The results have turned the Costa Rica-based food and beverages maker into not only one of the largest and most successful companies in the Central America region, but also a burgeoning player in the North American marketplace with the 2012 acquisition of North American Breweries Holdings for $388 million.<\/p>\n
![\"\"](\"http:\/\/www.ceo-na.com\/wp-content\/uploads\/2018\/11\/info.FIFCO_-1024x576.jpg\")
<\/p>\n
The move was the largest that FIFCO had ever made and the first in a leading market, surprising many. Yet in some ways, it was typical of the thinking-big attitude that Mendiola has brought to FIFCO.<\/p>\n
\u201cWhen I joined the company, I saw various opportunities,\u201d he says. \u201cBut the most intriguing thing for me was the opportunity to be more efficient in the way we were doing businesses. I was coming from a multinational company, so when I joined FIFCO, I saw the very best of a family-run company, but also the opportunity to bring some methodologies on accountability from a multinational.\u201d<\/p>\n
FIFCO is headquartered in the province of Heredia, Costa Rica, and has a catalog of over 2,000 products sold across fifteen countries. It is currently structured as a holding company with three subsidiaries: Florida Bebidas (food and beverages), Florida Capitales (investments in bottling facilities), and Florida Immobiliaria (investments in resort hotels.) As of 2017, the company enjoyed total revenue of $932 million worldwide.<\/p>\n
Of the family-run atmosphere at FIFCO, a company founded in 1908, Mendiola says he most appreciated the camaraderie among the workers, management, and directors.<\/p>\n
Yet what was missing in his view was a greater level of accountability, and ultimately, efficiency, to drive productivity and enhance areas such as supply chain and product innovation as well as having FIFCO grow outside its core business and beyond the borders of Costa Rica. In recent years, he has certainly achieved this, and more.<\/p>\n
<\/h1>\nMoving a company forward<\/h1>\n\n\n\n\n\u201cI hired third-party consultants to help me make a diagnosis,\u201d Mendiola recalls of the time he took over FIFCO and began look- ing at taking the company in a more ambitious direction than it had traditionally been known for.<\/p>\n
\u201cFor me, the most important thing was to be able to achieve greater efficiency. I did this by establishing special business units in different segments of the company and also increased our focus on innovation. We went through all of that, and by 2006, I felt I had the house a little bit more in order. Then I wanted to focus my attention on top line growth.\u201d<\/p>\n
\u201cI set a challenge for our management team that we grow the company by twice its size in terms of revenue and profits,\u201d he added. \u201cI suggested that we look at a two-year framework with a goal of 100% organic incremental growth and 30% non-organic. I really believed we had opportunities insofar as we were growing 1-2% at the time, but as we increased innovation, especially in terms of customer services, we found that we were able to grow 10-11% for three consecutive years.\u201d<\/p>\n
\n\n\n\n\u201cThen, in 2007, we started to enter new markets like Guatemala with soft drinks, and we started our expansion outside Costa Rica,\u201d Mendiola continued. \u201cBy 2008, we had doubled in size. It was not because the board was pushing us to do that. It was because we believed we had a tremendous management team in place, and we were ready for a bigger challenge.\u201d<\/p>\n
<\/h2>\nAmerican dream<\/strong><\/h1>\n\n\n\n\n2012 represented another turning point for the company. FIFCO began adding to its already impressive range of products with the headline-grabbing acquisition of North American Breweries Holdings (NAB), whose portfolio includes the Magic Hat, Portland Brewing, Pyramid and Seagram\u2019s Escapes brands.<\/p>\n
In February 2018, Adrian Lachowski, the general manager of Florida Ice and Farm Co.\u2019s (FIFCO) Central American beer and FMB business, took over as CEO from the outgoing Kris Sirchio.<\/p>\n
\n\n\n\nPrior to joining FIFCO, Lachowski spent over 20 years in the beverage industry, most notably with Anheuser-Busch InBev.<\/p>\n
![\"\"](\"http:\/\/www.ceo-na.com\/wp-content\/uploads\/2018\/11\/secundaria-FIFCO-1024x576.jpg\")
<\/p>\n
\u201cUnder Kris\u2019 leadership, NAB has made significant progress integrating our triple bottom line strategy,\u201d Mendiola said in a press release at the time. \u201cHe improved the company\u2019s financial performance, transformed our supply chain, and engaged our employees while increasing our community impact and improving our environmental footprint each year.\u201d<\/p>\n
\n\n\n\nThe switch comes as Mendiola plans to \u201csimplify the company structure by aligning NAB\u2019s practice areas to FIFCO.\u201d<\/p>\n
\u201cWe\u2019ve selected an innovative leader who has proven experience at FIFCO,\u201d Mendiola said. \u201cHe has spent more than two decades in the industry, and for the past ve years has transformed our beer and flavored malt beverage business in Central America.\u201d<\/p>\n
