Jim Flynn

According to Jim Flynn, Business Unit Leader at ISC’s Port Wentworth refinery, the first classes offered to the lead operators provided a basic introduction to Microsoft’s Outlook application.

Flynn pointed out that previously these employees had limited access to computers during their work day. As a result, the lead operators did not provide regular production updates after each shift due to lack of an efficient method to deliver information. ISC decided to make computers available to the lead operators, presenting them with an effective means of regularly communicating with their supervisors about conditions in their areas of the refinery. Therefore, it was critical that these employees be taught basic computer skills.

Flynn disclosed that many of the lead operators took advantage of the classes. In fact, the response was so positive that ISC decided to also offer these same workers the opportunity to take classes in Microsoft Excel. Microsoft Excel is a spreadsheet program which allows an individual to enter numerical values or data into the rows or columns of a spreadsheet, and to use these numerical entries for such things as calculations, graphs and statistical analysis.

Previously, only the process engineers delivered reports in Excel.

Since the classes were offered, Flynn notes that many of the lead operators are generating their own reports and graphs which track the process in their area.

The refinery has two 12 hour shifts that begin at 6 a.m. and 6 p.m. Now, after each shift change, Flynn receives summaries from the lead operators of the four different areas of the refinery; reports he was not receiving prior to the inception of the computer training classes. Flynn boasts that he can view the summaries remotely from his Blackberry and review the details on what happened during the shift and address any outstanding issues on a timely basis.

“It’s truly a sign of dedication to their jobs that many of the lead operators took the initiative to prepare reports on their own,” said Flynn. “These reports are important to production management and provide me with a much better flow of information, allowing me to look more closely at how certain units in the refinery are operating.”

Billy McGrath

Billy McGrath and Kerry Menaeche are two lead operators who have begun preparing Excel reports since completing the class. Flynn adds that the graphs and charts in the reports provided by the lead operators are remarkable considering they only recently learned how to use Excel.

The computer training classes were offered through Savannah Technical College. The lead operators weren’t required to take the classes, but were strongly encouraged to take advantage of the opportunity. Many of them quickly realized that strong computer skills would position them for success and future advancement in their careers.

Due to the popularity of the classes, the company has been asked to offer additional computer training classes, which it plans to do. Flynn shares that ISC will offer the lead operators who completed the introductory Excel class the chance to take a more advanced class.

Brian Crowley

The BEC events are strategically designed in a way that promotes equipment reliability and accordingly, increased productivity. Prior to performing a BEC audit—which typically lasts 2-3 days—event leaders like Refinery Manager, Brian Crowley, compile a diverse team of operators, mechanics, supervisors, and other consultants. This team then reviews productivity data in order to determine which pieces of equipment are presenting a significant negative impact on desired output goals.

Once the team ascertains which piece of equipment is most in need of attention, they then inquire into whether or not it is a “bottleneck” part of the system—“bottleneck” meaning that its daily operation is integral to maintaining proper production rates.

In the event that ISC personnel conclude that they can afford to take this piece of equipment offline in order to perform preventive maintenance without negatively affecting production rates, they outline in advance, what supplies will be required; necessary supplies range from cleaning tools such as brooms, squeegees, and pressure washers, to replacement parts required for optimal functioning. From there, the entire team involved in the BEC event gathers in a classroom setting to prepare for the inspection and review the intended course of action.

Following the inspection, team members generate maintenance work orders based on their findings. The most recent BEC audit for example, performed on the J-Press No. 2 machine, resulted in 100 work orders. At the moment, nearly 70 percent of these work orders are complete with the remainder waiting on delivery of parts.

The BEC inspections and the subsequent fulfillment of work orders are not only crucial to the maintenance of a productive working environment, but a safe one as well. Routine inspections like the BEC audits provide an opportunity to preemptively identify any potential hazards to products and to employees.

Those who participated in the BEC events reported yet another benefit of the program: specifically, a feeling of camaraderie among employees. Brian attributes this sentiment to an “alignment of viewpoints and mutual understanding which is geared towards solving a common problem.”

Employee morale is further bolstered by the fact that ISC personnel can see a tangible, positive correlation between their efforts via the BEC events and improved productivity—especially with respect to increased sugar throughput per day.

Photo taken after a BEC audit

The BEC events allow for ISC personnel who may not come into contact with another on a daily basis to work side-by-side—from electricians, to operators, from mechanics to management. Structuring the BEC team in such a diverse fashion enables all members of the team to learn from one another.

