With her fleet of decked out shipping containers, Brandi DeCarli is revolutionising local food production and helping communities around the world to grow their own nutritious food with clean technology.
The Farm from a Box concept is as simple as it is innovative – equipping shipping containers with modern technology to make farming more efficient, more productive, and more environmentally sustainable.
It is helping to empower smallholder farmers – particularly women – who represent a major component of rural economies but who are often trapped in poverty and are vulnerable to the effects of climate change and drought.
Farm from a Box co-founder and SheEO Brandi DeCarli is a frequent global speaker on technology’s role in climate resilience, economic empowerment, and women’s leadership. Monaco Life spoke with the US-based entrepreneur, who was a speaker at this year’s virtual Transition Forum. Why was it important for you to take part in the year’s Transition Forum?
Our food system is a global challenge, as well as a global opportunity, and I think it is so important that food innovation be a part of the conversation, especially when we are talking about transitioning to a more sustainable future. Some of the smaller innovations, like Farm from a Box, can make a big impact on our food system, and it is important for us to learn about other innovations that are also happening in this space. Where did the idea for Farm from a Box come from?
The idea came from a project that my business partner and I were doing with the United Nations Habitat (The United Nations Human Settlements Programme) years ago. We were using modified shipping containers to build a youth empowerment centre in rural Kenya and the project was very focussed on bringing in resources that the community lacked access to, primarily education, health and sport. We saw that there was still a foundational need of healthy food access missing, because the infrastructure was also not supported. That’s when we decided to take the same plug-and-play deliverable model that shipping containers allow, but basically outfit it with the components needed to grow food right there in the community. What were the challenges when you first started the initiative?
There were so many, but I think primarily, because Farm from a Box is applying technology for outdoor crop production, it meant that we were dealing with a number of different variables because there are no two farm sites that are exactly the same – different soil, different climates, different users and different crops.
So, one of our biggest challenges when we had the concept 10 years ago was to take all of those different variables and make a system that can quickly adapt and respond, whether it is different pumping systems or different types of irrigation, for example, and bring them all together so they work in concert. Are you happy now with the product?
It works beautifully. We have tested it in a number of different locations – from urban farms in California to really remote farms with the UN in Tanzania, and we have been able to make this system so dynamic that you can plug-in and plug-out different systems to make it adaptable to a wide range of climates. This gives us the opportunity to scale out in a number of different circumstances and environments. Farm from a Box For many of us who are privileged enough, food security is one of our most basic human rights that we often take for granted. So, it is hard to consider that access to fresh, locally grown food is really difficult in some areas…
It is, and at the same time while we certainly have the privilege of knowing where our next meal is going to come from, Covid-19 has shaken that foundation in populations that have never experienced food insecurity or never had to worry about where their food is going to come from – just by nature of the broken supply chain that we are dealing with. So, it is an interesting pre-cursor to climate change, and it is providing an opportunity to really fill those gaps in our distribution and start localising our food supply as much as possible right now. Do you agree that food production isn’t just about producing healthy food, it is also about providing a network for the people who are growing those crops?
I love that you phrase it as a ‘network’, because farming – particularly localised farming – is such an anchor for the community. It brings people together, it becomes a source of collection for people to not only gather and get food but also engage with each other – to be integrated within the surrounding community, educated and working together.
When we shifted to an industrialised export-heavy food system, we lost our connection with the food that we grow, from both the environmental side but also that community anchoring side.
So, I think it’s really important that we re-establish that, because it has certainly built our resilience, but it also impacts our sense of wellbeing and connectedness within our community itself. Who is accessing Farm from a Box and how does it get into these communities?
In areas that are underdeveloped, the government and NGOs are assisting in the establishment of this concept. Our system is a natural plug-and-play for starting a local production infrastructure in areas that have classically been dependant on grain-fed agriculture.
But it is also really applicable to commercial farming and to the growing local food movement even in urban and developed areas. We do a number of different projects with commercial growers – businesses who are looking to localise their production and keep things farm-to-fork.
