Frugal dealings at Juventus need to be applauded


Ian Hawkey
  • English
  • Arabic

Antonio Conte, the Juventus head coach, felt grumpy when the transfer window closed. The late sale of striker Alex Matri, and the earlier one of Emanuele Giaccherini to Sunderland had, he declared, "weakened his squad".

The fact that Matri's destination was AC Milan had also strengthened a direct rival, he fumed.

On the latter point, his frustration was understandable. But any claim the Serie A title holders are worse off for personnel compared with the resources Conte had for his last two triumphant seasons was quickly dismissed by Beppe Marotta, the club's technical director.

Sometimes, executives in Marotta's position, who authorise buying and selling, get too much credit for a team's success and too little criticism when plans go wrong.

But Conte should acknowledge that Juve have done well by him. They are deft operators in a complex marketplace.

Juve, who only spent €15 million (Dh73m) more than they brought in through sales this summer, are becoming an envied example of a shrewd-but-ambitious business practice in a game which needs economic discipline. Juve also need to be exemplary.

They are a club which, before Moratta and Conte were in charge, were at the heart of a damaging scandal over manipulating referees and financially hurt by their subsequent 2006 relegation. The recovery has been relatively swift; the mistake would be to complete it in an extravagant rush.

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Profile of Foodics

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Based: Riyadh

Sector: Software

Employees: 150

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BULKWHIZ PROFILE

Date started: February 2017

Founders: Amira Rashad (CEO), Yusuf Saber (CTO), Mahmoud Sayedahmed (adviser), Reda Bouraoui (adviser)

Based: Dubai, UAE

Sector: E-commerce 

Size: 50 employees

Funding: approximately $6m

Investors: Beco Capital, Enabling Future and Wain in the UAE; China's MSA Capital; 500 Startups; Faith Capital and Savour Ventures in Kuwait

The more serious side of specialty coffee

While the taste of beans and freshness of roast is paramount to the specialty coffee scene, so is sustainability and workers’ rights.

The bulk of genuine specialty coffee companies aim to improve on these elements in every stage of production via direct relationships with farmers. For instance, Mokha 1450 on Al Wasl Road strives to work predominantly with women-owned and -operated coffee organisations, including female farmers in the Sabree mountains of Yemen.

Because, as the boutique’s owner, Garfield Kerr, points out: “women represent over 90 per cent of the coffee value chain, but are woefully underrepresented in less than 10 per cent of ownership and management throughout the global coffee industry.”

One of the UAE’s largest suppliers of green (meaning not-yet-roasted) beans, Raw Coffee, is a founding member of the Partnership of Gender Equity, which aims to empower female coffee farmers and harvesters.

Also, globally, many companies have found the perfect way to recycle old coffee grounds: they create the perfect fertile soil in which to grow mushrooms. 

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