Meat Processing Sector Research Articles

Innovation in the strategies of Internationalization of Brazilian Multinationals: Evaluation of the Cultural National Dimensions: A Study Case of the Meat Processing Sector

This article sketches the evolution of Brazilian multinational companies, from the perspective of the development of Latin-American multinational companies, with respect to the process of globalization. With this article, we looked to characterize the typical profile of these enterprises in agreement with the Dunning Model to confirm if this typology is adequate for the characterization of internationalization strategies. We also explored the Theory of the Cultural Dimensions of Hofstede. While doing this, we analyzed which model measures the strategic alignment and is more orientated in terms of: (i) exploration of natural resources and advantages of costs of labor not qualified (resource seeking), advantages; (ii) location and synergies of market (market seeking), investments; (iii) search of strategic assets of the type efficiency seeking (for what they look to rationalize the production and to explore savings of specialization and location), investments; and (iv) type of strategic asset seeking (turned to the acquisition of resources and competences with the objective to develop competitiveness through of the innovation and growth of strategic capacities). We also summarize the referential system that makes possible the development of future inquiries for the delineation of the principal strategies, of the public politics of the National States, and also the financial strategies of these enterprises. Keywords: Strategic innovation; Brazilian multinationals; foreign investment; globalization; Latin American multinationals and multinationals from emerging countries

Work training and MSDs prevention: Contribution of ergonomics

In ergonomics, the intervention can be an integral part of the research. The presented study was carried out in the meat-processing sector with the dual objective of generating new knowledge about job training for musculoskeletal disorders prevention and of responding to the request of a company that wanted training content as well as guidance in the organization of its training. The developed methodology combines the production of knowledge in cooperation with the stakeholders and concrete action proposals. There were two phases to our approach: 1) description of the knowledge and know-how of six experienced workers; and 2) daily follow-up, with audio recordings and interviews, of the training given to three groups of apprentices. Each follow-up led to the analysis of training organization, learning conditions and the evolution of the apprentices' symptoms and difficulties. After monitoring the training, recommendations were made about how the training should be organized and what learning conditions needed to be implemented following each group's training. The instructors and apprentices helped to develop these recommendations. Analysis of the experienced workers' activity allowed the potentially transmissible knowledge to be put into words. A range of learning condition factors were associated with the occurrence of pain in the trainees, such as the cutting quality of the knife and the state of the meat. The results likewise indicated that, with regard to MSD prevention, training itself did not suffice and that it was important to identify conditions requiring improvement. This paper shows how ergonomic research intervention facilitated the development of training content and recommendations on learning conditions, whose goal was to prevent musculoskeletal disorders. The results are of interest for the training of ergonomists interested in this field of intervention. Relevance to industryThis study shows the importance for any company to consider the expertise of their experienced employees to develop training content. It also highlights that injury prevention requires the creation of favorable conditions when learning the craft. Finally, the results show the contribution of ergonomics to support companies in the design of training and prevention of musculoskeletal disorders.

Workplace Training: How Context Impacts on Instructors’ Activities

In the present-day world of work, characterized by the globalization of markets and rapid technological change, company directors are turning toward new types of work organization and product diversification in order to contend with increasingly fierce competition. In such a context, workplace training has become a critical issue for companies. Though there are different types of workplace training, the instructors are usually experienced employees who have been asked to train new employees. Incorporating training into the company’s production activities is complex because it creates a situation where the training activity comes into contact with all the other activities. The present article reports on ergonomic research intervention conducted in the meat processing sector which sheds light on the difficulties and challenges that structured training in an SME production system poses for instructors. The data collected here showed that worker-instructors were poorly prepared to train new workers and that the role of an instructor was not sufficiently appreciated in the company. Furthermore, our study pointed out that, to organize learning situations, instructors had to consider several conditions (organizational, technical, physical, and social) and make compromises between what they would have liked to do and what the conditions allowed them to do. Avenues for improvement are suggested to help create greater recognition of the instructors’ role and provide them with more support in the implementation of training activities. The observations made in this study can serve as food for thought for anyone interested in workplace training conditions.

