Grocer Gold Awards 2018: all the winners revealed

first_imgThe winners were handed their awards in front of hundreds gathered at the iconic Guildhall in LondonThe winners of this year’s Grocer Gold awards have been announced.Nick Carolan from Tesco’s city-centre store in Hull was crowned The Grocer Gold Awards Store Manager of the Year – the first of 26 awards handed out at a lavish ceremony held at the Guildhall in London on Tuesday (12 June).Hosted by actor and impressionist Rory Bremner, the awards celebrated success across the vast and varied £200bn grocery sector, from startups to giant multinationals, and incorporating independent retailers, specialist online players and third-party service providers.The evening was dominated by disruptors and innovators. Amid huge structural change, uncertainty caused by Brexit, and pressure from new legislation and extra costs, The Grocer of the Year was won by Aldi for the fourth time in the past six years.The Online Supermarket of the Year was won by Ocado after a barnstorming year in which its technology has driven sales domestically and secured a number of international contracts. There was a new winner in the Specialist Online Retailer of the Year category, with high protein and sports supplement player MuscleFood beating off strong competition in this emerging space. Also in the online space, Spoon Guru’s neat dietary filtering system, which has been incorporated into Tesco’s website, won Technology Supplier of the Year.But the awards didn’t just celebrate cutting-edge startups. The Entrepreneur of the Year was Martin Thatcher, who has driven his fourth-generation cider business to market outperforming growth through brilliant leadership, vision and courage.And proving there is still room for independent entrepreneurial retailers, the Scottish chain Greens won the Independent Retail Chain of the Year award.The awards were also a reward for established operators who have adapted to the rapid pace of change. Fowler Welch won the Logistics Supplier of the Year award for its clever use of excess capacity, which saved numerous jobs at an old DC.On the wholesale and convenience side, the Symbol Convenience Retailer of the Year was Londis for its impressive turnaround under Booker.Competition on the supply side was particularly strong. The Brand of the Year was Anchor, another old brand that has been turned around. The SME Brand of the Year was the fast-growing premium petfood brand, Lily’s Kitchen. The Drinks Brand of the Year was AB InBev’s Budweiser, and AB InBev was also voted Supplier of the Year in the branded category.And after being shortlisted on numerous occasions, LDH La Doria was the Own Label Supplier of the Year for the first time.The strong sales growth achieved through the innovative development of Iceland’s Luxury frozen range saw it crowned the Own-Label Range of the Year.There were also awards for a number of campaigns that are delivering change. The Business Initiative of the Year was won by Women in Wholesale following its ground-breaking work to address the gender pay gap. The Green Initiative of the Year was won by the Co-op, for its pioneering Project Closed Loop, an initiative that kicked off long before the Blue Planet II series aired.And East of England Co-op won The Grocer’s Waste Not Want Not Award for its brilliantly executed and hugely influential work to sell food past its best before dates.Also on the consumer side, online retailer Master of Malt took home the Consumer Initiative award for its #Whisky Santa campaign.The continuous improvement at foodservice giant Bidfood saw it win Wholesaler of the Year for the first time, while another foodservice operator – Henderson Foodservice – was voted the Employer of the Year after a new employee programme that dramatically cut staff turnover and significantly improved sales growth.On the international trade side Ramsden International won Exporter of the Year.Among the Big Four, Tesco also won the award for Britain’s Favourite Supermarket, the only award voted for by consumers. And in The Grocer 33 Awards Asda won the Price award for the 21st consecutive year, while Sainsbury’s picked up both the Service and Availability awards, for the sixth consecutive year.But with Aldi winning the Grocer of the Year award for the fourth time in six years, it was a reminder that it is disrupters and innovators that are driving the market, creating the conditions in which others will either sink or swim.The winnersClick the award to read moreBrand of the Year – Anchor, Arla FoodsBusiness Initiative of the Year – Women in WholesaleConsumer Initiative of the Year – #WhiskySanta, Master of MaltDrinks Brand of the Year – Budweiser, AB InBevEmployer of the Year – Henderson FoodserviceUK Entrepreneur of the Year – Martin Thatcher, Thatcher’s Cider CompanyExporter of the Year – Ramsden InternationalGreen Initiative of the Year – Project Closed Loop, The Co-opIndependent Retail Chain of the Year – Eros Retail / GreensLogistics Supplier of the Year – Fowler WelchOnline Supermarket of the Year – OcadoOwn Label Range of the Year – Luxury, Iceland FoodsSME Brand of the Year – Lily’s KitchenSpecialist Online Retailer of the Year – Muscle FoodSymbol/Franchise Convenience Retailer of the Year – Londis Technology Supplier of the Year – Spoon GuruThe Grocer of the Year – AldiWaste Not Want Not Award – East of England Co-OpWholesaler of the Year – BidfoodBritain’s Favourite Supermarket – TescoBranded Supplier of the Year – AB InBevOwn Label Supplier of the Year – LDHThe Grocer 33 Price Award – AsdaThe Grocer 33 Customer Service Award – Sainsbury’sThe Grocer 33 Availability Award – Sainsbury’sStore Manager of the Year – Nick Carolan, Tesco Hull Elit Rowland, Women in WholesaleBusiness Initiative of the Year Women in WholesaleNever has there been more awareness of the urgent need to improve diversity among British businesses. And launched in 2016, ahead of the first tranche of gender pay gap data, Women in Wholesale was well and truly ahead of the curve – an initiative to tackle head on the low numbers of women in the senior ranks of the wholesale sector.Curating a series of conferences designed to empower women (and their male colleagues) and to illustrate the power of a more diverse leadership team, the initiative saw its first event sell out three months in advance. Revealing data collated for its 2017 Women in Wholesale report saw major businesses reassess gender diversity, while its mentoring scheme and speed networking events are already reaping results. Our judges felt this initiative was simply “inspiring” and a “real first for the sector”, coming at the opportune time to make a material difference. Rowan Chidgey and Jerry Maguire, AB InBevDrinks Brand of the Year Budweiser, AB InBevBudweiser’s win in this category is no small deal: it’s seen off competition from massive names in fmcg such as Coca-Cola, Fanta and Gordon’s. But it’s well deserved, considering the phenomenal growth the AB InBev brand’s had over the last year. It’s delivered this with a relentless focus on big-ticket events, like its partnership with the FA Cup, a barrage of sleek multichannel marketing, and great customer service (AB InBev was also voted Supplier of the Year). It also tapped the low/no-alcohol trend with the launch of Budweiser Prohibition, a new 0% abv brew, which hit shelves in November.  Our expert judges commended Bud for an “outstanding job”, and thought it was impressive how AB InBev grew sales so much “in a static category”. It was “a great example of a big brand in a tough market, prepared to take risks to make its own luck”, they added, loving new launch Prohibition’s “brand execution and bravery”. Alessandra Bellini, TescoBritain’s Favourite Supermarket TescoIf Dave Lewis was worried, amid the drama of the £3.7bn Booker takeover, that Tesco would take its eye off the ball and stop delivering its core shopper mission, he needn’t have been. Tesco has scooped the award for Britain’s Favourite Supermarket for the fourth year in a row – “a strong indication of how good the shopper engagement is now that Tesco is firing again on all cylinders,” according to Nielsen head of retailer and business insight Mike Watkins. The only award voted for by consumers, Britain’s Favourite Supermarket is chosen via an online survey sent by Nielsen to its 6,400-strong panel of statistically weighted UK households based on 10 key factors. Tesco came top across no less than six of those metrics, voted as the leading supermarket when it came to good product availability, a wide choice of products, promotions and offers, good customer service, good overall experience and providing convenient ways to shop.The supermarket giant also came top in half of the eight sector categories, selected as the best place to shop for beers wines and spirits, health and beauty items and non-grocery products, as well as being the favourite destination for vegan, vegetarian and free-from products. “Retailers perceived by shoppers to meet the widest needs and who are seen as improving across most of the different attributes are once again, ranked most highly,” says Watkins. “This is a reflection of how demanding shoppers are in UK and is a reminder that supermarkets now need to keep reinventing, and not stand still (which some have done in food and drink).