Do You Get Enough Protein?

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Protein is essential for the function and building of our physical body. When we are active, such as carrying heavy things, walking fast for thirty minutes, doing yoga asanas requiring retention of hand supporting weight poses; our muscles, including heart muscles experience stress and damage. Protein is needed to repair and build muscles and bones. Our immune system needs protein to build the T cells. Our body needs protein to produce enzymes to digest, to regulate functions properly.

Protein need of individuals has been a subject of debates. A 2010 review finding lead to a consensus that corrected up the previous need of 0.8 grams/ kg of bodyweight by 40% (1). For active people more protein is needed than sedentary ones. Athletes should follow the same recommendations as the general public.

Approximately 12%-15% of calories should be from protein, adjusting total calories based on physical activity (2). 10 g essential amino acids in the early recovery phase (0 to 2 hours after exercise) is important for proper muscle synthesis (Muscle protein synthesis/ MPS). (2).

A 2010 review recommends the protein requirement for athletes to be between 1.4 and 2.0 g/kg bodyweight/ day (3).
However, excessive protein consumption of more than 2 g/kg bodyweight can be harmful to calcium stores, kidney function, bone health, and cardiovascular health (4, 5, 6).

How to tell that you need more protein?
1. Hunger
Constant or frequent physical and or emotional hunger closely (less than 3 hours) after meals is a sign we do not provide enough protein for our body. Protein is needed to produce signals of satiety to the brain and stabilize blood sugar. Research found that protein induces satiety by activating gut nerve receptor. Lack of protein in diet triggers hunger (8).The induction of intestinal gluconeogenesis translates into a release of glucose in the gut portal vein, which collects blood from the whole gut. Its detection by a portal glucose sensor and the transmission of this signal to the brain by the peripheral neural system initiate a decrease in hunger and an improvement in the insulin sensitivity of hepatic glucose production. Important amino acids from protein are needed for many biological processes in the body as well.
2. Slow recovery after exercise and fatique
During exercise muscle protein broken down must be replenished by enough protein shortly after. A deficiency in protein can certainly lead to both muscle, nerve and brain fatigue. Inadequate protein can cause muscle wasting, then muscle cramps and fatigued muscle. Amino acids such as glutamine are used alongside glucose in the muscle for fuel. Amino acids are also needed to build neurotransmitters involved in cognitive function and memory.
3. Frequent infections
Protein is important in defense activation in response to infections. I experienced twice of pneumonia infections within 15 months. Together with other symptoms of protein defficiency of muscle loss diagnosis defend my position against a vegan promoter who insists that raw vegans and vegans require much less protein, a wishful thinking!
4. Depression
Amino acids such as tryptophan or tyrosine are precursors to neurotransmitters such as serotonin and dopamine. Inadequate protein can lead to depression and anxiety.
5. Sleep disturbance
Protein’s role in stabilizing blood sugar level as mentioned in 1 is important to maintain good and enough sleep along the night, rather than waking up hungry and tensed.
6. Hair loss and unhealthy dull skin
Amino acids such as cysteine, lysine, arginine and methionine are needed to form hair’s collagen and keratin. Lack of protein cause hair loss and dull skin.
7. Fluid retention
Protein is needed to maintain balance of fluid in and outside of the cells. Without enough protein, the body will retain fluid on the outside of cells causing fluid retention or edema particularly around the abdomen and dehydration of cell.

Do vegans and raw vegans need less protein?
The wishful thinking that vegans and raw vegans need less protein is somewhat unfounded. In fact vegans need more protein as plant protein bioavailability is lower because of the presence of fibre and antinutritions (9), (10). Raw vegans are even challenged by excluding protein fom beans and grains.

Resources for planning vegetarian/ vegan diet for infants, children and Adults
Protein and vegetarian diets
Marsh, K. A., Munn, E. A., & Baines, S. K. (2013). Protein and vegetarian diets. The Medical Journal of Australia, 199(4), 7-10.

https://drive.google.com/file/d/189FWuj-90pSR5fSw69hfP4uF0Mxeuc19/view?usp=drivesdk

Clinical practice. Vegetarian infant and child nutrition
Van Winckel, M., Velde, S. V., De Bruyne, R., & Van Biervliet, S. (2011). Clinical practice. European journal of pediatrics, 170(12), 1489-1494.

https://drive.google.com/file/d/1bA36Oc9N4F_fBRHUe4pIjKO-TZnL1-7n/view?usp=drivesdk

Considerations in planning vegan diets: Children
Messina, V., & Mangels, A. R. (2001). Considerations in planning vegan diets: Children. Journal of the American dietetic association, 101(6), 661-669.

https://drive.google.com/file/d/1CiL-pjoovnWeYYHMotc4BWgIIZmyNQdl/view?usp=drivesdk

You can read and download the articles from the links.

