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Taj Food: Dedicated to Quality, Sustainability #ExpoEast

The question is, how can we produce eco-friendly product, but also increase yield?

For over 25 years, Taj Food (Pvt.) Ltd. has been one of the largest organic processors of organic rice, dried fruits, and sesame seeds in Pakistan. Having found successful business ventures across the globe, including North America, European Union, Africa and Asia, Taj Food continues to be the go-to organic supplier of organic product categories. It is the company’s practices and standards that set it apart from many other organic processors.

Visit Taj Food in booth 511 during Natural Products Expo East. 

Over the years, Taj Food has built a relationship with its farmers, increasing sustainability each year along with educating the farmers on efficient and eco-friendly methods. It has actually noticed a big difference in its inorganic arsenic levels with its rice by having its farmers switch to using less water and better soil quality. Investing in such areas has benefited its Long Grain, Japonica/Round Grain, Basmati Grain, and Red Grain rice with inheriting as low as 40 PPB levels of inorganic arsenic.
As the climate changes and the population grows, the world needs a change in its farming ways.
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Farming is actually one of the top five causes of global warming, so the impact on the climate is more than we can imagine. Taj Food has dedicated itself to be one of the leaders in Pakistan in order to find answers. As the company continues to embark on this journey of finding solutions, Taj Food encourages all to join and give support in figuring out this question.

At its plant, Taj Food has integrated modern technologies to ensure the highest quality of product output, such as CO2 Chambers, Heat Treatment Chambers, Infrared Sortex, Vacuum Packing and much more. Other than the technologies, Taj Food adheres to the highest standard of certifications, certified in organic, IFS, Sedex, FSSC22000 and kosher.

The company will continue its search for answers while taking into consideration where all products are coming from and how they are being processed at its facility. The ultimate goal is to bring in and produce the highest quality foods while protecting health and the planet.

FINE & RAW Chocolate: Chocolate to Live for

By Lorrie Baumann

FINE & RAW Chocolate Founder Daniel Sklaar can trace the inspiration that led him to start a company specializing in bean-to-bar chocolate made with sustainably sourced products, unrefined sweeteners and 100 percent organic ingredients, to a picture of a Carnegie Deli pastrami sandwich that he posted on his inspiration board in his childhood bedroom in Johannesburg, South Africa.

Today, that inspiration has led him to a a redesign of his signature FINE & RAW line with new wrapper artwork, thinner bars that improve mouth feel and two new flavors: Cashew Nut Butter and 70% Cacao. The new line perches on the market intersection between wellness and specialty gourmet and was introduced at the 2018 Summer Fancy Food Show in New York.
Sklaar grew up knowing that it was his destiny to come to the United States, so when he won a green card through the American lottery process after studying finance in college in Capetown and a year of backpacking in Asia, he packed up and came straight to New York, where one of the first things he did was head to Carnegie Deli to taste that pastrami sandwich for himself. “It was life-changing. Everything I’d hoped for and more,” he says. “To die for.”

His early days in New York were spent working in restaurants to pay the rent while he searched for a job in finance. “You kind of like crash-land in New York. I don’t think anyone has a soft landing in New York,” he says. Eventually, around 2003, with the American economy already suffering and Sklaar coming to grips with the realization that he was competing for jobs with graduates of Ivy League universities, Sklaar started to think about exploring other options. “I left that world in 2006, ahead of the real recession. I didn’t leave for any recession reasons at all,” he says. “I left for my own personal explorations and ideas of life.”

His restaurant experience and the savings he’d accumulated gave him the freedom to travel and free-lance as a chef. “Living on a shoestring and getting desperate makes you very creative,” he says. “I discovered the fascination and joy and intrigue of working in the kitchen and working with my hands.”

His travels led him to Patagonia, Arizona and the Tree of Life holistic medicine center operated by Gabriel Cousens, where he joined the raw food movement and learned about raw chocolate. “It was such a phenomenal time to be involved with that movement, with the discovery of raw chocolate,” he says. “It was just super fun – exploring with chocolate, living off salads and then eating cacao. You are truly bouncing off the wall. It’s like caffeine but merciful. It gives the same kind of energy boost but without a drop. It was a really cool time to be in that little niche of the world.”
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When he returned to New York, he saw two options for himself: he could either look for another conventional job, or he could roll the dice and start a chocolate company – he decided to take his chances and started making his chocolate in an artists’ loft in Brooklyn’s Williamsburg neighborhood. “It was such a good thing when you’re out there on the periphery, and people don’t quite get what you’re doing, but they’re still supporting you,” he says. “All my friends came over and started making chocolate, and I would pay them in chocolate and beer.”

