India tariffs threaten California almond industry

In this June 23, 2019 photo, Californian almond kernels and other dry fruit are stored in a plastic bag for sale at a shop in New Delhi, India. California almond farmers are facing long-term uncertainty in the wake of new tariffs on exports to India, the state's top market for almonds. (AP Photo/Altaf Qadri)
Updated 28 June 2019
Follow

India tariffs threaten California almond industry

MODESTO, California: Along large swaths of California’s lush central valley, almonds in the fuzzy hulls of tree leaves blow in the wind on thousands of acres of orchards. Thousands of miles away in India, customers browse the nut sections of busy street markets and grocery stores in search of the best almonds to use in curry dishes, health drinks, ice cream and many other recipes.
Now the future of that market is uncertain. India this month imposed tariffs on almonds and 27 other American products, including apples and walnuts, in retaliation for the US ending India’s preferential trade status. Those tariffs took effect June 16 and come on top of a significant tariffs China placed on almonds last year.
“We can deal with market disruption in one country, but to have it in multiple countries is a real challenge,” said David Phippen, a partner of Travaille & Phippen, Inc., a farm and processing company in Manteca.
California supplies 82% of the world’s almonds and has almost 7,000 growers. The Almond Board of California estimates the industry generates about 104,000 jobs in California, and the effect of the tariffs might ripple outward. India is such an important market that the almond board, whose members engage in market research and promotion overseas, has an office in New Delhi with a $6 million annual advertising budget.




Blossoms cover an almond orchard near Firebaugh, California. (AP Photo/Rich Pedroncelli, File)

The tariffs add about 12 cents per pound to shelled almonds, a 20 percent increase, and about 4 cents for those still in their shells, a rise of 17%.
“That doesn’t sound like a large number, but India was an important alternative to exports that would’ve gone into China,” said Julie Adams, president of the Almond Board of California. “It’s difficult to know what the long-term effect of (the tariffs) will be.”
The hit from China tariffs was much harder: the country imposed 50% tariffs on US almonds in an escalating trade dispute. Exports to China decreased by about a third, according to the almond board.
Bhupesh Gupta, a grocery store owner in New Delhi, believes higher prices will cut into sales. While India is one of the world’s largest consumer markets, it also has huge income disparities and hundreds of millions live in poverty. Even a small increase in the cost could have a large ripple effect on what people buy.
Still, other sellers say that Indians are so passionate about almonds that they will figure out a way to deal with price hikes.
“It won’t matter, as anyone who needs almonds will buy no matter what the price,” said Delhi grocer Virender Kaneja.
For California farmers, most immediately the tariffs mean planning difficulties as the harvest season approaches. For example, some may need to take on more of the shipping costs to make up for the increased prices, which will be negotiated in the contracts. The handlers then may absorb the increased costs themselves or pass them onto the growers.




The sun peaks past almonds growing on the branches of an almond tree at the Wenger Ranch in Modesto, California. (AP Photo/Rich Pedroncelli, File)

To cope, growers may cut down on spending on equipment and fertilizer, perhaps making the choice to forego replacing a tractor. If the Indian tariffs slow the flow of inventory, as happened after the Chinese tariffs, the capacity of storage facilities may be stretched.
“From a grower perspective, we’re along for the ride,” said Jake Wenger, whose family has grown almonds on Wenger Ranch in Modesto, about 90 miles (150 kilometers) east of San Francisco, for four generations.
US Secretary of State Mike Pompeo is in India this week, meeting with officials amid growing tensions between the two countries over trade and tariffs. The trip is focused on Iran, but a California congressman has asked Pompeo to raise the almond tariff issue.
Some growers worry that if California almonds get too expensive, buyers will look elsewhere.
“They can buy other nuts or seeds, or if they’re preparing a nut mix, they can lower the amount of almonds in that mix,” said Phippen.
Countries may also turn to other producers, such as Australia, whose free trade agreement with China allowed the country to supply almonds in the wake of its tariffs on US almonds.
Ultimately, the almond industry will need to make inroads in other markets, which is no small task.




A nearly ready-to-harvest almond is seen in an orchard in Newman, California. (AP Photo/Rich Pedroncelli, File)

“It takes so long for us to build relationships to market our products,” said Sara Neagu-Reed, associate director of the California Farm Bureau Federation’s federal policy division.
Still, no one is panicking, yet. California’s export of almonds to India is valued at about $650 million, according to the US Agriculture Department and California Department of Food and Agriculture, but the state tallied $4.5 billion in foreign sales in 2017. The USDA valued US almond exports to China and Hong Kong at about $549 million in 2017-2018
In just over a month, the fruit will be harvested from farms and trucked to hulling businesses, where the nut will be separated from the shell and hull.
“It’s pretty amazing and gives you pride as a grower when you think about something that’s making its way all over the world,” Wegner said.
In recent years, drought has been the biggest challenge for almond growers, and farmers noted that they have become accustomed to market fluctuations and cite the strong, worldwide demand for almonds as reason for optimism.
The almonds at Wenger Ranch are part of this year’s record-high crop of 2.5 billion pounds (1.1 billion kilograms), up from about 2.3 billion pounds last year. Most of those almonds are already committed into contracts, so Wenger isn’t worried for now. It’s the future that’s in the air.
“We can’t do this every year,” he said. “Long term, there has to be a solution to settle this.”