Pastikan Tindakan Corporate Social Responsibility Mencipta Nilai

Mencipta nilai bagi perusahaan penyelenggara inisiatif Corporate Social Responsibility (CSR) merupakan sebuah kewajiban sesuai kaidah tata kelola perusahaan. Aktivitas dengan tujuan tanggung jawab sosial kerap dibiayai sebuah organisasi dengan alasan bahwa sosial berarti memberi sumbangan bagi orang lain yang memerlukan bantuan tanpa harapan akan balas jasa dan perusahaan berharap agar perbuatan mulianya memberi citra baik. Standar ISO 26000 yang disusun International Standard Organization sebagai petunjuk pelaksanaan tanggung jawab sosial dan lingkungan mengatakan bahwa tanggung jawab perusahaan terhadap masyarakat dan lingkungan timbul karena dampak operasi perusahaan terhadap masyarakat dan lingkungan dengan tata kelola yang baik yang diatur perusahaan. Tujuh subyek inti ISO 26000 adalah: 

• Tata kelola organisasi
• Hak asasi manusia
• Praktik ketenagakerjaan
• Lingkungan hidup
• Praktik operasi yang adil
• Masalah konsumen
• Keterlibatan dan pengembangan masyarakat

ISO 26000 adalah standar panduan tanggung jawab sosial (CSR) yang menggunakan pendekatan holistik. Standar ini dapat diterapkan oleh berbagai organisasi, termasuk perusahaan konstruksi, pertambangan, ketenagalistrikan, dan manufaktur. 

Prinsip-prinsip inti ISO 26000 menekankan pada: 

• Keterlibatan pemangku kepentingan
• Transparansi
• Perilaku etis
• Penghormatan terhadap hak asasi manusia
• Praktik ketenagakerjaan
• Masalah lingkungan

Dalam menerapkan ISO 26000, organisasi harus: 

Konsisten dengan norma perilaku internasional, mempertimbangkan kondisi sosial, hukum dan budaya. Menghindari pelanggaran hak asasi manusia, memiliki mekanisme untuk menangani keluhan, dan menegakkan prinsip-prinsip hak asasi manusia di tempat kerja.

Petunjuk yang diberikan ISO 26000 adalah referensi yang dapat digunakan dalam tata kelola organisasi yang baik sebagaimana kita lihat pada tata kelola yang mendasari pelaksanaannya. Sebagai konsekuensi aktivitas CSR yang didanai perusahaan tanpa menghubungkan dengan dampak operasi usahanya berisiko melanggar tata kelola yang baik, karena mendanai kegiatan yang tidak diperlukan perusahaan, sedangkan dampak usahanya sendiri terabaikan. Dampak operasional dan strategi yang diambil perusahaan yang tidak diselesaikan mendatangkan risiko. Tanggung jawab kepada hak asasi manusia, karyawan, pelanggan, masyarakat, pemasok dan lingkungan yang tak diselesaikan menjadi risiko bagi kelancaran usaha dan keberlanjutannya. Sebaliknya dampak yang terjawab baik dan memuaskan pemangku kepentingan seperti karyawan, pelanggan, pemasok, masyarakat sekitar dan lingkungan mendatangkan dukungan bagi usaha perusahaan. Dukungan ini lebih kuat bila perusahaan dapat menciptakan kepentingan bersama atau Create Shared Value (CSV). Mencipta nilai bersama dapat terjadi bila sebuah perusahaan perumahan membina masyarakat desa yang berdekatan perumahan yang dikembangkan sehingga desa itu jadi pemasok makanan sehat dan segar dan jadi daerah wisata ramah lingkungan yang digemari penghuni, sehingga penghuni tak perlu berkendara jauh untuk rekreasi. Solusi ramah lingkungan yang dihasilkan meningkatkan nilai huni properti yang dibangun dan mendatangkan ide usaha berbasis hunian dan gaya hidup sehat yang selanjutnya mengembangkan sarana lebih jauh dengan sarana pendidikan dan kesehatan.