“If there is one thing I would point to about Tesco’s performance, it’s how consistently well they do on the overall shopping experience,” Watkins adds. “We have a pretty promiscuous shopper base in the UK and all the major supermarkets are having to work really hard to address that. But Tesco has been doing the right things for its customers despite those challenges to the big four. “Yes, they have lost some market share, but that is inevitable given the rise of companies like Aldi and Lidl. But Tesco has very strong brand equity and has more shoppers than it did in 2016; they get more visits and people are spending more money in store.”There was some good news for discounter Aldi though, which came top when consumers were asked to vote on who does the best job on price, which was judged to be the most important factor for customers. It was also judged the most improved retailer over the course of the past 12 months and, as well as holding onto the top slot for fruit & veg, made significant strides in the BWS category, where it entered the top three, behind Tesco and Asda, for the first time, on the back of new merchandising, layout and its new location in store, another move shoppers have recognised.“Price is still the most important factor,” says Watkins. “But overall shopping experience, promotions and offers, and providing convenient ways to shop have become more important. “Project Fresh has clearly made an impact, relative to what many of the supermarkets have done – it’s a step change,” he adds. But when it comes to finding favour with shoppers across the broadest range of metrics, Tesco has proved once again it still leads the way. Charlotte Lawson, AnchorBrand of the YearAnchor, Arla FoodsIn the hard-fought butters and spreads market, where differentiation is tough to create, Arla Foods has achieved the “reinvention and reconnection of a great brand” our judges agreed. Anchor’s success was founded on “creating engagement with customers via brand story” allowing it to take a leading role in the current resurgence of block butter sales and riding its first sales uplift in years. It marks quite the turn of fortunes compared with 2016, when Anchor’s value sales declined ahead of the category. The brand’s ‘Everyday Richness’ positioning wasn’t working. It failed to communicate its central theme of rich taste, while overlooking the emerging trend of British provenance. The answer was ‘Real Life Dairy for Real Family Life’, a message that “communicated provenance and targeted one of the core needs of consumers: local, sustainable, quality food”. New-look Anchor packaging hit chillers in July 2017, bearing bolder colours, a revised logo, and a Union flag to emphasise the brand’s championing of British dairy. Backed by a £4.5m spend, it emphasised the brand’s simplicity and featured the return of the Huggables characters.“Reinvigorating a category and a heritage brand with modern relevance” led to significant commercial success, our judges said. Anchor surpassed its £100m turnover target by £7m, growing its market share from 8% to 10%. The 132-year-old brand’s butters and spreads ended 2017 in strong growth in both value and volume, having had “the courage to take this heritage brand back to its roots and make it famous again”, said our judges. Martin Thatcher, Thatcher’s Cider CompanyUK Entrepreneur of the Year Martin Thatcher, Thatcher’s Cider CompanyWhen fourth generation cidermaker Martin Thatcher took over as MD in 1992 he set out a vision to grow the family-owned Somerset firm – without compromising on its quality, heritage and expertise. An “outstanding performance” in one of the biggest branded categories has seen Thatcher outstrip the market, with sales up 38.9% this past year, compared with 5.2% for the category, under Martin’s “entrepreneurial flame”, as he’s driven “innovation and risk” and set a target to be sustainably trading 100 million litres by 2021. Technological investment and a focus on quality has helped fuel increased distribution among the mults, despite ‘flavour fatigue’ in the cider sector. “In family businesses, previous generations can cast a long shadow. Martin has put himself in the spotlight and driven a renewal of the business to release its potential,” said one judge. John Kerrigan, Fowler WelchLogistics Supplier of the Year Fowler WelchWhen Dairy Crest sold off its liquid milk business to Müller in 2014, the future of its state-of-the-art Nuneaton national distribution centre, capable of handling double the capacity it now needed, was unsure. Thankfully logistics expert Fowler Welch leveraged its long history of collaboration to come up with a solution that our judges described as “creative” and a “genuine win-win for all involved”.And so it was that when Müller finally exited the site in August 2017, reducing throughput volumes by 26%, Fowler Welch seamlessly secured it (and the 104 Dairy Crest jobs within it) by attracting brand new suppliers, including Quorn and Winterbotham Darby, and all while providing its own operations with a strategic base in the Midlands, too. It was a strategy that had “a significant positive impact” on both companies and their staff and applied “innovative thinking” to avoid a crisis. Roger Grosvenor and Sally Chicken, East of England Co-opWaste Not Want Not AwardEast of England Co-op – The Co-op Guide to Dating “Truly pioneering” is how one of our judges summed up East of England Co-op’s decision to become the first major UK retailer to sell food beyond its best before date. Its Guide to Dating initiative (‘Don’t be a binner, have it for dinner’), rolled out nationwide in December, saw ambient packets, jars and cans sold for a nominal sum of 10p after their best before dates had expired. It’s an entirely safe and legal move but one which more powerful retailers have been too scared to consider. Yet so popular has the scheme proved with shoppers the cooperative expects to save at least 100,000 products from waste in the first 12 months alone, worth about £3,000 per week. First revealed by The Grocer, it’s also generated huge amounts of positive publicity for the regional co-op. It was reported across every major news outlet in the UK and across international publications as far reaching as the US and Australia. More recently it’s added fresh fruit & veg, bread and cake to the scheme, and is now predicted to save two million tonnes of food waste a year. And crucially it has sent ripples through industry, putting pressure on the multiples to rethink their own policies, with Tesco announcing last month it would axe best before dates entirely across certain fresh fruit & vegetables. “A bold initiative that could act as a tipping point for more commonsense approaches to date labels,” said one judge. “A piece of action leadership that is for others to follow, and follow they will,” another predicted. Jake Mountain (left) and Dan Oztunc, Master of MaltConsumer Initiative of the Year #WhiskySanta, Master of MaltAchieving customer engagement many huge brands would kill for, online spirits retailer Master of Malt delivered a “simply brilliant” initiative with its #WhiskySanta Christmas campaign in 2017. Seen across a staggering 70 million Twitter feeds, it was “simple but exceptionally executed”, asking customers to post wishes across social media requesting any ‘delicious item’ sold by the retailer, with wishes granted (at random) to the lucky winners. In total, £150k worth of the finest spirits was handed out via social media and at the Master of Malt checkout, including a bottle of Glenmorangie Grand Vintage signed by whisky guru Dr Bill Lumsden, successfully generating huge excitement across its social media channels and millions of organic brand mentions. Shoppers on site also found surprise gifts added to baskets too, from boozy crackers to £1,000 in gift vouchers. In its third year, the latest iteration was so successful it delivered the brand’s most profitable Christmas period ever, with order numbers up 104% year on year and nearly 70,000 unique tweets. In peak periods that reached around 40 tweets for the brand per minute, entirely eclipsing the engagement efforts of some of its biggest competitors. “This campaign was an ingenious example of how to be truly innovative in marketing,” said our expert judges. They proved themselves “better than anyone else at reaching consumers and yet the initiative was so simple.” Keen to repeat its huge success, the brand is now looking at how to evolve the offer and keep up momentum for 2018 – to deliver another very merry Christmas. Lawrence Hene, OcadoOnline Supermarket of the Year OcadoIt takes ground-breaking innovation to stay ahead in the rapidly evolving online grocery market, and Ocado has proved yet again its technology is delivering.  