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Continued from Page 13 Q: What are the biggest challenges for Blue Diamond and California’s almond industry? Certainly, for an almond grower, water is the existential issue. What concerns us as a co-op, what keeps us up at night, is inflation. It’s a big deal. It’s not transitory; it’s here to stay. We’ve announced price increases into the marketplace. Everything in the grocery store has taken a price increase, so we’re not alone. Fuel costs, wages, the cost of resins and steel and other core materials all continue to rise. I don’t see anything short-term that leads me to believe that this is plateauing, at least in our business. Q: What one or two things are you pushing hardest for these days? Finding ways to be more effective and efficient. We know costs are increasing. We have a big focus on what we call margin enhancement, which is more complex than cutting costs. It’s also about finding ways to increase capacity without significant investments. That idea also leads into things like sustainability. The great news is that sustainability links up very, very well with those margin-enhancement initiatives. We’ve actually gone so far as incentivizing our growers for sustainability in their actions. We think it makes them and us ultimately more efficient. But, also, we think there is value that goes beyond that because we know our customers License No. 251698 One of the biggest challenges facing Blue Diamond and the California almond industry is inflation, according to Jansen. value that we are good actors and that we’re doing the right things. That’s another way for us to distinguish Blue Diamond in the marketplace. Q: What are your other priorities for 2022? One of the big things that’s changed, now that I’ve been CEO here for 11 years, is broadening out who our stakeholders are. The role of the CEO has greatly changed in that timeframe. It used to be, ‘Take care of your customers, your owners and your employees, deliver good results, and all is well.’ It’s a very different world today. People want to know how you’re taking care of the communities where you operate. We talk about environmental issues, but also other elements of ESG (environmental, social and governance). For example, we’ve done a lot of work, really employee-driven, around social impact and how Blue Diamond impacts the communities we participate in. It’s about how we align the values of the co-op and our people in a way that we also can communicate more broadly out into our communities and the marketplace. This is an area of priority for our leadership team. Manufacturing Commercial Grade Products and Solutions to Growers and Investors of Almonds Around the World Since 1963. P. 209-599-2148 sales@riponmfgco.com www.riponmfgco.com Q: What do you consider your biggest success at Blue Diamond since you became CEO? Creating a shared sense of purpose between our employees and our growers. It’s what allows us to be successful. Drawing those two things together has allowed us to almost triple in size, to have a 2,000% increase in profitability to growers Q: A 2,000% increase? We used to pay our growers 1 cent per pound more than what they would get if they delivered their almonds to anyone else. Now, we’re up to 20 cents a pound. So that’s that 20-times-greater incremental profit margin over and beyond what they used to get. And that’s real. Particularly in this past year, where we had historically low market prices for almonds and increasing costs, that could be the difference between a grower having a year of loss or breaking even or being profitable. Comments about this article? We want to hear from you. Feel free to email us at article@jcsmarketinginc.com 14 West Coast Nut <strong>Dec</strong>ember 2021
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Page 1: WEST COAST NUT Your DECEMBER 2021 I
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What It Could Mean for Californians
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Interested in organic articles? SUB
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A WORD FROM THE BOARD: THE CALIFORN
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JOSEPH JACKSON ON “DOING WHAT MAT
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California Legislative Recap for 20
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APC’s newly-introduced quarterly
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GET AHEAD OF FIRE ANTS TREAT NOW WI
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DAY 2 CE TRACK WORKSHOPS 8:00 AM 8:
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