Unite meat workers: organising for justice

FOCUS □ ORGANISING ANDSUPPLYCHAINS Unite meat workers: organising for justice I workplace through identified was in The poultry stewards the casualisation agency the spectre increased key meat growing by leaders sector issue work shop and and of identified byshop stewards and workplace leaders inthe meat and poultry sector was the growing spectre of casualisation throughincreased agency work SHARON GRAHAM, Director of Organising, Unite. The mately poultry workforce 40,000 processing workers, ofthe sector UK the and stands majority Irish at meat of approxiwhom and poultry processing sectorstandsat approximately 40,000workers, themajority ofwhom areincreasingly basedatworksites ownedbyglobal multinational companies.In 2005,tradeunion membership inthesector stoodatapproximately 7,500consisting largely ofworkers intraditionallyunionised siteswithin thepoultry supply chain. Tradeunionorganisation outsideoftwoorthree companieswas limited, shopsteward and thereforebargaining co-ordination and strategy nonexistent . Theterms andconditions offered toworkersbypractically every major company were-and remain- comparatively poor and permanent employment was beingconsciouslyeroded by employers feeding-off EUaccessiontoincreasinglycasualisetheworkforce . Operating in western liberaldemocracies that are increasingly defined byliberalised freemarketcapitalism , trade unionsintheUKandIreland have struggled foroverthirty yearsto adaptto and confront a radically changedenvironment. The institutional poweroftradeunionshasbeen weakenedthrough neo-liberal entrenchment of flexible labourmarkets and therejection ofproduction capitalinfavour offinancial capital. This, coupledwith continued commodification through theprivatisation ofpublicand socialgoods,has ledtothetradeunionmovement beingforced to facea setofissuesandproblems that arevery different to thosefacedin theimmediate post-war period.One keyoutcomehasbeenthelongterm declineofboththescope and quality ofcollective bargaining. Thishasledtoa trade unionmovement with a broadly defensive outlook bothindustrially and politically. The meat and poultry sector inthe UKand Ireland Themeatandpoultry processing sector intheUK and Irelandreflected thechangedenvironment within whichtradeunionsremain forced to act. Wherecollective bargaining hadbeen previously establisheditwas increasingly localisedwithin rapidly globalising companies. This,together with thegrowth innon-union workplaces andcompanies ,presented a notuncommon challenge. Themeat andpoultry processing sector displayed characteristics ofearly21stcentury tradeunion presencein theprivate sector.Traditional trade unionpresence waserodedthrough declining bargainingpowercaused bytheformation ofnew entities devoidoftradeunionheritage. Thischaoticpicture ofdeclining collective bargainingcoverage ,whilstnot unusual, should demand a strategic response. Theprimary roleand representative force ofthetrade unionmovement istobe found attheplaceofworkandinitsabilityto facilitate theredistribution ofmeaningful powerto workers, we are left withseveralconclusions . 1.Theerosionofcollective bargaining isa critical issuethat needstobe addressed as without itwe arebereft ofa keytoolthat brings therelevance ofsolidarity toworkers. 2.Theaspiration tobuildmeaningful class powerrequires emphasis on thequality and scope ofcollective bargaining notjustthe level' ofbargaining coverage. 3.Without therepresentative force ofmajority bargaining thepolitical powerofthetrade unionmovement is critically undermined. A keyprinciple of 'forward' organising is the beliefthat tradeunionsaretheprimary andcriticalinstitutional actors through which workers can acquirejusticewithregard to wealthand power within a globalised capitalist economy. Ifthecause oftrade unionsistransformative change, then itis clearthat a strategy basedas a minimum oncomprehensive reform is a pre-requisite tothedeliveryofcoreobjectives . Challenge the market,buildthe movement Inthemeatandpoultry processing sector, theuse ofcoreforward organising principles informed a strategy consistent withourviewofwhatunions arefor: ■ Thedelivery ofsector-wide organising designedtogrowthecoverageofbargaining andtherefore thepowerofworkers. ■ Therebuilding ofourshopstewards movement, first locally, thenbycompany, followed bythenational sector andfinally globally. Theinitiation ofshopsteward coordination andthedémocratisation ofunion decision-making through industrial 'combines'. The development ofa comprehensive forward organising strategy within themeatand poultry processing sector was basedon ourviewofwhat trade unionsarefor andcritical organising principles .Inpractical terms this required a strategy that delivered theopportunity for theformation ofmeaningful poweratwork. Within theterms offorward organising itisassumedthat thedelivery ofmeaningful changewithin a neo-liberal capitalist economymakesconflict inevitable. Risingto a globál challenge maximising power throughproductmarkets Attheoutset themeat andpoultry strategy required certain coreconsiderations: INTERNATIONAL union rights Page 6Volume 18Issue 3201 1 FOCUS □ ORGANISING ANDSUPPLYCHAINS ■ Whattactical approachis neededtodevelop genuine bargaining power? ■ Whattotarget andwho? Asingleorganising 'campaign' isinsufficient to developpower.To be effective thetradeunion movement must looktofacilitate globalsolutions - cross-border productsupplychainstrategies thatchallengethepowerofdominant corporate interests. AtUnite, we target employers thatconstitute a minimum of75percent ofa domestic sector simultaneously for thepurpose oforganising. Wedothis tomaximise theability ofworkers toincrease their powerandtherefore realiserealchangeatwork. Ourobjective is alwaystocreateglobalorganisationthroughout a sector butourability toensure delivery remains localised.In themeatand poultry sector we targeted accordingly andimplemented theprinciple ofdevelopment ofa strong shop steward movement through theidentification of leadersand issuesto buildtradeunionpresence andpower.From a base of7,000themembership hasincreased toapproximately 25,000 andthenumberofaccredited Unite shopstewards hasquadrupled .Critically, collective bargaining coverage has dramatically increased withagreements covering all majoremployers in thesectorand spanning approximately 75 percent of the workforce employed byleadingmultinationals. The keyto delivery has been thesuccessfulpursuit ofthe motive offorward organising - meaningful change atwork. Byseeking changethrough challenge on issuescritical toworkers we buildtherelevance of coretrade unionconcepts - solidarity andjustice. The importanceof a productsupply chain approach isnotjustoftheoretical significance. The identification ofsharedissuesthatcrossdifferent workplaces, occupational groupsand employers requires a sector wideapproach todeliver change. The keyissue identified by shop stewardsand workplace leadersinthemeatandpoultry sector was thegrowing...