It also serves as an occasion for management to hear firsthand the concerns of employees working in other areas of the refinery. With respect to his own participation in the BEC initiative, Brian says that “I think it demonstrates our shared commitment to ISC’s bottom line when others see that we actually deliver on their recommendations.”

The BEC events then promote not only productivity and safety, but also fellowship within the ISC community.

Ralph Quigley

Once again, an employee of Imperial Sugar Company (ISC) has received the impressive Director’s Award given by the Cane Sugar Refiners’ Institute. Ralph Quigley, a Senior Process Engineer at ISC’s Port Wentworth plant, was the recipient of this year’s award.

The Cane Sugar Refiners’ Institute met for two weeks this July at Nicholls State University in Thibodaux, Louisiana. The prestigious Director’s Award goes to the student with the highest academic achievement. Quigley has been an engineer for 30 years and joined Imperial last August. It is a remarkable achievement for him to have received this award having been in the sugar industry for less than one year.

The Institute is administered by the Office of Continuing Education and directed by Dr. Robert Falgout, a retired professor in the Nicholls Department of Agriculture. The program is comprised of two weeks of intense, day long instruction sessions on the various and timely topics of each aspect of sugar production. An exam is given after each topic.

“One of the best topics presented during the program was that of Energy Economy, which is basically thermodynamics,” Quigley explains. “The professor for this course was excellent. He presented the difficult content of this class in a clear and concise format and then applied it to sugar refining. I found it to be outstanding.”

Each year, ISC identifies qualified employees at the plant who would benefit from the course and asks that they attend. This is part of the company’s commitment to better position the company and its employees for growth and success.

According to Quigley, there were 31 students who attended the course and 19 of the participants were from companies outside the U.S. The attendees are primarily engineers but there are operations, maintenance and sales professionals who attend the Institute as well.

Ralph Quigley with summer intern Daniel Delpino

The Process Engineering Group at the Port Wentworth plant has created a bit of a legacy around the Director’s Award. Three out of the four engineers currently in the group have won the coveted industry award. Last year, Robert Burch, Team Leader for the Process Engineering Group, brought back the award. In the 1994 class, Chris Gordon, another Senior Process Engineer, and who Quigley credits with helping him prepare for the program, also received the honor for academic excellence.

“With Burch and Gordon having previously won the honor, they jokingly told me not to come back without the award,” says Quigley. “I had to take the challenge seriously,” he laughs.

Along with Quigley, several other ISC employees attended the Institute including: Jim Flynn, Operations Manager; Bryan Crowley, Refinery Manager; Sonja Jonas, Refinery Manager; and Seena Mehrabanzad, Process Engineer.

“Dr. Falgout indicated that this was perhaps one of the best classes that has ever attended the program,” say Quigley. “Fifteen out of the 31 attendees made 90 percent or better. It was a very competitive class and I was fortunate to have the opportunity to attend.”

The first among many of the advantages afforded by Maximo 7.1 includes providing a consistent, universal forum for inputting maintenance requests. As it currently stands, many of the maintenance requests at Port Wentworth are conveyed by word-of-mouth, or are handwritten and then subsequently typed and logged by someone other than the person making the request. One of the downfalls of such a practice is that it leaves the possibility for error and miscommunication open. Upon implementing the new Maximo system however, this possibility will be virtually eliminated.

Bob Scherm

Computer terminals programmed with the new software will be strategically placed throughout the plant, making it easy for maintenance personnel to input their own requests and to furthermore ensure the accuracy of the work order. Additionally, each request is assigned a tracking number so that personnel can return to the database at any time to view the status of the order.

Another advantage of this “smart” system is that it will better equip maintenance staff to fulfill ISC’s preventive maintenance objectives. As Bob Scherm, the business unit leader for maintenance and utilities at Port Wentworth explains, “the Maximo system is ‘smart’ in the sense that it will automatically generate reminders for maintenance needing to be performed on a routine basis.”

While Port Wentworth is scheduled to switch over to the upgraded system first on August 22, 2011, ISC’s Gramercy location will follow suit shortly thereafter on August 29, 2011. By utilizing the same database, maintenance staff at both sites will be able to view each other’s inventory. That way, if a spare part is needed in one location and the other has it available, maintenance can request that the part be transferred which will in effect, reduce costs in terms of both time and money.

Scherm also adds that by operating on the same system, personnel at Port Wentworth and Gramercy will be able to share preventive maintenance plans; specifically he says, “We will be able to look at what at they are doing differently to a machine that we may not be doing, and through this collaborative practice of information sharing, we will be able to develop a ‘best practice’ as far as preventive maintenance is concerned.” In this way, the Maximo maintenance system upgrade will ultimately foster a corporate environment for both learning and continuous improvement.