In that supportive community, word about Sklaar’s chocolate got around, and buyers for the neighborhood’s specialty stores started carrying his bars. “People really got into the chocolate, and one thing led to the next,” he says. “I legitimized the production and moved to a kitchen.”

Today’s product range encompasses Sklaar’s Brooklyn Bonnies line of bars, which feature artwork reminiscent of tattoo designed based on mid-20th-century pinup girls; Chunkys, which are a cross between a bar and a truffle; truffles; butters and spreads as well as the newly redesigned signature line of bars, which are now 40 percent slimmer at 4 mm thick but still weigh either 1 or 2 ounces. “The experience of chocolate is largely about the mouth feel and the melt. Having a thinner chocolate allows the melt to happen quicker.” Sklaar says. “You get a more rapid release of flavor, and the experience is heightened.”

New artwork for the signature line’s packaging incorporates floral imagery and vivid colors, and the line boasts the brand’s richest and most complex flavor profiles to date, with two new flavors: Cashew Nut Butter, which blends house-made raw cashew butter into dark chocolate for a creamy bar with notes of caramel cookie, and 70% Cacao, which blends cacao with coconut sugar and cacao butter.

The entire range is sweetened with coconut sugar, and the chocolate is never heated to temperatures higher than 150 degrees, which is accepted as the limit for nuts and seeds to be considered raw, since at temperatures below 150 degrees, nuts and seeds will still sprout.

Retail prices for the bars are about $4.99 for a 1-ounce bar and $8.99 for a 2-ounce bar. The truffles are available in 4-piece, 8-piece and 24-piece boxes in eight classic standards and about 12 seasonal rotating flavors. Boxes are available in either assortments or individual flavors. The FINE & RAW Chunky in Almond Chunky, Coconut Chunky and Truffle Chunky are 1.5 ounces and retail for about $7.99. The Hazelnut Chunky weighs 1 ounce and retails for $4.99.

Albertsons Companies Appoints Jim Donald President and Chief Executive Officer

Albertsons Companies has appointed Jim Donald, as President and Chief Executive Officer of Albertsons Companies, effective immediately. He has been the company’s president and chief operating officer. Robert Miller will continue as the Chairman of the Board, stepping aside from his previous position as chief executive officer.

Miller and Donald are two of grocery retail’s preeminent leaders. Miller’s 57-year retail career began as a high school job in southern California in the backroom of a neighborhood supermarket. He took on roles of increasing responsibility, culminating in his serving as executive vice president of operations for Albertsons, Inc. Miller left Albertsons in 1991 and went on to serve as chief executive officer of Fred Meyer, Inc.; chief operating officer and vice chairman of Kroger; and chief executive officer of Rite Aid. In 2006, Miller returned to lead Albertsons LLC as CEO following the divestiture of Albertson’s, Inc.’s assets.

Donald’s 47-year retail career began as a trainee in Florida with Publix Supermarkets. He joined Albertsons in 1976, which culminated in his being appointed vice president of operations in Arizona. In 1991, he was recruited personally by Sam Walton to join Walmart to lead the development of their grocery business and superstore concept. Donald subsequently left for Safeway in 1994 to be the senior vice president of its 130-store eastern region, a position he held for two years. His first CEO role was at Pathmark Stores from 1996 through 2002, followed by his most well-known appointment as president and CEO at Starbucks, where he notably led the company through record growth, including five straight years of 20 percent + annual earnings increases. Post Starbucks, Donald served as chief executive officer of two other companies, Haggen and Extended Stay America, Inc. Named one of the “Top 25 CEOs in the World” by The Best Practice Institute and one of Business Travel News’ “25 Most Influential Business Travel Executives” in 2013 for his leadership of Extended Stay America where he led its successful $565 million IPO, Donald joined Albertsons Companies in March 2018 as president and chief operating officer.
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“Jim is an exceptional retailer. In the seven months since he joined Albertsons Companies, he’s flown tens of thousands of miles and met personally with thousands of employees in hundreds of our stores, distribution centers, manufacturing plants, and offices around the country,” Miller said. “His expertise in listening to front line employees and customers, facilitating employee engagement and generating sales is unmatched, and there is no better leader for Albertsons Companies at this state in our evolution.”

“Albertsons Companies is uniquely positioned to operate in both a ‘four walls’ traditional environment and the ‘no walls’ world of technology,” Donald said. “We serve 34 million customers each week across our 2,300-plus stores and serve 5.5 million patients in our 1,700-plus pharmacies. That’s a significant food, health, and wellness footprint. We’re well positioned to serve the evolving needs of today’s customer, wherever and whenever they choose to shop with us. I am looking forward to leading this dynamic company as we focus on innovation and customer-centric retailing in all its forms.”