The competitiveness situation of the EU meat processing and beverage manufacturing sectors

Abstract The status of competitiveness for the two most important food and beverage manufacturing sectors (meat processing and beverage manufacturing) in 13 EU countries is analysed empirically, using 1995–2002 Eurostat data. After a review of earlier agribusiness competitiveness studies, an industrial competitiveness index is proposed as a composite measure for multidimensional economic performance, covering profitability, productivity and output growth. The index approach enables relative competitiveness comparisons across industries, countries and over time. The results show that during 1999–2002, as compared to 1995–1998, for both sectors overall competitiveness in real terms slightly increased. At the same time, overall competitiveness also seems to have converged slightly across countries, implying that sector performance has become more similar. However, the two country rankings differ considerably, as do the change patterns during the analysed period.

Economic Incentives for Firms to Implement Enhanced Food Safety Controls: Case of the Canadian Red Meat and Poultry Processing Sector

This study assesses quantitatively the economic incentives for firms to adopt food safety controls and the potential impact of a number of firm- and market-specific characteristics on this behavior, focusing on the red meat and poultry processing sector in Canada. The results suggest that market-based (private) incentives have a greater impact on the food safety responsiveness of firms in this sector than government regulatory actions. This creates challenges for regulators in defining policy instruments that promote greater levels of food safety control in food processing sectors rather than constraining firms from taking initiatives that exceed regulatory requirements.

General Equilibrium and the Ban on British Beef Exports

We present an ex post CGE evaluation of the ban on exports of British beef, imposed in 1996 and lifted in 1999. A specific aim is to assess the degree to which cattle, slaughtering and meat processing sectors in the UK recover their pre‐ban positions. More generally, the modelling exercise can be viewed as identifying the extent to which an economy recovers from a policy shock, or similar, when that shock is removed or reversed. Results suggest that, following removal of the ban, exports, output, factor use and trade balances in the directly affected sectors, in the short run, are below their 1996 pre‐ban levels. Whilst some recovery is evident in the long run, not all sectors regain their pre‐ban positions. The results offer further insights into the general equilibrium effects of what was a highly unusual policy shock to the UK economy, that of a three year ban on exports of beef.