Jimmy Sheahan

Jimmy Sheahan, an electrician in the Specialty Products division at Imperial Sugar Company’s Port Wentworth plant, produces a large smile when he begins to talk about his children. As a single father, it wasn’t always easy for Sheahan, but he made it a priority to spend quality time with his children. This included helping two of his sons achieve the distinguished rank of Eagle Scout, which is the highest rank attainable in the Boy Scouting program.

Sheahan, who has been an electrician at the Port Wentworth plant for 18 years, comes from a large family of nine children. His own father spent considerable time with his sons teaching them to hunt and to fish. So it was natural for Sheahan to spend time with his five children that includes four boys and one girl. Since they were young, he spent time with his children on a number of outdoor activities. When his sons asked if they could join the Scouting program, Sheahan thought it would be a good way for them to build self confidence and learn skills they could carrying into their adulthood, so he said yes.

His sons started off in Cub Scouts, and were soon involved in derby races. Jimmy spent time researching how to build the small vehicles and soon his boys were winning championship after championship. After being in Cub Scouts for four years, his sons moved on to Boy Scouts.

Jimmy, the oldest, received about 44 merit badges while his younger brother John Michael received 47. According to Sheahan, merit badges are difficult to obtain. “I was telling one of my co-workers here at the plant who has horses what was required to obtain the equine badge. After I explained it to him, he told me there are grown men who have been around horses all their lives and can’t do what is expected of these boys to get the badge.”

Sheahan emphasizes that it takes commitment from parents when they have children involved in the scouting program because there are many things the boys are not able to do on their own and they need the assistance of their parents.

For Sheahan, the hardest part of working toward the Eagle Scout designation with his sons was sleeping on the hard ground during camping trips. He recalls there was one camping trip called the “Father and Son Freeze Out” which took place the second weekend in February, typically some of the coldest nights of the year. Jimmy laughs as he recalls that because of his size, he had trouble zipping his warm sleeping bag all the way up so he covered himself in coats and blankets, and anything else he could find to keep himself warm. He points out that it was so cold that some of the fathers couldn’t take it and just got up and left during the middle of the night.

He explains that the effort required to earn some of the merit badges, like for camping, is similar to military training. “You train in the most awful conditions, which are sometimes worst than the actual combat,” says Sheahan. “If the boys can get through the training, then they are prepared to tackle just about anything. The main purpose is to teach these boys life skills and instill them with leadership qualities.”

It’s obvious that Sheahan is a dedicated parent, taking vacation time and switching his shifts at work so he was available to help his sons with their merit badges. “Sometimes I felt like I earned a merit badge along with my sons,” he says with a grin.
Sheahan’s first two sons did well and made it to the rank of Eagle Scouts. His next two sons made it about three-quarters of the way to Eagle Scout and then, according to Sheahan, they discovered girls. Although they didn’t reach Eagle Scout, Jimmy is confident they still received the leadership experience that he believes is extremely important and has positioned them for success in the future.

He proudly talks about how his children have grown into remarkable adults. Jimmy is working on his doctorate in history while John Michael recently graduated from college with a degree in the medical field. His daughter Rosemarie is a linguist who speaks several languages besides English, including Spanish, French, Latin and Japanese. She will be going to work this September in Japan as an English teacher. His son Joseph, Sheahan indicates, is like him who can fix just about anything. Joseph wanted a career that put his mechanical skills to use so he is attending Nashville Auto-Diesel College, one of the best of its kind in the country.

His youngest son Christopher recently graduated from high school and has expressed an interest in joining his father at the Port Wentworth plant. “He can see how much I enjoy my job at the plant,” Sheahan says. “I tell him it’s the sweetest job I have ever had.”

Like their father, Sheahan’s children are tall. His sons’ heights range between 6 feet 4inches and 6 feet 6 inches. Even his daughter Rosemarie is statuesque at over 6 feet in height.

It’s hard for Sheahan to remember all the merit badges his sons received, everything from beekeeping to camping to fire making. He smiles broadly when he offers that his sons can make a fire by rubbing two sticks together.

Sheahan has a small farm out in the country where he raised his children. Together, he and his sons built their house, which took three years to complete.

Jimmy admits he has made sacrifices for his children. He points to his old truck sitting in the parking lot which is older than his 18 year-old son. However, he quickly adds that it has all been worthwhile.

“My children are my life and I couldn’t be more proud of them,” said Sheahan. “It’s an honor being their father.”

