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Applications of Management: Proposed Business Model for Premium Service Grocery Chain – University of South Florida -2016

Integrated Management Research Project- Applied Strategy and Policy Simulation

University of South Florida School of Business

 November 28, 2016

245 pages by

Todd Benschneider – Kayla Canup – Savanna Moeller -Johanna Quintana


Table of Contents
Company Name and Logo – 3
Nature of Business – 3
Vision Statement – 13
Mission Statement – 13
Goals – 13
Values – 14
Ethics – 15
Triple Bottom Line – 32
Stakeholders – 33
Competition – 34
International Considerations – 34
Legal Considerations – 34
Company Structure – 38
Organization Structure – 40
Job Descriptions – 41
Planning Process – 144
Budgeting Process – 146
Organizational Culture – 151
Recruiting Process – 155
Facilitating Feedback – 160
Facilitating Teamwork – 162
Compensation Policies – 164
Motivation – 168
Job Satisfaction – 171
Turnover Reduction – 172
Conflict Resolution – 174
Discipline Policy – 177
Disaster Plan – 184
Performance Evaluation – 203
Economic Performance KPIs – 205
Social Responsibility – 209
ISO Standards – 225
Anticipated External Trends and Threats – 227
Preparing for Change – 238
Overcoming Resistance – 241
Becoming a Learning Organization – 242
COMPANY NAME – Greenfield’s Click and Pick Grocery (GCPG)


Greenfield’s Click & Pick Grocery provides the most advanced grocery, deli and fresh cooked  foods distribution network in the United States. GCPG is dedicated to restructuring the fabric of modern society by liberating the hours that the typical family spends shopping  for, cooking and cleaning up after their meals. 

Greenfield’s not only provides full featured  conventional storefront supermarket designs for shoppers to browse, but GCGP provides  premium time saving services featuring fresh, wholesome food in environmentally friendly packaging, with express meal preparation plans and several delivery options

Our customers can exercise a wide range of grocery services from standard shelf picked,
self-cook groceries to pre-cooked restaurant quality, nutritionist-designed family meal plans,  available for pickup or delivery on pre-portioned, cleverly recyclable, individual serving plates.  

Every Greenfield’s meal is designed with items that were custom tailored for each client’s taste preferences based on feedback from Greenfield’s proprietary the taste preference genome database. 

Portions and meal items are carefully planned by certified chefs from each customer’s profile from each member’s favorites foods, dietary goals and allergies.

 Optional new menu items referred to as “recommended try” are included to expand meal variety based on each family member’s past taste-preference from the Pandora style database. 

These full service meal options offer a competitive advantage for customers on special reduced calorie, fat or sodium restricted diets allowing them to dine with confidence that their meal serves their dietary goals.

Greenfield’s first mover advantage captured this emerging market by being the first to apply self-reported customer feedback into a sophisticated genome database for automated selections and recommendations. 

The first mover market advantage has been sustainable due to a natural reluctance for customers to be inclined to start their taste preference database from scratch as imitators to the service emerge. 

Competitive advantages of our premier grocery superstore are made possible by pioneering the latest e-commerce technology on the foundation of our state of the art customer-centric database, serviced through a sophisticated smartphone application that empowers customers to create a wide menu of time-saving choices, tailored to taste rating feedbacks from each family member in the household. 

Greenfield’s strategic offerings revolve around its deeply personal understanding of each customer’s individual tastes which are incorporated into the easy to use communication interfaces such as:
1- The “Click & Pick” Shopping List – provides a time saving grocery experience that allows customers to select groceries on the smartphone app from drop menus which are pre populated from past selections to their online “cart”, or suggested from a “recommended-try” lists which are generated from a Pandora-style taste preference genome database. 

Bargain hunter have powerful tools to select from the weekly sale menus and all shoppers can seek out variety items through a simple voice activated keyword search.

 After grocery selections are made, simply choose the one-click pay checkout, specifying store location and time for pick up. 

Selections will be pulled, bagged and triple checked for accuracy and stored in temperature appropriate pickup rooms awaiting customer anticipated arrival. 

The GPS feature in the customer’s phone application will alert baggers to pending arrival of a nearby customer to facilitate final staging of the order curbside where they will be served in one of the plentiful drive-up receiving lanes with the customer’s name and lane number posted at parking lot entry, all these well designed features work together for optimal time efficiency, allowing customers to pull-up, pop trunk and exit with selections within a goal time of 90 seconds per order.
In fact research has uncovered that most GCPG customers further save shopping time by utilizing the shopping app to preload their cart throughout the day during previously
unproductive time, such as waiting in lines, on call-holds and stuck in traffic jams. 

Our efficiency experts estimate that on average our Click & Pick shoppers free up over 2 hours per week compared to conventional grocery shoppers. 

GCPG has been the pioneer of a multitude of time-efficiency engineering processes throughout our distribution chain, which combined with the taste preference genome database has been able to create a first mover competitive market advantage, sustained by customer loyalty from the years of taste preference feedback they have invested into the GCPG taste suggestion database

2- Scheduled Stock-Order – GCPG also provides a system that encourages customers to schedule automatic weekly restock shipments of their routine pantry staples to be drop shipped fresh from suppliers via parcel post. 

Most Greenfield’s customers choose to receive their dry packaged foods, canned goods, and beverages on this cost-efficient delivery option but prefer to visit the store occasionally for produce and meat selections. 

However, carefully engineered shipping containers are now available that also allow meat, produce, bread, eggs and dairy to be delivered via express parcel post for customers in search of maximum cost and time savings. 

The convenience and cost savings of Scheduled Stock Orders reduces parking lot traffic congestion, shelf space requirements and shortens checkout lines at our storefront locations allowing customers a less crowded in store shopping experience for a double edged competitive advantage.
3- Express Delivery – utilizes the click and pick app to make selections but also provides
immediate home delivery by UBER-Eats subcontractors. 

Delivery contractors that utilize alternate fuel delivery vehicles are paid a premium by the store and typical delivery fees cost less than $15 in most locations, the fee is billed onto the grocery order. 

Express delivery is a favorite among dual income family structures who place a high value on their time at home with their families, single car families and customers located in traffic congested neighborhoods.
4 – Hot Meal Express – Utilizing the hot foods section of the Click & Pick app, customers can schedule restaurant menu style ordering from the Chef’s Kitchen, where meal favorite histories and dietary restrictions are taken into consideration for every person at the “virtual table”, this hybrid of grocery and restaurant allow for a great deal of customization while ensuring that each person’s meals are prepared with their personal preferences in mind with an efficiency that was not possible without the customer genome database. 

Discounted pricing is offered for “family-style orders” where all members share large portion items. In home delivery Hot Meal express is a favorite of dual income parents with teenagers at home. 

The intricately personalized preparation of each person’s meal, in combination with the Greenfield’s assurance that all meals are prepared fresh from premium suppliers of non GMO and hormone free food sources and dietary restrictions as well as the automatic calorie counting portion control service provide advantages over most meal delivery alternatives. 

Hot Meals are available for in store dining, express pick up or express delivery by way of UBEReats subcontractors. Market research shows that Hot Meal Express is most commonly utilized to deliver meals to the
workplace, with this observation in mind, GPCG representatives are assigned to further develop joint ventures with large employers to provide discounted corporate services that encourage employers to include meal service in the compensation and reward plans. 

Greenfield’s leadership believes that workplace meal delivery and catering provides the largest growth segment in the food industry for the next decade and achieving first mover advantage to service this market is our highest priority.

5 – Grandma Greenfield’s Daily Dinner Schedule – offers busy families a nutritious and complete pre-planned meal service, with a randomly revolving menu prepared on a specified schedule by our highly automated kitchen from the highest quality fresh ingredients. 

The primary advantages offered by the scheduled dinner are based on the elimination of the daily decision of what to plan for dinner, the automated system simply picks a combination of meal favorites for the family.

 In the manner that could be expected from a genome database, the automated kitchen adjusts to each family member’s preferences from feedback each person gives on their meal through the app. 

This evolving database menu and seasoning adaptation provides customers with meal satisfaction results and menu variety far beyond what a competitors can provide. 

Like “Hot Meal Express” the automated system adjusts portions, seasonings and menu items to match the nutritional goals of each family member. 

The high volume, high efficiency automated kitchen is capable of producing these meals in a cost effective manner for a price much lower than a comparable meal for 4 would be priced at in a conventional menu restaurant. 

The elegantly designed, rinse and return meal packaging provides no hassle cleanup with minimal environmental impact. 

At the current time the Daily Dinner is available for express pickup or express delivery through UBEReats contractors. 

Our efficiency experts calculate that a family of four gains 6 hours of free time per week while participating in Grandma Greenfield’s Daily Dinner Plan. 

Like all GCPG products the Daily Dinner service leads the grocery industry into the new era of fast food service, and as the first mover in pre-planned dinner services combined with the taste preference genome data, Greenfield’s analysts expect to maintain a slight sustainable advantage in this soon to be competitive market.

