest further processing facility in Decatur, Ala. (now known as Decatur West).
2008: Wayne Farms LLC closes the College Park, Ga., plant.
2008: ContiGroup Companies, Inc. returns to its original name of Continental Grain Company.
2009: Wayne Farms LLC closes the Douglas, Ga., plant.
2010: Wayne Farms LLC closes the Oakwood, Ga., plant.
2012: Wayne Farms LLC acquires a poultry complex, which includes a processing facility, hatchery and feed mill, in Dothan, Ala.