Melissa Davis

Imperial Sugar Company (ISC) has invited some of the brightest, young college students in the country to participate in the company’s summer Internship Program at its Port Wentworth, Ga., facility.

“Last year was a great success and we are excited to welcome six new engineering students to our summer internship program and provide them with the opportunity to practice their engineering skills before they graduate,” said Bruce Waguespack, Manager of Learning and Performance Improvement for ISC and who is responsible for managing the Internship Program.

The ten week Internship Program for engineering students is designed to create a meaningful, real world experience that will prepare the students for future roles as engineering professionals. The goal is to assist the interns in developing technical skills within their discipline and professional skills such as six sigma, project management and presentation skills on which they are likely to rely on throughout their career.

Bruce Waguespack meeting with interns

Working at the ISC refinery in Port Wentworth is a dream come true for Melissa Davis, who will graduate with a degree in chemical and biomolecular engineering from Georgia Tech University in Atlanta. Ralph Quigley, a Senior Process Engineer at the plant, is mentoring Davis and assisting her with her summer assignment of researching enzymes used in the refining process.

“I really want to work in the food industry so I can combine my degree with my passion for food and cooking,” said Davis who is working in the Process Engineering Department at the plant. “I was thrilled when I was offered an intern position with Imperial Sugar where I could learn more about the process to make a key ingredient in so many foods.”

According to Waguespack, each intern has been assigned a mentor and an improvement project with specific deliverables to be completed during their 10-week internship process. Mentors meet with their interns regularly for coaching and project guidance. Each Friday during the program, interns present their project plans, status, lessons learned, etc. to an audience of mentors, management and other selected associates. They receive coaching, direction and feedback on the DMAIC methodology, project management as well as presentation, teamwork, leadership and relationship building skills.

Li Mei Lin

“Our goal with the Internship Program is to provide an experiential process,” said President and CEO John Sheptor. “It is critically important for the interns to work directly alongside their trainers and mentors to gain a full appreciation of their role and the challenges they face on a day-to-day basis. I still remember my first mentor and the difference he made in my first internship when I was studying chemical engineering. We aspire to give our interns a career-influencing experience of this nature.”

Although mentored by a primary individual, the program requires multiple mentors, on-the-job trainers and subject matter experts to help the interns learn the dynamics a fully-functioning manufacturing facility. The interns are working with, among others, Tom Wilson, Technical Services Manager, Doug Svenson, Senior Process Development Engineer, and Seena Mehrabanzad, who was an intern last summer and was hired by Imperial Sugar as a process engineer. In addition, Olivier Raffray, Continuous Improvement Manager at the Port Wentworth facility, assists Waguespack, specifically with teaching and coaching the DMAIC process.

Li Mei Lin, a senior chemical engineering major at Rensselear Polytechnic Institute, or RPI, in Troy, NY, is quick to offer that she finds the “entire process of making sugar fascinating.” Lin also reveals that she is excited about working with her mentor Robert Burch on her project that focuses on decolorization additives, which provides her with the opportunity to work with several different departments within the plant.

Daniel Delpino

Tom Madsen, Packaging and Warehouse Team Leader, is the mentor for Sujay Soman, who attends the University of Maryland at Baltimore and enjoys applying what he has learned in the classroom to his work in the packaging facility at the plant.

Sean Brady

Soman asserts that “An intern position is very important because it teaches you so much more than you can ever learn in a classroom. I also enjoy the weekly presentations with the mentors and other interns because it gives me a chance to share what I have been working on all week.” He adds that this internship is the first time he has had an opportunity to present his project to others besides his classmates and the experience is teaching him skills that will better prepare him for his career in mechanical engineering.

Shuqi Zhang

Waguespack points out that the process is very practical and the interns are given feedback throughout the ten week program. “I try to challenge them to be extremely conscious of their presentation style and the information they present,” he says.

Another intern, Shuqi Zhang, another senior chemical engineering major at RPI, explains how after just a few short weeks in the program he has reconsidered his career goal. “Before coming to work at the plant, I was focused on a position in research and academia,” says Zhang. “Now I realize how much a position in manufacturing has to offer. I am learning so much from my co-workers, especially my mentor Chris Gordon [Senior Process Engineer] and I find my work intellectually stimulating and challenging.”

Although Sean Brady will be a senior this fall at the University of Maryland in Baltimore County, this industrious young man will graduate in two years because he is double-majoring in mechanical engineering and mathematics with a minor in Spanish. This summer, Brady is working on a design project. He is tasked with developing a Part Kitting process so that parts and tools that are required for a work order to be completed can be packaged into one kit so that it can be easily given to a mechanic or technician increasing efficiency and productivity.