Rencanakan, Targetkan dan Evaluasi sebagai Pertanggungjawaban

Karena pendanaan CSR sendiri mengikuti tata kelola yang baik, perencanaan, target ukuran hasil yang ingin dicapai dari aktivitas dan dana yang ditanam perlu dikelola. Targetkan hasil yang ingin dicapai sebagai tanggung jawab. Dalam kasus perumahan yang mengelola tanggung jawab sosial karena desa terdampak aktivitas: penduduk desa berbagi lingkungan hidup, perubahan gaya hidup dengan penduduk baru penghuni rumah. Sistem drainase, lalu lintas, fasilitas ruang terbuka memengaruhi lingkungan penduduk bertetangga.

Sertakan pihak terdampak dalam kelompok diskusi terfokus dalam menentukan dampak dan ukuran parah dampak. Tentukan bersama aktivitas penanganan dampak bersama dengan menilai sumber daya yang tersedia pada desa dan penduduk. Sustainability Likelihood Analysis ditentukan untuk alternatif-alternatif yang dinilai. Tentukan target bersama. Dalam pelaksanaan ukur target yang dicapai dan tingkatkan hasil periode berikutnya. Bagi perusahaan dapat ditargetkan terciptanya pasok makanan sehat segar bahi penghuni, tempat rekreasi dekat hunian, membuat hunian ramah lingkungan dan hemat energi transportasi. Kenaikan minat dan nilai rumah misal 20 persen. Angka rupiahnya dijadikan ukuran yang dipertanggungjawabkan kepada pemegang saham yang sumberdayanya diinvestasikan. Investasi ini diukur dalam imbal hasil, apakah sepadan dengan imbal hasil alternatif di pasar modal bagi usaha perumahan, sebagai alternatif pendanaan sesuai kaidah pasar modal. Ingatlah prinsip bahwa kegiatan CSR diputuskan demi mengatasi dampak usaha dan strategi.

Riset melibatkan pemangku kepentingan, diskusi dengan masyarakat dapat melibatkan akademisi yang mendapatkan kesempatan penelitian aktual terdokumen.

Governance and Value Creation, Make Sure to Deliver Your Claim

Governance

Many companies claim to practice governance and create value. Governance is executed in organization if constituents or sponsors or fund ptoviders are sure that they get value from their investments. Many owners and creditors do not explicitly direct that their investments are delivering value. Companies at their presentation usually mention that they are sustainably value creating. The reality is they struggle to defend against competitors in the market. They cannot pay interest to their borrowers and as conditions worsen they ask for loan payment rescheduling. In the contrary a value creating company succeed in the markets they compete. They secure adequate top line to cover their operating expenses and provide risk cushion in the event of market movements that reduce top line and reduce profits. Value creating companies also effective in spending. All expenses and investments are effective. Expenses and investments are effective as means to create revenue as cuctomers are willing to pay for qualty delivered. Companies must ensure these effectiveness if they want to sustain. Facing multiple stakeholders especially in ensuring social responsiblity makes companies fall for charity. Shareholders and other financiers do not expect they have to finance charity with the reason of promoting reputation or making news that is not even linked to revenue or even choice of customers. Sure that environmental and social impacts are responsibilities that need to be managed well. Negative environment and social impacts have to be measured and answered. Uncared responsibilites will cause a business to sink, therefore these kind of risk to reputation is justified to be takrn care and funded.

Caring for many stakeholders, do not automatically make a business sustainable. Multi stakeholder satisfaction efforts often lead to value erosion without the companies realize such erosion. Pleasing customers without considering if the value given to cuatomers give value to the company for its efforts in delivering such value is an example. Companies do have shareholders who invest and provide equity for companies to operate. Without equity no cash available to hire directors and staff, no banks will give loans. Responsible and accountable uses of funds given by shareholders is required for good governance. Governance requires no less than managing shareholders investment by ensuring the company’s value grow sustainably. Based on that principle, it is a must for all employees to understand and practice value creation in doing their jobs. Value created if the value grows. Growing a company’s value requires every employee to understand that the money he spends for the company’s purpose adds value. A spending for investment creates value if it returns more than the cost of the investment. An investment always have a required return, as well as risk. Say you participate to a business, you must require a return in one year, 3 years or lifetime or perpetuity , you must have comparison with similar business. Comparison for the risks of investments can be measured for similar business in the capital markets. Such measure is imperfect, but by careful analysis and continuous improvements you can adopt an effective, powerful value based management. An effective value based management integrates the governance to a measurable target. Let us understand more the concept.