Our company vision is to become the number one food retailer in the country by making
life simpler for the everyday family.
To be the leading grocery retailer in the country; providing our customers with easy
access to groceries allowing them to spend more quality time with loved ones. With that, we commit to be: passionately focused on offering value through exceptional service, quality, freshness, customer value, intolerant of waste, while being dedicated to the dignity, value, and employment security of our associates.
1. To earn a fair return on the investment of our shareholders while balancing the interests
and wellbeing of all GCPG stakeholders and the communities that we serve.
2. Maintain a business model that factors in ecological sustainability into all of our operation processes.
3. Create a safe, supportive and positive work environment for all of our store associate partners, and make effort to promote from within and enrich the futures of our associates.
4. Establish mutually beneficial relationships with suppliers who share Greenfield’s corporate values, and provide them with fair dealings and support to aid in their sustainability.
5. Revolutionize the food supply chain with time efficiency engineering designed into every aspect of our processes to allow us to supply our customers with services that allow them more hours every week to enjoy the best things in life.
The following list of core value reflects what is truly important to us as an organization
● Quality : Offering our customers the best shopping experience providing the highest
quality of our products by exceeding their expectations
● Social Responsibility : caring about our communities and our environment and we try to
give back as much as possible through different corporate social responsibilities.
● Teamwork: Supporting team member happiness and excellence meeting our challenges
and opportunities as: one team, focused on common goals.
● Customer Satisfaction: Customer are our number one priority; for this reason, our main
goal is satisfying and delighting our customers
● Respect : Every person in the organization is important for us and deserve treating with
respect and dignity. (colleagues, customers, suppliers, and vendors)
● Excellence: striving for excellence and working to improve every day.
● Accountability : holding ourselves accountable for delivering results and always doing
the right thing.
The Code of Business Conduct is designed to promote a responsible and ethical
work environment for all Greenfield’s Click and Pick Grocery associates and members of
the Greenfield’s Click and Pick Grocery Board of Directors. The Code contains
guidelines on proper behavior in the workplace and contact information to be used in the
event you have questions or concerns. The Code applies to all GCPG and Board
Members, as well as consultants and agents doing business on behalf of Greenfield’s
Click and Pick Grocery .
Your Responsibilities
In performing your duties for Greenfield’s Click and Pick Grocery, you are
responsible for abiding by Greenfield’s Click and Pick Grocery policies and all local and
national laws in all countries in which the Company does business. You are also
obligated to comply with all other applicable laws, rules and regulations of any regulatory
organization, licensing agency, or professional association governing your professional
activities. You are responsible for knowing and following the laws and policies that relate
to your duties, including the policies in the Code and all other Company policies, such as
those found in the General Information Guide. If you have questions about specific laws
that may apply to your activities or about whether particular circumstances may involve
illegal conduct, contact the GCPG’s General Counsel. You should also contact the
General Counsel if you think a provision of this Code may conflict with an applicable
legal requirement or a provision in the GIG or another Company policy.
Violating the Code or other Company policies may result in corrective action up
to and including discharge, and Greenfield’s Click and Pick Grocery may seek to recover
damages or file criminal charges. However, most problems can be easily avoided by
simply using good judgment and seeking guidance when questions arise. It is your
responsibility to raise questions, make appropriate disclosures and bring potential
problems to the Company‘s attention.
Obtaining Additional Information
If you have questions about the policies outlined in the Code or would like
additional information, talk with your Team Leader, or contact the Ethics Committee
directly by email at ethics@GCPG.com unless a particular provision of the Code says
otherwise. Executive officers and Board Members should contact the General Counsel.
Reporting Code Violations
As part of our shared fate philosophy, we believe that we all share responsibility
for ensuring that Greenfield’s Click and Pick Grocery as a whole conducts itself
according to the highest ethical standards and strives to avoid even the appearance of
impropriety. If you know of or suspect a violation of the Code, we urge you to report it
through one of the means provided in this policy. You may report suspected violations of
the Code, and any other ethics or integrity issues, to your Team Leader, by email to the
Ethics Committee or by calling the Team Member Tipline. The Team Member Tipline
can also be used to report questions or concerns involving the Company‘s accounting,
auditing, financial reporting or internal controls. Reports to the Tipline may be made
confidentially and anonymously, although you are encouraged to provide your name to
facilitate investigation and follow-up. Neither your Team Leader nor the Company will
take any action against you for reporting suspected misconduct in good faith. Information
about how to contact the Ethics Committee and the Team Member Tip Line appears
under ―Greenfield’s Click and Pick Grocery Market Contact Information‖ at the end of
the Code along with other important contact information.
If you are an executive officer or Board Member, you should contact the General
Counsel. Reports of potential misconduct will be taken seriously and investigated
promptly and thoroughly. Except where disclosure is required to investigate a report or
by applicable law or legal process, all reports will be kept confidential to the extent
reasonably possible.
No Retaliation
It is against company policy, and in some cases against the law, for the company
to take any action against a team or board member, vendor or agent of the company for
reporting or threatening to report a violation of this code or cooperating in investigations
relating to code violations, provided that the person has acted in good faith and with a
reasonable belief that the information provided is true.
Waivers of this code will be granted only in exceptional circumstances. The
provisions of this code may only be waived by the Ethics Committee or, in the case of
executive officers and Board Members, by our Board of Directors or an appropriate
Board committee. Any waiver of this Code for an executive officer or Board Member
will be promptly disclosed in accordance with applicable legal requirements.
Ethics Committee
The Ethics Committee is appointed by the Nominating and Governance
Committee and is responsible for setting policy reviewing questions and issues submitted
by associates or others, and reviewing the results of the annual conflicts of interest
questionnaire completed by Store, Facility, Regional and Global Support leadership.
Although membership may vary over time, the Committee is generally comprised of
Global Support leaders in the areas of operations, finance, legal, real estate and internal
audit. Associates may contact the Ethics Committee directly by email.
All business decisions should be made solely in the best interests of the Company,
not for personal benefit. Therefore, you should avoid any actions that create, or appear to
create, conflicts of interest with the Company. A ―conflict of interest‖ may occur when
an individual‘s own interests (including the interests of a family member or an
organization with which an individual has a significant relationship) interfere or appear to
interfere with the interests of the Company.
Many conflicts of interest or potential conflicts of interest may be resolved or
avoided if they are appropriately disclosed and approved. In some instances, disclosure
may not be sufficient and the Company may require that the conduct in question be
stopped or that actions taken be reversed where possible.
Questions about potential conflicts of interest and disclosure of these situations as
they arise should be directed to the Ethics Committee or your Team Leader or Team
Member Services representative. Executive officers and Board Members should contact
the Chairperson of the Nominating and Governance Committee.
While it is not possible to list all potential conflicts of interest, several examples
of different situations are presented in the sections below. Regional policies may also
apply to the situations described below, and associates should consult their GIG for
information about any such policies.
Gifts & Entertainment
Associates should not give anything of value to anyone, or accept anything of
value from anyone, when doing so might compromise or appear to compromise the
objectivity of business decisions. Except as specifically noted below, this includes giving
to, or accepting from, a current or prospective supplier, vendor, vendor representative
(including but not limited to organizations representing multiple producers, such as a
regional food group), landlord or competitor of the Company any gifts, entertainment or
any form of compensation. Associates are prohibited from receiving any samples or gifts
at home – all samples and gifts must be sent to their primary work location. Team
Members and Board Members are prohibited from accepting any loans or services from
any Greenfield’s Click and Pick Grocery vendor who is not otherwise in the business of
providing such loans or services, and any such loans or services provided must be
provided on fair market value terms. Associates are prohibited from buying products
directly from any Greenfield’s Click and Pick Grocery vendor at a discounted rate not
available to all associates.
Some gifts and entertainment are allowed as follows:
(1) Gifts with an established value of $25 or less are generally allowed.
(2) Business-related meals of nominal value are allowed, subject to specific requirements
in the GIG.
(3) Gift baskets or flowers may be accepted within reason, but they must be made
available for sharing with everyone at the Team Member‘s store or location.
(4) Promotional items, such as those bearing a vendor‘s logo, may be accepted up to total
estimated value of $25. (5) Existing associates may accept samples of new or
reformulated products, and new associates may accept samples of existing products (one
time only). It is not acceptable for associates to receive for their personal use multiple
samples of the same product from a vendor.
(6) Effective January 1, 2013, no Team Member may accept any vendor-paid trip. Prior
to January 1, 2013, store-level associates may accept a vendor-paid trip (for travel
completed before January 1, 2013) made for the sole purpose of education and training;
the vendor may pay for all expenses including airfare, accommodations and meals; there
is a one-time limit on vendor-paid trips unless there is a significant change in products,
programs or business practices; regional associates may not have any expenses for a trip
paid by the vendor.
If someone tries to give you a prohibited gift, you should also tell your Team
Leader. Then, either return the gift or personally reimburse the giver of the gift for its full
Doing Business with Spouses, Relatives, Friends or Your Own Business
Associates should not use their positions at Greenfield’s Click and Pick Grocery
for personal gain. Generally, it is not permissible to conduct business with an associate
or associates spouse, relatives or friends if the Team Member‘s role allows him or her to
influence purchasing decisions for the team, store, facility or region where he or she
works. Other Team Member/vendor relationships should be evaluated as follows to
determine whether they are permitted:
a) Investment in a company that is a vendor – This is allowed, but the investment must
be less than 5% of the Team Member‘s total assets, and the products that the company
sells cannot be part of a line for which the Team Member has purchasing responsibility.
b) Team Member has a side business and sells products to Greenfield’s Click and
Pick Grocery – This is allowed as long as the Team Member does not make or influence
the purchasing decisions surrounding these products. For example, it would be allowed
for a front end Team Member to sell products to the grocery team as long as the Team
Member does not impact grocery purchases.
c) Team Member has a full-time business and sells products to Greenfield’s Click
and Pick Grocery – This is not allowed.
For permitted situations, it may be necessary to inform the Store or Facility Team
Leader and appropriate regional coordinator so that they may monitor and evaluate any
relevant changes in circumstances. Associates are prohibited from being involved in any
formal or informal negotiations or related discussions between Greenfield’s Click and
Pick Grocery and a vendor when the Board Member or Team Member has any
employment relationship, board membership or direct or indirect ownership interest in
the vendor.
Additionally, it is considered a conflict of interest for any Board Member or
Greenfield’s Click and Pick Grocery Leadership Network member to hold a 5% or greater
interest in any vendor, lender, or major customer of GCPG.
Associates (other than executive officers) may apply to the Ethics Committee for
approval of particular transactions or situations, and executive officers and Board
Members may apply to the Nominating and Governance Committee.
Outside Employment or Service as Director or Officer
The Ethics Committee must approve any circumstance in which a Team Member
(other than an executive officer) serves as an employee, director, officer, partner, agent or
consultant to any Greenfield’s Click and Pick Grocery vendor, lender or competitor. The
Nominating and Governance Committee must approve of any circumstance in which an
executive officer serves as an employee, director, officer, partner, agent or consultant to
any Greenfield’s Click and Pick Grocery vendor, lender or competitor.
Associates may serve on the board of a not-for-profit organization without prior
approval, as long as the organization is not related to Greenfield’s Click and Pick Grocery
. A Team Member serving on such a board should be aware of Company policies
regarding donations and other payments, which are discussed below.
Any member of the Board of Directors wishing to serve as an employee, director,
officer, partner, agent or consultant to any Greenfield’s Click and Pick Grocery vendor,
lender or competitor must obtain approval from the Nominating and Governance
Financial Interest in a Competitor
A conflict may exist if a Team Member or Board Member (or any of their
immediate family) holds a financial interest in a competitor, other than a financial interest
which constitutes not more than 5% of the outstanding voting securities of a competitor.
Associates should contact the Ethics Committee for guidance on whether a particular
financial interest represents a conflict of interest. Executive officers and Board Members
should contact the Chairperson of the Nominating and Governance Committee. For
purposes of this Code, except for Greenfield’s Click and Pick Grocery itself, a business
shall be a competitor‘ if it is engaged in the ownership or operation of any retail
supermarket, retail food store, retail natural food enterprise, or other retail outlet
associated with natural foods; it being understood that a business which is predominantly
manufacturing or wholesaling in foods with less than 10% of their revenue derived from
retail sales, or which is a restaurant business, shall not be deemed competitive.
Donations and Other Payments
Associates are prohibited from authorizing donations or other payments from
Greenfield’s Click and Pick Grocery to outside organizations such as not-for-profits with
which they or a member of their immediate family serve as an officer or employee.
Additionally, any donation in excess of $50,000 per year shall be approved by two or
more of the Company‘s executive officers. No contributions, gifts or payment may be
made from Greenfield’s Click and Pick Grocery to any political party, candidate,
lobbying organization, etc. without the prior approval of the CEO.
Opportunities Related to the Company’s Business
Associates may not take for themselves opportunities related to the business of
Greenfield’s Click and Pick Grocery or opportunities that they discover through their
positions with Greenfield’s Click and Pick Grocery or through the use of Greenfield’s
Click and Pick Grocery property or information.
Extensions of Credit
Associates are prohibited from extending any form of credit from Greenfield’s
Click and Pick Grocery to any organization with which they or a member of their
immediate family have a personal affiliation. Further, no extension of credit from
Greenfield’s Click and Pick Grocery may be made to any organization without the
specific prior approval of one of the CEOs. The only exceptions to this rule are accounts
receivable from customers arising in the ordinary course of business and loan programs
previously approved by one of the CEOs.
Leasing Property and Equipment
Any property or equipment lease between Greenfield’s Click and Pick Grocery
and a Team Member (other than a member of the executive team, which is dealt with in
the following paragraph) or the Team Member‘s immediate family or any organization
with which they are affiliated must be approved in advance by the Ethics Committee.
Any property or equipment lease between Greenfield’s Click and Pick Grocery
and a Board Member, a member of the executive team, the executive‘s or Board
Member‘s immediate family, or any organization with which they are affiliated must be
approved in advance by the Nominating and Governance Committee.
Consulting and Other Professional Services
Associates are prohibited from providing consulting or other professional services
to Greenfield’s Click and Pick Grocery for payment outside of their normal
Any situation in which Greenfield’s Click and Pick Grocery would retain the services of a
professional services firm with which a Team Member (other than a member of the
executive team, which is dealt with in the following paragraph) or a Team Member’s
immediate family is affiliated must be approved in advance by the Ethics Committee.
Any situation in which Greenfield’s Click and Pick Grocery would retain the services of a
professional services firm with which a Board Member, a member of the executive team,
or a Board Member‘s or executive‘s immediate family is affiliated must be approved in
advance by the Nominating and Governance Committee.
Examples of professional services include (but are not limited to) accounting, auditing,
architectural or design, engineering, investment or commercial banking, legal services,
project management and computer programming.
Associates are expected to protect confidential or proprietary information about
Greenfield’s Click and Pick Grocery , to use this information only for business purposes,
and to limit dissemination of the information (both inside and outside Greenfield’s Click
and Pick Grocery ) to those who have a need to know the information for business
Associates are also expected to protect any confidential or proprietary information that
comes to them, from whatever source, in the course of performing their responsibilities
for Greenfield’s Click and Pick Grocery . This includes information received from or
relating to third parties (such as vendors) with which Greenfield’s Click and Pick Grocery
has or is contemplating a relationship.
Confidential or proprietary information includes all non-public information
relating to Greenfield’s Click and Pick Grocery or a third party. Examples include
material non-public information about store operating results, new store development
plans, and most associate information. If you are unsure whether information is
confidential, contact your associate services representative or email the Ethics
Committee. Associates should consult the GIG for information about additional policies
on confidentiality.
Insider Trading
The U.S. federal securities laws prohibit insider trading – that is, buying or selling
a company‘s securities at a time when a person has material information about the
company that has not become publicly available. Material information is any information
that a reasonable investor would consider important in making an investment decision.
Insider trading is a crime punishable by civil penalties of disgorgement (return of the
profit gained or loss avoided on a transaction) and fines of up to three times the profit
gained or loss avoided, criminal fines (no matter how small the profit on the transaction)
of up to $5 million, and up to 20 years in prison. Companies also may face civil penalties
for insider trading violations by their employees and other agents.
As a Greenfield’s Click and Pick Grocery Team Member or Board Member, you
are not allowed to trade securities, or to tip others to trade securities, of Greenfield’s Click
and Pick Grocery or other companies when you are aware of material information that
has not been made available to the public. Anyone who shares material non-public
information with others can be subject to the same insider trading penalties that apply if
they had engaged in insider trading directly, even if they do not derive any benefit from
the other person‘s trades. The same restrictions that apply to associates also apply to their
family members and others living in their households.
Media Inquiries
Associates may not speak to reporters or members of the media on behalf of the
Company without going through the proper channels, as doing so may risk providing
incorrect information or revealing proprietary strategies. Except as provided below,
inquiries made to associates from members of the media should be directed to your
Regional Marketing Coordinator, Regional PR contact, or to the Global Communications
Team. Inquiries made to associates from any third party about Greenfield’s Click and
Pick Grocery ‘s financial condition, business or about current developments relating to
Greenfield’s Click and Pick Grocery, should be directed to Investor Relations and
Shareholder Services at the Global Support Office.
Board Members should consult the Director Media Policy prior to speaking with
any reporter or member of the media about the Company.
Online Forums
The Company realizes the importance of communicating proactively and
responsively on the Internet and at the same time the importance of communicating
responsibly—i.e., avoiding misrepresentations of facts as well as the intentional or
inadvertent violation of laws, regulations or company policies. Accordingly, we have a
strict policy regarding postings by Company Leadership to non-Company-sponsored
Internet chat rooms, message boards, web logs (blogs), or similar forums, concerning any
matter involving the Company, its competitors or vendors, as follows:
Postings by a member of Company Leadership must be approved by Chief Financial
Officer, Global Vice President of Investor Relations or General Counsel. A posting by
any of these three individuals must be approved by one of the other two.
Any postings which refer to a governmental agency or any legal matter must be approved
by the GC. Postings made anonymously, under a screen name or through another person
are prohibited. Violation of this policy will be grounds for dismissal. For purposes of this
policy, ―Company Leadership includes each Company Board Member, Executive Team
Member, Global Vice President and Regional President. For other associates, other
policies may apply and they should consult their GIG.
Financial Integrity; Maintaining Books and Records
Accurate records are essential to the successful operation of Greenfield’s Click
and Pick Grocery. Associates are responsible for preparing accurate and complete
Company records, information and accounts. For example, claims on an expense report
or time record, payments and other transactions must be correctly recorded and accounted
for, and properly authorized in accordance with Company policies.
All business records should be clear, truthful and accurate. Keep in mind that
business records and communications may become subject to public disclosure through
government investigations, litigation or the media. Business records are Company assets
and must be retained or destroyed in accordance with applicable policy.
All associates must comply with Company policies, procedures and controls
designed to promote accurate and complete recordkeeping. Accounting for, and financial
reporting of, actual transactions and forecasts must follow the Company‘s accounting
policies as well as all applicable generally accepted accounting principles and laws.
If you have questions or concerns about the Company‘s accounting, auditing,
financial reporting or internal controls, you may contact your Team Leader or email the
Ethics Committee.
No Improper Influence on Audits
All associates are expected to cooperate fully with Greenfield’s Click and Pick
Grocery ‘s internal and external auditors. You must not directly or indirectly take any
action to coerce, manipulate, mislead or fraudulently influence any public accountant
engaged in the performance of an audit or review of Greenfield’s Click and Pick Grocery
‘s financial statements. Further, any associate involved in the preparation of financial
statements or Greenfield’s Click and Pick Grocery ‘s independent audit should avoid a
personal relationship with any member of the audit engagement team, other than a casual
friendly relationship.
Company Property
Greenfield’s Click and Pick Grocery property (for example, inventory, supplies
and equipment) should be used for business purposes. Greenfield’s Click and Pick
Grocery property should be cared for and used responsibly, and it should be protected
from misuse, improper disclosure, theft and destruction. Taking or using Company
property of any value for personal purposes without appropriate permission from the
Company is stealing. However, using Greenfield’s Click and Pick Grocery property (such
as telephones, computers and fax machines) for incidental personal activities is permitted.
Regional policies also apply to the use of various kinds of Company property, and Team
Members should consult the GIG for information about these policies.
“GCPG mission ‘to promote the vitality and well-being of all individuals by supplying
the highest quality, most wholesome food available by distributing wholesome foods to our
customers in a manner that best serves our long term environment. These goals will be made
possible by strategically creating value added services that benefit our shareholders, employees
and the communities that we serve”. GCPG food retail emphasizes it is mission – driven
company and believes in providing an empowering work environment for their associates. As a
result, it has a number of Corporate Responsibility Initiative in place. Greenfield’s Click and Pick
Grocery is committed to sustainable agriculture, wise environmental practices and internal and
external social programs. Greenfield’s Click and Pick Grocery is focused on creating a
sustainable food chain by focusing on the four primary areas listed below:
1. Sustainable agriculture: We support organic farmers, growers and the environment
through our commitment to sustainable agriculture and by expanding the market for
organic products.
a. Leads the movement for sustainability in advocacy of organic foods and believes
that companies and individuals must share their portion of responsibility as
tenants of the earth.
b. Strong advocates of fewer and safer pesticides in non- organic foods. Provides the
customer with education surrounding the negative effects of pesticides and
questionable food additives. Works with manufactures to ensure foods meet strict
quality standards.
2. Wise environmental practices: We respect our environment and recycle, reuse, and
reduce our waste wherever and whenever we can.
a. Heavy promoters of less-toxic cleaning products. Provides customers with
education on the subsequent positive impact that can be made to water an air
b. Received the first “Green Building” award in Austin Texas by using sustainable
material specifications and conscientious construction methods.
c. Green audits are conducted at store in an attempt to spark new ideas to minimize
Greenfield’s Click and Pick Grocery impact on the environment
3. Community Citizenship: Greenfield’s Click and Pick Grocery is clearly focused on
traditional community involvement
a. Focused on charitable contributions and contributing products to food banks.
4. Integrity in all business relationships
STAKEHOLDERS – GCPG is committed to a focus on the customer and balancing the needs of
all stakeholders (customers, shareholders, employees, communities). It’s a simple formula treat
employees well and they will treat your customers well.
Our main competitors are the national grocery chains such as Kroger, Harris Teeter,
Wal-Mart Markets, Winn Dixie and Publix. GCPG’s state of the art mobile app and online
grocery buying services allow us to prevail over our competitors. We will continue to focus on
making crucial advances allowing our customers to spend less time shopping and more time with
their families.
GCPG makes every effort to source our goods from local producers to ensure the freshest
produce grown and processed according to the highest USDA standards. When local suppliers
are unavailable or out of season, GCPG searches the globe for international suppliers who agree
to cooperate with the following supplier policies.
1. No child labor be used for the harvest or processing of the goods
2. No pesticides banned within the United States be applied in production
3. No Genetically Altered foodstuffs are acceptable
4. All foodstuffs must be produced and handled in a similar manner representing a
reasonable compliance to USDA policies
5. No bribes be paid to public officials to facilitate export processes
GCPG was founded on integrity and honesty. At GCPG, we believe in conducting
everyday business ethically, efficiently, respectfully and we are dedicated to serving our
customers the way we would want to be served. The GCPG legal department has continuously
shown commitment to the mission through dedication, inclusion and diversity. The mission of
the legal department is to not only provide timely service but also cost effective legal services, in
order to maintain the vision of GCPG, as being the country’s top quality food retailer. The legal
department is committed to understanding GCPG’s business and legal needs. GCPG’s legal
department services a large range legal aspects. These involve reactive legal services and
proactive legal services. This can include responding to a specific legal matter or development of
compliance programs, policies, and guidelines. The proactive legal aspect is to minimize the
number of legal opportunities that may arise, which could include litigation.
Risk Management
The Risk Management department of GCPG legal department handles more than
insurance alone. Risk management focuses on the highest risks to our associates and
customers. This can include safety, with food and in-store, as well as, our dedication to
environmental compliance.
The team within Risk Management is solely dedicated to protecting and
preserving GCPG assets, mainly, its associates and customers. GCPG is able to do this
with responsive claims management and risk funding. One of the teams is the Worker’s
Compensation Claims Management team, which provides an accurate administration of
injury claims from employees, in a timely manner. Our team investigates, evaluates and
negotiates workers’ compensation claims. It also authorizes and pays medical care and
medical compensation bills. The department has a high priority on assisting those injured
associates in getting back to work after their full recovery. The second team is the
General Liability team. It administers customer incidents and claims, while coordinating
vendor insurance information.
Bribes and Improper Payments
Associates of Greenfield’s Click and Pick Grocery should never promise to pay or
authorize payment, directly or indirectly, of money, products, services or anything of
value to any government official or agent (including employees of a state-owned or
state-controlled business or other entity), or any other individual (including political
figures or relatives of government officials) or entity in any country in order to influence
acts or decisions of government officials, to receive special treatment for the Company,
or for personal gain. While certain minor payments to certain non-U.S. government
officials made to expedite or secure the performance of certain routine governmental
actions may not violate the law, you must consult with the General Counsel prior to
making or authorizing any payment of this type. All Greenfield’s Click and Pick Grocery
associates worldwide must abide by the United States Foreign Corrupt Practices Act in
addition to local laws. Associates who are working for or with the government should has
for more assistance through the General Counsel.
Antitrust Laws
Associates are required to comply with the antitrust and competition laws of the
countries where we do business. In general, Greenfield’s Click and Pick Grocery
associates must avoid agreements, understandings or plans with competitors that limit or
restrict competition, including price fixing and allocation of markets.
Fair Dealing
Associates and Board Members should always deal fairly with Greenfield’s Click
and Pick Grocery ‘s customers, suppliers, vendors, competitors and employees. They
should not take unfair advantage of anyone through manipulation, concealment, abuse of
confidential information, falsification, misrepresentation of material facts or any other
practice involving intentional unfair dealing. This provision does not alter existing legal
relationships between the Company and its associates, including any at-will employment
Complaints to Government Agencies
Occasionally, a job applicant, customer, or current or former associate may file or
threaten to file a complaint against Greenfield’s Click and Pick Grocery with the
government. If an associate or Board Member is notified about such a complaint, they
should immediately contact the General Counsel.
Workplace-Related Laws and Policies
Associates should consult the GIG for information regarding the Company‘s
equal employment opportunity policy and compliance with other employment-related
laws and policies such as the Immigration Reform and Control Act of 1986 and the
Health Insurance Portability and Accountability Act (HIPAA), as well as Company
policy on drugs and alcohol, workplace violence, weapons, harassment, open door
communications, solicitation and distribution, and nepotism and favoritism.
Greenfield’s Click and Pick Grocery’s organizational structure is mechanistic and
tall. GCPG operates this way due to being in a steady and stable market. Management
and employees have individual job specializations, where employees are given
designated tasks that are stable and controllable. There is low integration between the
departments due to the employees having their own individual tasks. Majority of the
time, the functional areas are not dependent on each other because management makes
the decisions, the information is passed along to employees, and they are responsible for
completing the tasks within their job specialization. This increases the communication
within that specific department so that managers and employees can work more
effectively in their designated areas. Because of this, communication is centralized and
management does the decision making based on information from directors and district
