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within the broader CSR umbrella, and the vast panoply of philanthropic causes and targeted neighborhood partnerships adopted by the chain’s top leadership and fostered through its 22,000 employee “teammates” living within the communi- ties they serve.
“Produce seems to be the part of the Fresh Food Recovery Program consistent across all the stores in signi cant volumes
being executed without a problem,” says Cerrone. That’s quite a statement, consid- ering the numerous hurdles to overcome: “various operational issues, getting the right people involved and on board ... there is risk management, insurance, legal, the community-relations side and logistics partnerships with food banks and food pantries,” she explains.
“The process of taking the food
deemed no longer saleable off the shelf is part of the store’s day-in and day-out activities; getting people to understand and embrace doing something differently with it after it’s in the backroom involves a learning curve,” she acknowledges. “A main obstacle was confronting perceived dif culties and fears people had about what could potentially be a problem when donating food we’re saying is not sale-
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In the produce depart- ment, strategies that simultaneously improve energy ef ciencies, food safety, local grower sustenance, and consumer-centric merchandising also tie into various sustainability initiatives.