An investment is expected to grow value if looking at a similar one in the capital market, our investment returns more. The benchmark for the required return from the market is the cost of capital. Understanding the cost of capital is important, as we carry investment for the future. We invest now expecting its amount grow, so the next year our investment is more in value than the original investment. Our investment grows if the profit for a year is more than the cost of capital. Our investment shrinks if the profit is less than the cost of capital. Knowledge of the cost of capital is important then. Without knowledge of the cost of capital employees continue spending in things that are not effective to make the companies value creating. Value erosion can happen in say a company that keeps expanding in risky projects that cost more than their cost of capital. Over expansion financed by debts may worsen the risk profile, while the management expect to earn more return as debt is cheaper than equity. Many Indonesian state owned infrastructure construction companies fell into financial trouble when overtook projects financed by debts. COVID made the Indonesian government reschedule projects, revenue reduction curtailed construction companies’ revenue and ability to pay interest. Infrastructure state owned companies may seek loans to finance projects, while decline in the economy cause the state to reschedule. While revenue declines, interest needs to be paid! Banks may compete in property developing financing that is ready to decline as an overexpected growing real estate bubbles.

Knowledge that a company still earn profit less than its cost of capital will trigger actions to seek ways, to innovate in a coordinated, integrative way in the organizations to earn enough profit. Without timely action a company can fall in value erosion that threatens its sustainability.

Beware of spending for community development not directed to remedy the negative impacts of your company’s activities. While giving a help for underpriviledged people makes the giver feel good, doing so while keeping negative impacts of a company’s operation uncared is a neglect in a company’s duty. A neglect will create risks, which can disturb operations, reduce revenue and danger reputation and even pose questions on the understanding and care of ethics. The spending goes to people whose condition is not caused by the company’s actions, therefore it is a spending out of compassion, not a required responsibility! Even to be fair, the officers proposing such spending need to be accountable for such spending. Why he or she propose an unnecessary spending?

Understanding the decision making relations in a company requires a view of investment flow for officers in all functions. Possible risks coming from impacts of a company’s operations can be identified and checked if they have already been cared responsibly. The aim of a CSR function is to ensure how well an impact is cared. Performance of a CSR function is monitored, compared to targeted impact mitigation of the plan.

The Value Creation Frame Every Member of a Company Needs to Understand

Funds flow to a company are provided by investors or shareholders and loans. Loans can be provided by banks, investors’ investments are booked as equity by a company. It is the most important peinciple of good governance that a company must grow equity invested. The rate of growth required by shareholders is determined according to the risks of the company. Every company activity has risks: competition threatens revenue growth, rising expenses erodes profit, obsolete products left by buyers. For bigger risks shareholders who invest for returns are compensated bigger returns. Shareholders bear more risk than lender, as legally lenders receive available money before shareholders, in the event of bankruptcy. Undertand the cost of capital for the company you work for. That is the start of understanding whether your employer creates value or not. Every for profit company target increased profit. Increase in profit is not enough. Value is increasing only if profit is more than the cost of capital, if profit is less than the cost of capital, it means for that year the company erodes value. Eroding value makes a company unsustainable, because funders will evaluate the team working in the company and regard them as ineffective. An improvement to value creation needs considerations to what strategies will increase profit sustainably to cover the cost of capital. No use to only cover the cost of capital for only one year. Short-termism only erodes value. An example of giving discounts to boost sales without efforts to create more value for customers results in eroding revenue and products percepted as a low value product.

For value creation, think of lasting solution, as value is the result of discounting future cashflows into current value by the cost of capital. Efforts to boost profit that is not lasting only erodes value and distract attention and energy to real value creating efforts.