GCPG maintains its competitive advantage with this organizational structure
because of the industry it is in. GCPG has a tall structure which starts with the President
and Vice President, then works down through directors, district managers, supervisors,
management teams and store employees. With the organizational complexity of the
company, GCPG strives to make employees feel appreciated and also provide them with
opportunities for career advancement due to the tall structure.
Greenfield’s Organizational Chart with Definitions
President, Organization
Grade: 43
Reports to: Board of Directors Department: Executive
Classification: Salary Executive Division:Administrative
Date: 9/29/2016 Approved: TSB
Job Summary:
Oversee and manage all aspects of Division operations in order to ensure maximization of
company profits. Provide leadership, direction, and administration of all aspects of the Division
activities to ensure accomplishment of objectives.
Essential Functions:
1. Maximize profits through establishing business plan, achieving forecasts, and ensuring
customer satisfaction.
2. Coordinate short- and long-range financial development and management of the
3. Communicate with corporate office to achieve corporate goals, as well as division goals.
Overall responsibility for recruitment, hiring, staff development, work scheduling,
evaluation, discipline, salary recommendations, terminations, and retention of Division
4. Establish and assess employee goals; review employee performance by identifying
strengths and weaknesses.
5. Motivate all employees to meet goals.
6. Ensure Division is in compliance with the company’s policies, procedures, and
corporate compliance program, as well as with federal, state, and local regulations.
7. Provide regular reports to the corporate office regarding Division activities.
8. Approve all sales contracts.
9. Maintain current market information.
10. Meet with banks to facilitate financing for Division.
11. Approve all advertising and marketing.
12. Maintain professional affiliations and enhance professional growth and development to
keep current in latest issues related to industry.
13. Maintain Division’s positive reputation within the community. When necessary, attend
hearings for proposed projects and meet with government officials.
1. Bachelor’s degree in business, marketing, finance, or related field. Master’s degree
2. At least 10 years’ industry experience; some accounting, real estate, or marketing
3. Knowledge of organization policies, procedures, systems, and objectives.
4. Knowledge of fiscal management and human resources management techniques.
5. Knowledge of governmental regulations and compliance requirements.
6. Skill in planning, organizing, and supervising.
7. Skill in exercising a high degree of initiative, judgment, discretion, problem solving,
and decision making.
8. Skill in developing and maintaining effective relationships with management, staff,
board of directors, policy-making bodies, banking personnel, and the public.
9. Good negotiation skills.
10. Ability to produce and implement sales and marketing programs.
11. Skill in developing effective divisional policies and procedures.
12. Effective verbal and written communication skills and ability to prepare comprehensive
Vice President, Operations
Reports to: President
Department: Administrative
Classification: Salary
Division: Executive
Date: 9/29/2016 Approved: TSB
Plans, organizes, directs, and controls the activities of the Operations function of the division.
Responsible for the performance of all Department functions — Retail, Manufacturing, Material
Management, Order Services, Engineering.
1. Reviews and approves adequate plans for the control of planned outputs, budget spending,
labor efficiency, material efficiency, engineering effectiveness, customer service, and order
entry efficiency, along with human utilization.
2. Reviews performance against operating plans and standards. Provides reports to subordinates
on interpretation of results and approves changes in direction of plans.
3. Presents monthly reports on performance as requested by the Chief Executive Officer.
4. Develops and presents to the President matters requiring a decision.
5. Develops and recommends corporate operations policy within the Operations Department.
6. Defines and recommends objectives in each area of Operations. Develops specific short-term
and long-term plans and programs, together with supporting budget requests and financial
7. Reviews and approves cost control reports, cost estimates, and manpower and facilities
requirements forecasts.
8. Coordinates and collaborates with other departments of the corporation in establishing and
carrying out responsibilities.
9. Reviews and approves the setting of budgets throughout the Operations Department.
10. Reviews and approves Operations major projects involving major functional changes within
the Department’s functional areas.
11. Develops plans for new areas of technology for the manufacturing functions along with
sufficient planning for areas that support the mission of the Corporation within Operations.
1. Reviews and approves the implementation of manufacturing and organizational plans that
support the Operations Master Plan.
2. Establishes objectives and procedures governing the performance of assigned activities.
Issues specific annual objectives to immediate subordinates and reviews objectives of the
Operations management.
3. Selects and maintains qualified personnel in all positions reporting directly and recommends
compensation for them.
4. Directs, monitors, and appraises the performance of units immediately reporting and provides
the necessary coordination between activities.
5. Identifies training needs, initiates development of subordinates, recommends effective
personnel action.
6. Maintains appropriate communications within area of responsibility.
7. Keeps employees informed as to company/department plans and progress.
8. Coordinates activities of assigned units with those of other company units. Seeks mutual
agreement on problems involving coordination.
9. Consults with all segments of management responsible for policy or action. Ensures
compliance within area of responsibility. Makes recommendations for improving
effectiveness of policies and procedures.
10. Reviews and endorses or revises budget proposals received from direct reports. Submits
budgets for assigned activities in accordance with the budget procedure. Approves budget
expenses up to authorized dollar amounts.
1. Assumes other activities and responsibilities from time to time as directed.
2. Provides orientation and on-the-job training for subordinates and ensures that the authority
and responsibility for each position are defined and understood.
3. Ensures that duties, responsibilities, and authority and accountability of all direct
subordinates are defined and understood.
1. B.S., Engineering or Business discipline.
2. Affiliation with successful manufacturing companies.
3. A minimum of three (3) years as a Vice President of Operations in a manufacturing company,
with the responsibilities of producing, purchasing, inventory control, production control,
and engineering, as well as shipping, receiving, and warehousing.
4. A minimum annual production value of sales of $15 million with a minimum of 200 direct
labor employees.
5. Sound administrative skills, well-developed management skills—principles and people.
6. Experience in working in a nonunion environment.
7. Proven ability to recruit, train, and motivate personnel in order to balance staffing strength
with profitability and growth.
1. Strong analytical, numerical, and reasoning abilities.
2. Participative management type—advocates team concept.
3. Well-developed interpersonal skills. Ability to get along with diverse personalities. Tactful,
4. Ability to establish credibility and be decisive—but able to recognize and support the
organization’s preferences and priorities.
5. Satisfactory communication skills, written and verbal.
6. Results oriented with the ability to balance other business considerations.
Vice President of Administration and Finance
Grade: 42
Salary Executive
Reports to President
Job Summary:
Direct a diverse organization that provides financial, business, and administrative support
services that are fundamental to both the conduct of the operations of the division and the
achievement of its operational and financial objectives. Ensure the accurate appraisal,
interpretation, and analysis of financial results, while also providing analyses, interpretation, and
justification of budgets, forecasts, and long-range plans.
Principal position in the divisional finance and administration organization. Reports to division
president and is a member of the president’s staff. Has direct responsibility to the group
controller and the corporate vice president–finance.
1. Set divisional financial objectives, policy, and practice.
2. Direct the development, implementation, operation, maintenance, and control of
essential business, information, and operations support systems.
3. Serve as focal point for defining key divisional objectives, supporting their
achievement, and measuring and reporting results.
4. Exercise considerable autonomy within a wide latitude in accomplishing these
5. Make well-informed decisions, assign correct priorities, and ensure appropriate resource
acquisition and application.
6. Responsible for MIS and other systems, such as voice and data communications,
essential to the functioning of the division.
7. Interact with customers and government on pricing and audit matters.
8. Analyze budgets and forecasts.
9. Support and be responsive to both setting priorities and resolving issues consistent with
internal requirements, as well as governing regulation or law.
10. Accountable for critical path EDP systems, including planning, reporting, routing,
controlling, and shipping systems that are vital to all sectors of plant operations, as well as
payroll, customer billing, and vendor-payment routines.
11. Ability to assimilate, evaluate, and correlate associated risk/benefit trade-offs and their
relative impact on affected departments or capabilities.
12. Accountable for the implementation of new systems and major modifications to
existing systems.
13. Maintain high-level interaction with the division president and staff, corporate offices,
customers, and government agencies. Advise president on financial issues.
14. Develop sound business plans for new products, including creative pricing policies that
maximize profit.
15. Direct a continuing review of the division’s accounting practices to ensure their
correctness, appropriateness, and conformance to generally accepted accounting principles
(GAAP), Federal Acquisition Regulations (FAR) Cost Accounting Standards (CAS),
Accounting Policy, Corporate Accounting Procedure Requirements, Corporate Control
Objectives, Plant Accounting Bulletins, and Computer Requirements Manual, and tax laws.
1. Strong management and delegation skills.
2. Intimate knowledge of and personal involvement with financial and administrative
systems and methodologies.
3. Minimum of a bachelor’s degree in accounting or finance; Master of Business
Administration preferred.
4. Certified Public Accountant status preferred.
5. Extensive experience (at least 10 years) in the finance function in an industrial or
manufacturing company.
6. Strong leadership ability, presentation skills, and ability to translate financial terms into
understandable terms for line managers.
1. The accurate, complete, and timely submission of required financial reports, forecasts,
quotations, budgets, rates, and analyses.
2. The cost-effective maintenance, development, and implementation of centralized
services, systems, and management tools that support divisional operations and contribute
to improved cost, quality, productivity, and/or a competitive position.
3. The timely and correct interpretation, implementation, and/or maintenance of divisional
and corporate financial policies, practices, and procedures, including provision of effective
controls and audit capabilities.
4. Effective and compliant management of financial accounts, including payables,
receivables, payroll, overhead, and capital.
5. Provision of competent, responsive financial counsel to the president and executive
staff, providing necessary coordination with divisional and corporate financial, legal, and
government staff.
6. The acquisition and maintenance of skilled staff and resources necessary to meet
functional charter obligations.
Vice President, Products and Services
Grade: 42
Reports to: President Department: Administrative
Classification: Salary Division: Executive
Date: 9/28/2016 Approved: TSB
Job Summary:
Leads and oversees all programs within the product development group. Accountable for
managing all program management staff, providing leadership, and mentoring.
Essential Functions:
1. Communicate with stakeholders and collaborate with a variety of functional areas in
order to deliver program results that contribute to a world-class product development
2. Ensure all products created adhere to company quality standards and are responsive to
the customers’ needs and market opportunities.
3. Lead and mentor program managers in all areas of project management skills and
4. Contribute to program planning, strategic planning, budgeting, and departmental
process improvement initiatives.
5. Manage cross-functional projects and teams, including functional areas within product
development and representatives from engineering, product marketing, school services, and
6. Review work of program managers and all project key decisions to ensure company
objectives are met and execution of program/project budgets and schedules for each
approved initiative.
7. Maintain schedules and project plans, track program interdependencies, milestones, and
deliverables to ensure successful implementation and deployment.
8. Communicate progress through weekly status reports.
9. Provide consistent issue management resolution, prioritizing between competing
agendas and resources, building projects from the ground up, and establishing relationships
and processes.
10. Maintain project processes, best practices, and other documentation.
11. Lead cross-functional team meetings.
12. Plan, organize, and control assigned program activities from conceptual stages to final
stages of program product life cycle.
13. Optimize profit and meet growth objectives.
14. Identify and implement process improvement initiatives.
15. Ensure that all program activities are executed in accordance with established processes
and procedures.
1. Bachelor’s degree and a minimum of 10 years of experience in project and program
2. A Project Management Professional (PMP) certification is desired, as well as
demonstrated success tracking and meeting schedules on large-scale projects.
3. Solid knowledge of financial concepts and ability to use financial tools to make
strategic decisions and business forecasts.
4. Strong business process improvement capability required and the ability to identify and
implement best practices and ongoing performance measurement.
5. Excellent negotiation, organizational, leadership, customer relations, strategic thinking,
and communication skills.
6. Solid working knowledge of product development life cycles desired.
Vice President, Human Resources
Grade: 44
Job Summary:
Manages the Human Resources department, developing policies and programs to provide an
employee-focused, high-performance culture. Major areas of responsibility include
organizational planning and development, regulatory compliance, recruiting and staffing,
performance management and improvement, employee orientation and training, employee
relations, employee communications, compensation, benefits, employee wellness, safety and
health, and employee services and counseling. Assists and advises senior management on Human
Resources issues.
1. Formulates and recommends human resources policies and objectives focused on
establishing a high-performance culture that emphasizes quality, productivity, the
achievement of goals, professional development, and the recruitment and retention of a
highly qualified workforce.
2. Develops and monitors the human resources operating budget to support company goals
and objectives. Manages the selection and use of Human Resources information systems to
support goals and objectives.
3. Leads company compliance with all federal, state, and local labor and employment law
requirements including, but not limited to, those related to Equal Employment Opportunity
(EEO), the Americans with Disabilities Act as amended (ADA), the Family and Medical
Leave Act (FMLA), the Fair Labor Standards Act (FLSA), Employee Retirement Income
Security Act (ERISA), Worker Adjustment and Retraining Notification Act (WARN),
Occupational Health and Safety Act (OSHA), Fair Credit Reporting Act (FCRA),
Uniformed Services Employment and Reemployment Rights Act (USERRA), workers’
compensation, and employment tax laws. Monitors exposure of the company. Directs the
preparation of information requested or required for compliance. Approves all information
submitted. Acts as primary contact with labor counsel and outside government agencies.
4. Protects interests of employees and the company in accordance with company Human
Resources policies and governmental laws and regulations. Approves recommendations for
terminations. Reviews employee appeals through complaint procedure.
5. Directs a process of organizational planning that evaluates structure, job design, and
manpower forecasting throughout the company. Coordinates activities across division
lines. Evaluates plans and changes to plans. Makes recommendations to senior
6. Directs a process of organizational development that primarily addresses succession
planning throughout the company. Coordinates activities across division lines. Evaluates
plans and changes to plans. Makes recommendations to senior management.
7. Establishes wage and salary structure, pay policies, performance appraisal programs,
employee benefit programs and services, and company wellness, safety and health
programs. Monitors for effectiveness and cost containments.
8. Establishes recruitment and placement practices and procedures aimed at developing a
talent pool of highly qualified candidates and hiring the most qualified candidate for each
position. Reviews variances to schedules. Interviews executive-level candidates.
9. Establishes in-house management training programs that address company needs across
division lines (e.g., sexual harassment training, conducting performance appraisals,
interviewing, performance management).
10.Oversees implementation of programs through Human Resources staff. Monitors
administration to standards. Identifies opportunities and resolves discrepancies.
11.Selects and coordinates use of Human Resources information systems, consultants,
insurance brokers, insurance carriers, pension administrators, training specialists, labor and
employment counsel, and other outside resources.
12.Conducts a continuing study of all Human Resources policies, programs, and practices
to keep top management informed of new developments.
13.Directs the preparation and maintenance of such reports as are necessary to carry out the
functions of the department. Prepares periodic reports to top management, as necessary or
14.Keeps supervisor informed of significant problems that jeopardize the achievement of
objectives and those which are not being addressed adequately at the line management
15.Directs the work of the managers of recruiting and staffing, organizational development,
compensation, benefits, payroll, training, employee relations and legal compliance, HRIS,
and wellness programs.
Assumes other duties as assigned by supervisor.
1. Bachelor’s degree or equivalent in Human Resources or a related field.
2. Specialized training in organizational planning, compensation, and preventive employee
and labor relations. SPHR certification preferred.
3. From eight (8) to ten (10) years’ experience gained through increasingly responsible
management positions within Human Resources.
4. A minimum of three (3) years’ recent experience as the top Human Resources executive
of a company with 800 to 1,000 employees in a nonunion manufacturing and office
5. Generalist background with broad knowledge of employment, compensation,
organizational planning, employee relations, and training and development.
Well-developed administrative skills. Strong management skills—principles and people.
Experienced working with more than two divisions.
6. High energy level, comfortable performing multifaceted projects in conjunction with
day-to-day activities.
7. Superior interpersonal abilities. Ability to get along with diverse personalities, tactful,
mature, flexible. Participative management style.
8. Superior oral and written communication skills.
9. Results oriented with sound business judgment.
Vice President of Marketing
Grade: 43
Reports to: President Department: Administration
Classification: Division: Executive
Date: 09/28/2016 Approved: TSB
To develop and supervise all marketing activities. Works under the chief operating officer and
develops sales forecasts as well as advertising and promotional programs and pricing strategies.
Directs the sales and marketing managers and, through them, the entire sales and marketing
1. Develops and evaluates all advertising and promotional programs. Must personally approve
all major marketing campaigns.
2. Works with the chief financial officer to develop pricing strategies for all products.
3. Reports directly to the chief operating officer with all proposals and prepares periodic
reports giving results of marketing and sales efforts.
4. Gives direct supervision to national sales and marketing managers and, through them, the
entire sales and marketing forces.
5. Prepares sales forecasts, and predicts future profits based on volume and costs projected by
the accounting department.
1. Bachelor’s degree or equivalent required; M.B.A. or C.P.A. degree preferred.
2. Over 10 years of experience in sales and marketing management with supervising a diverse,
national sales force preferred.
3. Good knowledge of accounting and finance to analyze and evaluate marketing programs
and pricing policies.
4. Demonstrated creative ability to evaluate advertising and promotional programs.
5. Excellent oral and written communication skills to develop an enthusiastic and competent
sales and marketing staff.
Marketing Manager:
Plan, direct, or coordinate marketing policies and programs, such as determining the demand for
products and services offered by a firm and its competitors, and identify potential customers.
Develop pricing strategies with the goal of maximizing the firm’s profits or share of the market
while ensuring the firm’s customers are satisfied. Oversee product development or monitor
trends that indicate the need for new products and services.
1. Formulate, direct and coordinate marketing activities and policies to promote products
and services, working with advertising and promotion managers.
2. Identify, develop, or evaluate marketing strategy, based on knowledge of establishment
objectives, market characteristics, and cost and markup factors.
3. Direct the hiring, training, or performance evaluations of marketing or sales staff and
oversee their daily activities.
4. Evaluate the financial aspects of product development, such as budgets, expenditures,
research and development appropriations, or return-on-investment and profit-loss
5. Develop pricing strategies, balancing firm objectives and customer satisfaction.
6. Compile lists describing product or service offerings.
7. Initiate market research studies or analyze their findings.
8. Use sales forecasting or strategic planning to ensure the sale and profitability of
products, lines, or services, analyzing business developments and monitoring market
9. Coordinate or participate in promotional activities or trade shows, working with
developers, advertisers, or production managers, to market products or services.
10.Consult with buying personnel to gain advice regarding the types of products or services
expected to be in demand.
11.Conduct economic or commercial surveys to identify potential markets for products or
12.Select products or accessories to be displayed at trade or special production shows.
1. Active Listening —Giving full attention to what other people are saying, taking time to
understand the points being made, asking questions as appropriate, and not interrupting at
inappropriate times.
2. Critical Thinking —Using logic and reasoning to identify the strengths and weaknesses
of alternative solutions, conclusions, or approaches to problems.
3. Persuasion —Persuading others to change their minds or behavior.
4. Social Perceptiveness —Being aware of others’ reactions and understanding why they
react as they do.
5. Speaking —Talking to others to convey information effectively.
6. Judgment and Decision Making —Considering the relative costs and benefits of
potential actions to choose the most appropriate one.
7. Monitoring —Monitoring/Assessing performance of yourself, other individuals, or
organizations to make improvements or take corrective action.
8. Active Learning —Understanding the implications of new information for both current
and future problem-solving and decision-making.
9. Coordination —Adjusting actions in relation to others’ actions.
10. Operations Analysis —Analyzing needs and product requirements to create a design.
1. Sales and Marketing —Knowledge of principles and methods for showing, promoting,
and selling products or services. This includes marketing strategy and tactics, product
demonstration, sales techniques, and sales control systems.
2. Customer and Personal Service —Knowledge of principles and processes for
providing customer and personal services. This includes customer needs assessment,
meeting quality standards for services, and evaluation of customer satisfaction.
3. English Language —Knowledge of the structure and content of the English language
including the meaning and spelling of words, rules of composition, and grammar.
4. Administration and Management —Knowledge of business and management
principles involved in strategic planning, resource allocation, human resources modeling,
leadership technique, production methods, and coordination of people and resources.
5. Communications and Media —Knowledge of media production, communication, and
dissemination techniques and methods. This includes alternative ways to inform and
entertain via written, oral, and visual media.
6. Computers and Electronics —Knowledge of circuit boards, processors, chips,
electronic equipment, and computer hardware and software, including applications and
1. Oral Comprehension —The ability to listen to and understand information and ideas
presented through spoken words and sentences.
2. Oral Expression —The ability to communicate information and ideas in speaking so
will understand.
3. Deductive Reasoning —The ability to apply general rules to specific problems to
produce answers that make sense.
4. Written Comprehension —The ability to read and understand information and ideas
presented in writing.
5. Fluency of Ideas —The ability to come up with a number of ideas about a topic (the
number of ideas is important, not their quality, correctness, or creativity).
6. Speech Recognition —The ability to identify and understand the speech of another
7. Written Expression —The ability to communicate information and ideas in writing so
others will understand.
8. Inductive Reasoning —The ability to combine pieces of information to form general
rules or conclusions (includes finding a relationship among seemingly unrelated events).
9. Originality —The ability to come up with unusual or clever ideas about a given topic or
situation, or to develop creative ways to solve a problem.
10. Problem Sensitivity —The ability to tell when something is wrong or is likely to go
wrong. It does not involve solving the problem, only recognizing there is a problem.
Bachelor’s degree in business, marketing or related field. Master’s in business administration
Marketing Research Consultant
Grade: 36
Reports to: Marketing Manager Department: Marketing
Classification: Hourly Division: Administration
Date: 9/27/2016 Approved: TSB
To expand our company’s sales and profits by developing a loyal client base of customers for our
customized marketing and marketing research programs designed, in turn, to increase the clients’
sales and profitability.
1. Explains and sells the variety of marketing research services available.
2. Interviews clients to ascertain their goals and their perceived marketing challenges.
3. Develops customized marketing services and research based on the particular needs
of each client.
4. Implements and supervises marketing research programs to increase sales and
profitability for both the client and our own company.
5. Works with the client to analyze research results and adapt its sales programs and
marketing methods in accordance with test results.
6. Provides training for client’s staff as necessary to carry out marketing program.
7. Builds effective, long-term relationships between marketing company and clients.
8. Devises new marketing research programs to add value and profitability to services
1. Bachelor’s degree or equivalent.
2. Five or more years of experience in market research.
3. Proven expertise in consultative selling.
4. Effective and persuasive communication skills.
5. Demonstrated ability to design and manage a multifaceted marketing program.
Vice President Accounting
Reports to President
Direct financial activities, such as planning, procurement, and investments for all or part of an
1. Prepare and file annual tax returns or prepare financial information so that outside
accountants can complete tax returns.
2. Prepare or direct preparation of financial statements, business activity reports, financial
position forecasts, annual budgets, or reports required by regulatory agencies.
3. Supervise employees performing financial reporting, accounting, billing, collections,
payroll, and budgeting duties.
4. Delegate authority for the receipt, disbursement, banking, protection, and custody of
funds, securities, and financial instruments.
5. Maintain current knowledge of organizational policies and procedures, federal and state
policies and directives, and current accounting standards.
6. Conduct or coordinate audits of company accounts and financial transactions to ensure
compliance with state and federal requirements and statutes.
7. Receive, record, and authorize requests for disbursements in accordance with company
policies and procedures.
8. Monitor financial activities and details such as reserve levels to ensure that all legal and
regulatory requirements are met.
9. Monitor and evaluate the performance of accounting and other financial staff,
recommending and implementing personnel actions, such as promotions and dismissals.
10. Develop and maintain relationships with banking, insurance, and nonorganizational
accounting personnel to facilitate financial activities.
11. Coordinate and direct the financial planning, budgeting, procurement, or investment
activities of all or part of an organization.
12. Develop internal control policies, guidelines, and procedures for activities such as
budget administration, cash and credit management, and accounting.
13. Analyze the financial details of past, present, and expected operations to identify
development opportunities and areas where improvement is needed.
14. Advise management on short-term and long-term financial objectives, policies, and
15. Provide direction and assistance to other organizational units regarding accounting and
budgeting policies and procedures and efficient control and utilization of financial
16. Evaluate needs for procurement of funds and investment of surpluses and make
appropriate recommendations.
17. Receive cash and checks and make deposits.
18. Perform tax planning work.
1. Complex Problem Solving —Identifying complex problems and reviewing related
information to develop and evaluate options and implement solutions.
2. Critical Thinking— Using logic and reasoning to identify the strengths and weaknesses
of alternative solutions, conclusions, or approaches to problems.
3. Active Listening— Giving full attention to what other people are saying, taking time to
understand the points being made, asking questions as appropriate, and not interrupting at
inappropriate times.
4. Reading Comprehension— Understanding written sentences and paragraphs in
work-related documents.
5. Judgment and Decision Making— Considering the relative costs and benefits of
potential actions to choose the most appropriate one.
6. Speaking— Talking to others to convey information effectively.
7. Writing— Communicating effectively in writing as appropriate for the needs of
the audience.
8. Active Learning— Understanding the implications of new information for both
current and future problem-solving and decision-making.
9. Coordination— Adjusting actions in relation to others’ actions.
10. Management of Financial Resources— Determining how money will be spent to
get the work done and accounting for these expenditures.
1. English Language —Knowledge of the structure and content of the English language,
including the meaning and spelling of words, rules of composition, and grammar.
2. Economics and Accounting— Knowledge of economic and accounting principles and
practices, the financial markets, banking, and the analysis and reporting of financial data.
3. Administration and Management— Knowledge of business and management
principles involved in strategic planning, resource allocation, human resources modeling,
leadership technique, production methods, and coordination of people and resources.
4. Mathematics— Knowledge of arithmetic, algebra, geometry, calculus, statistics, and
their applications.
5. Law and Government— Knowledge of laws, legal codes, court procedures, precedents,
government regulations, executive orders, agency rules, and the democratic political
6. Personnel and Human Resources— Knowledge of principles and procedures for
personnel recruitment, selection, training, compensation and benefits, labor relations and
negotiation, and personnel information systems.
7. Customer and Personal Service— Knowledge of principles and processes for
providing customer and personal services. This includes customer needs assessment,
meeting quality standards for services, and evaluation of customer satisfaction.
8. Education and Training —Knowledge of principles and methods for curriculum and
training design, teaching and instruction for individuals and groups, and the measurement
of training effects.
1. Oral Expression —The ability to communicate information and ideas in speaking so
will understand.
2. Deductive Reasoning— The ability to apply general rules to specific problems to
produce answers that make sense.
3. Oral Comprehension— The ability to listen to and understand information and ideas
presented through spoken words and sentences.
4. Problem Sensitivity— The ability to tell when something is wrong or is likely to go
wrong. It does not involve solving the problem, only recognizing there is a problem.
5. Speech Clarity— The ability to speak clearly so others can understand you.
6. Written Comprehension— The ability to read and understand information and ideas
presented in writing.
7. Near Vision— The ability to see details at close range (within a few feet of the
8. Speech Recognition— The ability to identify and understand the speech of another
9. Category Flexibility— The ability to generate or use different sets of rules for
combining or grouping things in different ways.
10. Inductive Reasoning— The ability to combine pieces of information to form general
rules or conclusions (includes finding a relationship among seemingly unrelated events).
Bachelor of Science degree in Accounting or Finance required. CPA required. Minimum of 8
years’ experience and 2 years as a controller.
Chief Accountant (Accounting Supervisor)
The Chief Accountant (Accounting Supervisor), under the direction of the Vice
President—Fiscal Services, is responsible for supervision and control of the general accounting
area, and for financial statement and report preparation.