It is also great in schools for reigniting interest in farming, because we apply a strong technology lens to production on the farm. It has shifted the perspective of youth getting involved in farming. They used to think farming is dirty, hard work. But if you are able to run the farm off of your iPhone and have it entirely powered by renewable energy, it changes the dynamic. It has been interesting to see the evolution of Farm from a Box. How important is new technology in developing the food industry?
It plays such a key role. Historically, the mechanisation of our farms with tractors and large-scale farming practices increased our production. But now we are finding that most of that technological innovation was directed towards large-scale mono-culture farms. The opportunity that we have now is to switch that and bring technological innovation to small localised community farms, and make the industry much more sustainable. We are using less water, which is vitally important, but we are also using clean energy and precision agriculture that can help us grow more with less. Is Farm from a Box a viable option in creating a sustainable flow of food agriculture?
An interesting direction we have gone in since Covid-19 has been applying our system in volume deployments, where instead of simply using one Farm from a Box in one area, we can deploy five to 15 and basically establish a brand new agricultural value chain in areas that were not previously very productive. So, it really shows a lot of promise for making a big impact in terms of what our global production is, especially in areas that are really struggling. Have you found any particular crop that works best in this system?
Interestingly enough, the system is crop-agnostic, so it can support any crop from agriculture to horticulture. What we have found to be our sweet spot, however, is a combination of high-value irrigated crops – so anywhere between five and 15 different irrigated crops to make sure that there is a continual production all year round. The biggest value that we can provide is really in high-value irrigated crops, because we simply cannot compete on the scales of grain production. Where do you see Farm from a Box going forward?
We designed this system to be a localised solution, but at a global scale, so we currently have a fabrication hub set up within the United States, as well as in Tanzania for the east African market, and we scale that production to South Africa, Uganda, Dubai and Kenya. Ultimately, we are working to create a global network of localised production hubs that can produce this structure directly in the country and really help communities jump start their local production. From a personal perspective, how does it feel to be working in an industry that you know has such an impact on people’s lives?
To be a strong mission company that is also a for-profit… it certainly gives you a good reason to wake up in the morning, especially when we are talking about food security and food resilience in the environment. But it is also Farm from a Box’s potential impact on society and ability to empower people that is exciting. Finally, you are a SheEO Venture, can you explain for us what that is?
SheEO, aside from being the most creative name for women CEOs, is a global network of women investors who are coming together and supporting women-led companies – which is certainly an area that is terribly under-funded and under-supported. This network, in addition to providing funding, also connects members with business mentors and a global network of women that make introductions, help out with questions – it is a really active network. SheEO is pretty phenomenal.
Photos courtesy: Farm from a Box
From 28th May to 25th June, Transition Forum is livestreaming interactive discussions with innovators, business leaders, policymakers and investors on scaling up climate action. Monaco Life readers will receive 15% OFF tickets with the code TF20-Monaco. For more information, visit the website at transition-forum.org
It’s been revealed in a not-so-shocking report that Monaco suffered with a massive downturn in business sentiment in April of this year due to the closure of “non-essential” businesses brought on by the coronavirus epidemic.
According to the latest report from IMSEE, many companies in the Principality saw a drastic slump in the month of April, particularly in the retail and auto repair sectors. The country’s synthetic indicator won three points in March, but the overall business picture remained at a very low level.
A synthetic indicator refers to a numerical measure reflecting the situation of an objective state of affairs. This is comprised of several components that are integrated into a single comprehensive value.
Despite the slight upturn, the general outlook of activity was judged very difficult, though as the times were exceptional, this was not unexpected. Sales hit an all-time low-point and balance sheets were particularly weak, sitting well below long term averages.
Businesses were still ordering supplies and stock in this period, but at a far lower level and prices of goods and services are expected to drop from the past averages in order to stimulate sales.
Employment prospects were also affected, remaining the same as the month before but on the whole lower.