AI will never replace human creativity, says SRMG CEO 

Updated 31 min 16 sec ago
Follow

AI will never replace human creativity, says SRMG CEO 

  • Speaking to Maya Hojeij, senior business anchor at Asharq with Bloomberg, Jomana R. Alrashid expressed pride in SRMG platforms that had absorbed and adopted AI

RIYADH: Jomana R. Alrashid, CEO of Saudi Research and Media Group, highlighted how AI cannot replace human creativity during a session at The Family Office’s “Investing Is a Sea” summit at Shura Island on Friday. 

“You can never replace human creativity. Journalism at the end of the day, and content creation, is all about storytelling, and that’s a creative role that AI does not have the power to do just yet,” Alrashid told the investment summit. 

“We will never eliminate that human role which comes in to actually tell that story, do the actual investigative reporting around it, make sure to be able to also tell you what’s news or what’s factual from what’s wrong ... what’s a misinformation from bias, and that’s the bigger role that the editorial player does in the newsroom.”

Speaking on the topic of AI, moderated by Maya Hojeij, senior business anchor at Asharq with Bloomberg, the CEO expressed her pride in SRMG platforms that had absorbed and adopted AI in a way that was “transformative.”

“We are now translating all of our content leveraging AI. We are also now being able to create documentaries leveraging AI. We now have AI-facilitated fact-checking, AI facilities clipping, transcribing. This is what we believe is the future.”

Alrashid was asked what the journalist of the future would look like. “He’s a journalist and an engineer. He’s someone who needs to understand data. And I think this is another topic that is extremely important, understanding the data that you’re working with,” she said.

“This is something that AI has facilitated as well. I must say that over the past 20 years in the region, especially when it comes to media companies, we did not understand the importance of data.”

 

The CEO highlighted that previously, media would rely on polling, surveys or viewership numbers, but now more detailed information about what viewers wanted was available. 

During the fireside session, Alrashid was asked how the international community viewed the Middle Eastern media. Alrashid said that over the past decades it had played a critical role in informing wider audiences about issues that were extremely complex — politically, culturally and economically — and continued to play that role. 

“Right now it has a bigger role to play, given the role again of social media, citizen journalists, content creators. But I also do believe that it has been facilitated by the power that AI has. Now immediately, you can ensure that that kind of content that is being created by credible, tier-A journalists, world-class journalists, can travel beyond its borders, can travel instantly to target different geographies, different people, different countries, in different languages, in different formats.”

She said that there was a big opportunity for Arab media not to be limited to simply Arab consumption, but to finally transcend borders and be available in different languages and to cater to their audiences. 

 

The CEO expressed optimism about the future, emphasizing the importance of having a clear vision, a strong strategy, and full team alignment. 

Traditional advertising models, once centered on television and print, were rapidly changing, with social media platforms now dominating advertising revenue.

“It’s drastically changing. Ultimately in the past, we used to compete with one another over viewership. But now we’re also competing with the likes of social media platforms; 80 percent of the advertising revenue in the Middle East goes to the social media platforms, but that means that there’s 80 percent interest opportunities.” 

She said that the challenge was to create the right content on these platforms that engaged the target audiences and enabled commercial partnerships. “I don’t think this is a secret, but brands do not like to advertise with news channels. Ultimately, it’s always related with either conflict or war, which is a deterrent to advertisers. 

“And that’s why we’ve entered new verticals such as sports. And that’s why we also double down on our lifestyle vertical. Ultimately, we have the largest market share when it comes to lifestyle ... And we’ve launched new platforms such as Billboard Arabia that gives us an entry into music.” 

Alrashid said this was why the group was in a strong position to counter the decline in advertising revenues across different platforms, and by introducing new products.

“Another very important IP that we’ve created is events attached to the brands that have been operating in the region for 30-plus years. Any IP or any title right now that doesn’t have an event attached to it is missing out on a very big commercial opportunity that allows us to sit in a room, exchange ideas, talk to one another, get to know one another behind the screen.” 

The CEO said that disruption was now constant and often self-driving, adding that the future of the industry was often in storytelling and the ability to innovate by creating persuasive content that connected directly with the audience. 

“But the next disruption is going to continue to come from AI. And how quickly this tool and this very powerful technology evolves. And whether we are in a position to cope with it, adapt to it, and absorb it fully or not.”