The employee in this classification is responsible for the supervision and control of the general
accounting functions. This includes the general ledger, payables, payroll, property, budget
reporting, and statistical accumulation. This individual is also responsible for financial statement
and report preparation on a regular and special request basis; assisting departments with annual
budget preparation and budget reviews; assisting in the hospital’s annual budget preparation;
reviewing entries to the general and statistical ledgers to assure accuracy; and assisting in
recruitment of personnel.
The employee will work under the direction of the Vice President—Fiscal Services; will operate
standard office equipment including a microcomputer; and will design and utilize computer
reports and output. The employee’s work setting will normally be the office. The employee will
need to be familiar with current and new regulations and guidelines relating to hospital finance
and accounting principles.
1. Supervises and trains those employees in accounting, payroll, and accounts payable.
2. Regularly reviews entries to the general and statistical ledgers to assure accuracy and
compliance with established accounting principles and procedures. Prepares general and
statistical ledger entries.
3. Prepares financial and statistical reports as required.
4. Coordinates and prepares for financial audits as required by hospital policy,
governmental regulations, or other organizations.
5. Assists departments in the review of budget reports and in preparation of annual
capital, expense, and activity budgets.
6. Assists in the preparation of the annual budget and coordinating the completion of the
State Hospital Commission reports.
7. Prepares and/or reviews required tax returns.
8. Recommends changes in financial policies and procedures, as necessary.
9. Monitors established internal controls to assure proper compliance.
1. Assists in the preparation of cost reimbursement reports and other interim reports as
may be required.
2. Assists with planning and implementing changes in the accounting system.
3. Assists in the recruitment of personnel and evaluates personnel under own supervision.
4. Performs other duties as assigned.
The preceding examples are representative of the assignments performed by this position and are
not intended to be all-inclusive.
1. This position requires a bachelor’s degree in Business Administration with a major in
Accounting and three (3) years’ experience in hospital or public accounting assisting
hospitals; or any combination of experience, education, and training which would provide
the level of knowledge, skill, and ability required. A CPA is also highly desirable.
2. Knowledge of technical and professional principles and skills of accounting and
hospital finance.
3. Knowledge of data processing capabilities and procedures, including the use of
4. Knowledge of appropriate management and supervisory skills to supervise general
accounting staff.
5. Knowledge of requirements and regulations set forth by FDA, IRS, and other related
6. Ability to maintain good working relationships with co-workers, supervisor,
management, and department head staff and various agency personnel.
7. Ability to communicate both orally and in writing with a wide range of people.
Senior Accounting Clerk
Grade: 27
Job Summary:
To ensure complete and systematic accounting records of receipts and disbursements within the
organization. Duties include performing a variety of complex clerical and bookkeeping tasks,
applying accepted procedures to the preparation and maintenance of accounting records. Reports
to the head of the Accounting department. May supervise designated junior clerical personnel as
head of section.
1. Receives and/or disburses funds related to the assigned area of responsibility.
2. Checks work of junior clerks and posts to databases, journals, and general ledgers.
3. Makes depreciation and other adjusting entries as required.
4. Posts and analyzes trial balance and ledger accounts.
5. Prepares summary sheets for use by supervisor, managers, or auditors in preparing
comprehensive financial statements.
6. Supervises preparation of payroll information for vendor and verifies resulting
7. Monitors payroll tax deposits and quarterly tax filings.
8. Audits and proofs accounting reports for clerical accuracy and conformance to company
9. Maintains cost system and allocates expenditures to accounts in accordance with
established procedures.
10. Maintains perpetual inventory of supplies and materials; assists in taking and valuing
physical inventory as required.
11. Supervises and trains junior accounting clerks in procedures and software.
1. Sound knowledge of bookkeeping theories, practices, and accepted office procedures;
some knowledge of intermediate accounting procedures.
2. Competence working with computerized accounting systems and software.
3. Excellent keyboarding skills.
4. Excellent organizational, interpersonal, and communications skills
5. Ability to establish and maintain effective working relationships with coworkers and
6. Leadership or supervisory capabilities.
1. High school diploma or its equivalent, including courses in bookkeeping and computer
science; associate’s degree in business or accounting preferred.
2. Proficiency with computers and bookkeeping and Accounting software programs.
3. At least 3 years of increasingly responsible experience in Accounting department
assignments involving advanced recordkeeping. Related business school or college courses
may be substituted for up to 1 year’s experience.
4. Alternate combinations of training and experience will be considered if requisite skills
are demonstrated.
5. Acceptable background for bonding.
Junior Accounting Clerk
To enter routine data into accounting records, such as accounts payable, billing and receivables
journals, do routine filing and updating of records. Supervisor closely monitors all work and
assigns work as needed.
1. Uses computer to enter data as assigned.
2. Assists with mailing of monthly statements to customers.
3 Under supervision, assists with disbursements of petty cash when senior clerk is unavailable.
4. Matches packing slips to invoices. Requests information from shipping department in case of
5. Checks statements from suppliers against invoices received, approved, and posted, and against
payments made. Requests verification if the statement does not agree with internal records.
Brings differences to attention of supervisor.
6. Maintains small supply of commonly used office supplies and gives them to other departments
upon request. Notifies supervisor of need to order items from office supply company.
7. Makes copies of reports and distributes them as directed.
8. Assists with answering telephone when requested.
1. High school diploma or equivalency certificate.
2. Familiarity with computer operation and common office machines. Some training in
bookkeeping is desirable.
3. Friendly, courteous telephone manner.
4. Basic verbal and mathematical skills.
Vice President, Management Information Systems
Reports to President
Plans, directs, and manages the MIS Department in order to ensure the development and
implementation of cost-effective systems and efficient computer operations to meet current and
future decision making requirements. As a corporate officer, the incumbent provides company
wide direction in areas of policy and planning for data processing and related functions
(communications, office systems, etc.).
1. Provides information processing, systems counseling and guidance to management
personnel throughout the corporation.
2. Plans and controls departmental staffing, development, organization, hardware
acquisitions, and facilities to ensure that they are consistent with the business plan of the
3. Directs the design, development, and maintenance of systems, programs, and systems
software to meet management’s information needs.
4. Establishes MIS policies, standards, practices, and security measures to ensure effective
and consistent information processing operations and to safeguard information resources.
5. Administers the department’s expense budget within budgetary guidelines to contribute
to cost-effective operation of the corporation.
6. Selects, develops, and motivates qualified staff to effectively carry out department
functions and provide for the continuity of managerial and specialized skills.
7. Maintains knowledge of developments in the area of systems and hardware and
incorporates new developments into future systems of the corporation.
None listed.
1. Operating Budgets:
MIS Dept.$8.5 million
Div. D.P. 7.0 million
Communications 6.5 million
2. Staff Size:
Exempt 99 management and professional staff
Nonexempt 34
Perm & Temp. PT 13
3. This position reports to the Vice President—Finance and Treasury as do the following
positions: Vice President and Controller, Assistant Treasurer, and the Director—Corporate
4. The following positions report directly to the Vice President—Management
Information Services (MIS):
a. Manager—Development Services: Directs the development of corporate and
selected division information systems, and provides operations research support to
division and corporate.
b. Manager—Midwest Region Data Center: Manages the MRDC location, which
provides systems planning, development support, and on-line as well as batch
operations of existing systems.
c. Manager—Operations Services: Manages the planning, installation, operation,
and maintenance of corporatewide data/voice communications and computer
production services for corporate and selected divisions.
d. Manager—Support Services: Evaluates, selects, and negotiates with vendors for
procurement of all hardware, software, and services; and manages the information
center, corporate standards, and MIS general administration functions.
e. Manager—Office Services: Provides mail, switchboard, typing pool, and
duplication service for corporate facility.
MIS is a service-oriented function providing a resource for corporate headquarters departments
and division management. It enables the development and operation of cost-efficient
applications for which separate units do not have the expertise or economy of scale to develop in
a cost-efficient manner. Involvement with any department or division may be initiated by the
unit manager, a corporate officer, or by a MIS staff member who identifies opportunities for
information processing services.
Although the information processing function is centralized, the corporation has a decentralized
operating philosophy.
The MIS Steering Committee (MISSCO) is a committee of top corporate executives, which
oversees the MIS function by reviewing and approving the long-range plans submitted by the
Vice President of MIS and establishing priorities to guide the allocation of resources as the
long-range plan is implemented.
A primary function of this position is the identification and presentation to corporate top
management of the best long-term direction for the MIS function as well as the direction for the
information processing departments at individual operating units. Once the general direction and
budget figures have been approved, the Vice President—MIS works with the MIS management
team to translate the strategic plans into more-specific three-year plans and one-year operating
budgets, which detail cost projections for review and approval by the corporate
planning/budgeting committee and MISSCO.
The incumbent remains apprised of the progress of major projects, and pays particular attention
to any developing problems and participates in major problem resolution. It is the Vice
President’s responsibility to communicate and explain to corporate and division top management
significant deviations from the plan.
The Vice President—MIS reviews the performance and potential of individual staff members
and makes and/or approves decisions relating to MIS personnel matters.
The major challenge facing the incumbent is identifying the proper long-term direction for the
MIS department and division information processing departments in a decentralized
environment. Tradeoffs between economies of scale and the decentralized operating philosophy
must be evaluated and decisions made that will have long-term consequences. The incumbent
must effectively communicate a highly technical and constantly changing subject in nontechnical
business terminology to corporate and division managers so that sound decisions will be made.
Managing a large organization of the highly motivated, yet independent, technicians and
specialists typical of the computer field poses difficult personnel problems. The unfavorable
supply/demand imbalance of the professionals with the required MIS talent adds pressure to the
management process.
Once the annual operating budget has been approved, the Vice President—MIS has authority to
initiate any action within the broad limitations defined by the rather large MIS department
budget (approved additions to staff, purchase/lease of equipment, etc.). Any significant
allocation of company resources beyond the approved budget requires review and approval by a
higher level of management.
This position provides input to top corporate operating management on the feasibility of projects
and equipment selection. Recommendations from the Vice President—MIS on operating
company information processing matters weigh very heavily in the management
decision-making process, particularly in decisions involving hardware selection. This is true to
the point of having near veto power over operating company decisions. However, the officer
over the operating unit has final authority on such matters.
The MISSCO is involved in setting company priorities when there are conflicts on the allocation
of MIS resources to major projects.
Considerable interpersonal skills are required to deal with the personnel situations arising in the
large MIS staff. The need to persuade and sell in the liaison role with divisional and corporate
department heads calls for a high degree of human relations skills.
Considerable management skills are required to successfully perform the planning, directing,
reporting, and administrative responsibilities of this position.
A comprehensive knowledge of the general direction of the data processing industry and
technology (evolving products, services, etc.) is required in this position, although a thorough
understanding of technical details is not necessary.
The knowledge and skills required for this position are typically acquired in 10 to 15 years of
experience in managing one or more major information processing functions (operations,
development, etc.) and/or through advanced college training in management.
Frequent reading of periodicals and other literature on the state-of-the-art and data processing as
well as attendance at vendor-sponsored and other seminars are required in order to maintain the
level of familiarity with the subject matter required to fill this position.
Computer and Information System Manager
Reports to Vice President of Management Information
Plan, direct, or coordinate activities in such fields as electronic data processing, information
systems, systems analysis, and computer programming.
1. Review project plans to plan and coordinate project activity.
2. Manage backup, security and user help systems.
3. Develop and interpret organizational goals, policies, and procedures.
4. Develop computer information resources, providing for data security and control,
strategic computing, and disaster recovery.
5. Consult with users, management, vendors, and technicians to assess computing needs
and system requirements.
6. Stay abreast of advances in technology.
7. Meet with department heads, managers, supervisors, vendors, and others to solicit
cooperation and resolve problems.
8. Provide users with technical support for computer problems.
9. Recruit, hire, train and supervise staff, or participate in staffing decisions.
10. Evaluate data processing proposals to assess project feasibility and requirements.
11. Control operational budget and expenditures.
12. Review and approve all systems charts and programs prior to their implementation.
13. Direct daily operations of department, analyzing workflow, establishing priorities,
developing standards, and setting deadlines.
14. Assign and review the work of systems analysts, programmers, and other
computer-related workers.
15. Evaluate the organization’s technology use and needs and recommend improvements,
such as hardware and software upgrades.
16. Prepare and review operational reports or project progress reports.
17. Purchase necessary equipment.
1. Reading Comprehension —Understanding written sentences and paragraphs in
work-related documents.
2. Active Listening —Giving full attention to what other people are saying, taking time to
understand the points being made, asking questions as appropriate, and not interrupting at
inappropriate times.
3. Critical Thinking —Using logic and reasoning to identify the strengths and weaknesses
of alternative solutions, conclusions, or approaches to problems.
4. Complex Problem Solving —Identifying complex problems and reviewing related
information to develop and evaluate options and implement solutions.
5. Monitoring —Monitoring/Assessing performance of yourself, other individuals, or
organizations to make improvements or take corrective action.
6. Writing —Communicating effectively in writing as appropriate for the needs of the
7. Coordination —Adjusting actions in relation to others’ actions.
8. Speaking —Talking to others to convey information effectively.
9. Judgment and Decision Making —Considering the relative costs and benefits of
potential actions to choose the most appropriate one.
10. Social Perceptiveness —Being aware of others’ reactions and understanding why they
react as they do.
1. Administration and Management —Knowledge of business and management
principles involved in strategic planning, resource allocation, human resources modeling,
leadership technique, production methods, and coordination of people and resources.
2. Customer and Personal Service —Knowledge of principles and processes for
providing customer and personal services. This includes customer needs assessment,
meeting quality standards for services, and evaluation of customer satisfaction.
3. Production and Processing —Knowledge of raw materials, production processes,
quality control, costs, and other techniques for maximizing the effective manufacture and
distribution of goods.
4. English Language —Knowledge of the structure and content of the English language
including the meaning and spelling of words, rules of composition, and grammar.
5. Personnel and Human Resources —Knowledge of principles and procedures for
personnel recruitment, selection, training, compensation and benefits, labor relations and
negotiation, and personnel information systems.
6. Telecommunications —Knowledge of transmission, broadcasting, switching, control,
and operation of telecommunications systems.
7. Economics and Accounting —Knowledge of economic and accounting principles and
practices, the financial markets, banking and the analysis and reporting of financial data.
1. Written Comprehension —The ability to read and understand information and ideas
presented in writing.
2. Oral Comprehension —The ability to listen to and understand information and ideas
presented through spoken words and sentences.
3. Oral Expression —The ability to communicate information and ideas in speaking so
others will understand.
4. Problem Sensitivity —The ability to tell when something is wrong or is likely to go
wrong. It does not involve solving the problem, only recognizing there is a problem.
5. Deductive Reasoning —The ability to apply general rules to specific problems to
produce answers that make sense.
6. Inductive Reasoning —The ability to combine pieces of information to form general
rules or conclusions (includes finding a relationship among seemingly unrelated events).
7. Written Expression —The ability to communicate information and ideas in writing so
others will understand.
8. Information Ordering —The ability to arrange things or actions in a certain order or
pattern according to a specific rule or set of rules (e.g., patterns of numbers, letters, words,
pictures, mathematical operations).
9. Near Vision —The ability to see details at close range (within a few feet of the
10. Speech Clarity —The ability to speak clearly so others can understand you.
Bachelor’s degree with study in computer science, programming, or related field. Previous work
experience preferred.
Computer and Information System Manager
Plan, direct, or coordinate activities in such fields as electronic data processing, information
systems, systems analysis, and computer programming.
1. Review project plans to plan and coordinate project activity.
2. Manage backup, security and user help systems.
3. Develop and interpret organizational goals, policies, and procedures.
4. Develop computer information resources, providing for data security and control,
strategic computing, and disaster recovery.
5. Consult with users, management, vendors, and technicians to assess computing needs
and system requirements.
1. 6. Stay abreast of advances in technology.
7. Meet with department heads, managers, supervisors, vendors, and others to solicit
cooperation and resolve problems.
8. Provide users with technical support for computer problems.
9. Recruit, hire, train and supervise staff, or participate in staffing decisions.
10. Evaluate data processing proposals to assess project feasibility and requirements.
11. Control operational budget and expenditures.
12. Review and approve all systems charts and programs prior to their implementation.
13. Direct daily operations of department, analyzing workflow, establishing priorities,
developing standards, and setting deadlines.
14. Assign and review the work of systems analysts, programmers, and other
computer-related workers.
15. Evaluate the organization’s technology use and needs and recommend improvements,
such as hardware and software upgrades.
16. Prepare and review operational reports or project progress reports.
17. Purchase necessary equipment.
1. Reading Comprehension —Understanding written sentences and paragraphs in
work-related documents.
2. Active Listening —Giving full attention to what other people are saying, taking time to
understand the points being made, asking questions as appropriate, and not interrupting at
inappropriate times.
3. Critical Thinking —Using logic and reasoning to identify the strengths and weaknesses
of alternative solutions, conclusions, or approaches to problems.
4. Complex Problem Solving —Identifying complex problems and reviewing related
information to develop and evaluate options and implement solutions.
5. Monitoring —Monitoring/Assessing performance of yourself, other individuals, or
organizations to make improvements or take corrective action.
6. Writing —Communicating effectively in writing as appropriate for the needs of the
7. Coordination —Adjusting actions in relation to others’ actions.
8. Speaking —Talking to others to convey information effectively.
9. Judgment and Decision Making —Considering the relative costs and benefits of
potential actions to choose the most appropriate one.
10. Social Perceptiveness —Being aware of others’ reactions and understanding why they
react as they do.
1. Administration and Management —Knowledge of business and management
principles involved in strategic planning, resource allocation, human resources modeling,
leadership technique, production methods, and coordination of people and resources.
2. Customer and Personal Service —Knowledge of principles and processes for
providing customer and personal services. This includes customer needs assessment,
meeting quality standards for services, and evaluation of customer satisfaction.
3. Production and Processing —Knowledge of raw materials, production processes,
quality control, costs, and other techniques for maximizing the effective manufacture and
distribution of goods.
4. English Language —Knowledge of the structure and content of the English language
including the meaning and spelling of words, rules of composition, and grammar.
5. Personnel and Human Resources —Knowledge of principles and procedures for
personnel recruitment, selection, training, compensation and benefits, labor relations and
negotiation, and personnel information systems.
6. Telecommunications —Knowledge of transmission, broadcasting, switching, control,
and operation of telecommunications systems.
7. Economics and Accounting —Knowledge of economic and accounting principles and
practices, the financial markets, banking and the analysis and reporting of financial data
1. Written Comprehension —The ability to read and understand information and ideas
presented in writing.
2. Oral Comprehension —The ability to listen to and understand information and ideas
presented through spoken words and sentences.
3. Oral Expression —The ability to communicate information and ideas in speaking so
others will understand.
4. Problem Sensitivity —The ability to tell when something is wrong or is likely to go
wrong. It does not involve solving the problem, only recognizing there is a problem.
5. Deductive Reasoning —The ability to apply general rules to specific problems to
produce answers that make sense.
6. Inductive Reasoning —The ability to combine pieces of information to form general
rules or conclusions (includes finding a relationship among seemingly unrelated events).
7. Written Expression —The ability to communicate information and ideas in writing so
others will understand.
8. Information Ordering —The ability to arrange things or actions in a certain order or
pattern according to a specific rule or set of rules (e.g., patterns of numbers, letters, words,
pictures, mathematical operations).
9. Near Vision —The ability to see details at close range (within a few feet of the
10. Speech Clarity —The ability to speak clearly so others can understand you.
Bachelor’s degree with study in computer science, programming, or related field. Previous work
experience preferred.
Logistics Divisions:
Director of Warehousing & Transportation
To manage, develop, and supervise operations of a full-scale logistics facility and
distribution center offering public warehousing, distribution, full-service transportation,
materials management, and fulfillment services.
1. Oversees development of facility to provide a wide range of services in order to meet
customer needs for multimodal transloading, just-in-time shipping, inventory management,
a customer call center, distribution, and fulfillment.
2. Supervises and works with finance department to prepare budgets, forecast expansion of
operations, develop sales projections, achieve cost-saving initiatives, and analyze results on
a regular basis.
3. Interacts with customers to become aware of opportunities for new services and
expansion of logistics facility.
4. Selects and supervises managers of all logistics functions to coordinate departmental
interaction and provide cohesive and efficient service to customers.
5. Studies areas in which goals have not been achieved; analyzes and develops new ways
to overcome problems.
6. Keeps abreast of technological developments that will facilitate expansion of operations
to better coordinate relationship between producers and end-users.
1. Bachelor’s degree in business administration, logistics, computer science, transportation,
or related field. M.B.A. preferred, but not required.
2. At least 10 years of experience in the distribution or transportation industry.
3. Excellent demonstrated management and analytical skills to handle a wide range of
4. Excellent oral and written communication skills.
5. Competence in computer-based management systems for inventory control, shipping
operations, and fulfillment services.
Warehouse Supervisor
Trains and directs a group of union associates in the movement of merchandise through the
department within specified productivity, cost, and quality standards.
1. Assigns, directs, and monitors the work of union associates.
2. Designs and implements work methods and procedures to increase productivity and
improve service within an assigned department.
3. Motivates associates to ensure that predetermined productivity, cost, and quality
standards are achieved or exceeded.
4. Ensures safety and housekeeping.
5. Trains new union associates.
6. Prepares and submits daily and weekly paperwork.
7. Recommends daily manpower requirements based on volume.
1. Measure and size of financial responsibility:
Payroll Budget: $250,000
Expense Budget: $40,000
2. Number of associates reporting to this job:
Nonexempt: 25-50
3. Most frequent contacts: Union chief steward and ship stewards
4. Responsibility for providing functional guidance to other individuals,
departments, divisions, etc. Provides optimum handling alternatives to other facility
operating departments.
1. Utilizes experience, intelligence, and ingenuity in developing new strategy on the
expeditious movement of merchandise.
2. Ensures uniform execution of policies and procedures to all union associates within
union contractual agreement.
3. Works within facility budgets.
4. Disciplines associates in accordance to union contract; fires associates who have not yet
attained union status.
5. Recommends termination to facility management of union associates.
6. Recommends extraordinary achievers for merit increase consideration.
7. Recommends modifications or innovative ideas to operations manager in order to
improve merchandise handling procedures.
1. Minimum formal education: Associate’s degree in Business.
2. Minimum job content knowledge: Basic knowledge of economy of motion techniques.
Ability to handle people under high-stress situations.
3. Minimum experience: Six (6) months’ distribution or manufacturing experience.
4. Specific jobs that could prepare an individual for this job: Work managing or
supervising in a production environment; Operations Scheduler; Merchandise Coordinator,
Loss Prevention Supervisor.
Warehouse Order Clerk
To prepare purchase orders to restock warehouse according to automatic reorder levels set
by the inventory control program. To monitor goods received to ensure that orders are
received on schedule, enter items into inventory, and notify accounting department so that
invoices can be entered into the accounts payable system.
1. Checks inventory reports daily to get list of items for automatic reorder.
2. Checks to see if a blanket order is in place. Authorizes new release of material and
updates balance remaining on blanket order.
3. Prepares purchase order for items not covered by a blanket order. Proceeds unless there
is a change in price or terms that must be approved by the purchasing department.
4. Prepares list of inventory items for which purchasing department must choose vendor
and approve price.
5. Enters purchase orders in the inventory control system.
6. Monitors receipt of shipments and notifies accounting department so that they can
process invoices for payment.
1. High school diploma or equivalency degree.
2. Ability to maintain computerized inventory system promptly and accurately.
3. At least a year’s experience in warehouse and familiarity with inventory control system.
4. Ability to interact effectively with warehouse and accounting personnel as
Forklift Operator
Grade: 8
Reports to: Warehouse Supervisor Department: Logistics
Classification: Hourly Division: Warehousing
Date: 9/28/2016 Approved: TSB
To operate the warehouse forklift and perform various material handling duties.
1. Prior to signing out equipment performs operations and safety check, including battery,
brakes, lift controls, and fire extinguisher.
2. Signs out equipment daily on release form.
3. Proceeds safely to assigned area to pull, load, and move merchandise, checking locator
cards and all documents specific to each type of merchandise.
4. Uses equipment appropriate to each type of movement.
5. At each day’s end, returns equipment to correct charging station, and prepares
equipment for daily (overnight) charge.
Equipment: Stacker, Counterbalanced Forklift, Electric Jack,—Single and Double Pallet
· Good (9th grade) math, language, reading skills.
· Responsible with equipment and vehicles.
· Clean driving record (no property damage accidents, or DUIs within the past three
· Vision: 20/20 corrected, and normal hearing range.
· Good physical condition, able to lift 50 lbs. safely.
· Good eye/hand coordination and good motor skills.
· Must be dependable, reliable, and mature enough to handle equipment safely and
Strategic Division
Director of Real Estate
Reports to Vice President of Operations
Plans future store locations and manages real estate decisions surrounding existing
locations to ensure every Greenfield’s store is ideally situated in its community for optimal
travel efficiency for customers and delivery drivers. Negotiates the purchase and sale of all
Greenfield’s Owned property.
Studies geographical traffic patterns and metropolitan growth trends
Monitors real estate offerings in future market areas
Coordinates with dozens of independent regional real estate agents to monitor market shifts
and valuations
Bachelor Degree and Commercial Real Estate Brokers License
Director of Purchasing
Reports to Vice President of Operations
Plan, direct, or coordinate the activities of buyers, purchasing officers, and related workers
involved in purchasing materials, products, and services. Includes wholesale or retail trade
merchandising managers and procurement managers.
Represent companies in negotiating contracts and formulating policies with suppliers.
Direct and coordinate activities of personnel engaged in buying, selling, and distributing
materials, equipment, machinery, and supplies.
Interview and hire staff, and oversee staff training.
Locate vendors of materials, equipment or supplies, and interview them to determine
product availability and terms of sales.
Prepare and process requisitions and purchase orders for supplies and equipment.
Develop and implement purchasing and contract management instructions, policies, and
Maintain records of goods ordered and received.
Participate in the development of specifications for equipment, products or substitute
Analyze market and delivery systems to assess present and future material availability.
Resolve vendor or contractor grievances, and claims against suppliers.
Control purchasing department budgets.
Review, evaluate, and approve specifications for issuing and awarding bids.
Review purchase order claims and contracts for conformance to company policy.
Administer online purchasing systems.
Prepare reports regarding market conditions and merchandise costs.
Prepare bid awards requiring board approval.
Coordination —Adjusting actions in relation to others’ actions.
Active Listening —Giving full attention to what other people are saying, taking time to
understand the points being made, asking questions as appropriate, and not interrupting at
inappropriate times.
Critical Thinking —Using logic and reasoning to identify the strengths and weaknesses of
alternative solutions, conclusions or approaches to problems.
Speaking —Talking to others to convey information effectively.
Management of Personnel Resources —Motivating, developing, and directing people as
they work, identifying the best people for the job.
Negotiation —Bringing others together and trying to reconcile differences.
Persuasion— Persuading others to change their minds or behavior.
Social Perceptiveness —Being aware of others’ reactions and understanding why they
react as they do.
Time Management —Managing one’s own time and the time of others.
Judgment and Decision Making —Considering the relative costs and benefits of potential
actions to choose the most appropriate one.
Monitoring —Monitoring/Assessing performance of yourself, other individuals, or
organizations to make improvements or take corrective action.
Reading Comprehension —Understanding written sentences and paragraphs in work
related documents.
Writing —Communicating effectively in writing as appropriate for the needs of the
Service Orientation —Actively looking for ways to help people.
Active Learning —Understanding the implications of new information for both current and
future problem-solving and decision-making.