Sujay Soman

“They are seeking real world experience,” said Bob Scherm, Maintenance and Utility Business Unit Leader and mentor for Sean Brady. “It’s refreshing because they are so eager to tackle any challenge and find a solution.”

There are many things that have impressed Daniel Delpino since he began working at the Port Wentworth plant. The biggest eye opener for this senior who is majoring in mechanical engineering major at RPI was the extensive process involved in refining raw sugar. Delpino is working in maintenance engineering with his mentor Lester Palliser on a project to implement a new lubrication system at the plant, which will enhance the reliability of machinery and equipment used in the refining and packing processes.

“When we first implemented the program last year, I was hesitant because everyone is so busy,” Waguespack admits. “However, it ended up being one of the most fun activities I did last year, so I was really looking forward to doing it again this summer. I’m thankful to once again have the opportunity to work with such a talented group of young men and women.”

2011 Summer Interns

Repairs to the three bulk storage silos at Port Wentworth, Georgia were completed and the silos returned to service in early April. Standing at 156 feet tall, each silo is designed to hold 6 ½ million pounds of sugar – but their size is not their only impressive quality.

In addition to storage, the primary silo, silo number one, is used to cure sugar. Through the continuous introduction of dehumidified air and the strategic placement of rings within the silo for curing air distribution, moisture levels in the sugar are reduced from .035 % to <=.025 %. Silos two and three are likewise maintained with dehumidified air and serve as storage silos to feed conditioned sugar to packaging and bulk loading departments. Needless to say, these silos are essential to smooth and efficient production at Port Wentworth.

That is why when problems were identified in the construction of the metal cones at the base of the silos, ISC was quick to initiate repairs. Repairs to the silos began in November of 2010 and were completed in January 2011. Now that the reintegration of the silos has been completed, the refinery is ramping up production rate to take full advantage. The reintegration of the silos was timed to minimize inconvenience to Imperial Sugar’s customers. While the silos were not in service production was constrained to ensure product moisture was properly managed.

Named after its manufacturer, the K-Patent instrument is a refractometer meaning that it measures the angle at which light is refracted—or bent—as it passes through various mediums. This measurement in turn, gives an indication of the concentration of sucrose in solution. The concentration, purity, and temperature can then be used to calculate the supersaturation ratio.

Supersaturation here is the state in which a sucrose solution is concentrated beyond it saturation point. Chris Gordon, a Senior Process Engineer for Imperial Sugar Company, notes that “supersaturation is the driving force for crystal growth” and as such, monitoring the supersaturation ratio is a primary concern in the boiling process.

Prior to adopting the K-Patent instrument, ISC used various technologies from nuclear density gauges to microwave probes in their pan control systems. These technologies, however, could not gauge the sucrose in solution and therefore, hindered ISC’s objective to optimize crystal growth. It is in this respect that the K-Patent instrument promises an advantage where comparable systems cannot.

The installation of the K-Patent instrument on vacuum pans allows boilers to boil sugar at a faster rate, producing a higher supersaturation ratio and more rapid crystal growth. By way of its precise measurement of sucrose in solution, the K-Patent ensures that under these faster boiling conditions the integrity of the crystals are preserved. Also unlike other devices, the K-Patent helps to preclude occurrences which characterize poor quality strikes, including unwanted crystal generation and the fusing of crystals. Put simply, the K-Patent permits ISC to yield greater production rates without undermining quality.

The advantages of the K-Patent are numerous making it the ideal choice for ISC’s boiling process. While this may be so, those at ISC did not enter into the decision to change over the pan control mechanism lightly. Before committing to the installation of the K-Patent, ISC employees toured another refinery to see the K-Patent instrument in action. Once ISC made the decision to implement the K-Patent, they held an informative training session on the new technology for those employees involved in the boiling process, further ensuring a smooth transition.

Gordon organized the investigation into a more effective control method and accordingly, oversaw the changeover. He notes that the decision to switch to the K-Patent reflects a “continuous improvement mindset” characteristic to ISC; specifically, Gordon says, “We are constantly looking to make improvements in quality, through-put and efficiency.”

For more on the story, visit WTOC 11 News.

To commemorate the anniversary, associates at the plant held a small service on Monday morning to remember the victims. In addition, family members, friends and co-workers placed flowers and candles at memorial markers in Legacy Park located on the grounds of the plant. The focal point of the park is a beautiful bronze sculpture of 14 doves taking flight from upturned hands that Imperial Sugar commissioned to pay tribute to those employees who lost their lives.

