scholarly journals Familiness, business strategy and stakeholder engagement: The internationalisation of Spanish olive oil mills

2021 ◽  
Author(s):  
Myriam Cano‐Rubio ◽  
Rosa Lombardi ◽  
Guadalupe Fuentes‐Lombardo ◽  
Pedro Núñez‐Cacho
Keyword(s):  
Olive Oil ◽  
Stakeholder Engagement ◽  
Business Strategy ◽  
Olive Oil Mills

Advanced oxidation processes for the treatment of olive-oil mills wastewater

Chemosphere ◽  
2007 ◽  
Vol 67 (4) ◽  
pp. 832-838 ◽  
Author(s):  
P. Cañizares ◽  
J. Lobato ◽  
R. Paz ◽  
M.A. Rodrigo ◽  
C. Sáez
Keyword(s):  
Olive Oil ◽  
Advanced Oxidation Processes ◽  
Advanced Oxidation ◽  
Oxidation Processes ◽  
Olive Oil Mills

scholarly journals The conservation of traditional olive oil mills in Cyprus

2018 ◽  
Vol 24 (2) ◽  
pp. 105-133 ◽  
Author(s):  
Hülya Yüceer ◽  
Beser Oktay Vehbi ◽  
Yonca Hürol
Keyword(s):  
Olive Oil ◽  
Olive Oil Mills

A new engagement approach for regulatory submissions

2021 ◽  
Vol 61 (2) ◽  
pp. 362
Author(s):  
James Arnott ◽  
Ben Wilson ◽  
Daniel Kurz
Keyword(s):  
Stakeholder Engagement ◽  
Business Strategy ◽  
Communication Channels ◽  
Stakeholder Group ◽  
Economic Regulation ◽  
Active Engagement ◽  
Online Engagement ◽  
Lessons Learnt ◽  
Engagement Process ◽  
Regulatory Submissions

As a business strategy, Australian Gas Infrastructure Group (AGIG) has sought to leverage leading practices associated with stakeholder engagement to underpin the development of its submitted Access Arrangement Plan for 2021–2025 to the Economic Regulation Authority (ERA). The approach focused on developing a plan that would deliver for current and future customers and was capable of being accepted by all customers and stakeholders. The plan involved building an engagement model around six endorsed engagement principles that delivered a ‘no surprises’ outcome. This included active engagement with customers and stakeholders through a series of planned roundtables – commencing 14 months prior to formal submission. The process also included processes, structures and communication channels that supported group and one-on-one engagement and feedback sessions against a tightly managed timeline and the use of an online engagement platform. The extended abstract includes company representatives from AGIG and the stakeholder group (NewGen Power) reflecting on the process, engagement principles, leading practices adopted and lessons learnt through the engagement process.

Reinventing Performance Management at Gogo, the Inflight Internet Company

2020 ◽  
pp. 81-100
Author(s):  
Heidi M. Glickman ◽  
Emily Fisk
Keyword(s):  
Performance Management ◽  
Cultural Change ◽  
Stakeholder Engagement ◽  
Business Strategy ◽  
New Technology ◽  
Discovery Process ◽  
Operational Practices ◽  
Time And Energy ◽  
Insight Into ◽  
Internet Company

Gogo, the inflight Internet company, recently underwent significant transformation. The ecosystem for business operation had shifted rapidly. These changes required the company to quickly adapt elements of its business strategy to increase focus on both innovation of new technology and mature operational practices in order to grow and scale the business globally. To enable these changes, the way employees worked together inside the organization also needed to be transformed. This was the impetus to change the PM process. At its core, the philosophy driving Gogo’s changes to PM centered on building a culture of agility. Internal research in partnership with leaders, people managers, and individual contributors was conducted along with external research. Based on the findings from this research, PM practices were redesigned to focus on changes in four key areas: (1) creating a feedback-rich environment; (2) ensuring focus and alignment on meaningful goals; (3) building a cadence for reflection and planning at both the organization and group levels and between employees and their managers; and (4) enabling a culture of development. This case provides insight into the first 2 years of Gogo’s journey—beginning with the discovery process and continuing through the design, implementation, and evaluation (inclusive of ongoing adaptation). Throughout the process, significant time and energy were invested in stakeholder engagement, which was imperative for making significant cultural change stick.