\u201cIn 2012, we managed to make four acquisitions in just eighteen months,\u201d he recalled. \u201cWe entered into new categories like wine, we entered dairy, we integrated with retail operations. en we entered the United States, and that was a really important part of our strategy. We grew rapidly from about 3,000 employees to almost 6,000 during that process.\u201d<\/p>\n
\n\n\n\nYet the rapid growth of the company also made Mendiola feel like he was losing touch with his employees, and he quickly looked for ways to address the issue, his goal being to retain the loyalty and pride of a family-run company in the guise of a quickly expanding multinational.<\/p>\n
The key, according to Mendiola, was finding common purpose.<\/p>\n
\n\n\n\n\u201cI started thinking about the reasons I went to the o ce every day,\u201d he explained. \u201cIf you know your purpose, you connect with your employees in a whole different manner. I was looking for something to bind us all together, but that had to begin with the executive team. If you go to a mountain retreat with your top executives, at the end of the third day, you\u2019ll know what the purpose of your organization really is.<\/p>\n
\u201cWe did it, and it was very interesting. At the end of the third day, we discovered that the purpose of our company was to make a better way of living for people. at idea made us look at things in a whole different way.\u201d<\/p>\n
<\/h2>\nLooking ahead<\/h1>\n\n\n\n\nFIFCO currently has a 2020 strategy which Mendiola sees as crucial to taking further steps not only to growth\u2014to double the size of the company again by that time\u2014but also in the realms of social and environmental responsibility.<\/p>\n
Dubbed FIFCO 2020, he describes the strategy as a \u201cway of systemizing FICO\u2019s business, almost like producing a manual on the FIFCO way.\u201d<\/p>\n
\u201cI divide it into two areas: one is the supply chain, and the other is the commercial side of things,\u201d Mendiola explained. \u201cWe have come up with a way to structure the supply chain of FIFCO across all regions, countries, and business units, and we are establishing a way of working with them to share their best practices. On the commercial side, in this regard was to become a water-neutral company, inspired by Heineken, while it also currently recycles 75% of all its products\u2014up from 14% when Mendiola first took over as CEO\u2014with the goal of reaching 100% by 2020.<\/p>\n
\n\n\n\n\u201cLet me give you an example: last year, Imperial Beer became the first brand in the world being water positive,\u201d he said. \u201cThat means we not only became neutral, now we are giving back more water than we take from our planet because we are not only able to compensate our footprint, but also to create positive value and that is a game changer. We work with the Global Report Initiative, which is one of the top firms on sustainability, and we are sharing these practices with our suppliers.\u201d<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"
FIFCO started out as a family-run business in Costa Rica. […]<\/p>\n","protected":false},"author":22,"featured_media":19463,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[52],"tags":[99,324,1572,1573],"class_list":["post-19462","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-executive-interviews","tag-ceo","tag-chief-executive-officer","tag-fifco","tag-ramon-mendiola"],"_links":{"self":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/19462","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/users\/22"}],"replies":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/comments?post=19462"}],"version-history":[{"count":2,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/19462\/revisions"}],"predecessor-version":[{"id":23521,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/19462\/revisions\/23521"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/media\/19463"}],"wp:attachment":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/media?parent=19462"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/categories?post=19462"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/tags?post=19462"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\u201cI hired third-party consultants to help me make a diagnosis,\u201d Mendiola recalls of the time he took over FIFCO and began look- ing at taking the company in a more ambitious direction than it had traditionally been known for.<\/p>\n
\u201cFor me, the most important thing was to be able to achieve greater efficiency. I did this by establishing special business units in different segments of the company and also increased our focus on innovation. We went through all of that, and by 2006, I felt I had the house a little bit more in order. Then I wanted to focus my attention on top line growth.\u201d<\/p>\n