“On the three year anniversary of the tragedy in Port Wentworth, our thoughts are with the families impacted by the events of that day,” said John Sheptor, CEO of Imperial Sugar Company. “Although we will never forget the events of February 7, we can work together to make sure that the tragedy does not happen again at Port Wentworth or anywhere else.”

Three years after the explosion, Imperial Sugar has completed rebuilding the Port Wentworth refinery, which has become an exemplary model for safety in the industry. The new facility incorporates state-of-the-art technologies – including a modern packaging facility equipped with dustless loading devices, anti-static floors and firewalls, among other safety features.

With the vast knowledge of food safety best practices gained during the rebuilding, the company felt obligated to do everything possible to heighten awareness of the risks of combustible dust throughout the food industry. Imperial Sugar invited peers, customers and partners to visit Port Wentworth to witness first-hand the progress the plant had made. During these visits, the company discussed the impact of exposed combustible dust and shared best practices to ensure that others in the industry were aware of the latest techniques available to mitigate risks associated with the issue.

As a result, the company has established itself as not only an industry model for better worker safety, but for improved food-quality processes and greater manufacturing efficiencies.

A memorial service was also held in the evening at St. Phillip AME Church in Savannah. Imperial Sugar Company Vice President George Muller attended the service. He says the company has made progress and that they were also changed forever by the explosion.

“I don’t think anyone can go through what we’ve gone through without it having a lifelong impact,” Muller said.

Since 1997 when the company purchased the refinery at Port Wentworth, Ga., ISC has utilized coal in its sugar refining processes at the site. In an age where more and more companies are turning to alternative fuels and renewable energy, one may be tempted to ask, “Why coal?”

In recent years coal has received some negative press, being portrayed as a “dirty” fuel source. Contrary to such a characterization, the carbon dioxide released by coal firing functions to enhance color removal from sugar, effectively creating a more pristine product.

Lee Morgan, the utility department operations supervisor for Port Wentworth, is confident in coal. He describes the purifying qualities of the carbon dioxide produced by coal, remarking that this particular byproduct “is part of the process wherein impurities are removed” from sugar. Far from being dirty, coal firing is surprisingly clean when managed properly.

The Port Wentworth refinery was already set up to run on coal prior to ISC acquiring it. By fully utilizing the site’s existing facilities, ISC demonstrates a resourcefulness which may be noted throughout its production processes. For those at ISC, nothing is to be wasted. Even the small ash particles emitted from coal are collected, siloed, and shipped to local concrete block manufacturers and road building industries. In this way, coal proves to be a more sustainable resource than may have once been thought.

Another way that ISC is leveraging the benefits of coal is through the company’s use of a modified stoker coal. Modified stoker coal is best described as a clean burning coal. It differs from other types of coal in that it better adheres to the Environmental Protection Agency’s (EPA) standards for air quality. While modified stoker coal is more expensive than other coal grades, those at ISC consider it to be a worthwhile investment.

Such a sentiment is expressed by Don Gilbert, director of commodities, who says, “We really wanted to do the right thing and therefore, upgraded our coal. This makes us a better environmental and community partner, and this is better for stockholders, and better for our consumers.”

For the consumer, ISC’s use of coal means a purer product, but it also means more competitive pricing. Unlike natural gas, coal prices have historically, remained relatively stable. Additionally, the coal used at the Port Wentworth refinery is purchased directly from mines. In doing this, ISC is able to control both the quality and price of coal without third party influences.

The combination of these factors—pricing, availability, production and environmental compatibility—is what makes coal an attractive choice. All of these qualities, together, suggest that a lump of coal really does go a long way.

The CRC, as it’s affectionately called by its members, will include the sugar in gift baskets of food that will be given to needy families in the Savannah area. The baskets will be distributed on December 18 at a special holiday event sponsored by the CRC and other local churches and businesses. During the event, which will take place at the Coastal Empire Fairgrounds, free food and clothing will be distributed to deserving members of the community, including the homeless, seniors, burn victims, disabled individuals, unemployed and families on fixed incomes.

The Christian Revival Center is a non-denominational church dedicated to sharing the Gospel, to walk by faith in God’s love, and to serve a world in need – with a special focus on those in the most dire need.

President and CEO John Sheptor opened the first day of sessions by addressing strategic imperatives of the company. Later in the day, Sheptor provided an update on steviacane(tm), an all-natural sweetener recently launched by Natural Sweet Ventures, a partnership between Imperial and Pure Circle. He emphasized the importance of expanding the company’s base of business from cane sugar products to all-natural sweeteners.