Mapping of Olive Oil Mills' Wastes (OOMW) through ERT: A Case Study from Alikianos Site in Eastern Crete (Greece)

2014 ◽  
Author(s):  
N.G. Papadopoulos ◽  
P. Soupios ◽  
J.H. Kim ◽  
K. Simyrdanis ◽  
S. Kirkou ◽  
...  
Keyword(s):  
Olive Oil ◽  
Olive Oil Mills

STUDY OF OLIVE OIL MILLS AND TABLE OLIVE INDUSTRIES IN EXTREMADURA

2012 ◽  
pp. 573-578
Author(s):  
J.L. Llerena ◽  
A. Montaño ◽  
I. Garrido
Keyword(s):  
Olive Oil ◽  
Olive Oil Mills ◽  
Table Olive

scholarly journals New Uses for Traditional Buildings: The Olive Oil Mills of the Karpas Peninsula, Cyprus

2018 ◽  
Vol 10 (1) ◽  
pp. 58-82 ◽  
Author(s):  
Beser Oktay Vehbi ◽  
Hülya Yüceer ◽  
Yonca Hürol
Keyword(s):  
Olive Oil ◽  
Olive Oil Mills

Wet Air Oxidation Of Wastewater From Olive Oil Mills

2001 ◽  
Vol 24 (4) ◽  
pp. 415-421 ◽  
Author(s):  
F. J. Rivas ◽  
F. J. Beltrán ◽  
O. Gimeno ◽  
B. Acedo
Keyword(s):  
Olive Oil ◽  
Air Oxidation ◽  
Wet Air Oxidation ◽  
Olive Oil Mills

scholarly journals A Social Analysis of the Olive Oil Sector: The Role of Family Business

Resources ◽  
2019 ◽  
Vol 8 (3) ◽  
pp. 151 ◽  
Author(s):  
D’Adamo ◽  
Falcone ◽  
Gastaldi ◽  
Morone
Keyword(s):  
Olive Oil ◽  
Family Business ◽  
Virgin Olive Oil ◽  
Extra Virgin Olive Oil ◽  
Policy Support ◽  
Social Analysis ◽  
Olive Oil Mills ◽  
Oil Sector ◽  
Residential Market

Extra-virgin olive oil (EVOO) is one of the most popular products in Mediterranean diet. Spain produces about 52% of olive oil with the presence of larger firms; Italy follows with a share of 9% and a production structure characterized instead by small family businesses. A social analysis, based on a multiple-questionnaire, has analyzed the perspectives of 500 consumers conferring their olives to a family-owned olive oil mills (OOMs). This work aims to assess the role of family business evaluating the opportunities associated with the development of circular economy (CE) models. Results show that Italian consumers’ preferences give attention to the use of natural resource and the olive oil is perceived as a natural product. In addition, family owned-OOMs provide a great sense of trust and the relevant role of family within the entire life cycle of olive oil is demonstrated. OOMs that work for residential market are strongly preferred to industrial ones being able to manage single lots of olives belonging to the same customers’ land. The recovery of some by-products represents an opportunity for OOMs and policy support is required to favor the needed generational change, whose absence is perceived as a serious obstacle to the future development of the sector along circularity principles.

Multi-scale risk assessment of stream pollution by wastewater of olive oil mills in Kolymvari, Crete

2013 ◽  
Vol 7 (1) ◽  
pp. 47-58 ◽  
Author(s):  
Christos G. Karydas ◽  
Ioannis L. Sarakiotis ◽  
George C. Zalidis
Keyword(s):  
Risk Assessment ◽  
Olive Oil ◽  
Stream Pollution ◽  
Multi Scale ◽  
Olive Oil Mills
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