In 2017 it became the first retailer to develop an Amazon Alexa skill for voice shopping, a channel tipped by experts as holding huge growth potential for grocery. It also expanded its next-generation Andover fulfilment centre, fulfilling more orders and creating 200 new jobs, with plans to open a second in Kent this year. Deliveries became more efficient too, with each van dispatching 182 orders per week, up from 176. Using search data, Ocado predicted and developed ranges to meet demand, including vegan and free-from, and to suggest the next products most likely to be on a shopping list, saving consumers time and effort. It introduced Shelf View, showing products online as they would appear on a shelf in store, with images correctly sized in relation to the surrounding items.It formed new partnerships to introduce premium ranges from Hotel Chocolat, Harvey Nichols and French brand Picard, and showed commitment to supporting smaller business, with SMEs making up 70% of its supplier base. And it achieved results, increasing sales by 12.7% to £1.43bn and weekly orders by 14.3% to 263,000 on average, at a time when overall online grocery growth is slowing. But perhaps the biggest landmark of Ocado’s year will be the licensing deals with overseas retailers, taking its advanced online grocery delivery technology beyond the UK. It signed Sobeys in November, with Casino and Kroger swiftly following. Harris Aslam, Eros Retail/GreensIndependent Retail Chain of the Year Eros Retail / GreensFast-growing Eros Retail has been delivering on all fronts while sticking to its core principles of supporting local suppliers and communities.The seven-strong c-store chain, run by Harris Aslam and Raza Rehman, is planning to add a further five stores in the current financial year, having grown turnover by 110% with profits up 13% last year.The judges were impressed by the Scottish chain’s “effective use of local concessions” and the way it has been “pushing fresh food and local supplier engagement to drive growth”. Eros successfully rolled out a local bakery concession to all stores last year and also developed an in-house fresh meat range.On top of this, the retailer has fully embraced the SGF’s Healthy Living Programme, to hold various healthy eating events both in store and in local primary schools. Sean Ramsden, Ramsden InternationalExporter of the Year Ramsden InternationalThe launch of its own label Kingsbury brand swung it for Ramsden International, with our judges hugely impressed the feat was pulled off against the backdrop of Brexit uncertainty. A specialist exporter, with 23,000 products sold in 133 countries, the wholesaler took the “bold” decision to leverage its British values further through its own brand. With 100 products to be launched this year across the biscuits, confectionery, crisps and snacks categories, the range is sold exclusively by Ramsden (preventing competition on price) and designed for ‘ease of import’ with multi-language translations on packs and international compliance built in. Ramsden has already fulfilled orders in 10 countries and is targeting sales of £2m in three years.The “slick operation” used “entrepreneurial flair, backed by innovative processes, to drive performance”, said judges. Nick Preston, Muscle FoodSpecialist Online Retailer of the Year Muscle FoodIn the four short years since it launched, Muscle Food has surpassed £100m in turnover and now sells an impressive 53,000 products a day on average. It’s achieved this by deepening its understanding of customers and introducing brilliant new ideas like ‘Do The Unthinkable’, a subscription-based service giving consumers everything they need to get fit and lead a healthier lifestyle. Products are now sortable based on protein, fat, sugar and carbohydrate content. It topped these innovations in 2017, though, with its Easy Cook meal kit ranges, including 10-minute curries, four-minute soups and 12-minute stir-fry kits, as well as winning listings in retailers including Sainsbury’s, Morrisons, Co-op, Spar, Poundland and the Musgrave Group. Such growth is “very impressive,” said our judges, and has meant the business has scaled beyond its original body builder base.” Damien Barrett, Henderson FoodserviceEmployer of the Year Henderson FoodserviceIn 2015, voluntary staff turnover was as high as 33% at this Northern Ireland wholesaler, with sales churn a particular concern, due to the cost but also the constant dilution of knowledge and sales. So Henderson Foodservice undertook research to understand why turnover was so high, and has made a number of changes to tackle this. That’s included defining its core values, holding briefing sessions with employees three times a year, conducting annual employee engagement surveys (and then sharing the results and agreeing department action plans), introducing Pride Awards (handed out on a monthly basis), and enhancing its year-round programme of activities under its ‘Well Aware’ health and wellbeing programme. Training has also been enhanced, with a leadership development programme devised in partnership with Queen’s University Belfast. And a new Xsellerator training course resulted in all members of the sales team increasing sales. There’s also been considerable investment to plug skills gaps across the business, including seven new roles in areas such as meat, telesales, marketing and commercial analysis. In 2017 Henderson also celebrated its 50th anniversary with an annual conference and gala ball for employees, customers and suppliers, presenting annual Pride awards. The results have been “impressive” said our judges. “Simple and effective measures have made a real difference”, with voluntary staff turnover falling to 7.7%, employee engagement up, and improvements in sales and the number of job applicants. Simon O’Regan (left) and Tim Allen, Spoon GuruTechnology Supplier of the Year Spoon Guru“Why has this never been done before?” This was how our judges reacted to the “incredibly useful” technology created by winner Spoon Guru to respond to the diverse set of dietary needs and restrictions with which modern retailers must grapple. Its unique food classification platform is capable of processing more than 2.5 million statements, 64 million tags and 16.3 million words on a daily basis, and allowing shoppers to quickly and easily track down foods that fit into their diet, be it gluten-free, vegan or an allergy to nuts. Its partnership with Tesco, announced in 2017, has provided the multiple with valuable differentiation online with a concrete impact on KPIs already. “This is a highly useful tool that taps into a very current challenge for retailers and offers a drastic and demonstrable improvement on the limits of some of the search engines they retailers rely on at the moment. An excellent idea.”center_img Andrew Selley, BidfoodWholesaler of the YearBidfood From extended telesales opening times and Sunday deliveries to a new e-commerce site, the expansion of the chef team and establishing three new hospitality hubs, foodservice giant Bidfood has undergone wholesale change this past year.  