Taking Lambs to the Slaughter: Marketing Channels, Journey Structures and Possible Consequences for Welfare

AbstractConsumers now demand evidence of welfare assurance at all stages of animal production, marketing, transport and slaughter. In response, retailers have increasingly adopted preferred supply chain relationships which preclude sourcing animals via livestock auction markets. One of the criteria dictating this action is a perceived improvement in animal welfare resulting from direct transport from farm to abattoir.A survey of complete journey structures of 18 393 slaughterweight lambs from farm to abattoir was conducted between April and July 1997. Journeys were characterized in terms of distances travelled, duration and the number of discrete components within a whole journey which comprised: transport; trans-shipping (when animals were transferred from one vehicle to another); multiple pickups from a number of farms; and holding at either assembly points, lairages or auction markets. The results identified that journeys in the livestock distribution system are diverse and range in complexity, irrespective of marketing channel. Journey complexity was found to be positively related to distance travelled.The study demonstrates that discussions concerning welfare of livestock in transit should consider the journey structure and not just the marketing channel per se. Furthermore, it also shows that changes taking place in the infrastructure of the marketing and meat processing sectors may result in a reduction in animal welfare.

The economic impact of BSE: a regional perspective

A regional input-output model, detailing agriculture and its ancillary sectors, is used to quantify the effects of a BSE-induced reduction in final demand for beef on the economy of Northern Ireland, a region with heavy dependence on beef exports. The long-run regional output, income and employment effects are estimated assuming no market stabilization measures and taking account of substitution effects in final demand. Predicted net losses in regional income are 0.5% of regional GDP with job losses of up to 0.6% of regional employment. About 77% of the income losses and 87% of the job losses are in the beef sector, primarily beef production. Compensating gains due to demand substitution effects occur mainly in meat processing sectors, other than beef, and are relatively small. Adverse intra-regional distributional effects are likely due to the concentration of beef production in the more disadvantaged areas. The importance of appropriate policy responses is highlighted.

The Baldrige quality competition in New Zealand: a critical assessment

Examines the Baldrige criteria and their use in New Zealand. Government development agencies and private industry groups have recently promoted models of best practice in business organization and strategy. Across these initiatives there is a remarkable unanimity in the version of best practice being advocated, reflecting the influence of the Baldrige Award criteria. Contrasts the types of workplace reorganization advocated in the Baldrige criteria with sociotechnical systems, German diversified quality production, flexible specialization. Argues that each of these systems offers a route to best practice in its related market and business environment. Discusses the limits of reducing workplace change to a single one of these options and managerial action alone. Presents evidence of the value of industry co‐ordinated change, including contrasting case studies from the meat and dairy processing sectors.

LIVESTOCK PRODUCTION POLICIES AND MEAT PROCESSING MARGINS: THE CASE OF NEW ZEALAND, 1967-1988*

The New Zealand export meat industry has been through a considerable number of changes in the 1980s. The deregulation of export slaughter facilities, Supplementary Minimum Prices, Producer Board intervention, declining livestock numbers and domestic cost pressures have all affected the performance of the domestically based processing sector. Major changes in market access and demand have influenced off-shore marketing operations, particularly for sheepmeats. Additionally, there has been a change in the type of meat exported with a greater proportion of further processed product shipped in recent years. As an example of the impact of these developments on livestock producers, the producer share of the United Kingdom wholesale market return for a representative prime lamb carcase has fallen from 40 per cent in 1978 to 25 per cent in 1988. In this article the pattern of intervention in the New Zealand pastoral meat industries from the mid-1960s is detailed, emphasising the different environments of the beef and sheepmeat enterprises. Then the principal factors influencing domestic processing margins for these products are empirically examined. Alternative model specifications and alternative estimation techniques are compared and contrasted. The results of these analyses are discussed in terms of the historical patterns of assistance and structural change, and in terms of current rationalisation pressures on the meat processing sector.