\u201cI set a challenge for our management team that we grow the company by twice its size in terms of revenue and profits,\u201d he added. \u201cI suggested that we look at a two-year framework with a goal of 100% organic incremental growth and 30% non-organic. I really believed we had opportunities insofar as we were growing 1-2% at the time, but as we increased innovation, especially in terms of customer services, we found that we were able to grow 10-11% for three consecutive years.\u201d<\/p>\n
\u201cThen, in 2007, we started to enter new markets like Guatemala with soft drinks, and we started our expansion outside Costa Rica,\u201d Mendiola continued. \u201cBy 2008, we had doubled in size. It was not because the board was pushing us to do that. It was because we believed we had a tremendous management team in place, and we were ready for a bigger challenge.\u201d<\/p>\n
<\/h2>\nAmerican dream<\/strong><\/h1>\n\n\n\n\n2012 represented another turning point for the company. FIFCO began adding to its already impressive range of products with the headline-grabbing acquisition of North American Breweries Holdings (NAB), whose portfolio includes the Magic Hat, Portland Brewing, Pyramid and Seagram\u2019s Escapes brands.<\/p>\n
In February 2018, Adrian Lachowski, the general manager of Florida Ice and Farm Co.\u2019s (FIFCO) Central American beer and FMB business, took over as CEO from the outgoing Kris Sirchio.<\/p>\n
\n\n\n\nPrior to joining FIFCO, Lachowski spent over 20 years in the beverage industry, most notably with Anheuser-Busch InBev.<\/p>\n
<\/p>\n
\u201cUnder Kris\u2019 leadership, NAB has made significant progress integrating our triple bottom line strategy,\u201d Mendiola said in a press release at the time. \u201cHe improved the company\u2019s financial performance, transformed our supply chain, and engaged our employees while increasing our community impact and improving our environmental footprint each year.\u201d<\/p>\n
\n\n\n\nThe switch comes as Mendiola plans to \u201csimplify the company structure by aligning NAB\u2019s practice areas to FIFCO.\u201d<\/p>\n
\u201cWe\u2019ve selected an innovative leader who has proven experience at FIFCO,\u201d Mendiola said. \u201cHe has spent more than two decades in the industry, and for the past ve years has transformed our beer and flavored malt beverage business in Central America.\u201d<\/p>\n
\u201cIn 2012, we managed to make four acquisitions in just eighteen months,\u201d he recalled. \u201cWe entered into new categories like wine, we entered dairy, we integrated with retail operations. en we entered the United States, and that was a really important part of our strategy. We grew rapidly from about 3,000 employees to almost 6,000 during that process.\u201d<\/p>\n
\n\n\n\nYet the rapid growth of the company also made Mendiola feel like he was losing touch with his employees, and he quickly looked for ways to address the issue, his goal being to retain the loyalty and pride of a family-run company in the guise of a quickly expanding multinational.<\/p>\n
The key, according to Mendiola, was finding common purpose.<\/p>\n
\n\n\n\n\u201cI started thinking about the reasons I went to the o ce every day,\u201d he explained. \u201cIf you know your purpose, you connect with your employees in a whole different manner. I was looking for something to bind us all together, but that had to begin with the executive team. If you go to a mountain retreat with your top executives, at the end of the third day, you\u2019ll know what the purpose of your organization really is.<\/p>\n
\u201cWe did it, and it was very interesting. At the end of the third day, we discovered that the purpose of our company was to make a better way of living for people. at idea made us look at things in a whole different way.\u201d<\/p>\n
<\/h2>\nLooking ahead<\/h1>\n\n\n\n\nFIFCO currently has a 2020 strategy which Mendiola sees as crucial to taking further steps not only to growth\u2014to double the size of the company again by that time\u2014but also in the realms of social and environmental responsibility.<\/p>\n
Dubbed FIFCO 2020, he describes the strategy as a \u201cway of systemizing FICO\u2019s business, almost like producing a manual on the FIFCO way.\u201d<\/p>\n
\u201cI divide it into two areas: one is the supply chain, and the other is the commercial side of things,\u201d Mendiola explained. \u201cWe have come up with a way to structure the supply chain of FIFCO across all regions, countries, and business units, and we are establishing a way of working with them to share their best practices. On the commercial side, in this regard was to become a water-neutral company, inspired by Heineken, while it also currently recycles 75% of all its products\u2014up from 14% when Mendiola first took over as CEO\u2014with the goal of reaching 100% by 2020.<\/p>\n