Half way through a five-year plan, the aim is to turn Bidfood from a “complex, rigid, procrastinating, inconsistent, outdated and complacent” operation into a “dynamic, visionary, dependable, passionate, aligned, flexible, streamlined, professional, driven” operator (and to double profits in the process). In doing so, it’s ditched a number of large, unprofitable contracts (which helped profits increase 20%). And in eschewing the trend towards centralisation (investing instead in a wider regional depot network), it was notable that earlier this year KFC returned with its tail between its legs after the logistical meltdown that followed its switch to DHL. As well as restructuring its sales and operations to be closer to its customers, it’s simplified its price list, added 1,700 new products (including more vegan and world foods options and an overall focus on managing inflation), and successfully launched four new specialist ranges (or rolled them out nationwide) across wine, fresh meat, ice cream and coffee. It also provided full supply-chain traceability on 3,000 British products for the first time and hosted a second plate2planet conference.Bidfood has also successfully in-sourced IT contracts. In total 60 projects were delivered on time and on budget, reducing costs by 50%, and resulting in a 952% increase in sales on BidFood Direct, its new e-commerce site which includes live pricing and real-time stock information. Another initiative has been the introduction of depot-wide smart-vehicle tracking technology to help customer service teams keep track of deliveries. Training has also been key. It’s established a ‘Care, Share and Dare’ culture through workshops and other initiatives, including its Dragon’s Den-style contest to encourage recommendations for business change, which has received more than 500 responses. The result has been improved employee engagement. And perhaps most important, judges applauded its “strong and improving” customer satisfaction rating in the 2017 Advantage Report, where it was once again ranked first but with an improved score.  Jon Hartland, Jon Bye and Darren Sinclair, Sainsbury’sThe Grocer 33 Customer Service AwardSainsbury’sA new stripped-down store management structure has been put in place at Sainsbury’s this very week, so it will be interesting to see what happens to Sainsbury’s exemplary customer service. Its sixth consecutive win was based on winning 19 weeks in this year’s Grocer 33 year – seven more than nearest rival Tesco. And a lot of work has been done to improve customer service still further, including the introduction of SmartShop to 67 stores, and top stocking to improve availability and increase efficiency. With colleagues “well aware of the challenges Sainsbury’s and the retail industry as a whole is facing,” retail director Simon Roberts believes Sainsbury’s has to get “even better” at customer service. From September, it will “reward employees for their hard work by becoming the market-leading supermarket in terms of pay, investing £110m”, with a base pay rate of £9.20, and £9.80 in London. Henrietta Morrison and Chris Lock, Lily’s KitchenSME Brand of the YearLily’s KitchenLily’s Kitchen, the fastest growing petfood company in 2016-2017, shows no signs of slowing down.On the listings front, it’s gone into Sainsbury’s and Morrisons, and increased penetration by 5%. On the marketing side, its largest ever campaign (‘It’s not loopy, it’s love’) was its biggest ever (£1.5m), and the engagement for #itsnotloopy confessions via social media was “fantastic”. The judges also praised Lily’s Kitchen for its “insightful innovation” this year: ranging from a new 14-strong line of dogfood tins aimed at increasing ease of access to the brand (each costing 99p) and six new recipes, among them Great British Breakfast. This is a brand that is “taking on the ‘big boys’ and forcing them to change,” as the ethos of health and fresh ingredients in pet food continues to spread across the wider market. It also published an agenda-setting sustainability report: ‘Paw Prints for Progress’. Sanj Dosanjh and Neil Nugent, IcelandOwn Label Range of the Year Luxury, Iceland FoodsIceland’s Luxury frozen range was expanded from 72 to 129 products last year to widen choice in areas like ready meals and pizzas.  Our expert judges applauded Iceland’s “well executed” and often highly original NPD (one product was voted ‘Innovative Product of the Year’ at The Grocer Own Label Awards and another won the ‘Champion of Champions’ award). Backed by its ‘Power of Frozen’ ads, the range increased category sales but also helped improve Iceland’s image, attracting new, affluent shoppers. Crucially the NPD delivered in Q4 for maximum sales impact, turning Iceland into one of the fastest growing supermarkets last year. “Attracting premium spend is impressive given their core, historical proposition and market perception,” said the judges. “It’s a quality range that’s broadened Iceland’s appeal and extended choice in the marketplace.” Barry Fine, LDH (La Doria)Own Label Supplier of the Year LDH (La Doria) There was high praise right from the outset for ambient food supplier LDH (La Doria) with supermarket buyers lauding the company’s “inclusive, transparent and genuine” culture and its philosophy of the “customer comes first” in the first round of judging.Having made it through to the finals on many occasions, this was the first overall victory for the Cambridgeshire-based business, beating 11 other category champions in the process. In the second round of judging, leading commercial directors said the supplier was “focused, quick to respond” and willing to “take complete ownership of the projects in question” – all qualities that are top priorities for retailers operating in an increasingly pressured climate. “A great example of a ‘customer intimate’ business, it knows its customers well and will do anything for them,” added another very happy customer. Jerry Maguire, AB InBevBranded Supplier of the Year AB InBevBrewer AB InBev emerged victorious in the contest for best branded supplier thanks to a combination of fantastic NPD, strong growth and superb customer service. Praised by retail buyers for being “fully supportive and available when needed” as well as “consistently thinking of new and innovative means to drive sales” in their business and effectively promote a wide portfolio of brands, the global player took top spot in the alcoholic drinks category in the first round of judging. But securing the support and appreciation of category buyers is one thing. In our second round, AB InBev was considered by a select group of commercial directors from leading supermarkets, wholesalers and symbol groups alongside 11 other category champions, including the likes of Unilever, Arla and P&G. It was a close call too, one that saw our expert judges score suppliers across category management skills, consumer insight, production quality and technical knowhow. AB InBev emerged triumphant though, garnering praise from some of the most powerful operators in the industry. The company “engaged in all our touchpoints and helped bring our business to life” around major sporting events, said one of our judges. “AB InBev have been a great partner to our business over the past 12 months, working with us on testing innovation and helping us improve our online content,” said another. And for a third, the supplier was a deserving winner for “achieving the highest growth in the premium category” and for its “dedicated national account manager”. Cathryn Higgs and Iain Ferguson, The Co-opGreen Initiative of the YearProject Closed Loop, The Co-opWay before Blue Planet II made plastic such a cause célèbre among consumers and other retailers the Co-op had set itself the ambitious commitment to make 100% of its packaging recyclable. From in-depth research of all 391 local authorities and their various approaches to recycling to careful benchmarking of its own systems and the publication of an agenda-setting report, the retailer has taken Project Closed Loop seriously from the start, without a hint of greenwashing in its comprehensive plans.Among a raft of internal initiatives have been a commitment to ditch black plastic by 2020, trialling biodegradable teabags and simplified plastic trays – and it was the first retailer to sign up to the Plastic Industry Recycling Action Plan to help improve collection rates. All of this “shows the Co-op was leading the sector” in sustainable packaging and recycling, said our judges, making it “a worthy winner”. Martin Swadling, LondisSymbol/Franchise Convenience Retailer of the YearLondisThe turnaround since Booker took over Londis in 2015 ago continues to impress, with judges calling it a “clear winner” in this year’s competition. “Standards across the estate have improved significantly,” and the numbers don’t lie: after growing sales 30% in 2016, non-tobacco sales rose 18.9%, with like-for-likes up just shy of 5%, as the 2,000-strong symbol group added over 250 stores to the estate, attracting more than 100 of these from other symbol groups, while losing just six stores, showing