Instructing —Teaching others how to do something.
Learning Strategie s—Selecting and using training/instructional methods and procedures
appropriate for the situation when learning or teaching new things.
Management of Financial Resources —Determining how money will be spent to get the
work done, and accounting for these expenditures.
Complex Problem Solving— Identifying complex problems and reviewing related
information to develop and evaluate options and implement solutions.
Systems Analysis —Determining how a system should work and how changes in
conditions, operations, and the environment will affect outcomes.
Management of Material Resources —Obtaining and seeing to the appropriate use of
equipment, facilities, and materials needed to do certain work.
Systems Evaluation —Identifying measures or indicators of system performance and the
actions needed to improve or correct performance, relative to the goals of the system.
Administration and Management —Knowledge of business and management principles
involved in strategic planning, resource allocation, human resources modeling, leadership
technique, production methods, and coordination of people and resources.
English Language —Knowledge of the structure and content of the English language
including the meaning and spelling of words, rules of composition, and grammar.
Production and Processing —Knowledge of raw materials, production processes, quality
control, costs, and other techniques for maximizing the effective manufacture and
distribution of goods.
Law and Government —Knowledge of laws, legal codes, court procedures, precedents,
government regulations, executive orders, agency rules, and the democratic political
Mathematics —Knowledge of arithmetic, algebra, geometry, calculus, statistics, and their
Customer and Personal Service —Knowledge of principles and processes for providing
customer and personal services. This includes customer needs assessment, meeting quality
standards for services, and evaluation of customer satisfaction.
Transportation —Knowledge of principles and methods for moving people or goods by
air, rail, sea, or road, including the relative costs and benefits.
Economics and Accounting —Knowledge of economic and accounting principles and
practices, the financial markets, banking and the analysis and reporting of financial data.
Personnel and Human Resources —Knowledge of principles and procedures for
personnel recruitment, selection, training, compensation and benefits, labor relations and
negotiation, and personnel information systems.
Oral Comprehension —The ability to listen to and understand information and ideas
presented through spoken words and sentences.
Oral Expression —The ability to communicate information and ideas in speaking so others
will understand.
Speech Clarity —The ability to speak clearly so others can understand you.
Speech Recognition —The ability to identify and understand the speech of another person.
Written Expression —The ability to communicate information and ideas in writing so
others will understand.
Deductive Reasoning —The ability to apply general rules to specific problems to produce
answers that make sense.
Fluency of Ideas —The ability to come up with a number of ideas about a topic (the
number of ideas is important, not their quality, correctness, or creativity).
Written Comprehension —The ability to read and understand information and ideas
presented in writing.
Problem Sensitivity —The ability to tell when something is wrong or is likely to go
wrong. It does not involve solving the problem, only recognizing there is a problem.
Information Ordering —The ability to arrange things or actions in a certain order or
pattern according to a specific rule or set of rules (e.g., patterns of numbers, letters, words,
pictures, mathematical operations).
Originality —The ability to come up with unusual or clever ideas about a given topic or
situation, or to develop creative ways to solve a problem.
Category Flexibility —The ability to generate or use different sets of rules for combining
or grouping things in different ways.
Inductive Reasoning —The ability to combine pieces of information to form general rules
or conclusions (includes finding a relationship among seemingly unrelated events).
Mathematical Reasoning —The ability to choose the right mathematical methods or
formulas to solve a problem.
Number Facility —The ability to add, subtract, multiply, or divide quickly and correctly.
Near Vision —The ability to see details at close range (within a few feet of the observer).
Selective Attention —The ability to concentrate on a task over a period of time without
being distracted.
Perceptual Speed— The ability to quickly and accurately compare similarities and
differences among sets of letters, numbers, objects, pictures, or patterns. The things to be
compared may be presented at the same time or one after the other. This ability also
includes comparing a presented object with a remembered object.
Selective Attention —The ability to concentrate on a task over a period of time without
being distracted.
Bachelor’s degree required. 3-5 years of related experience required.
Purchasing Manager
Plan, direct, or coordinate the activities of buyers, purchasing officers, and related workers
involved in purchasing materials, products, and services. Includes wholesale or retail trade
merchandising managers and procurement managers.
Represent companies in negotiating contracts and formulating policies with suppliers.
Direct and coordinate activities of personnel engaged in buying, selling, and distributing
materials, equipment, machinery, and supplies.
Interview and hire staff, and oversee staff training.
Locate vendors of materials, equipment or supplies, and interview them to determine
product availability and terms of sales.
Prepare and process requisitions and purchase orders for supplies and equipment.
Develop and implement purchasing and contract management instructions, policies, and
Maintain records of goods ordered and received.
Participate in the development of specifications for equipment, products or substitute
Analyze market and delivery systems to assess present and future material availability.
Resolve vendor or contractor grievances, and claims against suppliers.
Control purchasing department budgets.
Review, evaluate, and approve specifications for issuing and awarding bids.
Review purchase order claims and contracts for conformance to company policy.
Administer online purchasing systems.
Prepare reports regarding market conditions and merchandise costs.
Prepare bid awards requiring board approval.
Coordination —Adjusting actions in relation to others’ actions.
Active Listening —Giving full attention to what other people are saying, taking time to
understand the points being made, asking questions as appropriate, and not interrupting at
inappropriate times.
Critical Thinking —Using logic and reasoning to identify the strengths and weaknesses of
alternative solutions, conclusions or approaches to problems.
Speaking —Talking to others to convey information effectively.
Management of Personnel Resources —Motivating, developing, and directing people as
they work, identifying the best people for the job.
Negotiation —Bringing others together and trying to reconcile differences.
Persuasion— Persuading others to change their minds or behavior.
Social Perceptiveness —Being aware of others’ reactions and understanding why they
react as they do.
Time Management —Managing one’s own time and the time of others.
Judgment and Decision Making —Considering the relative costs and benefits of potential
actions to choose the most appropriate one.
Monitoring —Monitoring/Assessing performance of yourself, other individuals, or
organizations to make improvements or take corrective action.
Reading Comprehension —Understanding written sentences and paragraphs in work
related documents.
Writing —Communicating effectively in writing as appropriate for the needs of the
Service Orientation —Actively looking for ways to help people.
Active Learning —Understanding the implications of new information for both current and
future problem-solving and decision-making.
Instructing —Teaching others how to do something.
Learning Strategie s—Selecting and using training/instructional methods and procedures
appropriate for the situation when learning or teaching new things.
Management of Financial Resources —Determining how money will be spent to get the
work done, and accounting for these expenditures.
Complex Problem Solving— Identifying complex problems and reviewing related
information to develop and evaluate options and implement solutions.
Systems Analysis —Determining how a system should work and how changes in
conditions, operations, and the environment will affect outcomes.
Management of Material Resources —Obtaining and seeing to the appropriate use of
equipment, facilities, and materials needed to do certain work.
Systems Evaluation —Identifying measures or indicators of system performance and the
actions needed to improve or correct performance, relative to the goals of the system.
Administration and Management —Knowledge of business and management principles
involved in strategic planning, resource allocation, human resources modeling, leadership
technique, production methods, and coordination of people and resources.
English Language —Knowledge of the structure and content of the English language
including the meaning and spelling of words, rules of composition, and grammar.
Production and Processing —Knowledge of raw materials, production processes, quality
control, costs, and other techniques for maximizing the effective manufacture and
distribution of goods.
Law and Government —Knowledge of laws, legal codes, court procedures, precedents,
government regulations, executive orders, agency rules, and the democratic political
Mathematics —Knowledge of arithmetic, algebra, geometry, calculus, statistics, and their
Customer and Personal Service —Knowledge of principles and processes for providing
customer and personal services. This includes customer needs assessment, meeting quality
standards for services, and evaluation of customer satisfaction.
Transportation —Knowledge of principles and methods for moving people or goods by
air, rail, sea, or road, including the relative costs and benefits.
Economics and Accounting —Knowledge of economic and accounting principles and
practices, the financial markets, banking and the analysis and reporting of financial data.
Personnel and Human Resources —Knowledge of principles and procedures for
personnel recruitment, selection, training, compensation and benefits, labor relations and
negotiation, and personnel information systems.
Oral Comprehension —The ability to listen to and understand information and ideas
presented through spoken words and sentences.
Oral Expression —The ability to communicate information and ideas in speaking so others
will understand.
Speech Clarity —The ability to speak clearly so others can understand you.
Speech Recognition —The ability to identify and understand the speech of another person.
Written Expression —The ability to communicate information and ideas in writing so
others will understand.
Deductive Reasoning —The ability to apply general rules to specific problems to produce
answers that make sense.
Fluency of Ideas —The ability to come up with a number of ideas about a topic (the
number of ideas is important, not their quality, correctness, or creativity).
Written Comprehension —The ability to read and understand information and ideas
presented in writing.
Problem Sensitivity —The ability to tell when something is wrong or is likely to go
wrong. It does not involve solving the problem, only recognizing there is a problem.
Information Ordering —The ability to arrange things or actions in a certain order or
pattern according to a specific rule or set of rules (e.g., patterns of numbers, letters, words,
pictures, mathematical operations).
Originality —The ability to come up with unusual or clever ideas about a given topic or
situation, or to develop creative ways to solve a problem.
Category Flexibility —The ability to generate or use different sets of rules for combining
or grouping things in different ways.
Inductive Reasoning —The ability to combine pieces of information to form general rules
or conclusions (includes finding a relationship among seemingly unrelated events).
Mathematical Reasoning —The ability to choose the right mathematical methods or
formulas to solve a problem.
Number Facility —The ability to add, subtract, multiply, or divide quickly and correctly.
Near Vision —The ability to see details at close range (within a few feet of the observer).
Selective Attention —The ability to concentrate on a task over a period of time without
being distracted.
Perceptual Speed— The ability to quickly and accurately compare similarities and
differences among sets of letters, numbers, objects, pictures, or patterns. The things to be
compared may be presented at the same time or one after the other. This ability also
includes comparing a presented object with a remembered object.
Selective Attention —The ability to concentrate on a task over a period of time without
being distracted.
Bachelor’s degree required. 3-5 years of related experience required.
Purchasing Agent
Reports to Purchasing Manager
To purchase goods and service for the company in an efficient and economical manner following
established policies and procedures in processing purchase orders.
1 Follows firm’s policies and procedures for the purchase of goods and services.
2. Follows policies and procedures established by the purchasing manager and monitors
activities of purchasing clerks.
3. Negotiates cash discounts, volume purchasing discounts, and OEM pricing, etc.
4. Selects vendors on the basis of price, capability, and past performance following departmental
5. Makes certain that purchasing documents are completed properly and the terms and conditions
of purchase are appropriate.
6. Keeps accurate records, including price histories and any problems in doing business with
particular vendors
7. Works closely with managers scheduling production to maintain a “just-in-time” level of
1. Bachelor’s degree and two years of purchasing experience or an associate’s degree with five
years of purchasing experience.
2. Ability to work independently and also as a team member.
3. Strong communication skills.
4. Good PC skills.
Director of Administration
Reports to Vice President of Operations
To fill the role of corporate administrator, corporate assistant secretary, personnel manager,
and legal counsel for the company.
The individual will review all joint venture, real estate, and other legal documents and
serve as personnel manager. The individual will also maintain corporate records and
tickler systems to ensure timely completion of certain filings and documentation and will
oversee office manager activities.
1. Administration and Real Estate Transactions
a. Joint ventures and direct ownership:
1. Assists all officers in the coordination of all legal matters.
2. Acts as expeditor for the review and execution of documentation.
3. Ensures completion and maintenance of deal document volumes and post-closing items.
4. Ensures that the financing and legal reporting requirements of each deal are met on a
monthly, quarterly, and annual basis.
5. Maintains post-closing check-off list.
6. Maintains tickler system for leases, partnerships, etc.
7. Reports as needed to money partners where the company is the managing partner.
b. File system supervision/archives/purge policies:
1. Direct responsibility for the maintenance of the main office real estate files and
administration files.
2. Indirect (policy guideline) responsibility for other files.
2. Assistant Corporate Secretary
a. Maintains minutes books.
b. Maintains stock books and stock certificates.
c. Maintains corporate secretary books.
d. Acquires federal employer ID numbers.
e. Maintains tickler system for corporate form filings. Ensures that annual report forms,
etc., are filed on time.
3. Personnel
a. Takes responsibility for personnel policies.
b. Coordinates recruitment, testing, and interviewing for professional personnel.
c. Oversees the recruiting, testing, and interviewing of clerical personnel and other
activities in the assistant personnel director function.
d. Oversees the preparation and maintenance of the personnel manual.
4. Investor relations—ensures that all reports and information are distributed to investors
and money partners in a timely fashion.
1. Coordinates documentation and presentations necessary for Board of
Director/Officers/other meetings.
2. Coordinates/prepares/distributes notices, proxies, and unanimous consent resolutions.
3. Oversees office manager function and receptionist positions.
1. Bachelor’s degree in a pertinent field (i.e., Real Estate, English, Accounting, Business,
etc.), and a law degree.
2. One (1) to three (3) years’ experience in a real estate related field.
3. Must possess strong administrative, organizational, and communication skills.
Administrative Clerk
Grade: 29 Hourly
Reports to Administrative Director
Job Summary:
Provides clerical and reception support for the administrative and program staff of the
agency, including answering telephones, greeting clients and visitors, making appointments
and referrals, keying, and filing.
1. Greets and refers clients and visitors.
2. Composes correspondence, reports, forms, and other documents independently or from
transcribing machines, notes, or general instruction from supervisor and staff.
3. Proofreads material and corrects grammar, spelling, or word usage; receives and screens
callers with complaints or problems and directs them to the appropriate party for
4. Makes appointments, coordinates meetings, and schedules conference rooms for
supervisors and staff using an online calendar system; arranges hotel and airline
reservations and local travel plans for supervisors and staff.
5. Compiles budget data from financial records; prepares claims; maintains records of
budget transfers; establishes filing system for accounts payables, purchase orders, and
equipment inventory; maintains and controls confidential employee or departmental files;
schedules maintenance of office equipment.
6. Often develops and maintains computerized spreadsheets and databases to enter
information and generate reports; produces, revises, or refines formal presentation
materials using presentation software such as PowerPoint ® .
7. Answers main telephone system, makes referrals, takes messages, and directs incoming
calls appropriately.
8. Receives and logs incoming mail.
9. Types and/or reproduces reports, forms, correspondence, checks, grants, and other
material as generated by agency staff.
10. Duplicates, collates, and prepares for mailing reports, lists, correspondence, etc.
Additional Responsibilities:
May perform other duties as deemed necessary by supervisor.
1. Ability to accurately key a minimum of 50 wpm.
2. Ability to operate standard office machines.
3. Knowledge of efficient office procedures and recordkeeping practices; standard word
processing, spreadsheet, database, and presentation software; e-mail systems; proper
English usage, spelling, and punctuation.
4. Ability to answer telephones and greet the public in a friendly and courteous manner.
5. Ability to perform assigned duties with a minimum of supervision; identify problems
and implement or recommend solutions; interpret and apply policies and procedures within
limits of authority.
6. Ability to interact with tact and discretion with supervisors, officials, employees, and
the general public.
7. Ability to learn and adapt to new technology relating to office practices and procedures;
maintain confidentiality of information; pay attention to detail; and work effectively
despite interruptions.
8. Ability to plan, organize, and prioritize work; proofread documents; use a computer and
related software, transcribing equipment, and other standard office equipment.
9. Ability to speak in a clear and understandable manner and write legibly.
10.Bilingual (English-Spanish) speaking and writing skills preferred.
11.High school graduate or equivalent.
12. 1 year of clerical work experience.
Retail Division
Regional Director of Operations
Report to Vice President of Operations
Manage, direct, and implement operations strategies and objectives to ensure the
achievement of division’s goals. Focuses for short-term goals are on-time delivery, cost of
sales, quality and gross margin, and human resources. Focuses for long-term goals are the
formulation, planning, and implementation of strategies.
• Total of 814 people report to operations which has an estimated payroll of $17
million at different locations.
• Capital equipment budget of $1.6 million.
• Division sales estimated at $72 million.
• Direct or indirect responsibility for meeting the cost of sales, estimated at $69
million or as set by the Vice President of engineering and operations budget.
• Responsibility for keeping delinquencies to less than two percent of sales.
1. Manage the operations function concurrent with:
a. Business growth
b. Introduction of new operational systems
c. Meeting division financial objectives
d. Major cultural changes demanded by military customers
e. Product mix change (components/system)
f. Meeting divisional goals in relation to safety, quality, and on-time delivery of
2. Assess and assist in upgrading the management talent base within operations to
achieve growth and meet market needs (i.e. reduced cost, shorter manufacturing/product
introduction cycle times and on-time delivery.
3. Conceive, research, plan, target, and control reductions in cost and product lead
times on existing and new products.
4. Manage and assist in coordinating effort between support departments within the
5. Participate in the implementation of advanced manufacturing technology to
improve cost of sales and promote on-time delivery.
6. Establish more uniform methods of manufacturing similar product.
7. Create a productive department through written and verbal communication.
8. Is a member of the Vice President of engineering and operations staff and is a key
contributor to:
a. The overall long range planning process.
b. Establishment and assessment of the division’s annual operating budget as agreed to by
the Vice President of operations.
c. Achievement of monthly, quarterly, and yearly goals as set forth in the budget.
d. OPS Reviews, covering current and future forecasts and delinquencies.
e. Quote participation as required in new business.
9. Is chairperson of the SPC Board and has responsibility for the company-wide “Zero
Delays” program. This person also serves on numerous other committees for product line
10. Achieve the division’s yearly financial objectives, for all departments reporting to the
incumbent, through planning, directing, controlling, implementing, evaluating, monitoring,
and forecasting as needed to achieve budgets and cost of sales.
11. Project a positive image to peers and subordinates, to the customers we serve, to the
industry in which we participate, and to the community in which we live by producing a
cost-efficient, quality product in a productive environment.
12. Plan, prepare, control, monitor, and forecast departmental direct and/or indirect
13. Participate in actions to maximize division’s “win” posture for follow-on contracts
involving existing products, such as reduction programs, etc.
14. Coordinate needed support to operations areas through intradepartmental interface for
smooth work flow and cost-efficient product.
15. Work with the Vice President of engineering and operations to select and establish
quality initiatives such as product support teams and statistical process control techniques
as well as pursuing current quality programs to reduce scrap and rework while achieving a
“Zero Delay” mindset in manufacturing operations and keeping delinquencies at less than
2% of sales.
16. Continuously improve customer satisfaction through programs to reduce delinquencies,
provide for on-time delivery, and meet customer quality and cost expectations. Actively
seek customer interfaces to communicate and facilitate customer needs within the
17. Participate in the implementation of new manufacturing processes, product and systems
technology to meet the division’s objectives.
18. Participate, plan, and prepare the LRP as related to departments reporting to the
incumbent to support the division’s strategic goals.
19. Provide a leadership role in the integration of efforts within operations, quality, and
engineering for the effective introduction of new quality systems and technology within
20. Establish, prepare, implement, revise, and maintain policies and procedures related to
21. Administer and manage the division’s safety and quality to provide an adequate and
safe working environment.
None listed.
The incumbent needs a diversified background with strong technical, business, and
managerial skills. Decisions are made, based on inputs provided by superiors,
subordinates, and peers, consistent with company goals.
District Retail Manager
Grade: 38
Reports to: Director of Operations Department: Administrative
Classification: Salary Division: Executive
Date: 9/28/201 Approved: TSB
Administers, coordinates, and implements all retailing activities within the region; and
supervises all new branch installations or existing branch modernizations and/or
The primary challenges of this position are to successfully integrate national retailing
programs into the region, to promote the sales of company-branded products and sundry
items (i.e., produce, package meats, frozen meals etc.), to achieve maximum market
penetration, and to attain both short- and long-range objectives for retail sales growth. The
incumbent has a functional responsibility to the zone managers in the area of retail sales.
Regional retail sales are approximately $4,500,000 per year, and are generated through 52
branch locations.
The incumbent is responsible for the strategic business planning for the retail segment of
the region’s business. This includes forecasting sales per branch, as well as the profit
expected from the sales. He or she develops the local advertising budget for the region, in
consultation with the zone managers and his or her superior.
The incumbent spends approximately 70 percent of his or her time traveling to and
working at branch locations to provide retailing and merchandising expertise to branch
personnel. This includes advising them on how to properly merchandise the unit; selling
methods and techniques; handling promotions; supervising demonstrations and clinics on
effective store displays, Deli Menus, shelf positioning etc.
The incumbent spends approximately 15 percent of his or her time planning and
implementing new branch locations or relocations, in close coordination with the manager
of branches department. This includes the responsibility for final inspection of a new
branch, prior to the company accepting it, to ensure that it conforms to company
specifications. He or she has the sole responsibility for setting up a new branch from its
conception through the grand opening, including planning the store layout, the product
display, etc. within the parameters of the approved standard floor plan. After the grand
opening, the line responsibility for the store operation transfers completely to the store
manager, and the incumbent is divested from its operation except as an advisor on retailing,
The incumbent is required to periodically develop store layout changes to meet changed
business plans and/or needs. After a distribution unit manager accepts the incumbent’s
plans, it is the D/U manager’s responsibility to obtain cost estimates, completion dates, etc.,
from an area contractor. The incumbent initiates a CER to affect layout changes or
improvements only after approval by the D/U manager and his or her superiors. He or she
then follows the job through to completion to ensure that it is completed according to
specifications. The incumbent is also responsible for ordering all fixtures and
materials-handling equipment for both new and renovated distribution units.
The incumbent keeps the regional manager of branch operations informed of his or her
activities via a weekly route sheet and trip reports. He or she generally has wide authority
in performing most aspects of the job, such as scheduling his or her own workload and
making day-to-day decisions necessary to perform his or her function. The incumbent has
no personnel supervisory responsibilities, and is not required to recommend or initiate
salary adjustments, promotions, terminations, or hires. He or she participates in the
quarterly retail planning meeting by presenting new sales plans and programs.
1. Sets up all new units within the eastern region to ensure maximum sales and profits.
2. Plans and supervises promotions and demonstrations at various retailing units to
maximize sales and profits.
3. Advises the unit and zone managers on store layout changes and/or improvements in
line with new merchandising techniques.
4. Trains retailing unit personnel in proper merchandising methods, selling procedures,
and the running of various types of clinics.
5. Provides input and recommendations to the national retail sales manager on product
requirements and needs, merchandising requirements on promotional pricing needs, point
of sale, in-store needs and advertising needs, store layout changes, etc.
6. Keeps informed of competitors’ activities through review of information from the
field or from other sources.
1. Assists the zone managers with retail manpower forecasts and salary budget plans to
be included in the SBP.
2. Assists in the development of retail sales at the unit.
The talents required for this position include an excellent knowledge of retail selling with
an extensive knowledge of merchandiser retailing, including advertising and
merchandising planning, inventory turnover, return on investment, and sales per square
foot, plus the overall ability to use tact and discretion to achieve his or her purposes
through others. In addition, he or she must remain knowledgeable about the fast-moving
developments in the retailing and merchandising fields.
In order to fulfill the requirements of this position, it is highly desirable for the incumbent
to: have 8-10 years of business experience with at least 5 years’ experience in retail sales
and marketing and several years’ experience in general management concepts such as
planning, accounting, administration, and economics, with specialized on-job training in
real estate construction, leasing, site selection, etc. The education level required for this
position is a bachelor’s degree, or equivalent, in marketing, business administration,
economics, or finance.
Branch Store Manager
Reports to District Manager
Salary plus profit share
To manage operation of branch store, following company wide schedule of promotions and
specials, scheduling working hours and supervising salesclerks in stocking merchandise,
arranging displays, operating checkout stations, and providing customer service.
1. Interviews job applicants for sales positions; checks references and hires personnel.
2. Supervises training of new clerks to operate cash registers, handle credit card sales, treat
customers in a courteous manner, and become familiar with merchandise and its location
within store.
3. Follows company schedule for special promotions and sales. Oversees merchandise
displays and overall appearance and cleanliness of store. Makes sure any special price
signs are posted and registers have been updated to reflect daily price changes.
4. Schedules work hours for all personnel with extra personnel assigned to handle peak
customer traffic while minimizing total hours worked.
5. Oversees ordering of merchandise from distribution center according to inventory
automatic replacement system. Makes periodic physical spot checks of inventory to ensure
that computerized records are being maintained accurately.
6. Checks daily sales reports and cash receipts. Makes sure all monies are deposited
regularly and reports are sent to the central accounting office in a timely manner.
7. Monitors activity within store to observe quality of customer service and provide
assistance as required.
1. Bachelor’s degree and at least two years of retail experience is desirable, but less formal
education and more on-the-job experience may be substituted.
2. Good organizational skills as well as an ability to motivate and communicate effectively
with staff.
Store Level Staffing Positions as Follows:
Assistant Store Manager :
Reports to Store Manager
Responsible for assisting the Store Manager. In the absence of the Store Manager, the
Assistant Manager is in charge of the store, with analogous authority, duties and powers
as the Store Manager. The ASM is responsible for the supervision of all store employees
and handles/delegates employee-related issues.
Book inventory The stock that should be on hand according to the accounting records.
Qualifications: Associate’s Degree with more than five years experience and a track
record of exceptional customer service and team support
Department Managers are held accountable for their departments’ results in providing superior
service, increasing sales, improving gain, and containing cost, as well as training, supervising,
scheduling, and assigning duties to clerks in their department. Department Managers are also
responsible for performing all Clerk-related duties within their departments.
The Department Manager is found in each perishable department in the store:
Bakery Manager :
Reports to Assistant Manager
designs and implements the recipes for fresh baked breads, pastries and cakes and is
responsible for maintaining bakery equipment, automation and robotics.
Qualifications: High School Diploma or equivalent, clean criminal background, and to or
more years experience in grocery industry
Dairy Manager :
Reports to Assistant Manager
oversees dairy department stockers to oversee optimal stock rotation to ensure stock
Qualifications: High School Diploma or equivalent, clean criminal background, and to or
more years experience in grocery industry
Grocery Manager :
Reports to Assistant Manager
Oversees packaged item stockers to ensure optimal shelf placement and display
effectiveness, also ensures freshness through shelf rotation.
Qualifications: High School Diploma or equivalent, clean criminal background, and to or
more years experience in grocery industry
Liquor Manager :
Reports to Assistant Manager
Supervises liquor clerks to ensure age ID protocol is followed and monitors alcohol
products with liquor department specific security processes are employed to prevent
shoplifting and employee theft.
Qualifications: High School Diploma or equivalent, clean criminal background, 25 years
or older and to or more years experience in grocery industry
Floral Manager :
Reports to assistant store manager
Responsible for floral arrangement design and order fulfillment, coordinates floral
delivery times and drivers.. Also responsible for displays in greeting card and party
supply aisles.
Qualifications: High School Diploma or equivalent, clean criminal background, and to or
more years experience in grocery industry, drivers license
Meat Manager :
Reports to Assistant Manager
Certified Journeyman Meat Cutter who oversees meat cutting and storage. Responsible
for all meat department employees to ensure meat cut and delivered to the shelves in a
manner to minimizes waste while maximizing freshness and sanitation.
Qualifications: High School Diploma or equivalent, clean criminal background, and to or
more years experience in grocery industry, completed Meat cutters apprenticeship
Produce Manager:
Reports to Assistant Manager
Oversees produce truck unloading to minimize produce exposure to weather, oversees
produce employees and their schedule to ensure adequate staffing is available for
shipment receipts. Also responsible for hand picking choice vegetables upon delivery and
transporting them to the deli for use in salads and delivered meals. Also responsible for
testing produce for pesticides and researching shipment sources to ensure that produce is
from certified non-GMO farms.
Qualifications: High School Diploma or equivalent, clean criminal background, and two
or more years experience in grocery industry.