\n\n\n\n\u201cLet me give you an example: last year, Imperial Beer became the first brand in the world being water positive,\u201d he said. \u201cThat means we not only became neutral, now we are giving back more water than we take from our planet because we are not only able to compensate our footprint, but also to create positive value and that is a game changer. We work with the Global Report Initiative, which is one of the top firms on sustainability, and we are sharing these practices with our suppliers.\u201d<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"
FIFCO started out as a family-run business in Costa Rica. […]<\/p>\n","protected":false},"author":22,"featured_media":19463,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[52],"tags":[99,324,1572,1573],"class_list":["post-19462","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-executive-interviews","tag-ceo","tag-chief-executive-officer","tag-fifco","tag-ramon-mendiola"],"_links":{"self":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/19462","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/users\/22"}],"replies":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/comments?post=19462"}],"version-history":[{"count":2,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/19462\/revisions"}],"predecessor-version":[{"id":23521,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/19462\/revisions\/23521"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/media\/19463"}],"wp:attachment":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/media?parent=19462"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/categories?post=19462"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/tags?post=19462"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
2012 represented another turning point for the company. FIFCO began adding to its already impressive range of products with the headline-grabbing acquisition of North American Breweries Holdings (NAB), whose portfolio includes the Magic Hat, Portland Brewing, Pyramid and Seagram\u2019s Escapes brands.<\/p>\n
In February 2018, Adrian Lachowski, the general manager of Florida Ice and Farm Co.\u2019s (FIFCO) Central American beer and FMB business, took over as CEO from the outgoing Kris Sirchio.<\/p>\n
Prior to joining FIFCO, Lachowski spent over 20 years in the beverage industry, most notably with Anheuser-Busch InBev.<\/p>\n
<\/p>\n
\u201cUnder Kris\u2019 leadership, NAB has made significant progress integrating our triple bottom line strategy,\u201d Mendiola said in a press release at the time. \u201cHe improved the company\u2019s financial performance, transformed our supply chain, and engaged our employees while increasing our community impact and improving our environmental footprint each year.\u201d<\/p>\n
The switch comes as Mendiola plans to \u201csimplify the company structure by aligning NAB\u2019s practice areas to FIFCO.\u201d<\/p>\n
\u201cWe\u2019ve selected an innovative leader who has proven experience at FIFCO,\u201d Mendiola said. \u201cHe has spent more than two decades in the industry, and for the past ve years has transformed our beer and flavored malt beverage business in Central America.\u201d<\/p>\n
\u201cIn 2012, we managed to make four acquisitions in just eighteen months,\u201d he recalled. \u201cWe entered into new categories like wine, we entered dairy, we integrated with retail operations. en we entered the United States, and that was a really important part of our strategy. We grew rapidly from about 3,000 employees to almost 6,000 during that process.\u201d<\/p>\n
Yet the rapid growth of the company also made Mendiola feel like he was losing touch with his employees, and he quickly looked for ways to address the issue, his goal being to retain the loyalty and pride of a family-run company in the guise of a quickly expanding multinational.<\/p>\n
The key, according to Mendiola, was finding common purpose.<\/p>\n
\u201cI started thinking about the reasons I went to the o ce every day,\u201d he explained. \u201cIf you know your purpose, you connect with your employees in a whole different manner. I was looking for something to bind us all together, but that had to begin with the executive team. If you go to a mountain retreat with your top executives, at the end of the third day, you\u2019ll know what the purpose of your organization really is.<\/p>\n
\u201cWe did it, and it was very interesting. At the end of the third day, we discovered that the purpose of our company was to make a better way of living for people. at idea made us look at things in a whole different way.\u201d<\/p>\n
<\/h2>\nLooking ahead<\/h1>\n\n\n\n\nFIFCO currently has a 2020 strategy which Mendiola sees as crucial to taking further steps not only to growth\u2014to double the size of the company again by that time\u2014but also in the realms of social and environmental responsibility.<\/p>\n
Dubbed FIFCO 2020, he describes the strategy as a \u201cway of systemizing FICO\u2019s business, almost like producing a manual on the FIFCO way.\u201d<\/p>\n