Londis is not just an attractive proposition for prospective new members but that existing Londis retailers are happy where they are.One reason for the improvement is lower prices, but range improvements have also been key: last year Londis introduced Discover the Choice, a 130-strong chilled ready meals range, ramped up its food-to-go offer, and ploughed into free-from. Thank you to our sponsors Dan Ronald, AldiThe Grocer of the Year Aldi Aldi has reclaimed its crown. Knocking last year’s winner Tesco off the top spot, the discounter walked away with the most coveted award of the night as it was named Grocer of the Year, in front of a room packed with its peers, for the fourth time in six years. Aldi’s relentless march on the traditional multiples has continued apace, with double-digit year-on-year growth every year since 2011 and the grocer now accounts for 7% of the market, having overtaken the Co-op in 2017 to become the UK’s fifth largest supermarket.As well as continuing to promise never to be beaten on price, Aldi has stepped up investment in the quality and enjoyment of its shopping experience with its £300m Project Fresh upgrading stores with brand new hi-spec fixtures and fittings, slick new signage and added services such as in-store bakeries as well as extended ranges across fresh, BWS and non-food. Nearly 350 stores are set to undergo a makeover by the end of 2018, and at those that have undergone the refresh it’s making a major difference. With this substantial investment in its estate Aldi has demonstrated once and for all its “willingness and ability to adapt to the needs of UK shoppers”, said our expert judges, formulating an “impressive clarity of offer” as well as a “commitment to do it the right way”. This has included making shopfloor staff the best paid in the industry (while its graduate scheme is consistently named as one of the top schemes in the country) and tackling diversity among senior ranks. It’s also taken major steps to address food waste. From a standing start in 2012 it has now redistributed 1,157 tonnes of surplus food. In 2016 it became one of the first signatories to Courtauld 2025 and in 2018 committed to halving waste by 2030. It has also supported The Grocer’s own Waste Not Want campaign. While it’s best known for its lean business model, the application of Aldi’s three core values of ‘consistency, simplicity and responsibility’ are clearly thought through with rigour, whether on pricing, ranging, sourcing, packaging or marketing. Aldi has also continued to receive plaudits for its dealings with suppliers. In 2017 it topped the league table for its fair treatment of partners across the supply chain in the annual Groceries Code Adjudicator survey for a fourth straight year.Its attention to product quality also continues to shine through, with Aldi scooping 35 gongs at the Grocer Own Label Awards, including 14 innovation awards – more than any other retailer.  The results are plain to see. In 2017 sales were up 13.5% (versus 12% in 2015) and while big four rivals and their analyst friends point to a drop in profits, it’s the result of its rapid investment in its store estate, and a sign of its long-term commitment to this market. Indeed, it’s abandoned its target of 1,000 stores by 2022, in favour of a longer term ambition to open multiple stores in UK cities. As a further sign of its management strength, succession planning following the promotion of CEO Matthew Barnes (with Giles Hurley stepping up) and the retirement of Tony Baines looks to have gone without a hitch.  The discounter has achieved “market-beating growth in a tough market, a strong indicator of success”, added judges, with “compelling evidence” across “all manner of metrics”. Sandy Parsonage, Sainsbury’sThe Grocer 33 Availability Award Sainsbury’sWith 33 full baskets and availability of 97.4%, Sainsbury’s has won this award for the sixth year on the trot. But in a process of continuous improvement it rolled out top stocking last autumn on the back of a 2016 trial. This new approach, in which Sainsbury’s has reduced its range but stacked popular lines on the top shelves, for easier replenishment, “means we’ve got as much stock as possible on our shelves to give moments of certainty to customers,” explains retail director Simon Roberts, and ensured Sainsbury’s was “really well prepared for the peak Christmas trading period”. It’s not the only initiative though. “Online and convenience shopping are growing faster than ever, so having good availability in those areas has been critical. “The whole organisation needs to be really joined up. We’re obsessive about maximising availability and reducing waste,” Roberts adds. Nick Carolan, TescoStore Manager of the Year Nick Carolan, Tesco St Stephen’s, HullWinner Nick Carolan has faced no shortage of competition at his 110,000 sq ft Tesco store in Hull, which has no fewer than 27 Sainsbury’s stores. But the effervescent store manager has embraced the challenge. An exceptional performance over four years has seen him meet targets across 94% of Tesco’s core metrics and achieve positive sales growth at the store after six years in decline, including a record-breaking Christmas that saw staff handle no less than 107,000 transactions in a week.  He’s achieved that by championing changes to the car park system and overhauling the store layout to look bigger and brighter. But perhaps most important has been his work connecting with both his 400-strong team and the wider Hull community. As well as national schemes like Community Food Connection, Carolan and his team host lunches in store for local charities, fundraise for the likes of Hull for Heroes and the Hull Homeless Community Project, and sponsor the Hull Food Nights that featured on the City of Culture schedule in 2017. Not only that but a creative Carolan has successfully tackled shoplifting in the city centre store by inviting local police officers in to use the store as a base for meetings and mealtimes. An overwhelming number of his staff now recommend it to their friends and family as a great place to shop while the proportion of consumers that feel it has successfully embedded within the community has tripled. Passionate, energetic and innovative, Carolan is an exemplary store manager and hugely deserving winner of the Store Manager of the Year Award 2018.The five store managers were nominated by their respective supermarkets from winners of the Grocer 33 Store of the Week competition. They each made a 10-minute presentation on why they should win, before being grilled for a further 10 minutes by a distinguished panel of judges comprising: Andy Cresswell, managing director, MRH; Steven Esom, chairman, Product Chain; Ronny Gottschlich, CEO and founder of Heunadel Retail Advisory; Lorraine Hendle, managing director retail and manufacturing, William Reed; Adam Leyland, editor of The Grocer; and Tim Mason, CEO at Eagle Eye. Roger Burnley, AsdaThe Grocer 33 Price Award Asda At the end of the last Grocer 33 pricing year and for a good chunk of this one, there was strong evidence to suggest Asda’s two-decade-long reign as winner of The Grocer 33 Price Award could be under threat, with Tesco and Morrisons in a tight battle with Asda until the end of September. Asda had a slender lead with five weekly pricing wins versus four for Morrisons and three for Tesco.However, from that final quarter, Asda never looked back as it racked up 12 weekly wins on the spin from 7 October, interrupted only by a win for discounter Aldi. That run of form continued, with Morrisons and Tesco scoring just one further victory each across the rest of the year. The gap was borne of US-owner Walmart’s strategic u-turn in 2016, moving away from its policy of protecting its £1bn profits at all costs and actually to start delivering on its low price proposition in a bid to narrow the gap to Aldi and Lidl.With the big four retailers all making further pricing moves, the purple patch of wins represented a real statement of intent and helped Asda deliver its most successful Christmas for years in terms of sales.Asda’s dominance continued in 2018 with newly promoted CEO Roger Burnley at the helm. It finished the Grocer 33 year with 32 victories from 50 weeks. Morrisons managed five wins, Tesco four, while Sainsbury’s grabbed two wins late in the year (just as its proposed merger with Asda was announced).Aldi and Lidl claimed convincing wins as guest retailers – three wins a piece. Iceland was victorious in just one of its three guest slots, another sign of Asda’s resolve.last_img read more