Deli Food Services Manager :
Reports to Assistant Store Manager
Responsible for designing menu of hot foods, delivered meal plans and pre cooked deli
meats and cheeses.
Calibrates, programs and maintains automation and robotics equipment used to produce
hot meal plan products. Schedules deli department employees and coordinates hot meals
delivery schedules with delivery driver contractors.
Qualifications: High School Diploma or equivalent, clean criminal background, and two
or more years experience in grocery industry.
Front End Manager
Reports to Assistant Manager
The front part of the store where the checkstands are located.
Front End Manager Oversees Checkers by approving certain transactions and ensuring
Checkers provide effective customer service. Fills in as a Checker when lines get long;
minimizes theft and shrink.
Qualifications: Associate’s Degree or equivalent, clean criminal background, and 4 or
more years experience in grocery industry
Grocery Manager :
Reports to Store Manager
Supervises and coordinates the activities of the Grocery Department and its employees,
including ordering, merchandising, and labor control. Facilitates the movement of
product from the receiving area; stocks product on the shelves including facing, cleaning,
and rotating product. Assist the Store Manager and Assistant Store Manager in
supervising the operations of the store. Ensure the production of quality merchandise and
service consistent with Greenfield’s standards.
Qualifications: Associates Degree and more than 4 years experience in grocery industry.
Inventory Control Clerk (ICC ):
Reports to Grocery Manager
The receiver in the store; oversees all back-door deliveries and backroom inventory;
manages the inventory levels of a store.
Qualifications: High School Diploma or equivalent, clean criminal background, and two
or more years experience in grocery industry.
Meat Manager :
Reports to Assistant Store Manager
The Department Manager of the Meat Department. Assigns daily duties to meat clerks
and meat cutters. Prepares and cuts meat in accordance with company standards on
merchandise presentation, safety, sanitation, customer service and suggestive selling.
Orders, stocks and displays all fresh meat, fish, poultry and prepackaged products.
Qualifications: High School Diploma or equivalent, clean criminal background, and two
or more years experience in grocery industry.
Cashier :
Reports to Front-End Shift Supervisor.
The primary function of this position is to operate computerized cash register to itemize
and total customer’s purchases. The Cashier collects payment from the customer, process
transactions, places purchased items in bags, and checks identification for liquor and
tobacco purchases. The Cashier may also return defective or unwanted merchandise,
troubleshoot card reader and scanner errors, replace paper in printers, deal with customer
complaints or price disputes, and answer the store telephone.
Qualifications: Clean criminal history, pleasant personality, 16 years and older
Checker :
Reports to Front-End Shift Supervisor
Operates the checkstand to process customer purchases; provides customer service.
Qualifications: Clean criminal history, pleasant personality, 16 years and older
Night Crew Consists of the Night Crew Supervisor, Night Crew Stockers, and Night
Crew Order Writer. See below.
Night Crew Stocker :
Reports to Department Manager
Faces merchandise on shelves in the store for attractive appearance; stocks items on store
shelves; dusts and washes shelves as needed; checks temperatures in cold cases, coolers,
and freezers. Also responsible for store security, maintaining aisles with a clear walkway
and may occasionally function as cashier/checker.
Qualifications: High School Diploma or equivalent 18 or older
Night Crew Supervisor:
Reports to Assistant Manager
Supervises night stocking staff; fills, rotates and faces shelves with stock. When no other
management is present, acts as the senior person in the store; all questions and problems
may be referred to him/her. Also responsible for store security and cashier duties as
Qualifications: High School Diploma or equivalent, clean criminal background, and two
or more years experience in grocery industry.
Order Writer :
Reports to Grocery Manager
Responsible for daily reviewing of the Out of Stock reports and ordering grocery
products. Out of Stocks (OOS) Items not available on the shelf for the customer.
Qualifications: High School Diploma or equivalent, clean criminal background, 18 or
Receiving Clerk:
Reports to Grocery Manager
Also known as the Back Door Receiving Clerk (BDR). Oversees the delivery of all
grocery item inventory.Definition of Terms
Qualifications: High School Diploma or equivalent, clean criminal background, and two
or more years experience in grocery industry.
Management planning is the process of assessing an organization’s goals and creating a
realistic, detailed plan of action for meeting those goals. Much like writing a business
plan, a management plan takes into consideration short- and long-term corporate
strategies. The basic steps in the management planning process involve creating a
roadmap that outlines each task the company must accomplish to meet its overall
(1)Establish Goals
The first step of the management planning process is to identify specific company goals.
This portion of the planning process should include a detailed overview of each goal,
including the reason for its selection and the anticipated outcomes of goal-related
projects. Where possible, objectives should be described in quantitative or qualitative
terms. An example of a goal is to raise profits by 25 percent over a 12-month period.
(2)Identify Resources
Each goal should have financial and human resources projections associated with its
completion. For example, a management plan may identify how many sales people it will
require and how much it will cost to meet the goal of increasing sales by 25 percent.
(3)Establish Goal-Related Tasks
Each goal should have tasks or projects associated with its achievement. For example, if a
goal is to raise profits by 25 percent, a manager will need to outline the tasks required to
meet that objective. Examples of tasks might include increasing the sales staff or
developing advanced sales training techniques
(4)Prioritize Goals and Tasks
Prioritizing goals and tasks is about ordering objectives in terms of their importance. The
tasks deemed most important will theoretically be approached and completed first. The
prioritizing process may also reflect steps necessary in completing a task or achieving a
goal. For example, if a goal is to increase sales by 25 percent and an associated task is to
increase sales staff, the company will need to complete the steps toward achieving that
objective in chronological order.
(5)Create Assignments and Timelines
As the company prioritizes projects, it must establish timelines for completing associated
tasks and assign individuals to complete them. This portion of the management planning
process should consider the abilities of staff members and the time necessary to
realistically complete assignments. For example, the sales manager in this scenario may
be given monthly earning quotas to stay on track for the goal of increasing sales by 25
(6)Establish Evaluation Methods
A management planning process should include a strategy for evaluating the progress
toward goal completion throughout an established time period. One way to do this is
through requesting a monthly progress report from department heads.
(7)Identify Alternative Courses of Action
Even the best-laid plans can sometimes be thrown off track by unanticipated events. A
management plan should include a contingency plan if certain aspects of the master plan
prove to be unattainable. Alternative courses of action can be incorporated into each
segment of the planning process, or for the plan in its entirety.
At GCPG, the budgeting process works bottom-up, with top management setting the direction,
while lower-level and mid-level managers develop the budgets and submit them for approval.
When the budgets are consolidated, senior managers can determine whether GCPG’s budget
objectives are being met. Then the budget is either approved or sent back down the hierarchy for
additional refinement.
Our budget process is characterized by several essential features including: incorporating a
long-term perspective, establishing linkages to broad organizational goals, focusing budget
decisions on results and outcomes, involving and promoting effective communication with
stakeholders, and providing incentives to GCPG management and employees.
Types of Budgets Used by GCPG
● Sales Budget: This data includes the sales budget forecasts by month, sales area and
● Production Budget: This budget is expressed in physical units which includes capacities
of machines, economic quantities to produce and availability of materials.
● Cost Budget: The cost budget is used for areas of the organization that incur expenses but
no revenue, such as human recourses and other support departments.
● Cash Budget: This is essential to GCPG. It is prepared after all other budget estimates are
completed. The cash budget shows the anticipated receipts and expenditures, the amount
of working capital available, the extent to which outside financing may be required, and
the periods and amounts of ash available.
● Capital Budget: The capital budget is used for the cost of fixed assets like buildings and
equipment. These costs are treated not as regular expenses but as investments because of
their long term nature and importance to GCPG’s productivity.
● Master Budget: The master budget includes all the major activities of GCPG. It brings
together and coordinates all the activities of the other budgets and can be thought of as
the budgets of budgets.
The following are the steps of the budgetary and financial planning process for GCPG:
Step one
Develop GCPG financial goals
This includes financial knowledge, management and perspective. Sales, production, cost,
cash, and capital.
● Identify and write down GCPG goals
○ Make sure they are Specific, Measureable, Achievable, and Time-bound
○ Organize GCPG goals by time frames
○ Evaluate GCPG progress
○ Reevaluate GCPG goals regularly
○ Develop a Spending Plan
● Examine GCPG income and expenses
● Track GCPG spending
○ After tracking, make a budget
Ways that GCPG decreases spending:
● Eliminate an unnecessary purchase every month
● Evaluate wants vs. needs
● Think twice before spending that does not help reach your financial goals
● Plan and save rather than using credit
1. Monthly Payment Schedule or Calendar
2. Budget Box
3. Computer Spreadsheet
4. Recordkeeping
5. Expense Envelope System (if you pay your bills in cash)
Step two
Identify resources
● Cash
● Liquid securities
● Credit lines
Step three
Identify alternative courses of action and consult past plan
Developing alternatives is crucial for making good decisions. Although many factors will
influence the available alternatives, possible courses of action usually fall into these
● Continue the same course of action: We may determine that the amount saved
each month is still appropriate.
● Expand the current situation.
● Change the current situation.
● Take a new course of action.
● Creativity in decision making is vital to effective choices. Considering all of the
possible alternatives will help to make more effective and satisfying decisions.
Step four
Evaluate alternatives
Every decision closes off alternatives. Opportunity cost is what the company gives up by
making a choice
● Assess: risk, time value of money;
● Consider: current situation, values, economic factors.
● Evaluating Risk: Uncertainty is a part of every decision.
Step five
Create and implement a financial action plan
This step involves developing an action plan that identifies ways to achieve our goal and
then executing those plans after completing the four steps listed above first.
Step six
Review and revise financial plan
Spending plan periodically (about every 6 months)
Financial goals and spending priorities after 12 months or any life changing event
Credit report every 4 months (once a year from each credit reporting agency)
Much of this includes, identifying and evaluating potential opportunities, estimating operating
and implementation costs, estimating cash flow, assessing risk and implementing plan.
Greenfield’s uses a balanced scorecard, in which managers use a number of different financial
and operational metrics to track performance and control GCPG. All budgets are reviewed
monthly, with the exception of the Master budget which is reviewed yearly.
Greenfield’s Click and Pick Grocery’s organizational culture is mainly focused on teams.
However, the company also maintains other cultural variables that contribute to business
performance. The most important characteristics of GCP’s organizational culture are as follows:
1. Commitment to environmental sustainability
2. Commitment to ethical decision making
3. Focus on teams
4. Encourage Participation
5. Sponsor Employee Semi-formal interactions
6. Promote Transparent Reporting
Commitment to Environmental Sustainability:
Greenfield’s founders built the business model around a a series of services that not only save
customers time but also reduces their carbon footprint by increasing energy efficiency in the
processing used to create the final products and reduce all packaging wastes. Customers who
utilize the delivery services reduce greenhouse emissions and fossil fuel consumption through
the use of electric delivery vehicles that are charged from certified near zero emissions power
sources. Greenfield’s onboarding process dedicates 20 hours of classroom training on carbon
emissions, waste management and fossil fuel consumption and sustainability and describes the
carefully engineered processes utilized by the Greenfield’s Click & Pick business model. Every
year each Greenfield’s associate is required to attend a one day class on environmental impacts of
the grocery industry and participate in at least 2 days of environmental volunteering to qualify
for bonus paid time off opportunities.
To encourage the advancement of Greenfield’s sustainability technologies, associates are
rewarded for submitting suggestions for environmentally beneficial operating processes.
Rewards for ideas that become implemented, based on the magnitude of impact range from
recognition plaques to cost savings royalty bonuses.
Commitment to Ethical Decision Making:
Greenfield’s management believes that quality of earnings that the company can generate for its
employee shareholders requires the application of ethical considerations for all business
decisions. Every new hire must complete a four hour course on how ethics apply to the grocery
providing business where role playing simulates many ethical dilemmas that an associate may
face over the course of their career.
The enforcement of these ethical values is supported by an anonymous tip line to the Human
Resources Vice President. In addition every Greenfield’s employee is required to complete an
annual two hour updated course on ethical scenarios in the workplace.
Greenfield’s organizational culture is most noted for its emphasis on teamwork. Every level of
the organization has teams. Even the Vice President’s function as Co-Presidents. This feature of
GCPG’s organizational culture enables the company to optimize employee morale and reduce
turnover. Employee morale and perception is important to the company. In fact, one of
Greenfield’s core values is “Supporting team member happiness and excellence meeting our
challenges and opportunities as: one team, focused on common goals.” Thus, the company’s
organizational culture contributes to human resource resilience.
To foster teamwork philosophy, every Greenfield’s location selects a “teammate of the month”
award from nominees emailed from store members to the location’s assistant manager. The
monthly winner receives two consecutive paid days off.
Participation . GCPG also supports extensive employee participation in the context of its
organizational culture. For example, in the company’s hiring process, employees participate in
selecting their team members. In addition, the firm’s organizational culture encourages various
social gatherings, such as the company’s “Vision Days,” which reinforces the GCPG Visions.
This characteristic of the company’s organizational culture enhances cohesion and morale among
Three visionary team members from management roles are selected by region for their
elaboration and implementation of the Greenfield’s vision, the winners are granted an additional
week of pair time off.
Semi-formal interactions . Greenfield’s is also known for semi-formal interactions at its stores.
This feature of the firm’s organizational culture is observable in the lively and meaningful
conversations employees have with each other and even with customers. GCPG also maintains
onboarding programs where new hires build social relations with other employees. This
characteristic of the company’s organizational culture supports rapport among workers and
Greenfield’s sponsors and encourages weekly participation on company softball team, bowling
league and golf clubs. Regional team outings are held quarterly with large sponsored events such
as the annual company picnic, zoo day, and adventures that have included mountain climbing,
paintball, whitewater rafting and ziplining for the whole family.
GCPG’s organizational culture also integrates the principle of transparency. The company aims
to keep stakeholders informed. Greenfield’s provides financial reports not just to investors but
also to employees. Employees use this information to understand the firm’s situation. This
characteristic of GCPG’s organizational culture strengthens workers’ appreciation of the
business to motivate them for higher productivity and minimal turnover.
To ensure a culture of honesty and transparency, quarterly catered lunch meetings feature
presentations from one of the company Vice-Presidents who will explain changes in strategy as
well as policies and issue Greenfield’s Goals and Objectives progress updates.
Greenfield’s uses a simple plan for recruiting and selecting employees to be hired for a variety of
positions. At GCPG, employees are highly valued. Therefore, the first people to be considered
for openings within the company, are current employees. The GreenHire website is provided to
employees who are looking to move, whether it is the same position or for a promotion. With
this process, managers are able to review candidates to determine if they are the right fit for the
position. These postings will be available internally for two weeks. If a suitable candidate is not
found, it will be posted on the GCPG Careers website for external applicants. For those
interested in other store based positions, they can apply online or leave their resume with a store
manager. From there, they will be added to a waitlist if no positions are currently open or if an
internal search is in progress. For specialist positions, GCPG advertises the position externally
through the website and online advertisements.
At GCPG, we strive to use the most cost effective route for recruiting employees. We make it
simple for all applicants to find out about available positions and the application process is easy.
By visiting the GCPG Careers website (external) and GreenHire website (internal), applicants
can find out about local jobs, managerial positions, and main office positions. Both websites
have a Quick App feature, which allows applicants to submit applications directly.
Selection Process
Greenfield’s prides themselves on customer service and being the best grocery store in the
nation. This is only possible due to the employees who run the company. The selection process
for external applicants for managerial positions will be reviewed and the most qualified
candidates will receive an initial phone interview. The top three candidates from the phone
interviews, will be asked for an in-person interview with current management of that location or
surrounding locations. From there, the most qualified applicant will be selected based on the
requirements for the job position.
The selection process for internal applicants is much faster due to GCPG and management
knowing the individual applying for the position. Many items are considered when hiring an
internal applicant for other positions or the same position at another location. These include,
attendance, disciplinary history, teamwork and qualifications for the position open. For all
positions and candidates, timeframe, nature of work, resource complexity, problem solving,
change, natural teamwork and external interaction are all considered. During the interviews,
candidates are challenged with team building exercises and problem solving activities. The
purpose of this is to provide examples of situations which happen in the workplace and for
management to learn how the applicant would respond. Candidates approved will be offered job
positions once the full assessment and process has been completed.
In Greenfield’s Click and Pick Grocery (GCPG) training is essential to our success and essential
to helping our associates achieve their own success. The Education, Training and Development
(ETD) team creates on-the-job training programs for a variety of associates, including processes
for retail hourly associates, technical and operational training for managers and leadership
training for the company’s executives. Training Specialists facilitate training classes and
workshops to deliver technical, general management, leadership and cultural change courses to
Greenfield’s managers at all levels. Additionally, they deliver training necessary for the
implementation of innovations at Greenfield’s. Here are two positions in the Education, Training
and Development team: training developer, and training specialist
Training is provided in three venues:
1. Through on-the-job training from department experts or store managers
Our stores has “in-store educators” or “store trainers” and many individual teams have a
team trainer.Throughout the company various learning techniques are utilized for
training, including personal one-on-one, group, video, computer-based and printed study
materials. If you join us, here are some of the ways you will learn about our business:
● New team member orientation: culture, benefits, team structure, who’s who,
core values
● Store tour: walk the store, meet co-workers
● Department-specific training: core job responsibilities and “how to”
● Product knowledge training: our product categories, product use/preparation,
● Customer service training: how to “wow” our most important stakeholder
● “Good Organics” training: product segregation and handling requirements per
the USDA Organic Rule
● “Green Mission” training: recycling and composting at GCPG.
● Safety training: how to work safely and avoid on-the-job safety hazards
● Benefits training: preparation for enrollment, being a wise health care
● Employment-related training: preventing workplace harassment, diversity in
the workplace, etc.
● Computer training: on- and off-site training for company-specific applications
● Buyer/Specialist training: margin math, paper flow, managing inventory
● Career development and leadership training: see below
2. In computer training available in the store
Our online ” Greenfield’s Click and Pick Grocery University” (GCPG- U) was created to
provide team members with information and education on a vast array of topics.
GCPG-U taps into the great wealth of information and creativity found among our team
member base and in our company’s leadership, making learning personal and fun.
The education and development tools available through GCPG-U— which include
self-paced courses and video vignettes — are intended to connect team members and
team leaders to our core values, and to improve and deepen their knowledge of our
company and our industry.
The GCPG-U website is accessible internally to all team members, and is frequently
updated and enhanced. Examples of self-paced courses available to all team members:
● Introduction to Organics
● Dietary Supplements and the Law
● Introduction to Quality Standards
● Gainsharing for Team Members
3. At workshops with peers, held at various locations
Some workshops with peer training is as basic as how to use a particular knife to cut meat
or in what order ingredients should be placed on bread. There are thousands of basic
skills being taught in our stores each day. They are every bit as important as the more
complex skills taught in off site workshops.
Some training is more difficult, such as courses in Food Safety, First Aid and Bloodborne
Pathogens, and Store Accounting. And then there are the more abstract skills that we try
to teach as clearly as possible, such as Exploring Leadership Styles and Mastering
Effective Communication.
When associates feel they have mastered the skills in one position and want to advance to
an entry-level management position or into a higher management position, they can
notify the company of their interest .
Consistent with Greenfield’s structure as an employee owned enterprise, we place the highest
priority to gathering and evaluating the input from employees at all levels to ensure that every
business decision is made with the best information available. It is vital that the pathways for this
employee feedback mechanism are cultivated and nurtured throughout all pay levels and that any
employee found discouraging feedback from subordinates be disciplined. Innovation and
efficiency improvements by employees will be rewarded through recognition, paid time off and
at times, at the highest levels will include financial royalties to be paid to team members who
designed and implemented the innovation. We believe that an additional annual idea royalty
bonus encourages the innovators to further develop their ideas in ways that overcome
implementation obstacles that often plague process improvements. The following processes will
be an integral part of the culture of Every Greenfield’s Click & Pick location:
1. Internal Greenovation Dept : fully funded branch of R&D that collaborates with
employees of other departments throughout the organization in development of employee
generated innovations and cost cutting processes. Department is responsible for creating
and enforcing and implementing employee innovation rewards.
2. Anonymous Hotline: to report policy violations and disparaging treatment by
supervisors regarding innovation 1-888-GREEN4U
3. Idea Box: located in every breakroom for suggestions and to recommend coworkers for
recognition for excellent acts of service
4. HR- Direct Hotline : for anonymous questions or concerns on how policy might apply to
particular situations.
5. President’s “Greenovations Direct” direct email: ensures all process innovations
submitted get appropriately credited to the correct employee and when appropriate,
assigned the R&D budget for prototype testing.
6. Greenthink Lab: a resource room at every Greenfield’s location that showcases
successful implementation of employee innovations which features a scale model of
store, supply chain, budget implementation and efficiency impacts in addition to weekly
visits by R&D engineers to brainstorm and further develop new ideas. Employees are
welcomed to participate in the lab for one paid hour a week if they choose or unlimited
participation during off clock hours.
7. Store Manager Walk-Through: Monthly store manager schedule to meet with each
employee for a 5 minute break and encourage sharing of observations of areas that might
be improved, during which time manager also distributes bonus checks and recognition
8. “Greennovation Royalties Rewards” : compensation plan that shares 2% of the profits
of an implemented employee proposal, paid monthly for the first 12 months of innovation
implementation. Royalties extended further for continued development of their initial
In any workplace, forming a strong team to work together to achieve a common vision, project or
goal is a huge advantage.
Strengthening teamwork in an office environment can contribute to a greater sense of unity,
improved productivity, and employee satisfaction. Establishing team-building goals, clarifying
employee roles and responsibilities, holding regular team meetings, and organizing social
activities are all effective ways to increase camaraderie and cooperation. Ideally, the lessons
learned during teamwork-building exercises will carry over into day-to-day operations, making
everyone work better and more efficiently.
Step 1
Share a common goal. At its core, a team is a group of people working together to accomplish a
shared goal. In any teamwork-building effort, you’ll need to remind your employees that they
need to work together to accomplish that common goal.
Remind employees why the team they’re on exists, and emphasize the importance of
collaboration and cooperation. Prioritize team efforts based on the common goal being worked
towards. Consider creating a motto, award, or motivational poster that emphasizes and rewards
Step 2
Develop a vision statement reflecting your goal. In addition to having a shared goal, you may
want to consider drafting a vision statement for your employees to follow. Your vision statement
should reiterate the importance of teamwork, shared values, and inclusion in the workplace. Your
vision statement should specify what inclusion should look like in the workplace.Try to establish
specific behavioral expectations of your team. These expectations should foster a trusting, open,
and cooperative environment. Give concrete recommendations for your employees. Don’t use
abstractions or metaphor; be clear, concise, and specific.
Step 3
Reinforce office roles. As a manager or supervisor, your role is sort of a coach to your
employees. But each employee should have a role as well. These roles should be clear to the
employees, and should help work towards the shared goal you have for your company.
Review each employee’s role from time to time, and remind your employees what their roles are.
Reiterate responsibilities and expectations when delegating work and assignments. Help your
employees find ways to help one another.
Step 4
Promote open communication. Miscommunication is threatening to the wellbeing of any
organization. It could cause the team of employees to lose focus, trust, and morale. It’s better to
accidentally over-communicate than to risk under-communicating.
Try to understand every aspect of the issue at hand.
Clarify errors and clear up misunderstandings as soon as they arise. Reinforce teamwork and
cooperation, and recognize your employees’ efforts.
Step 5
Address non-cooperative behavior. At some point, if you oversee operations and lead a team of
employees, you may encounter someone who rejects teamwork and has a hard time being a team
player. This person may be a “loner” type, or might simply not believe in the shared goals you’ve
laid out for your employees. No matter what the situation may be, you’ll need to address this
behavior head-on to prevent your other employees from being affected. Have a calm, direct
conversation with your employee to address his behavior. Explain why his behavior is a problem,
and encourage him to modify his behavior for the betterment of your work environment.
Remind your employee that he’s part of a team, and he must embrace the ethics and morale of
that team.
Try creating a special niche role for your employee that he can successfully and productively fill.
Take his experience, skills, and length of employment into account when designing a role for
In keeping with Greenfield’s employee owned enterprise beliefs that are founded on
compensation by performance, the base pay plans will reflect a 10% lag behind local median
market pay for similar job classifications. However, with the costs of a comprehensive full time
benefits package factored into the equation, Greenfield’s associates typically enjoy pre-bonus
compensation at levels competitive to the local labor market for similar job classifications. Stock
option bonuses issued to all employees further enrich the compensation using the formula:
Hours worked x years of service x management ranking = number of stock options
Because Greenfield’s believes in a flat compensation hierarchy, promotion from within and a
stabile and enthusiastic team of associates, these bonus plans are designed to provide very
aggressive compensation in profitable years, with formulas that allow the potential for many
management and skilled class employees and many senior tenured employees to receive stock
option bonuses that often exceed their own base annual pay. In this system, during lean years
labor costs shrink, which allows the sustainability of the firm. With that philosophy Greenfield’s
utilizes annual salary caps on top executive pay at $1 million dollars; however, qualifying
bonuses beyond the annual salary cap can be rolled forward to subsequent years at times when a
highly compensated executive may fall short of the salary cap bonus level. Greenfield’s believes
that this unique executive compensation plan fosters decision making strategies that result in
long term earnings quality and circumvents management strategies to exploit short term gains.
All Greenfield’s salaries are based on percentages of local market wages adjusted from previous
year Bureau of Labor Statistics using the base metric of median market wages for the region that
each store operates. However, corporate assigned employees pay utilizes a hybrid formula for
national and local adjustments in order to recruit talent from higher paying locales.
Any employee’s assignment within those ranges in each salary tier are determined by the Human
Resources, using flexible assessments of each employees current and future potential value to the
organization in skills, value as a cooperative team member, track record of strategically
successful decision making, years of tenure and relevant training for the position. Because
Greenfield’s believes that familiar faces are a key strategy in creating community loyalty, it
would be expected that personnel in identical positions may have considerable different
compensation due to the multiplication of tenure variables. By applying such a policy the
organization intends to reward loyalty among career employees regardless of education, training
or career path, stability is the foundation on which Greenfield’s bonus structure is founded upon.
Pay Grades By Level
Executive – 1: CEO, President, Vice Presidents range 300%-1000% of local market median
wages. Performance awarded bonuses are awarded for quality earnings and sustainability. Ideal
annual performance in these roles can expect annual stock bonus values to reach as high as the
mid to upper six figure range in addition to base pay. Total compensation, capped at $1 million
with excess earnings deferred to bonus future earnings.
Executive – 2: Division managers, Licensed Professionals i.e. Certified Staff Accountants,
nutritionists, engineers and attorneys 250%-500% of local market median labor wages.
Management – 1: Facilities managers, store managers, system managers, personnel managers
225%-400% of local market median wages weighted to budget volume and number of
subordinates managed
Management – 2: Assistant store managers, department managers, office managers, inventory
managers, process managers= 125%-250% of local market median wages
Skilled Hourly – 1: accountants, meat cutters, chefs, nutritional analysts, information technology
technicians, paralegals, licensed maintenance positions. 115%-225% of local market median
Skilled Hourly – 2 : uncertified maintenance specialists, menu designers, research support staff,
marketing staff, lower level supervisory positions and customer service operators 90%-200% of
local market median wages.
General Hourly – positions not requiring supervisory duties or budgetary responsibilities. Begin
at state minimum wage and progress up to 150% of local market wages relative to skill scarcity,
credentials, and tenure.
Greenfield’s values their employees families and therefore provides 1 month paid maternity for
both new fathers and mothers, limited to two leaves per decade in addition to standard FMLA
Hourly employees paid overtime in flex hours, or at discretion of management, time and half