All this gloom and doom is based on figures drawn from an exceptional period where many businesses were completely shuttered and unable to work at all. Prospects for future sales, whilst still uncertain, will certainly be on an upswing now that a semblance of “life as usual” is returning.
Monaco eases more restrictions on path to normality
People will no longer be required to book ahead for restaurants in Monaco and tables will not be spaced so far apart, as the government eases a number of restrictions brought about by the Covid-19 crisis.
Since the Principality gradually began its deconfinement plan on Monday 4th May, each step has proceeded as planned thanks to the positive health situation among the population and their adherence to Monaco’s strict measures to contain the virus.
Part of that has included a widespread testing campaign, offered free of charge to residents of the Principality and those who work within its boundaries.
To date, more than 35,000 people have been tested, allowing for a detailed epidemiological analysis of the Principality. “Overall, it turns out that the virus has only circulated very lightly in Monaco,” said the government in a press statement released on Friday.
On the strength of this information and the respect shown by residents and employees for the health measures, the Government, in consultation with the National Council, announced on Friday that it will be relaxing certain provisions, with “the aim of encouraging a return to normal life while ensuring health security.”
From Saturday 13th June, restaurants and cafes will be allowed to seat 10 guests per table, an increase from six. Spacing of 50 centimetres between each guest will still be required, as will a distance of 1.5 metres between each table. But reservations will no longer be obligatory.
“The government wants to be pragmatic and is aware that there is a need to make the lunch service more flexible,” reasoned the government.
It does ask, however, that restaurants manage queues effectively.
The number of people allowed to gather in public has been widened from five to 10 people, a measure which extends to those enjoying cultural activities. However, health authorities continue to recommend social distancing of 1.5 meters.
“These provisions do not contravene the importance of respecting social distancing and basic hygiene rules such as regular hand washing and the wearing of a mask, which is highly recommended in public spaces,” concluded the government.
Photo: Terrace of the Café de Paris, all rights reserved to Monaco Life
Nice Airport joins European passenger safety charter
Nice Côte d’Azur is amongst the first to sign on to the charter put forth by the European Union Aviation Safety Agency (EASA) to guarantee the health and safety of passengers whilst travelling.
Nice Airport is one of the first seven European airports to become a part of the Covid-19 Charter drawn up by EASA that ensures those who wish to fly have the utmost protections against the virus.
The airport has already implemented some exceptional sanitary measures, including integrating a robot that emits virus-killing UV light. It has now decided to get involved with EASA’s programme to add an extra level of protection for passenger health and peace of mind.
“Over the past few weeks, we have taken the initiative to implement numerous measures aimed at guaranteeing the health security of people in our terminals, whether it be in terms of social distancing, disinfection of surfaces, with for example the use of a UV transmitting robot or of ambient air treatment,” said Isabelle Baumelle, Director of Operations and Company Development at Nice Côte d’Azur Airport. “But it is important for us to integrate a European program to take advantage of feedback and measure the psychological effects of these provisions on passengers. We are indeed convinced that confidence and serenity are determining factors for the resumption of air traffic,”
There will be a total of 10 operators in the sector including seven airports – AENA, Athens International Airport SA, Brussels Airport Company, Fraport AG, SEA Aeroporti di Milano, Nice Côte d’Azur Airport, Paris CDG Airport.
Nice plans to participate in the duel objectives of implementing the best solutions to guarantee the safety of passengers, crew members and collaborators, as well as contribute to what the new definition of health standards for European airports will look like.
Globally, people are dealing with the shock of the coronavirus pandemic, and it is no different here in Monaco. Jobs, livelihoods and even loved ones have been lost. So much has changed in such a short space of time, and the gravity of the situation is only just emerging. For businesses, the best way to tackle this challenge is by retaining your top talent. An organisation is only as good as the people within it. In 2020, the stakes have been raised.