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Professor speaks against voluntary euthanasia

first_imgNZ Herald 10 December 2012University of Otago Prof Robin Taylor has spoken out against voluntary euthanasia, telling university graduates that arguments for this were “fundamentally flawed”, though they might be “subtly tempting”.An internationally-respected researcher in respiratory medicine, Prof Taylor reminded graduates of the Hippocratic Oath and urged them not to “contribute deliberately” to the death of a patient, even if this became legal.Labour MP Maryan Street is promoting an “End of Life Choice Bill”, as a private member’s initiative, which would allow voluntary euthanasia, with a series of safeguards.Prof Taylor urged each of the graduating doctors “when the time comes, as it probably will” to refuse to “contribute deliberately” to the death of any patients.”I beg each of you to have the courage to stand firm and uphold that core commitment of our professional lives, which is to save life when we can, to relieve suffering when we cannot, and never to contribute deliberately to the death of any of our patients.”http://www.nzherald.co.nz/nz/news/article.cfm?c_id=1&objectid=10853031last_img read more

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Stay away from sex and give me good football!-Becali

first_img Promoted Content6 Incredibly Strange Facts About HurricanesWhich Country Is The Most Romantic In The World?Birds Enjoy Living In A Gallery Space Created For Them5 Of The World’s Most Unique Theme Parks10 Risky Jobs Some Women Do10 Completely Unexpected Facts About The US President’s DaughterWho’s The Best Car Manufacturer Of All Time?Best & Worst Celebrity Endorsed Games Ever Made7 Of The Best Top Models From India8 Things You Didn’t Know About CoffeeCouples Who Celebrated Their Union In A Unique, Unforgettable Way6 Ridiculous Health Myths That Are Actually True Becali, who made a fortune in real estate, praised CFR Cluj coach and former Chelsea right back Dan Petrescu for restoring discipline at the club. Gigi Becali is convinced the boys will perform better if they shun action under the sheets ‘Look at Dan Petrescu,’ said Becali. ‘CFR players have sex only once a week. They meet with women only once a week.’ FCSB have only managed to win one in their last five matches and are expected to take on Botosani on Saturday. Read Also Usain Bolt: I avoid sex to be the world fastest man Interestingly the hosts of Saturday’s encounter Botosani have won all their five last matches and there are permutations that they stand a chance of compounding the woes of embattled FCSB. Owner of Bucharest club FCSB, Gigi Becali has cited his player’s extreme love for sex as reason for the poor performance of the club. The 61 year old businessman and politician insisted the players easily get under the sheets with their girlfriends, a routine which leaves them with limited energy to do the needful on the pitch. “The players are having sex too much” The 1986 European Cup winners, formerly known as Steaua Bucharest who are Romania’s most successful club with 26 league titles, have failed to win their last three games, and Becali told local media the players were spending too much time with their girlfriends. ‘My players are making love with their girlfriends too often, that’s why they aren’t playing football so well lately,’ he said after FCSB’s 1-1 home draw against lowly Chindia Targov That result left them fourth in the standings, eight points behind leaders CFR Cluj as the season enters the play-offs.Advertisement Loading… FacebookTwitterWhatsAppEmail分享 last_img read more

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Oparanozie reveals why she was removed as Falcons captain

first_img Promoted ContentThe Best Cars Of All Time8 Amazing Facts About Ancient Egypt7 Universities In The World Where Education Costs Too MuchAlbino Animals: A Rare Kind Of Ultimate BeautyThe Highest Paid Football Players In The WorldThe Very Last Bitcoin Will Be Mined Around 2140. Read MoreMind-Bending Technology That Was Predicted Before It AppearedThe Highest Paid Football Players In The WorldThis Guy Photoshopped Himself Into Celeb Pics And It’s HystericalWho Is The Most Powerful Woman On Earth?Which Country Is The Most Romantic In The World?15 Photos Of Amazingly Beautiful Mutations Super Falcons forward Desire Oparanozie addressed some key issues concerning her captaincy and eventual removal among other things during a live interview with Lagos-based Brila FM during the week.Advertisement Read Also: Ex-Eagles forward speaks on relationship with former coach KeshiThe striker who currently plays for Guingamp, moved from the German league where she played for Wolfsburg after breaking to the scene at the 2010 FIFA U-20 Women’s World Cup.She explained that her short-lived spell in Germany was due to a lack of game time.FacebookTwitterWhatsAppEmail分享 Reflecting on her brief captaincy of the Falcons, Oparanozie suggested she had a run in with the top brass of the Nigeria Football Federation.She said people in the FA don’t like to be confronted when players have genuine concerns that should be addressed.Oparanozie insists the period in question had taught her some very valuable lessons, but does not rule out the chance of returning to the team in the future. Loading… last_img read more

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The Latest: Russell Wilson, Ciara donating 1 million meals

first_imgThe Latest: Russell Wilson, Ciara donating 1 million meals Associated Press March 18, 2020 Share This StoryFacebookTwitteremailPrintLinkedinRedditThe Latest on the coronavirus pandemic’s effect on sports around the world (all times local):1 a.m.Seattle Seahawks quarterback Russell Wilson and pop star wife Ciara have announced they are donating 1 million meals through Seattle’s Food Lifeline to help provide meals for those in need during the coronavirus outbreak in the region. “Everything we do together makes a difference,” Ciara said in a video posted to her Twitter account. “And together we will conquer this tough time that we’re going through.”According to Food Lifeline’s website, the organization provides the equivalent of 134,000 meals daily and had 58 million pounds of food sourced last year.___More AP sports: https://apnews.com/apf-sports and https://twitter.com/AP_Sports,Tampa Bay Lightning advance to face Dallas Stars in Stanley Cup finals, beating New York Islanders 2-1 in OT in Game 6last_img read more

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“Anthony Joshua: Joshua, Klitschko Set to Unify Boxing Heavyweight Division

