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PHOTO BY MARTY WHITACRE
Companies have created all kinds of defi- nitions for what constitutes “local,” yet Kroger is less preoccupied with a standardized defi- nition, but rather appealing to its customers’ expectations, which differ based on geogra- phy and demographics, according to Nate Shepley-Streed, who was recently promoted to a sustainability-specific role, working to ensure that Kroger’s Corporate Brand initia- tives are in alignment with Kroger’s larger sustainability commitments. (In Kroger’s jour- ney to build its sustainability platform and accelerate progress, the company also recently named Susanne Lindsay as its first director of sustainability.)
Kroger fosters an environment where its associates feel part of the process and that their input is valued. A quintessential exam-
ple is the Cultural Council. A diverse group of employees representing different positions and aspects of the company come together and act as a sounding board for what’s going on and provide feedback, direction and guid- ance. From senior executives to merchandisers to entry-level employees, the membership rotates to stimulate varied view- points and provides a really great leadership opportunity, explains Ausdenmoore.
Beyond Charity
Marmer points out that beyond PDP’s humanitarian attributes, the program also saves $1.2 million in waste expense by not throwing away edible product. In efforts to reduce waste, Kroger walks the line on what’s desirable with what’s feasible. In many cases, a decision has
to be made in the backroom of a store to deter- mine whether a product can be donated or composted. The trick about composting, Marmer continues, is putting it in the context of the whole supply chain, separating out the compostable from the non-compostable, and who has the infrastructure to take that and do something with it.
“Actually, we’re going to try and pilot com- posting in every division and see where it makes the most sense to scale it down across multiple stores,” says Streed. Much depends on finding local composting companies that can take that on, assessing transportation miles and fees and where it makes the most finan- cial sense, he adds.
“Discussing labor issues [and their relation- ship to the subject of composting], we came up
Kroger’s store associates were recently joined by energy, engineering and operations executives to showcase environmental and sustainability measures as well as perishables department accomplishments at the Loveland store. From left to right are: Bill Hunt, assistant customer service manager; Cathy Hignite, floral manager; Kathleen Armstrong; Starbucks manager; Denis George, energy manager; Tanya Wilhite, store management; Jason Hensley, produce manager; Keith Oliver, VP facility engineering; Micky Beagle, deli manager, Karen Jones, deli clerk; Carl Bosse, retail operations; Lori Jones, associate
produce manager.
40 PRODUCE BUSINESS • MAY 2012