Having been a businessman for over 30 years, I’ve experienced a number of crises, including the 87’ crash, the early 90’s recession, 9/11 and the financial crisis of 2008, where I’ve learnt some very valuable lessons. I have seen first hand how vital having a capable team is in steering organisations through difficult moments like this. In this piece, I will share my thoughts on the retention of talent and how you can help your team navigate these challenging times. The best are overlooked
I’ve seen so many founders and CEOs take their top talent for granted. In some ways the best performers are victims of their own consistency. Senior people’s time is often taken up by the employees that aren’t doing their job so well. Disregarding high achievers puts your business at risk, especially in the current climate. Other companies are in the same boat as you, trying to retain and attract top talent that will help keep their business afloat. This is amplified in Monaco with such a globalised, mobile workforce.
The pandemic has created a philosophical time of reflection, and it’s becoming increasingly clear that the world is experiencing a seismic shift. Professionals that haven’t been recognised will be keeping their options open. You want your brightest and best working with you to tackle the challenges created by the pandemic head on. Implement practices now to ensure this is the case. The best way to retain talent
The financial rewards of working in Monaco are great, even during this pandemic. A tax-efficient environment is fantastic for your workforce, but job fulfilment is only truly realised through a sense of progression. Training people to acclimatise to the current environment is going to be crucial. Investing in them is investing in your company as a whole. They will see improvements in their skills and prospects, making them an even greater asset to keep hold of. Inspire your team during this challenge and they will appreciate your efforts.
As human beings, we love to be appreciated. You need to show your appreciation for hard work. A simple ‘merci’ goes a long way and costs nothing. If you reward your employees, they’ll reward you. The pandemic has propelled mental health and wellbeing even further into the spotlight. You need to make sure you have mechanisms in place to cater for this. Support your colleagues – give them the tools they need to become successful in the current landscape.
Finally, make sure you pay your workers fairly. As much as we think our employees are with us for our ethos, their paycheck is a huge motivation for their contribution. It is therefore crucial that your remuneration structure is competitively positioned in your niche market. Keep to the same principles
Whether you’re a tiny startup or a huge multinational, the formula for retaining talent remains the same. The rigidity of roles in large companies has been paused for the time being with a freeze in recruitment and the furloughing of millions of employees. Those left to run operations are having to adapt to tasks that weren’t originally in their job description.
History has taught me that adaptability of the workforce is a key factor in steering companies through tough times. Support your employees in the diversification of their skills, and you might not need to fill the vacancy you considered a gaping hole at the start of the year. Your focus should be on nurturing those that already work for you. Specialised roles could become a past phenomenon as companies move to make themselves ‘Covid-secure’.
Manage your resources and overheads in the most efficient way possible in the current environment. My second recruitment company, Humana International, was able to retain its top talent through very difficult circumstances and fortunately came out at the other end. What we found is that when markets recover, you typically see quite a strong recovery. We were then in a position to expand when the market grew stronger. We eventually grew to 140 offices in 30 countries. This wouldn’t have been possible without the long serving members of my team. Leaders of the future
Nurturing talent is primarily the responsibility of the employer, but with the right processes in place there are numerous ways an employee can increase their chances of progression and display leadership credentials.
Without doubt, they have to be very good at what they do. They must also demonstrate the ability to go above and beyond their current role. They may already be doing so in this time of need.
Some of the best employees often fail to communicate their ambition to the people more senior than them. Your line manager needs to know about your aspirations in order to give you the opportunity to display your potential. If you are open about your personal goals you are more likely to be set up for success. Create a context that allows you to go beyond the boundaries of your current position. Beyond the darkness, this crisis offers an opportunity to shine. In conclusion
Despite the obvious benefits Monaco possesses, employers based here should not be complacent during this crisis. Top talent is more mobile than ever and base their decisions on an ever-increasing multitude of factors. It would be a mistake to overlook any outlined in this article. Remember, the cost of a high turnover of the best employees exceeds the cost of investing in them.
Employees: be open with your managers. You’ll be surprised about how much they can help you grow.