first_img   Anthony Joshua and Wladimir Klitschko will contest the biggest fight in British boxing history when the pair collide for the IBF and vacant WBA world heavyweight titles in front of a record crowd at Wembley Stadium tonight.  Anthony Joshua will attempt to unify the IBF and WBA world heavyweight titles when he faces Wladimir Klitschko in the biggest fight in British boxing history at Wembley Stadium tonight.The Londoner can become just the third Briton to hold multiple crowns in boxing’s blue ribbon division, after Lennox Lewis and Tyson Fury, should he beat the Ukrainian legend who is looking to become a world champion for a third time.Only six fighters have previously won world titles on three separate occasions – a list which includes Muhammed Ali, Evander Holyfield and Wladimir’s older brother Vitali – and the 41-year-old Klitschko faces arguably the toughest test of his career if he is to rise to the summit of the sport once again.‘Dr Steelhammer’ is 519 days removed from his last competitive bout, a fight he plodded through and lost to Fury in Dusseldorf. The result arguably hinges on how quickly Klitschko can shrug off any ring-rust and recapture the sharpness which saw him dominate boxing for over a decade.The manner of Klitschko’s defeat to Fury in November 2015 was particularly ignominious given how he was out-boxed by the Briton. Yet aside from his reputation, he possessed a body of work which surely give him the edge should the fight enter the so-called championship rounds. The clash at the home of the England football teams will be the 69th of Klitschko’s career, during which he knocked-out 53 opponents – a number greater than the amount of rounds Joshua has faced in his short career.Despite the obvious chasm in experience, what Joshua might concede in know-how he more than makes up for in superstar quality and punching power. All 18 of his contests have failed to go the distance and though the caliber of opponent ratchets up several notches this weekend he has sent a daunting message to Klitschko and the rest of the division.In the wake of the war of words between David Haye and Tony Bellew and the unedifying build-up to Dillian Whyte and Dereck Chisora’s clash last year, a refreshing characteristic of the public exchanges between the fighters has been the respect Joshua and Klitschko have for one another. Though their boxing styles might appear to be different, there are few differences between the pair. Both, for example, are former Olympic gold medallists.Much has been made of the brief sparring sessions the pair engaged in prior to Klischko facing Kubrat Pulev in November 2014 and while it gave the veteran an insight into what to expect from Joshua he must be wary that the IBF champion is an altogether different animal just under three years on. Wins in 2016, while Klitschko was let down by Fury, came against Charles Martin, Dominic Breazeale and Eric Molina; challenges which were dismissed without alarm.Though Breazeale held out until round seven last summer, only Whyte has taken Joshua into deep waters and though a predictable knock-out followed the Watford-born fighter was noticeably shaken. Joshua may have the physique that suggests he has trained for 12 hard rounds at elite level, but conducting them in a competitive environment not least against someone knows how to slug at the top level – is an altogether different proposition.On a day when history will be made records will also be smashed, Joshua vs Klitschko is expected to break box office sales and help generate a total revenue of £50m – the most of any fight in Britain. In excess of 140 countries will take in one of the few fights to be held in the United Kingdom with genuine global appeal. Meanwhile, Wembley will play host to the biggest post-war British boxing crowd ever, and equalling the 90,000 who watched Len Harvey and Jock McAvoy at White City Stadium in 1939. What they say:Anthony Joshua: “Even though this is such a great event, I always try to strip it down to what it really is and just focus that it’s just me and this man coming to blows and the best man will win. I’m not only prepared physically but mentally as well for any battle. April 29 is just another stepping stone towards greatness.“Any fight is the right fight. I’ve never shied away from any fight, any opponent. I started boxing in 2008; in 2009, ’10, ’11 I was in the World Championships, and in 2012 I was representing Great Britain competing to be the best in the world in the Olympics. It doesn’t matter who I fight. I just enjoy what I do and I just embrace every opportunity. I don’t underestimate any opponent. Through my mistakes I have learned and made myself right.” Wladimir Klitschko: “I’m the challenger again. I feel young, hungry, humble and totally obsessed with my goal to raise my hands again. I’m so obsessed with winning. I realized that life is a circle, and I see myself in AJ. I do believe I know how he thinks, how he goes, and how the actual fight is going to be.“The belts are very important. I’ve been attached to these belts for a very long. I had those belts in my past fight, and I’m fighting for these belts in this fight. The only difference is in my last fight they went to the opposite corner. So my goal and obsession is for those belts to land in my corner, in my hands.“Obsession is love in extreme shape. I’m in love with my goal. Defeat? I’ve been there, I’ve done that. I got up, shook it off and came back stronger. Just a little help (for Joshua) – there’s nothing scary about it.” RecordsJoshua: 18 fights, 18 wins (18 knockouts)Klitschko: 68 fights, 64 wins (53 knockouts)Share this:FacebookRedditTwitterPrintPinterestEmailWhatsAppSkypeLinkedInTumblrPocketTelegramlast_img read more

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Senior keeping nose to grindstone

first_imgYANA PASKOVA/Herald PhotoThere is no doubt that the No. 4 Wisconsin men’s hockey team is a hard-working team. But given a choice of picking the player who is hardest on himself and perhaps the hardest working, Ryan MacMurchy may be the choice.He brought an energy and work ethic with him to Wisconsin three years ago and has only built on it since then.”That’s my personality, I’m hard on myself,” the senior winger said. “I’m a perfectionist, and that’s what drives me to do better.”After being recruited by former UW head coach Jeff Sauer, joining the Badgers in their transition year and Mike Eaves’ debut season could have been a struggle.Instead, MacMurchy’s drive to succeed fit the new head coach’s system — every player started on the same level and had to work their way into the lineup — worked perfectly for the then-freshman MacMurchy.”It was great because everything was fresh,” MacMurchy said. “[I] just came in and worked every day and got a ton of ice-time that year.”That work ethic that put him in the lineup as a rookie hasn’t changed and neither has his drive to succeed. And that’s why he’s not happy right now.MacMurchy finished among the top three in scoring for the Badgers in his first three seasons at UW and came into his senior season as the team’s current career leader with 36 goals, 49 assists and 85 points.He had built on his point total every year — after scoring 24 his freshman season, he increased his productivity to 33 points a year ago. In his final season donning the cardinal and white, he expected a similar increase, so sitting fifth on the team with 18 points in 27 games this year just doesn’t cut it for him.”It’s pretty average, kind of inconsistent,” MacMurchy said of his senior season thus far. “I haven’t put up the kind of production I wanted to. I feel like I should’ve been able to be more productive this year, but it just hasn’t worked out that way.”Despite the disappointment in his point production, the Regina, Saskatchewan native says that he has been able to develop his game more this year.”I’m making better decisions and less turnovers,” MacMurchy said. “I’m not a very flashy player, but I make good decisions and I move the puck well, and I’m smarter than I used to be and more experienced. You’ve just got to keep working on trying to get those pucks to go in.”But MacMurchy’s teammates know that it’s not all about goal-scoring and offense. The attitude he brings with him to the ice every day, in practices and in games, is inspiration enough for them.”I like to look at him as the same type of player as me,” freshman winger Jack Skille said. “He’s a work horse down low, and he tries his hardest out there always, and he’s always competing, and he’s got a really great competitive attitude. That’s something you need from your teammates, and he definitely leads by example.””He’s a great teammate and a great guy with incredible work ethic,” junior Andrew Joudrey said. “It rubs off on you. It shows how good of a guy he is.”Joudrey, one of UW’s assistant captains, should know — he’s known MacMurchy since the two reunited at Wisconsin.When Joudrey showed up to play for the Notre Dame Hounds of the Saskatchewan Junior Hockey League, he didn’t know anybody. He was quickly paired up on a line with the elder MacMurchy who took him under his wing.”I was kind of a fish out of water,” Joudrey said. “He was great. He brought me along everywhere and showed me the ropes of the whole process.”That friendship was rekindled and has only grown since Joudrey joined the Badger lineup two years ago. The two are friends on and off the ice and roommates when the team goes on the road.”We had a great relationship and had a lot of success,” MacMurchy said of their time together with the Hounds. “He’s one of my best friends on the team and we know each other really well.”MacMurchy takes pride in leading by example and maintaining his energy and work ethic, but in the end, his lack of numbers on the offensive end still bugs him.Then again, he also knows that there is still work to be done this season. He has fulfilled one dream of playing at a major Division I university already, but another goal, winning a national championship, is still in the works.He is focused on leading his team through the WCHA and NCAA playoffs in hopes of reaching that goal.”I’m working as hard as I can,” MacMurchy said. “I want to bring up that part of my game and help contribute as well. I’m really big on improving, and I’ve kind of been in a little stalemate.”I’m really focused on trying to be more of a go-to guy and more of a goal-scorer in the second half.”Up just two points in the Western Collegiate Hockey Association, the Badgers will be looking to their veteran players, including MacMurchy, to lead them to achieve their lofty goals.The senior winger may be able to jump-start his offense this weekend when UW takes on Ohio State at Lambeau Field. Growing up in Saskatchewan, Canada, he is no stranger to cold weather and playing outside.MacMurchy described a peewee game that he played in when the temperature was 40 degrees below zero on a small-town rink.”I remember our whole team was wearing gloves underneath and between intermission. We all took our skates off and passed the blow dryer around trying to warm our feet up,” he said. “That’s one of my bad experiences with cold weather, but that’s extreme.”Although he’s had bad experiences with cold-weather games, MacMurchy shares the excitement of his teammates heading into the Frozen Tundra Classic this weekend.”It’s going to bring back childhood memories playing outdoors again,” MacMurchy said. “It should be a fun game.”last_img read more