He was followed by Darrell Gerdes, Manager New Product Development, who discussed the new product development process for the company as well as new sweetener alternatives that he and his staff are currently researching.

George Muller, Vice President Sales Planning, Supply Chain and IT, gave a presentation on corporate social responsibility and the reasons for implementing this type of policy including enhancing a company’s public reputation, meeting customers’ expectations and creating a competitive advantage. He went on to say that Imperial is about to embark on developing a CSR policy and plans to solicit input and feedback from all associates regarding programs and activities that support the policy.

Muller concluded his presentation by educating attendees on the continued importance of the Imperial Newsroom, which has positioned the company as a leader in the sugar industry and increased its brand reputation. He provided several examples of customer stories that have helped sales efforts by increasing brand visibility.

Rounding out the program on the first day were Hal Mechler, Chief Financial Officer, who provided a financial update for Imperial, and Walter Nimmocks with Wholesome Sweeteners who gave an update on the company and the continued projected growth of the organic and natural sweeteners category.

On the second day of the conference, Pat Henneberry, Senior Vice President Sales and Commodities Marketing, began the day by providing an overview of the sugar market and discussing sales goals and projections for next year.

Carlos Gonzales

Later in the morning, Carlos Gonzales and Luis Troncoso with Comercializadora Santos Imperial (CSI), a joint venture between ISC and Monterrey, Mexico-based Ingenios Santos, S.A. de C.V., addressed the group. CSI markets Mexican sugar or sugar imported from the United States to customers in Mexico, as well as facilitates exports of sugar produced in Mexico into the United States.

Gonzales provided an overview of CSI’s successful 2010 campaign and highlighted strategic opportunities for 2011. During his remarks he indicated that exports to the U.S. are expected to increase from 8 percent in 2010 to 27 percent in 2011.

Troncoso then gave a status on the new transfer station and warehouse being built at the CSI facility. He noted that the transfer station is set to begin operations on Dec. 15, a month behind schedule due to the hurricane that affected the region this past summer. The station is being staffed to accommodate approximately 110 rail cars and to be able to handle 100 metric tons of sugar per year, or four rail cars per day. Expansion can be easily accommodated by increasing personnel. Troncoso concluded by stating that AIB certification for the facility is expected next summer.

Pat Henneberry again spoke to the managers and stated that ISC wants to expand its capacity to sell Mexican sugar in the U.S., which will provide the company with more scale and the ability to position itself as a national player. He pointed out that ISC remains the number three marketer of sugar in the U.S.

Pat Henneberry

Henneberry concluded his talk by commenting “With the skills and expertise we have on both sides of the border, there is no reason that Imperial Sugar shouldn’t be the largest exporter of Mexican sugar to the United States.”

Next up was Hyuna Lee, Senior Marketing Manager, who opened her discussion by listing the marketing objectives for the next year including, supporting the sales team, regaining market share, and expanding brand awareness for Imperial Sugar, Dixie Crystals and now steviacane(tm).

She then highlighted some of the past year’s marketing initiatives designed to support sales efforts. She shared graphics for the current holiday campaign and announced that the company was doing print advertisements in major consumer magazines for the first time in three years. She also announced that Imperial was leveraging digital and social media for the first time to better engage with its target audience, specifically baking enthusiasts.

Hyuna Lee

Next, Lee showed off the recently updated consumer websites for Imperial Sugar and Dixie Crystals, which allow the brands to better connect with consumers and offer increased functionality. She pointed out that traffic to both consumer websites has increased significantly since the refreshed websites went live. Lee wrapped up her presentation by giving the group a brief tutorial on social media and explained the opportunities it affords in strategically reaching consumers.

“I look forward to attending the sales conference because it plays a critical role in terms of internal motivation and team building,” said Bob Fleenor. “It also provides an opportunity for the sales team and the folks that support sales to share best practices and learn about possible creative solutions that will allow us to retain our competitive advantage while growing the business.”

The managers spent the remainder of the conference in work sessions to discuss planning and strategy for 2011. The conference was coordinated by Joe Lucas and Jeana Hines, both Senior Sales Directors with ISC.

Credit: Brandi Hinson

During a luncheon held by the AMA Houston Chapter on Nov. 10, Imperial Sugar Company’s (ISC) CEO and President John Sheptor shared how the company has been transforming its business as it has responded to crisis.

Speaking to a crowded room of marketing professionals at the Houston Junior League Club, Sheptor talked of confronting one of the greatest crisis the company ever faced after being on the job for a mere eight days. ISC’s brand reputation and point of view were in peril after a tragic explosion struck the company’s core refinery in Port Wentworth, Ga. in early 2008.