rate, which can be rolled forward for period no longer than 3 years.
Paid Vacation: 1 year= 1 week, 5yrs= 2 weeks, 10 or more years= 3 weeks
Annual bonus common stock issue of 10 shares issued for every year of tenure in December of
every fully employed year issued December 1st.
Additional bonus stock options issued at rate of 5% of declared corporate profits of previous
year, divided among employee in formula of : management tier (1-50) x hours worked x years
tenure= assignment number of profit share in stock options.
Innovation Royalty Pay Bonus at sole discretion of Human Resource Department with no
guarantees or expectations of continuation implied.
At Greenfield’s we believe employees, and customers are the most valuable resource and do
everything to ensure they are motivated and successful. We provide a great work environment to
give them the best chance to develop and succeed as team members in any part of the company.
Motivation is alive through all levels of positions at Greenfield’s. GCPG motivates employees in
many different ways in order to prove that the company not only cares about profit they can gain
from employees, but also employees’ needs.
Happy employees make happy customers; for this reason, Greenfield’s invests in intrinsic and
extrinsic rewards.
Intrinsic reward is the reward achieved by having a motivation that is driven by an interest or
enjoyment in the task itself, and exists within the individual rather than relying on external
pressure or desire for reward.
Greenfield’s Click and Pick Grocery takes all of its effort to make employees feel like they are
part of the company, one of the facts proved about this reward is the use of term “association”
instead of “employee”, by referring the employees as associates, it can make them feel more
engagement with the company. Another fact would be by calling all their levels with their first
name and only displays the first name on the ID badge. Sooner, from hourly associates to top
managers or even company founder call each other by their first names only. Everyone in the
company is getting more involved by calling the other’s first name because it can create a
family-oriented business instead of boss-oriented one.
Greenfield’s also makes sure their employees are given jobs that are not easy, instead they give
them challenging ones, they encouraged competition among their associates in order to keep
them on their toes and working hard, Greenfield’s also advocated a term called
‘cross-pollination’, whereby managers from different departments would switch jobs with each
other in order to stay challenged. By doing this, the employees will feel respected because they
are believed that they have the potential to achieve challenging task and make a good
performance results.
Greenfield’s knows that educated employees working for the company will be lead to a positive
working environment and high customer satisfaction from the knowledge gained by attending
college in hopes of graduating with a college degree. College assistance is given to employees to
attend college and Greenfield’s works with each individual’s schedule while attending college.
Employees can hold their full – time job and still attend college throughout the work week.
Greenfield’s employees understand and appreciate how the company promotes from within and
how the company assists with the employee’s college education giving each employee a positive
experience while employed at Greenfield’s.
Extrinsic reward is a reward such as money, gifts, promotion and recognition. Greenfield’s also
had implemented employee of the month award every month an employee with exceptionally
good performance will be chosen; his or her photo will be posted on the “Best Employee of the
Month.” Another implementation are bonuses like cash incentive plan for employees to get
additional income depend on company’s performance. In addition, in Greenfield’s every staff
receives a recognition card, which can be used to get discounts when purchasing at the store;
food and drinks will be provided for overtime workers. Those reward are used by Greenfield’s
to motivate their workers, for extrinsic motivations Greenfield’s encourage their workers
through health care benefit and financial benefit. All associations at Greenfield’s and their
immediate family can get a health insurance at a very low price which includes primary doctor,
pharmacies, vision, and dental. For financial benefit, Greenfield’s workers also given a
lower/discount price to buy stock from Greenfield’s , and sometimes the workers can get
additional income depending on the company performance.
As a result from both extrinsic and intrinsic motivations, Greenfield’s has created an exciting
environment workplace with respect, prospective, and value. Beside emotional motivation,
Greenfield’s also provides educational motivation via many training programs such as
technology, leadership, and management to all of it associates.
One of the Greenfield’s Click and Pick Grocery main goal is excellent customer services, and the
only way to achieve this goal is through this formula
Happy managers = happy workers= happy customers
For this reason, GCPC works in this formula in order to create job satisfaction for employees and
also give the employee opportunity to exchange opinions and ideas creating employee quality
and work/ life balance
● GCPC involves employee to social events and parties: parties or special events are held
for important holidays( ex: Christmas, Easter, company’s anniversaries.)
● Encourage social activities like potluck, employee talent show. Sign up sheet for
employees who are interested
● Provide free lunch;more set up small recreational facilities
● Total Health Immersion: Greenfield’s Click and Pick Grocery offers Team Members
four Total Health immersion programs (two in the spring, two in the fall), which provide
the knowledge, tools and support they might need to create and sustain long-term healthy
lifestyle changes. Each program features a variety of intensive health and wellness
program experiences, presented by expert doctors known in their field for cutting-edge
preventive medicine. The programs include lectures, cooking demos, guided workouts,
field trips and more, which take place over the course of a week at different resort
destinations around the U.S.
● Rally Health: Through this personalized digital experience, Team Members and their
UnitedHealthcare enrolled spouses/domestic partners have access to programs for losing
weight, reducing stress, quitting smoking, and much more. Participants receive support to
easily track their progress, stay on course and earn rewards while doing so.
● Team Member Volunteer Program: Through this program, Team Members can travel for
2-3 weeks to the communities where Greenfield’s sources products and funds microcredit
clients through its Green Planet Foundation. On these trips, Team Members can immerse
themselves in a new language and culture and make a lasting contribution to the
communities by fulfilling community needs (i.e., helping to build a school or plant
In an effort to reduce turnover, GCPG adheres to these ten simple concepts:
1. Development of Employees:
CPG focuses on employee development and enjoy higher employee satisfaction, which
leads to lower turnover. Each employee has a development plan that is reviewed annually
and contains a variety of growth opportunities.
2. Recognition of Good Performance:
Greenfield’s reinforces people for doing good work and lets them know they are
appreciated. Tangible and intangible rewards from management for appreciation for
workers who excel. This improves morale and makes sure employees receive sincere
appreciation by management on a continuing basis.
3. Build Trust:
By extending trust to our employees and creating a real environment, leaders willingly
support the employees working for GCPG. Due to this, employees have a higher trust
towards the company.
4. Reduce Boredom:
It is important to GCPG and managers to craft job duties and responsibilities such that
people are actively engaged in the work every day. No employee is over or under
5. Communicate more:
Communication takes many different forms and is a constant priority for all levels of
management. GCPG encourages communication through email, website, Idea Box,
anonymous hotline, internal Greenovation Department, Greenthink Lab, and the
President’s Greenovation Direct.
6. Cross Train:
Many employees can be trained on several different jobs and recognize they are of higher
value to the organization. Along with the pleasure of having more variety of work, GCPG
employees appreciate the ability to take on additional skills. Having good bench strength
allows the organization to function well, even during times of high vacation or illness.
7. Don’t over tax:
Greenfield’s main resource is the employees. GCPG realizes this resource can only be
stretched so far. The goal is to maintain a normal workload for employees in order to
keep employees healthy and happy.
8. Keep it light:
At GCPG, we strive to keep employees motivated and not overloaded. To do this, we
work with the employees to set attainable but challenging goals for them. This keeps the
pressure for success at a reasonable level.
9. Feedback Performance:
Management provides feedback to employees when requested and on a weekly basis to
keep communication open. This maintains GCPG employee performance and gives them
feedback on areas they are great at and areas that may need additional training.
10. Train Leaders:
All levels of management and supervision are highly proficient at creating an
environment where the culture is upbeat, positive, and has high trust. GCPG emphasises
the need of senior leadership to make sure there are no weaker areas in the management
It is important to be able to identify conflict in the workplace and know how to quickly and
effectively resolve the underlying issues in a positive way. Resolving conflict in a positive
manner can lead to much-improved professional and personal relationships. Mastering a few
fundamental conflict resolution skills can enable you to become a better leader, decision-maker,
co-worker and friend.
Whether dealing with a disagreement between co-workers or breaking through a standstill in a
job contract negotiation, conflict resolution is best approached through a deliberate process that
considers the different conflict resolution styles of each participant. Done well, conflict
resolution can save relationships, time and resources, while improving productivity and helping
move projects forward toward completion.
Five Steps to Conflict Resolution
1. Set the Scene
Promoting good relationships through mutual respect and courteous behavior is most important.
Keep the problem separate from the person and debate the real issues.
Pay attention to each person’s interests; listen carefully and respectfully.
Be open to exploring all options.
In this phase, active listening skills are essential. Restate or paraphrase others’ positions to be
sure you hear and understand them correctly.
2. Gather Information
An important conflict resolution tool, especially in a human resources setting, is the ability to go
deeper than the surface to really get an understanding of an individual’s underlying needs,
concerns and point of view. To do this effectively, be objective – not personal; and try to view
your actions from the standpoint of the other person.
Here are four ways to effectively gather information:
Identify the issues. Be clear and concise; don’t try to solve too many problems at once.
Listen with empathy. Put yourself in the other person’s shoes and try to really understand how
the problem is affecting him or her. Use “I” statements. Rather than starting sentences with
“you,” which might sound accusatory or lead to defensiveness, try conveying only how you feel
and what you observe: “I feel that this problem is affecting the work environment,” or “I’m
hearing that this issue is causing you stress outside the office. Is that accurate?” Clarify feelings.
For instance, don’t assume that a supervisor is angry with a staff person when he actually feels
frustrated about their conflicting communication styles.
3. Agree to the Problem
Conflict resolution skills can only come into play when the true problem is identified. Be sure
everyone agrees on what the problem is before moving forward. Remember that different roles,
interests and conflict resolution styles can cause people to perceive problems very differently.
Putting aside individual goals to come to a mutually agreeable and beneficial solution is an
important step in conflict resolution.
4. Brainstorm Possible Solutions
Gathering the involved parties together for a brainstorming session not only helps to resolve the
problem quickly, but it makes everyone feel like they are part of the solution. Here are a few tips
for successful brainstorming: Be open to all ideas. Think “quantity” over “quality.” You’ll
probably discard most ideas before the exercise is over. Move quickly. Avoid clarifying or
evaluating each idea – either can stop creative thinking in its tracks. List every idea. Whoever is
listing the ideas should not be in charge of editing them. Expand on each other’s ideas. Ask for
input from the group – this is where solutions are born. Be creative. Allow for out-of-the-box
ideas, controversy, and even silly ideas. You never know what will inspire the thought that can
become the actual solution.
5. Negotiate a Solution
By this point, it’s possible that all parties better understand each other’s positions and have
resolved the conflict. If not, it may be necessary to step in and negotiate a mutually satisfying
The purpose of this policy is to clarify guidelines for employee conduct.
Employment with Greenfield’s Click and Pick Grocery is “at will,” which means it is subject to
termination by either GCPG or the employee at any time, for any reason. There are no
contractual relationships between GCPG and an employee, and letters, benefits or policy
statements, performance appraisals, employee handbooks or other employee communications
should not be interpreted as such. No one has the authority to enter into any oral or written
employment contract without the signed explicit written approval of a GCPG officer, and no
written employment contract will be valid without the signature of the president of GCPG. To
monitor this at-will relationship, GCPG has developed guidelines to track performance.
Responsibilities of Employees
It is the duty and the responsibility of every GCPG employee to be aware of and abide by
existing policies and work rules.
It is also the responsibility of employees to perform their duties to the best of their ability and to
the standards set forth in their job descriptions or as otherwise established. Employees are
encouraged to take advantage of all learning opportunities available and to request additional
instruction when needed.
Responsibilities of Supervisors, Managers and Directors
The immediate supervisor, manager or director should approach corrective measures in an
objective manner.
If the employee’s performance of assigned tasks is the issue, the supervisor, manager or director
should confirm that proper instructions, appropriate orientation and training have been given and
that the employee is aware of job expectations. Not only single incidents, but also patterns of
poor performance, should be of concern as these are indicative of overall performance.
If misconduct is the issue, the supervisor, manager or director should take steps to ensure that the
employee has been made aware of the company’s policies and regulations regarding the
If, in either case, appropriate instruction or information was not communicated, a plan for such
communication should be immediately developed and reviewed with the employee.
Progressive Discipline Process
GCPG supports the use of progressive discipline to address conduct issues such as poor work
performance or misconduct to encourage employees to become more productive workers and to
adapt their behavior to company standards and expectations. Generally, a supervisor gives a
warning to an employee to explain behavior that the supervisor has found unacceptable. There
are two types of warnings: verbal and written.
A verbal warning occurs when a supervisor verbally counsels an employee about an issue of
concern. A written record of the discussion, noting the date, event and recommended action, is
usually placed in the employee’s file for future reference.
Written warnings are used for behavior or violations that a supervisor considers serious or when
a verbal warning has not helped change unacceptable behavior.
Whenever an employee has been involved in a disciplinary situation that has not been readily
resolved or when he or she has demonstrated an inability to perform assigned work
responsibilities efficiently, the department head, in consultation with the human resource (HR)
department or designate, may place the employee on a performance improvement plan. This
status will last for a predetermined amount of time not to exceed 90 days. Within this time
period, the employee must demonstrate a willingness and ability to meet and maintain the
conduct and work requirements specified by the supervisor and the organization. At the end of
the performance improvement period, the employee will either be returned to regular employee
status, or, if established goals are not met, dismissal may occur.
GCPG reserves the right to administer appropriate disciplinary action for all forms of disruptive
or inappropriate behavior. Each situation will be dealt with on an individual basis.
Employee Conduct That Can Result in Disciplinary Action
GCPG has established general guidelines to govern the conduct of its employees. No list of rules
can include all instances of conduct that can result in discipline, and the examples below do not
replace sound judgment or common-sense behavior.
Examples of employee conduct that would lead to discipline and the usual course of disciplinary
action have been separated into four groups, according to the usual severity and impact of the
infraction. Different violations may be handled differently depending on the group they are in.
GCPG reserves the right to determine the appropriate level of discipline for any inappropriate
conduct, including demotion, oral and written warnings, suspension with or without pay, and
discharge. Because of Fair Labor Standards Act (FLSA) requirements, exempt employees should
not be suspended without pay for less than a week.
Group 1
Disciplinary process:
1st offense: Documented verbal warning.
2nd offense: Documented written warning.
3rd offense: Three-day suspension.
4th offense: Termination of employment.
Creating conflict with coworkers, supervisors, visitors or volunteers.
Failing to follow practices as needed for the specific job assignment.
Contributing to unsafe conditions.
Smoking in nonsmoking areas.
Leaving the assigned work area or facility without the supervisor’s permission.
Loitering or loafing while on duty.
Using facility telephones for unauthorized purposes.
Disregarding the organization’s dress code.
Damaging or using organization-owned equipment without authorization.
Abusing lunch and break periods.
Removing, posting or altering notices on any bulletin board on company property without
permission from the employee’s manager or HR department.
Eating food or drinking beverages in undesignated areas.
Violating other rules or policies not specifically listed.
Group 2
Disciplinary process:
1st offense: Written warning.
2nd offense: Suspension.
3rd offense: Termination.
Failing to report injuries, damage to or an accident involving company equipment.
Violating any safety rule.
Acting negligently.
Engaging in horseplay that results in personal injury or equipment damage.
Spreading malicious rumors.
Engaging in vulgar or abusive language or conduct toward others.
Copying facility documents for personal use.
Using facility communication systems inappropriately.
Treating customers or coworkers in a discourteous, inattentive or unprofessional manner.
Quitting early without notification or permission.
Being absent for less than three days without notification or permission.
Not complying with personnel file maintenance.
Not following department guidelines concerning notification of absenteeism.
Group 3
Disciplinary process:
1st offense: Dismissal.
Dismissal is an immediate termination of employees for serious breaches of responsibility,
unsatisfactory performance or misconduct. A supervisor or department head may impose
dismissal after consultation with the HR department.
Being absent for three or more days without notification or permission (also referred to as a
voluntary quit or job abandonment).
Demonstrating insubordination, including:
Refusal to do an assigned job.
Refusal to work overtime when required.
Refusal to render assistance.
Refusal to accept holiday work when assigned.
Insolent response to a work order.
Delay in carrying out an assignment.
Being dishonest, including deception, fraud, lying, cheating or theft.
Having time card violations.
Sabotaging the facility, grounds or equipment.
Falsifying company records, such as employment applications and time cards, in any way.
Engaging in indecent behavior.
Possessing, being under the influence of or drinking intoxicants on the job.
Sleeping while on duty.
Concealing defective work.
Carrying a weapon on company property, including in the parking lot.
Disclosing confidential records or information.
Soliciting gifts or tips from business-related contracts.
Using the facility’s computer systems, including accessing confidential computer files and data,
without authorization.
Demonstrating gross misconduct or other serious violations of GCPG policies or procedures.
Failing to comply with licensure and certification requirements.
Group 4
Unscheduled, unexcused absences due to injury or illness, even when following appropriate
guidelines, may still be deemed excessive.
Discipline for otherwise unexcused tardiness and absenteeism is generally applied as follows: the
first two violations will result in written warnings; the third, a three-day suspension; and the
fourth, dismissal.
In the event of disaster, especially in instances where community infrastructure damage results in
prolonged power supply failure, every Greenfield’s location must have an assigned emergency
preparedness co-ordinator, at most locations this role will be assigned to the Assistant Store
Manager or at non–retail locations the duty will be delegated to maintenance department’s
Facilities Manager.
In retail food services and warehousing, the Emergency Coordinator must complete training
program on crisis leadership and on USDA Food Safety and Emergency Procedure Compliance
to the following Federal Regulations:
8-404.11 Ceasing Operations and Reporting.
(A) Except as specified in ¶ (B) of this section, a PERMIT HOLDER shall
immediately discontinue operations and notify the REGULATORY AUTHORITY if
an IMMINENT HEALTH HAZARD may exist because of an emergency such as a
fire, flood, extended interruption of electrical or water service, SEWAGE backup,
misuse of POISONOUS OR TOXIC MATERIALS, onset of an apparent
foodborne illness outbreak, gross insanitary occurrence or condition, or other
circumstance that may endanger public health.
(B) A PERMIT HOLDER need not discontinue operations in an area of an
establishment that is unaffected by the IMMINENT HEALTH HAZARD.
8-404.12 Resumption of Operations.
If operations are discontinued as specified in Food Code § 8-404.11 or otherwise
according to law, the PERMIT HOLDER must, when required, obtain approval
from the REGULATORY AUTHORITY before resuming operations.
The Greenfield’s Policy is to followed as described below:
Step 1
Appoint an emergency program manager with full oversight authority. Emergency oversight
responsibilities typically include ensuring emergency plans comply with food safety and any
federal, state and local health and safety regulations; conducting emergency response training for
employees; and ensuring plans can be easily accessed by every store employee. Check with your
local water and fire department, as well as your state and local Department of Health or Food
Safety Department to identify regulations or procedures your emergency plan must include
Step 2
List emergency situations in order of how likely the emergency is to occur. For many, a power
outage is the most likely, followed by a water service interruption, sewage backup, fire and
flood. Then, conduct a business impact analysis by listing and prioritizing the critical business
functions — those most vital to store operations — that each type of emergency is likely to affect
both operationally and financially. In a power outage, for example, critical functions include
maintaining safe food temperatures in freezers and refrigeration units, providing upfront and
back room safety lighting and maintaining store security.
Step 3
Go through the store and conduct a step-by-step risk assessment, looking for ways to reduce risks
and plan ahead for emergency situations. For example, if the store has a backup electricity
generator, make sure it’s in working order; if the store does not have a generator, consider
purchasing one. Call around and, if possible, prearrange for priority ice delivery service. Make
sure your store is in compliance with fire safety regulations and that all fire extinguishers are in
working order.
Step 4
Draft a written emergency response plan for each emergency you listed. Include a prioritized list
of emergency contacts along with their contact information as well as action steps that address
each critical business function. Response plans should be detailed, leaving no room for
individual interpretation. This means an instruction such as “Do not open freezer or refrigeration
unit doors” is appropriate. Write up an evacuation plan that includes helping customers exit the
building safely and duties that grocery store personnel must complete before exiting. Include
alternatives for communicating, such as two-way radios, battery operated phones or personal cell
Step 5
Distribute a copy of your emergency response plan to each employee, assign specific duties and
make sure each employee knows how to respond to each type of emergency. Although you most
likely can’t conduct drills during open store hours, you can conduct off-hour drills or video
demonstrations. Department managers can also conduct training on some of the more common
types of emergencies.
Localized Emergency or Event
When an emergency event impacts a single facility or operation, it is recommended that
the permit holder take the following action:
1. Conduct an evaluation of the operation, as it relates to the emergency situation,
to determine if a safe operation can be maintained in accordance with applicable
2. Discontinue operation at the facility or in affected areas of the establishment if a
safe food operation cannot be maintained using appropriate emergency
3. If a safe food operation can be assured, the establishment can remain open
provided the establishments’ emergency plan is followed or with the approval of
the Regulatory Authority.
4. Notify the Regulatory Authority where appropriate or if there is an imminent
health hazard and discuss emergency operating procedures that will be used.
5. A food establishment or an area within the facility that was ordered to cease
operations due to an imminent health hazard may not reopen until authorization
has been granted by the Regulatory Authority.
If you are inside a building:
● Stay where you are until the shaking stops. Do not run outside. Do not get in a doorway
as this does not provide protection from falling or flying objects, and you may not be able
to remain standing.
● Drop down onto your hands and knees so the earthquake doesn’t knock you down. Drop
to the ground (before the earthquake drops you!)
● Cover your head and neck with your arms to protect yourself from falling debris.
○ If you are in danger from falling objects, and you can move safely, crawl for
additional cover under a sturdy desk or table.
○ If there is low furniture or an interior wall or corner nearby, and the path is clear,
these may also provide some additional cover.
○ Stay away from glass, windows, outside doors and walls, and anything that could
fall, such as light fixtures or furniture.
● Hold on to any sturdy covering so you can move with it until the shaking stops. Stay
where you are until the shaking stops.
If getting safely to the floor to take cover won’t be possible:
● Identify an inside corner of the room away from windows and objects that could fall on
you. The Earthquake Country Alliance advises getting as low as possible to the floor.
People who use wheelchairs or other mobility devices should lock their wheels and
remain seated until the shaking stops. Protect your head and neck with your arms, a
pillow, a book, or whatever is available.
This particular type of crime is broken down into two types of robbery; professional and
The professional robber will generally be someone who is organized, has the robbery thought-out
in advance, will be in and out quickly and is very sure of himself or herself.
The professional robber will convince you that he or she is armed and may or may not show you
the weapon. This type of robber has staked out your store and knows where the safe is, who has
keys, and when deposits are made.
The non-professional robber will generally be someone who is very nervous and usually
disorganized. The non-professional robber may have a weapon. This is a potentially dangerous
situation due to the inexperience and emotional state of the thief.
Below are suggested steps to take if you are involved in an armed robbery at a Greenfield’s retail
• Keep it short. The longer the robbery takes, the more nervous the robber becomes. Handle the
entire procedure as if your were handling a check for a customer. The average robbery occurs in
less than two minutes.
• Do exactly what the robber demands, as soon as possible. You decrease your chances of injury
by cooperating. Stay as calm as possible. The longer it takes you to obey the demands, the more
nervous the robber will become. DO NOT VOLUNTEER INFORMATION. Volunteering
information can increase the time it takes to comply with the demands and confuse the robber.
• Advise the robber of any surprises. Be sure the robber knows of any employees in the back
room or restrooms who could surprise the robber by sudden movements. Tell the robber of any
movements you must make to obey the demands. For instance, you may have to reach in your
pocket or purse for your wallet or keys.
• Be observant. Try to get a good description of the robber. Note in your own mind the physical
characteristics (height, weight, color of hair and eyes, scars, tattoos, etc.) of the individual as
well as the type and color of clothing they are wearing. If possible, get a description of any
vehicle used, including the license number.
• Hands off. Avoid touching anything the robber touched.
• Keep the cash loss confidential. Discussion with the news media may encourage others to try
when they read the amount of money kept in the restaurant. Discourage your employees from
talking to reporters.
• Hold a staff meeting. As soon as possible discuss the robbery and bring any fears or concerns
out in the open. Ask for suggestions regarding how restaurant security can be improved.
Commend staff members for remaining calm and following prescribed procedures during the
Good practices for coping with an active shooter situation
• Be aware of your environment and any possible dangers
• Take note of the two nearest exits in any facility you visit
• If you are in an ofce, stay there and secure the door
• If you are in a hallway, get into a room and secure the door
• As a last resort, attempt to take the active shooter down. When the shooter is at close range
and you cannot ee, your chance of survival is much greater if you try to incapacitate him/her.
Take the caller seriously.Ask a lot of questions, (see list below).
Take notes on everything said and heard, including background noise, voice characteristics, etc.
Keep the caller on the line as long as possible by asking questions
If the caller hangs up do not use the telephone on which the threat was received.
Call local police immediately after call from another telephone, or ask another person call the
police immediately.
Notify supervisor or department head.
Police will determine if you need to evacuate. If you do evacuate, move to your emergency
assembly area, to await further instructions.
Do not re-enter the building until instructed to do so.
Do not search for the explosive device or touch any unusual or suspicious objects.
Questions to Ask the Caller
1. When will the bomb explode?
2. Where is it?
3. What does it look like?
4. What kind of bomb is it? 5. What will cause it to explode?
5. Why was it placed in the building?
6. Did you place the bomb?
7. What is your name?
Observe the Caller
Try to identify the following about the caller:
1. Caller’s gender
2. Approximate age
3. Voice characteristics, accents, etc. Is the voice familiar?
4. Background noises
5. Treat language-educated, incoherent, foul, taped, read, etc.
Suspicious Package/Mail
If you receive a suspicious package, letter, or object under any circumstances. Do not touch it,
tamper with it, or move it. Report the package to police immediately.
Suspicious Package Characteristics
● Origin — Postmark does not match the city of the return address, name of the sender is
unusual or unknown, or no return address given.
● Balance — The letter is lopsided or unusually thick, the letter or package seems heavy
for its size.
● Contents — Stiffness or springiness of contents; protruding wires or components; oily
outer wrappings or envelope; feels like it contains a powdery substance.
● Smell — Particularly almond or other suspicious odors.
● Writing — Handwriting indicates a foreign style not normally received, cut-and-past
letters or rub on block letters are used. Common words, titles or names are misspelled.
Preparedness involves a continuous process of planning, equipping, training and exercising.
Planning for tornadoes requires identifying a place to take shelter, being familiar with and
monitoring your community’s warning system, and establishing procedures to account for
individuals in the building. Employers may need to obtain additional equipment and/or resources
(e.g. Emergency Supply Kits) identified in the plan. In addition, workers need to be trained and
plans need to be practiced to ensure that personnel are familiar with what to do in the event of a
Identifying Shelter Locations
An underground area, such as a basement or storm cellar, provides the best protection from a
tornado. If an underground shelter is unavailable, consider the following:
● Seek a small interior room or hallway on the lowest floor possible
● Stay away from doors, windows, and outside walls
● Stay in the center of the room, and avoid corners because they attract debris
● Rooms constructed with reinforced concrete, brick or block with no windows and a heavy
concrete floor or roof system overhead
● Avoid main aisle areas that have flat, wide-span roofs.
Personnel should also be aware of what to do if caught outdoors when a tornado is threatening.
Seek shelter in a basement or a sturdy building. If one is not within walking distance, try to drive
in a vehicle, using a seat belt, to the nearest shelter. If flying debris is encountered while in a
vehicle, there are two options: 1) staying in the vehicle with the seat belt on, keeping your head
below the windows and covering it with your hands or a blanket, 2) if there is an area which is
noticeable lower than the roadway, lie in that area and cover your head with your hands
The following steps are recommended to help ensure the safety of personnel if a tornado occurs
Tornado Watch – Tornadoes are likely to occur in the watch area. Be ready to act quickly and
take shelter, and check supply kits. Monitor radio and television stations for more information.
Tornado Warning – Imminent threat – A tornado has been sighted in the area or has been
indicated by radar. Take shelter immediately.
Your local emergency management office can provide information about your community’s
tornado warning system.