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Fair, Ennis named to Wooden Award midseason watch list

first_img Facebook Twitter Google+ C.J. Fair and Tyler Ennis are among the 25 players that have been named to the John R. Wooden Award’s midseason watch list.Syracuse is one of just four teams with two players on the watch list, joining Arizona, Michigan State and Duke.Fair, who was the Orange’s only player on the 50-man preseason watch list, leads SU with 16.8 points per game and ranks second with 5.8 rebounds.Ennis wasn’t one of the nine freshmen on the preseason watch list, but is now one of five rookies on the midseason list. He leads Syracuse with 5.5 assists per game and is averaging 11.9 points.Four forwards — the Blue Devils’ Jabari Parker, the Wildcats’ Aaron Gordon, Kansas’ Andrew Wiggins and Kentucky’s Julius Randle — are the other four freshmen on the watch list.AdvertisementThis is placeholder textThe Atlantic Coast Conference has a total of five candidates — the most of any conference. Forward Rodney Hood is Duke’s other selection and North Carolina State forward T.J. Warren rounds out the ACC’s list.The midseason watch list is made up of the 25 players who are considered the frontrunners for the award, but aren’t the only players eligible. The official ballot will be made up of about 20 players, many of who may not be featured on the midseason watch list. Comments Published on January 22, 2014 at 1:49 pm Contact David: dbwilson@syr.edu | @DBWilson2last_img read more

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Free Minds hosts mental health panel

first_imgIn honor of Mental Health Awareness Week, USC Free Minds United presented an evening devoted entirely to understanding students’ mental health challenges on Tuesday.“Mental Health: A Dialogue” included guest speakers from different fields, such as the Engemann Student Health Center Counseling office, the USC Department of Public Safety, the Didi Hirsch Suicide Prevention Center and the Keck Hospital of USC.The co-presidents of the organization, students Danny Lee and Patra Childress, spoke about the purpose of the event and how they selected the panelists for the event.“[The event hopes to address] mental health in university life and the general culture at USC and how it promotes mental wellness,” Lee said.Free Minds was established as a student organization in the spring of 2012. The group works to raise awareness about mental illness in the USC community through film.“We started out as a small group but now we’re trying to become non-profit and open up chapters in different colleges,” Lee said.According to Lee, the biggest misconceptions of mental health on the USC campus is the fact that people do not want to seek help.“People want to seek help but they just don’t want to say it to their peers,” he said.Panelists discussed different aspects of mental health and illnesses at USC, including how the USC community promotes wellness and how symptoms can be better identified.Dr. Lynette Merriman, the assistant provost for support and advocacy, said there is no one way to approach problems about students.“Student to student, they’re going to have unique challenges, unique limitations,” she said.Emily Sandoval, the assistant director for the East Area in the Office of Residential Education, mentioned the different types of support the organization provides for students.“Our level of response to make sure students are supported is [having] RAs on duty every night, graduate students on duty every night and there is a professional staff member on call,” Sandoval said.Officer Sabrina Brown from the USC Dept. of Public Safety explained the role of the DPS in mental health situations.“A lot of times with the DPS, it depends on basically how the information comes to us. It can be very different. What happens is when we do respond, because we’re in uniform, students think they are going to jail, and that’s not the case,” Brown said.Some students were pleased to see the school make a point to address mental health issues.“I thought this was a very well-spoken panel. There are a lot of people [who are] very knowledgeable about the field here so it was definitely providing very clear answers [regarding] where to go for help,” said Krysti Teng, a senior majoring in psychology. “I definitely think it’s an issue that needs to be brought to the attention within the L.A. region and the nation.”Others believed having such an open event might help those struggling with mental illness cope.“I think seeing the different people who deal with these problems on campus should be very comforting for students who didn’t know otherwise,” said Mary Stepanyan, a senior majoring in human development and aging.last_img read more

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Competition honors Lewis Carroll

first_imgA step into the underground level of Doheny Memorial Library transports visitors to a version of Lewis Carroll’s Wonderland in an art gallery that pays homage to the author’s writing and spirit. The underground level of Doheny Memorial Library is home to an art gallery about Alice’s Adventures in Wonderland author Lewis Carroll. Tyson Gaskill | Daily TrojanIn 2000, USC alumnus George Cassady and his wife Linda Cassady donated 110 books related to the life and works of Lewis Carroll to USC libraries, the author best-known for his works Alice’s Adventures in Wonderland and Through the Looking Glass. The Cassadys wanted students to be aware of the donated items and be able to use and study the collection. “We wanted to ensure that students knew about and used the collection … that it would be a collection that is alive and world-class … so we needed to grow that collection,” Linda Cassady said. To expand upon the existing collection, the Cassadys collaborated with USC Libraries to launch the annual Wonderland Awards in 2005. According to USC Libraries, the awards competition “encourages new scholarship and creative work related to [Carroll].”Tyson Gaskill, the executive director of communications and events for USC Libraries, emphasized that the competition serves to spur interest in Carroll’s contributions to modern literature and pop culture. “I can’t even imagine how many results you would get from just typing in ‘down the rabbit hole’ — that phrase alone just seems to pop up everyday, everywhere you go,” Gaskill said. Gaskill said that though Carroll is mainly known for his contributions to fiction, he was also a polymath who exhibited his talents in diverse fields. On top of teaching mathematics at Oxford University, Carroll produced logical games, word puzzles and portrait photography.Thus, the competition was also established as a multidisciplinary incentive for students to set fields they would not otherwise explore. “People’s imagination[s] [are] really broad,” Linda Cassady said. “They have had an opportunity to do what they would not normally do. A mathematician does art, a molecular biologist does puzzle games … Students also get to appreciate the work that other people do at the gallery.”According to Linda Cassady, throughout the past 14 years, submissions have become increasingly radical and technological in nature. “The change has been that some of the pieces have gotten much more electronic,” Linda Cassady said. “So we have more incredibly detailed animation. We also have more teamwork, because when you are doing an animation, you need a writer, artist, programmer, etc.”For example, last year’s first prize winners were USC students majoring in interactive media: Yiwen Dai, Kelsey Rice and Jung-Ho Sohn. The team wanted to introduce a distinctive project that utilized interactive media to the collection, which led them to experiment with augmented reality. Instead of a technological demonstration, the group wanted to create an interactive game piece based on coming of age as the main theme. “We wanted the piece to be technology that people can experience,” Dai said. “The core mechanic of this experience is that we are trying to create a simulation of growing up and reflecting on previous experiences.”Linda Cassady said the artistic statement is crucial to convey the participant’s creative process and inspiration taken from Carroll’s collection. A well-crafted artistic statement bolsters the project’s complexity and helps the judges understand the entrants’ unique interpretations, she said. “[The Artistic statements] helps us understand what the person submitting the piece is moved by,” Linda Cassady said. “Sometimes it is quite ingenious … sometimes it is part of the discovery … The piece becomes much more complex and Carrollian as we see the hidden meaning in that work.”According to Gaskill, the Wonderland competition has continued to expand, as submissions have increased in both volume and quality.“Students are seeing what’s happened before and they are saying, ‘That is a really good idea. Now how about I take it to the next level?’” Gaskill said. “So they are being influenced by past competition submissions and taking them to new directions.”last_img read more

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