Thinking of social investments that responsibly tackles operating impact as value creating potential is an opportunity for creating new value. Vegan cafe chain Burgreens is a fair trade committed business. Vegetables, grains, beans, spices it cooks are fresh organic produces from local farmers it educates and trains. The prices paid are higher with good quality. The company forms clusters from women in neighboring area to cook for vegan food such as sauces. The cafe expands into Green Rebel Foods Indonesia, a frozen protein rich plant patties for steaks, satays from plants.

In short, value based management that is a starting point for enlightened value creation call for employees to be aware of the cost of equity relevance in doing and measuring performance, but do not make your business desicion based only the number, but elaborate the story, what will you do to sustain your business as an ecosystem, grow with value shared for all stakeholders.

Pastikan Investasi Menambah Nilai

• Business
• Tak Berkategori

Bisnis

Akuisisi EVA Dimensions oleh ISS menandai perhatian investor akan pentingnya akuntabilitas hasil investasi.

Dorongan dari luar organisasi perusahaan, bahwa penyedia dana yang dikelola manajemen sadar akan kurangnya akuntabilitas dapat mengubah peta daya saing.

Pasar Menuntut Akuntabilitas Yang Lama Terelakkan
Pasar yang terwakili oleh pemodal institusi, sekitar 80% kapitalisasi pasar dikuasai investor institusi. Kapasitas big data memungkinkan kalkulasi pembandingan berdasarkan laba ekonomis yang sebelumnya tidak efisien. Bila pemodal yang menentukan apakah usaha Anda akan mendapat tambahan dana untuk pengembangan usaha yang menentukan daya saing, apakah Anda masih berkilah dengan dalih saat ini perusahaan Anda baru berinvestasi dan belum mampu menghasilkan imbal hasil yang memadai untuk risiko bisnis?

Dorongan dari Dalam Diri
Membentuk wadah tempat kita bekerja menjadi pencipta nilai dalam ekonomi adalah suatu yang prinsip. Bagaimana tidak?
Anda bekerja di organisasi yang akuntabilitasnya tanggung, meski skor tata kelola (governance) nya tinggi. Akuntabilitas tanggung terjadi karena tidak pernah dipastikan apakah perusahaan tempat Anda bekerja menumbuhkan nilai sebaik peers. Peers adalah perusahaan yang risiko bisnisnya terukur serupa perusahaan Anda. Pengukuran dengan menggunakan metoda statistik dan berdasarkan model aset investasi yang umum digunakan. Cara yang obyektif ini sekaligus dapat digunakan untuk menentukan target jangka panjang atau menengah (5 atau 3 tahun): peningkatan kinerja berupa laba ekonomis yang akan dicapai. Kenapa laba ekonomis? Karena ukuran ini memasukkan variabel imbal hasil modal yang diminta pemodal sesuai risiko. Imbal hasil modal ini merupakan penentu layaknya investasi

Mengapa Penganjur Prosedur Good Governance Tidak Menyukai Pengukuran Kinerja Laba Ekonomi?
Di atas adalah pertanyaan menahun dari hati idealis saya. Bila tujuan sama, kan sistem yang komplementer lebih baik? Secara positif bisa jadi untuk memotivasi calon klien menganut tata kelola yang baik (good governance) lebih mudah bila tanpa disertai pengukuran kinerja dan sistem insentif berdasar laba ekonomis. Ukuran yang lengkap dengan tolok ukur pertumbuhan nilai yang dituntut pasar lebih susah dimanipulasi dan karenanya lebih menakutkan pengelola perusahaan yang memutuskan untuk menyewa jasa konsultan tata kelola. Susah kan kalau klien tak kunjung ada?
Kedua, ada pandangan bahwa mencipta nilai bagi pemegang saham itu sama dengan mengejar laba jangka pendek dengan mengorbankan etika terhadap karyawan, masyarakat dan lingkungan. Pandangan ini tidak benar, karena mencipta nilai menyangkut perhatian pada arus kas di masa mendatang secara sinambung. Manajemen harus mengambil keputusan dengan tujuan mengembangkan arus kas di masa mendatang dan membuat daya saing berlanjut. Hal ini hanya mungkin bila hubungan dengan karyawan, pelanggan, masyarakat dan alam baik.
Tulisan singkat ini semoga jadi penggugah: maukah Anda menjadikan organisasi Anda pencipta nilai yang bersaing secara berkelanjutan? Bila jawabnya “ya” Anda tahu ukuran apa yang perlu dijadikan target.