\u201cI divide it into two areas: one is the supply chain, and the other is the commercial side of things,\u201d Mendiola explained. \u201cWe have come up with a way to structure the supply chain of FIFCO across all regions, countries, and business units, and we are establishing a way of working with them to share their best practices. On the commercial side, in this regard was to become a water-neutral company, inspired by Heineken, while it also currently recycles 75% of all its products\u2014up from 14% when Mendiola first took over as CEO\u2014with the goal of reaching 100% by 2020.<\/p>\n
\n\n\n\n\u201cLet me give you an example: last year, Imperial Beer became the first brand in the world being water positive,\u201d he said. \u201cThat means we not only became neutral, now we are giving back more water than we take from our planet because we are not only able to compensate our footprint, but also to create positive value and that is a game changer. We work with the Global Report Initiative, which is one of the top firms on sustainability, and we are sharing these practices with our suppliers.\u201d<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"
FIFCO started out as a family-run business in Costa Rica. […]<\/p>\n","protected":false},"author":22,"featured_media":19463,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[52],"tags":[99,324,1572,1573],"class_list":["post-19462","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-executive-interviews","tag-ceo","tag-chief-executive-officer","tag-fifco","tag-ramon-mendiola"],"_links":{"self":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/19462","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/users\/22"}],"replies":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/comments?post=19462"}],"version-history":[{"count":2,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/19462\/revisions"}],"predecessor-version":[{"id":23521,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/19462\/revisions\/23521"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/media\/19463"}],"wp:attachment":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/media?parent=19462"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/categories?post=19462"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/tags?post=19462"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
FIFCO currently has a 2020 strategy which Mendiola sees as crucial to taking further steps not only to growth\u2014to double the size of the company again by that time\u2014but also in the realms of social and environmental responsibility.<\/p>\n
Dubbed FIFCO 2020, he describes the strategy as a \u201cway of systemizing FICO\u2019s business, almost like producing a manual on the FIFCO way.\u201d<\/p>\n
\u201cI divide it into two areas: one is the supply chain, and the other is the commercial side of things,\u201d Mendiola explained. \u201cWe have come up with a way to structure the supply chain of FIFCO across all regions, countries, and business units, and we are establishing a way of working with them to share their best practices. On the commercial side, in this regard was to become a water-neutral company, inspired by Heineken, while it also currently recycles 75% of all its products\u2014up from 14% when Mendiola first took over as CEO\u2014with the goal of reaching 100% by 2020.<\/p>\n
\u201cLet me give you an example: last year, Imperial Beer became the first brand in the world being water positive,\u201d he said. \u201cThat means we not only became neutral, now we are giving back more water than we take from our planet because we are not only able to compensate our footprint, but also to create positive value and that is a game changer. We work with the Global Report Initiative, which is one of the top firms on sustainability, and we are sharing these practices with our suppliers.\u201d<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"
FIFCO started out as a family-run business in Costa Rica. […]<\/p>\n","protected":false},"author":22,"featured_media":19463,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[52],"tags":[99,324,1572,1573],"class_list":["post-19462","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-executive-interviews","tag-ceo","tag-chief-executive-officer","tag-fifco","tag-ramon-mendiola"],"_links":{"self":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/19462","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/users\/22"}],"replies":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/comments?post=19462"}],"version-history":[{"count":2,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/19462\/revisions"}],"predecessor-version":[{"id":23521,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/posts\/19462\/revisions\/23521"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/media\/19463"}],"wp:attachment":[{"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/media?parent=19462"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/categories?post=19462"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/servidor-mxigen1.com\/ceona-antiguo\/wp-json\/wp\/v2\/tags?post=19462"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}