Compounding matters, the company was facing other threats. Sheptor listed the bankruptcy of one its largest shareholders as a result of the financial crisis, the proposed building of an additional refinery in the state of Louisiana, and the start of a world sugar shortage that led to the highest raw sugar prices in 30 years. He added that in 2008, tariffs on sugar were eliminated through NAFTA (North American Free Trade Agreement) allowing for the first time the free importation of sugar from Mexico. Sheptor went on to say that as a result of these external pressures, ISC saw its stock price drop significantly.

Sheptor discussed how he called together his executive team to begin charting the company’s course out of these troubled waters by developing an in-depth analysis of all the company’s strengths and weaknesses. He relates that it was imperative that competitive advantages be identified and this required letting go of historical approaches and adopting new ideas.

With the elimination of the tariffs on sugar in 2008, Sheptor spoke on the importance of leveraging the start of free trade of sugar between the U.S. and Mexico. To seize on this opportunity, ISC created a joint venture with Ingenios Santos S.A. de CV, a privately held sugar processor and marketer in Mexico. The new company, Comercializadora Santos Imperial, or CSI, based in Monterrey, provides ISC and Ingenios Santos with access to capture cross-border growth opportunities.

He explained the purpose of the new company was to market sugar produced in Mexico or imported there from the U.S. and facilitate exports of sugar to the U.S. from Mexico. Sheptor emphasized how in just three years CSI has grown to serve more than 100 customers with Mexican origin sugar in industrial beverage, dairy, baking, confectionary and retail markets – on both sides of the border.

Sheptor and his executive team also recognized the need to expand from cane sugar products to a diverse range of high value organic and natural sweeteners that would provide food and beverage solutions to meet consumers growing demands for these products. With this objective in mind, ISC purchased an option to acquire its partner’s 50 percent share of Wholesome Sweeteners, a joint venture between ISC and Edward Billington & Son Ltd, which has become one of the leading suppliers of organic and natural sweeteners in North America. He described this transaction as the first step in the company’s efforts to grow its base of business.

Sheptor next highlighted the company’s venture in Louisiana and the rebuild of its Port Wentworth refinery. Last year, ISC announced the formation and funding of Louisiana Sugar Refining (LSR), a three-way joint venture with Sugar Growers and Refiners, Inc. and Cargill, Incorporated, to construct and operate a new state-of-the-art cane sugar refinery in Gramercy, La., adjacent to Imperial’s existing sugar refinery. The new 1 million ton refinery is scheduled to begin operations in the fall of 2011 and will be the first major sugar refinery built in the U.S. in decades and one of the largest in the country.

He also talked of how the company heavily invested in innovative equipment to maximize safety and increase its packaging capacity at its largest production facility in Port Wentworth. Many new technologies have been incorporated into the design of the new refinery to mitigate combustible dust risks and to modernize its packaging process, achieving a state-of-the-art facility while setting new standards for the industry. Sheptor commented that the LSR venture and the future refinery, as well as the upgrades to the Port Wentworth plant, will ensure ISC remains competitive in the sugar market for decades to come. 

Credit: Brandi Hinson

As part of its efforts to further grow its base of business, Sheptor discussed how earlier this year ISC formed Natural Sweet Ventures, a partnership with Pure Circle, to develop all-natural sweetener solutions for consumers and food manufacturers. The partnership has already resulted in the introduction this November of steviacane(tm), a revolutionary new sweetener made with stevia that tastes and performs like sugar but with two-thirds fewer calories. He talked of how ISC is continuing to research and develop additional natural sweetener alternatives to bring to the market, which will begin to establish the company as a leader in this category.

A key component of the strategy was to communicate these initiatives both internally and externally to all stakeholders.

Sheptor noted that after the explosion at the Port Wentworth plant, many journalists turned to the Internet for information about the company. ISC addressed this issue by creating a dynamic online newsroom that would position the company as an authoritative voice in the sugar industry. The goal was to provide a steady stream of fresh news stories about the company, industry, customers and the communities in which the company does business. Since its inception, the newsroom has become a premier portal for news and issues affecting the company and the sugar industry while raising the company’s profile and value among its stakeholders.

Sheptor stated that by embracing the challenges facing it and implementing strategic solutions, ISC has emerged from the crisis with a stronger brand reputation and is poised to expand its business and grow its market share. At the end of his presentation, Sheptor commented “The journey is far from over, but the horizon holds inspiring possibilities.”