● Develop a system for knowing who is in the building in the event of an emergency
● Establish an alarm system to warn workers
○ Test systems frequently
○ Develop plans to communicate warnings to personnel with disabilities or who do
not speak English
● Account for workers, visitors, and customers as they arrive in the shelter
○ Use a prepared roster or checklist
○ Take a head count
● Assign specific duties to workers in advance; create checklists for each specific
responsibility. Designate and train workers alternates in case the assigned person is not
there or is injured.
. Though Emergency Action Plans primarily involve evacuations, emergency planning for
tornadoes involve identifying safe places of refuge for workers to go to in the event of tornadoes.
● Get emergency supply kits and keep them in shelter locations
○ Basic Disaster Supplies Kit
● Learn more about NOAA Weather Radio.
Training and Exercises
● Ensure that all workers know what to do in case of an emergency.
● Practice shelter-in-place plans on a regular basis.
● Update plans and procedures based on lessons learned from exercises.
Some emergencies may impact multiple facilities over a larger geographic area. During
such an event, it is recommended that the same procedures listed under a localized
event be followed for each establishment. A widespread event may make it difficult to
reach the Regulatory Authority; therefore, the permit holder should ensure the
emergency plan is followed and if appropriate, notify appropriate authorities of an
imminent health hazard as soon as possible. Close the establishment if a safe operation
cannot be assured.
When ordered to cease operations, a food establishment should verify that the order came from
the appropriate Regulatory Authority. Likewise, a utility company may notify a food
establishment of a temporary disruption affecting electrical power or water supply for
repairs or other service. Such information should be verified with utility company officials
and when possible arrangements for such disruptions should be made in advance.
The written food safety plan includes the steps you will take during an emergency.
Remember that there may be regulations/ordinances that apply and consultation with
local regulators may be appropriate. When managing Time/Temperature Control for
Safety (TCS) food during an emergency, the facility must have a written plan prepared
in advance. This plan should be maintained at the facility and available to the public.
1. Identify the person(s) who have responsibility for implementing the plan.
2. Identify people/positions that are “critical” and what tasks must be
3. Maintain a current list of emergency contacts. In addition to updating
contact information for people within your company, include information for
those who can help with the emergency such as utility companies (water,
power, sewer, gas, etc.), garbage hauling service, dry and frozen ice
suppliers, refrigerated trucking companies, food warehouses, septic tank
pumping services, local and state health departments, fire, police, state
emergency management agencies, emergency broadcast station
frequency numbers and other pertinent regulatory authorities, etc
4. Remember that computers and phones may not be operable and
alternative communication methods may be necessary.
1. Identify the equipment and supplies needed. This may include large items
such as generators and refrigerated trucks.
2. List items needed to perform tasks such as thermometers, insulated
covers, caution tape, certain types of cleaning supplies, hand hygiene
chemicals, etc.
3. List any necessary personal protective equipment (PPE) such as
protective clothing, goggles or gloves needed to protect employees from
potential hazards.
4. Consider having Emergency Kits available for different types of
emergencies such as a kit for fire response, power outages, etc.
Menu :
1. Prepare an “emergency menu” in advance including a reduced number of
recipes for food items that require limited preparation.
Instructions for Performing Tasks:
1. Provide detailed step-by-step procedures for performing each task. For
example, explain how to calibrate equipment, how to take temperatures,
how to clean spills, etc. These can be written in the form of a standard
operating procedure (SOP).
2. Explain how, when and where the task will be performed.
1. Identify what food units, holding cases and equipment will be monitored or
what food products will be checked.
2. Detail how frequently the task will be performed (hourly, daily, etc.).
3. Explain what methods will be used and the tools needed (thermometers,
etc.) to perform monitoring tasks.
4. Include details regarding who will perform the monitoring.
5. Identify what records need to be kept.
6. Provide copies of the reporting forms, data logs and checklists that will be
used to record the data and information.
7. Procedures for monitoring temperatures of TCS food should ensure the
warmest portion of the food is checked unless an ambient air temperature
thermometer is in place and monitored to ensure the safety of the food.
When monitoring refrigerated cases, the temperature should be measured
in the part of the unit where food temperatures will be the warmest.
Waste Disposal
1. Determine how you will handle waste, including discarded food.
2. Consider the likelihood that waste disposal services may be interrupted or
3. Include method for handling small volumes of food that have been
denatured or destroyed before placing in an outside refuse bin (closed,
sealed container). Consideration will also need to be made for large
volumes of food refuse that will have to be held and transported to a
licensed landfill whenever pickup service is available.
4. Contact your disposal company to pre-plan for emergencies; when
possible, have additional waste disposal units delivered onsite.
Emergency Procedures
1. Note the date and time the power outage begins.
2. Monitor and record equipment and TCS food temperatures from the start of the
power outage. The Emergency Plan should include specific details on where to
take temperatures, how frequently temperatures will be monitored and where to
record the information.
3. Open upright retail cases without doors and small reach-in cases should be
monitored more frequently since they will lose temperature faster than other
4. Keep refrigeration equipment doors closed. For open retail cases without doors,
use insulated covers, cardboard, plastic or equivalent to retain cold air.
5. Relocate product in cases that cannot maintain safe temperatures to walk-in
coolers, freezers, or reefers (refrigerated trucks).
6. Use tape and signs to alert staff to keep doors to walk-in coolers closed.
7. Seal display case doors with tape to prevent customers from opening them.
8. Do not put hot food into refrigeration equipment.
Methods for Maintaining Cold Food Temperatures
Refrigerated trucks: Refrigerated trailers and trucks with insulated storage
containers may be on-site or delivered to the food establishment during an
emergency. Issues to consider include distance and time for delivery, ability to gain
physical access to the location, source of fuel or energy to maintain truck
refrigeration systems, manpower for food transfers, potential temperature abuse of
foods awaiting transfer and security.
Determine if a refrigerated warehouse that is unaffected by the power
outage or that has a back-up generator or alternate power source is available.
Assure that the food can be transported and stored under adequate refrigeration.
Transport to offsite storage will require access to vehicle(s), control of temperature,
manpower, protection of food from contamination and secure holding capability.
Ice or frozen gel packs: These can be used to help keep food cold. Plan how and
where you can obtain these items when they are in high demand by the general
population. Issues of use include the ice/gel pack source availability, volume
needed, transportation capability, and site handling of ice and melting ice waste
water. Your plan should include procedures for how to use ice and/or gel packs to
prevent cross-contamination of food. Consider storing frozen gel packs on-site to
use during short term emergencies.
Dry ice: Dry ice is frozen carbon dioxide (CO2) gas that changes back to CO2 gas
when exposed to normal environmental temperatures. It is dangerous to handle
because it is so cold. Also CO2 gas is heavier than air and can displace the oxygen
we need to breathe. If dry ice is used in enclosed spaces (i.e., a walk-in cooler)
employee and customer safety precautions must be followed because of the
potential buildup of CO2 gas and displacement of oxygen. Do not place dry ice into
a sealed room, cooler or container without allowing a means for the gas to escape
as it changes from its solid to gaseous state. If dry ice is used, pack TCS food tightly
together and place dry ice above foods to allow the cold CO2 gas to sink and fall
over the food items. Precautions must be taken to avoid burns when handling dry
ice, such as wearing insulated gloves. Refer to the material safety data sheet for
specific hazardous identification, personal protective equipment requirements,
ventilation, exposure controls and handling practices. Issues of use include dry ice
availability, volume needed, transportation, and site handling and safety.
Other Power Sources – Prioritize the equipment or systems that must be supported by
supplemental power sources
Determine which equipment is operated by the generator. Generators may not routinely
have the capacity to operate critical equipment such as refrigeration and freezer units.
In that case, consider additional generators for maintaining refrigeration, including
portable generators (owned or rented) that can be transported to the facility during an
1. A plan should be in place to refuel generators during long term power outages.
2. Make certain that individuals are trained to operate the supplemental power
equipment safely. Be sure to consult with a licensed electrician.
3. The electrical utility company should be advised if you are using a generator as a
safety precaution for utility workers
Water and Sewage
1. See “Interruption of Water Service” procedures.
2. If sewage ejector pumps are inoperable discontinue operations.
3. Contact the local health department for possible alternative options.
At GCPG, a “Judgemental Evaluation” is used to assess and evaluate performance. This means
the evaluation focuses on providing positive feedback and promotes constructive criticism.
Greenfield’s uses a Graphic Rating Scale which is a 5 point scale, 1 being the lowest and 5 being
the highest. For assessments, a 360-Degree Feedback assessment is used, where supervisors,
fellow employees and the employee themselves, can assess their performance.
Greenfield’s managers are able to print an Assessment and Evaluation of Performance form to
complete for each employee. These evaluations occur monthly to maintain employee goals,
performance and morale. There is a final evaluation of the year in December of every year the
employee works. Employees may request copies of their completed evaluation forms for their
own documentation and improvement.
The following fifteen items are listed on the Assessment and Evaluation Form and are rated on
the 5 point scale listed above:
1. Quality/Accuracy of Work
2. Quantity of Work
3. Dependability
4. Attendance/Punctuality
5. Professional Communication Skills
6. Customer Focused Communication Skills
7. Teamwork
8. Ability to Work Independently
9. Open to Feedback
10. Willingness to Take on Additional Responsibilities
11. Complies with Company Policies and Procedures
12. Exhibits Effective Problem Solving Skills
13. Eagerness to Learn a New Job Related Skill
14. Asks Questions and Seeks Guidance When Needed
15. Makes Progress Towards Professional Development Goals
Also included in the evaluation are:
Concerns, Developmental Goals, Training Needs, Employee Comments, and a signature space
for the employee, manager and HR.
Greenfield’s financial performance and corresponding managerial decisions will be based on the
following financial performance standards:
1. (EPS) : EPS = Net Income – Dividends on Preferred Stock / Average Outstanding Shares
2. Return on Equity (ROE): Formula for calculating ROE are as follows:
ROE = Earnings x Sales x Assets/ Sales Assets Equity
3. Return on Assets (ROA): ROA is calculated as: ROA = Net income/ Total assets
4. Return on net worth (RONW): RONW is the net income divided by owner’s equity.
RONW is used to measure performance in the perspective of shareholders. RONW is
calculated as: RONW = Net income/Net worth
5. Return on Capital Employed (ROCE): Capital employed is defined as gross capital
employed or net capital employed. The primary of the investment decision in any
business is to earn satisfactory return on capital invested. Thus the return on
capital employed is used to measure of success of a business in realizing the final
objective of the shareholders to get respective return. Return on capital employed
provides the relationship between the net income and the net asset invested. It provides
the percentage of return on net asset invested in the business and is also used to know the
overall profitability and efficiency of the business. Capital employed refers to total
capital, capital reserves, revenue reserves, debentures and long term loans. Capital
employed is calculated from the asset side by adding the following:
The fixed assets should be included at their net values at original cost or at replacement
cost after deducting depreciation. During the inflation period fixed asset must be
transferred to replacement cost i.e. the current market value of the asset.
Investments inside the business: All current assets such as cash in hand, cash at bank,
sundry debtors, bills receivables, stock etc.
6. Shareholder’s value creation: The ability of the business to create shareholder wealth is
increasingly seen as the key indicator of management and business performance. Total
return to shareholders is one of the shareholder value measures and most direct measures
of the return received by shareholders. Shareholder value analysis provides a framework
for linking management decision and strategies to value creation. Shareholder value
analysis insists the managers to take decision that can create value for the shareholders.
The management is required to pay attention to such value for shareholders while
taking investment and financing decisions. Shareholder value analysis helps the
management to concentrate on activities which create value to the shareholders rather
than short term profitability. Managers should identify value drivers which lead to
increase shareholder’s value. Shareholder’s investment in the business is totally excluded
in traditional financial measures and is ignored inappropriately to handle many business
decisions that are tradeoffs between profit margin and capital utilization.
Created Shareholder’s value = Equity Market Value * (Shareholder return – Ke) (6)
Ke = (Risk free rate + Risk Premium)
Shareholder value added is the term used for the difference between
the wealth held by the shareholders at the end of a given year and the wealth they held the
previous year”. The increase of equity market value is not the shareholder value added.
Shareholder value added is defined as the difference between the values of shares held by
shareholders at the end of a financial year to the wealth held in previous year. For the
calculation of Shareholder value added, changes in market price of shares during the
financial year and the dividend or return paid to the shareholders is required.
Greenfield’s Foundation Key Performance Indicators
Greenfield’s will compare those financial metrics in contrast to operational performance metrics
in a manner that allows appropriate budgeting to be allocated to operations that create the
greatest return. The foundation Greenfield’s KPI’s are as follows:
1. Customer Turnaround Time : Number of minutes customer spends in their grocery visit
from entering the parking lot to exiting. Measures efficiency engineering, current
benchmark is 14 minutes
2. Items per minute : the average number of items customer purchases per minute of
customer turnaround time. Measures multiplication of expenditure per visit with turn
around time, current benchmark 1.2 items per minute
3. Percentage of customers utilizing the Click & Pick mobile app : measures marketing
effectiveness of differentiation strategy, current benchmark 46%
4. Customer expenditure per visit : measures the effectiveness of upsell product placement
and inventory controls. Current benchmark $38
5. Customer Satisfaction Score in Deli Food recipes: measures appeal of chef’s recipes, 10
point scale current benchmark 8.6
6. Customer Checkout Time: measures checkout system efficiency, number of minutes
from arrival to checkout to departure from exit doors. Current Benchmark 4.1 minutes
7. Multi-Service Penetration : measures marketing effectiveness of greenfields strategic
differentiation percentage of customers utilizing 3 or more of Greenfield’s specialty
Guidelines for Creation of New Key Performance Indicators
1. Available and Measurable : You can use only those metrics as KPIs which are available to
you in the first place. For example if ‘Net Promoter Score’ metric is not available, then should
not be used as a KPI. KPI’s need to be measurable (unlike ‘frustration level of customers who
abandoned the shopping cart for the 3rd time’) When creating KPIs, verify that there is a
mechanism/tool available out there to measure and report your KPI in the first place.
2. Substantial Impact to Bottom Line: If a metric does not greatly impact the business bottom
line then it is not a good external KPI.
3. Relevant : relevant to Greenfield’s business objectives.
4. Instantly Useful: KPI’s that impact the bottom line should be instantly useful i.e. allows
quick actions on the basis of the KPI.
5. Timely: KPI’s should be available in a timely manner so that you timely decisions can be
Greenfield’s vision of a sustainable future means our children and grandchildren will be living in
a world that values human creativity, diversity, and individual choice. Businesses will harness
human and material resources without devaluing the integrity of the individual or the planet’s
ecosystems. Companies, governments, and institutions will be held accountable for their actions.
People will better understand that all actions have repercussions and that planning and foresight
coupled with hard work and flexibility can overcome almost any problem encountered. It will be
a world that values education and a free exchange of ideas by an informed citizenry; where
people are encouraged to discover, nurture, and share their life’s passions.
At GCPG, we are starting to implement this new vision of the future by changing the way we
think about the relationships between our food supply, the environment, and our bodies.
At GCPG, the pursuit of social responsibility has roots in the Cooperative Principles and Ends
policies (which provide broad guidance to our co-op’s mission), developed by the Board of
Trustees. Management chooses and implements specific programs and standards to implement
those Ends.
GCPG has a long history of investing in social responsibility. For the past five years, we have
been developing measurements for the resources allocated to social responsibility and evaluating
our performance.
These metrics are a work in progress and do not conform to any formula, such as percent of sales
or profits. They fall into four categories that are integral to GCPG’s economic and environmental
goals: community outreach, consumer education, labor practices, and product responsibility. All
require some combination of GCPG’s human, financial and in-kind resources.
Community outreach
GCPG calls it outreach, but it’s our interaction with partner organizations that makes our
community-focused programs and projects succeed. Our philanthropic model donates not only
cash but also works to develop long-term partnerships that generate a multiplier effect on the
value of resources given.
GCPG’s Food Bank Program is one example. It’s about neighbors helping neighbors through our
neighborhood grocery stores. GCPG shoppers donate cash at the check stand or online; GCPG
then uses the cash to purchase bulk food at wholesale prices, which multiplies the buying power
of the donations.
In addition, nine out of 10 shoppers donate rebates from reusing their shopping bags — each
five-cent rebate being split between the food bank program and the independent GCPG Farmland
Trust. Nearly two-thirds of GCPG customers bring bags — helping the environment by
eliminating single-use bags, supporting organic farmland preservation, and adding to the amount
of food purchased for distribution by GCPG’s nine partner food banks.
Community building through the food bank program doesn’t end with the purchase of food. Each
year more than 200 volunteers attend two-hour work parties where 25-pound bags of food are
repackaged for individual household use. These work parties are an enjoyable way to interact
with other GCPG members, enjoy some GCPG snacks and make a valuable contribution of time
and labor to our communities. More than 70,000 pounds of food are distributed annually.
Consumer Education
From ingredient signs in our delis and on our Web site to the free Walk, Talk and Taste store
tours and 1,000 GCPG Cooks classes each year, our co-op encourages consumers to understand
the products they buy and how to use them for optimum health and enjoyment.
Once again, it’s not a one-way proposition. Many GCPG Cooks instructors were GCPG shoppers
first who then wanted to share their knowledge, recipes and passion for good food with others.
The ingredient signs, tours and classes in turn enable consumers to voice their concerns directly
to appropriate staff.
Followers of GCPG’s s ocial networking sites (Facebook, Twitter and YouTube) and Stir Fry(our
blog that takes you behind the scenes at GCPG), and subscribers to any of GCPG’s electronic
newsletters, also join in the conversation about what is important in our communities.
One of the most visible forums for exchanging consumer and product information is the Sound
Consumer . Our public affairs staff monitors sustainable agriculture and product quality standards
and policies, and reports the good, bad and the ugly — in the interest of transparency and the
consumer’s right to know. Readers constantly bring emerging topics of interest and concern to
GCPG’s attention through calls, emails and Letters to the Editor.
An often messy but entertaining form of consumer education is the GCPG Kid Picks program .
Entering its seventh year, Kid Picks enables kids to be the judges on whether or not GCPG
products pass their taste tests.
Items approved by two-thirds of kid judges, age 12 and younger, are flagged at the shelf and
listed on our Web site. Taste tests are conducted at schools, community centers, or in the colorful
Kid Picks Mobile, and always involve two-way education.
GCPG learns what our youngest consumers like, the kids are introduced to foods they may not
know or have tried before, and our staff share information about where the food comes from and
what makes them a better choice.
Labor practices
All GCPG employees are GCPG members. Most want to work here because they share the
co-op’s values for sustainability, and in turn, the company’s success absolutely is related to the
well-being and commitment of GCPG’s staff.
So it is no surprise that our employee benefits package — and the programs designed to support
and encourage employees — are hugely important in attracting great staff. Classes, workshops,
training for job-related skills (from cooking techniques to new software), internal staff
promotions, and a generous staff discount on GCPG purchases are highlights. The return on
these investments is a remarkably healthy, well-trained, enthusiastic staff and very low employee
turnover (unusual in retail).
GCPG also has chosen from time to time to engage in some labor disputes involving products
that we carry. We also deliberately give preference to products produced under fair labor
Many vendors have their own proprietary fair labor programs in place. Fair Trade certification,
provided by TransFair USA, warrants that economically and socially just practices are followed
in exporting countries so developing producers can progress toward economic stability. Fair
compensation and representation, skill development and education are typical requisites.
GCPG carries about 400 fairly traded, imported food and personal care products and
merchandisers actively are trying to source more.
Product responsibility
Customers appreciate clean, attractive stores and excellent service but most choose to shop
GCPG for the stuff we sell. We want our food, personal care and other household products to be
enjoyable, safe and sourced from producers who are treated well and compensated fairly.
GCPG works every day to earn customer trust with high quality standards for how products are
grown, processed, packaged, transported and handled. As a certified organic retailer, we have
established strict in-store procedures to ensure that organic products are handled properly to
maintain their organic integrity. Overseeing the integrity of more than 26,000 items requires
substantial investments of time and care in vendor relationships and internal procedures.
All GCPG departments operate on the firm footing of personal relationships with suppliers,
particularly in our produce department. Depending on the season, up to 95 percent of the produce
sold at GCPG is organic, much of it sourced directly from local growers.
Holistic Thinking in a Conventional World
First, we dedicate ourselves to the actions that will make our vision flow naturally from our daily
work. In this respect, we have adopted a philosophy that is mission-driven; symbolized by our
logo that exemplifies our commitment to our principles. Our mission is to offer the highest
quality, least processed, most flavorful and naturally preserved foods. We are dedicated to
creating a respectful workplace where people are treated fairly and are highly motivated to
succeed. And, we believe companies, like individuals, must assume their share of responsibility
as tenants of the Earth.
Second, we apply our dedication within the framework we are given. In our case, we are a
grocery store, and in that context we act on our vision of the future by working within the
constraints of what a grocery store can do. GCPG facilitates a more sustainable future by
applying our vision to how we do business, and then we make sure that those changes are
implemented in all aspects of our company.
Third, we lead by example. We believe that the movement to a sustainable future is necessary
and inevitable. However, the mindset of people and their institutions are hard to change, and
when they do change it is usually in an incremental and uneven pattern. So, the question remains,
when people are ready to change will they have examples available that can make the change
easier or will they have to reinvent the wheel to create the changes they want? As a participant in
the movement to a sustainable world, GCPG is leading by example within the context that we
know best: organic food and natural products, and sustainable and ethical business practices.
Holistic Actions for a Sustainable World
GCPG has a vision of the future and a comprehensive strategy to implement that vision. We are
proud of our efforts in making concrete, long-term changes to the business as usual approach to
food, health, and the environment. Below are examples of how we lead the movement to
sustainability, not just in our advocacy of organic food, but in all aspects of our relationship with
the social, business, and environmental communities.
Healthy Foods and Healthy Products Begin at the Source
We have been advocates and supporters of organic agriculture throughout the last 20 years. In
the early days when the organic network was young and fairly disorganized, making it difficult
to stock as much organic produce as we had hoped to, we originally set up our own produce
distribution company in California. There we developed relationships with organic farmers,
educating each other about the variety of organic produce we could feasibly make available. As
time went on, we developed packaging, storage, and shipping procedures that insured the quality
of our organic products from the farms to our stores.
We are advocates and supporters of naturally raised meat and poultry. In addition to telling
consumers our concerns about added hormones and antibiotics, we work with ranchers and
producers to develop hormone and antibiotic-free alternatives for our customers to buy.
We work tirelessly, advocating fewer and safer pesticides in non-organic foods, in educating our
customers about the value of foods produced without harmful or questionable food additives, and
we have worked with manufacturers to supply our stores with foods that meet our strict quality
We educate our customers about the importance of food safety measures and techniques,
including our concerns about irradiation, food borne illnesses, food handling, and material safety.
Sustainability Beyond Organic Food
Sustainable material specifications combined with conscientious construction methods resulted
in a healthy, durable facility. Because of the 42% waste reduction, we were profiled by the EPA
as a construction waste reduction and recycling record-setter.
We encourage the use of less toxic cleaning products, educating our customers about the positive
impact that can be made in air and water quality by using these alternative products.
We promote the purchase of bulk food and other products utilizing reduced or reusable
packaging, as well as encouraging shoppers to reduce waste through our “nickel per bag” rebate
We financially support environmental organizations, helping them to do their work towards a
more sustainable planet.
Respect for All Forms of Life
We actively educate our customers about the senseless killing of dolphins in the pursuit of tuna
and work to encourage the tuna canneries to buy only from fishermen who utilize fishing
methods that are designed to eliminate the collateral killing of dolphin populations.
We educate our customers about the cruelty of animal testing of body-care products, helping to
influence the marketplace by taking a clear stance that those types of products will not be
Education and Public Participation
GCPG uses a two-pronged approach to consumer education and the support for public
participation in creating a sustainable future. Our Take Action Centers, located in every store,
offer customers a wide variety of information on local, regional, national, and international
issues of concern. Customers not only learn about important issues like genetic engineering,
organic foods, pesticides, and sustainable agriculture, but we offer them the means to affect
change by keeping them updated on new legislation and the tools they need to effectively
participate in shaping those issues.
GCPG.com provides the second prong of our education and public participation strategy. Our
website provides GCPG customers with an in depth investigation into the issues that are
important to the organic and natural products buying community. We post detailed information
about GCPG as a business and as a progressive force in changing how the human food supply
intersects with our environment, our bodies, our work, and our lifestyles.
Regulation, Enforcement and Accountability
In addition to being the leading retailer of organic foods, we’ve helped formulate the National
Organic Standards through our participation as the sole retail representative on the National
Organic Standards Board. This hands-on approach allows our vision of a sustainable future to be
represented in the definition, construction, and enforcement of sustainable legislation and
regulation. Our desire for clear and straightforward answers and regulatory transparency directly
assists individuals and groups seeking accountability from their elected and unelected officials
on issues directly related to organics and sustainability.
In conjunction to working with farmers on alternatives and educating our consumers about the
harmful effects of some pesticides, we are the only retailer that participated in the joint
EPA/USDA Tolerance Reassessment Advisory Committee. The task of this multi-stakeholder
advisory board was to advise those agencies how they should fairly reassess all the pesticides
that had previously been approved, taking into consideration their effect on the delicate immune
systems of infants and children, as well as cumulative effects of their use.
Long before it became a hot issue, we actively advocated for mandatory labeling of foods
containing genetically modified ingredients. At the heart of this is our belief that consumers have
the right to choose their food based on the knowledge of what is in it and how it is produced. We
are also the only retailer on the recently appointed USDA Advisory Committee on Agricultural
Biotechnology, another multi-stakeholder group organized to examine the many complex issues
related to agricultural biotechnology.
An Invitation to Join Our Vision
We believe that our vision of the future is shared by many other people, organizations,
campaigns, and institutions around the world. We acknowledge that there are many ways to
implement that vision. We welcome everyone in joining us in making concrete, lasting changes
to our world through education, participation, and civility.
The following includes our ways to create environmental responsibility at GCPG:
1. Research and Development: GCPG Research and Development centers have two primary
objectives: to create new products and processes and to improve those that already exist. In order
to have environmental sustainability being more and more built into products, our Sustainability
by Design Program systematically assesses and optimises the environmental performance across
the entire value chain at the earliest stage in the development of new and renovated products.
Our global Sustainability by Design Network champions the continuous improvement of this
program across the different businesses and categories.
2. Sourcing of Raw Materials: GCPG sources its raw materials either directly from farmers or
from primary processors or traders. We prefer to use agricultural materials which are locally
available. We foster environmental sustainability in the supply chain through:
• the Responsible Sourcing Audit Program which requests key vendors to demonstrate
compliance with GCPG’s environmental standards through independent third party
audits; if corrective actions are required GCPG, together with auditors, will guide
vendors in upgrading their practices;
• the Responsible Sourcing Traceability Program which promotes transparency in our
extended supply chains back to the farm or feedstock, implementing our commitments on
no-deforestation, responsible use of water, sustainable fisheries and animal welfare, and
addressing other specific environmental aspects;
• the Farmer Connect Program which supports the farming communities where we source
agricultural raw materials, and provides technical assistance on sustainable production
methods; we also optimize the delivery of raw materials up to the factory;
• the Sustainable Agriculture Initiative at GCPG which shares best practices and lessons
3. Manufacturing: Manufacturing comprises all processes that are necessary to transform
perishable raw materials into safe and value-added food products for consumers. Building on the
ISO 14001 certification of our stores, we aim to do more with less by eliminating all types of
waste, with a key focus on what is valuable for both the environment and our consumers. We
thus improve our overall efficiency, quality and environmental performance. We aim to use the
most efficient technologies and apply best practices in order to further optimise energy and water
consumption, minimize waste generation, utilize sustainably managed renewable energy sources,
recover value from by-products and control and eliminate emissions, including greenhouse
gases. We use safe natural refrigerant alternatives for industrial refrigeration installations and
implement new solutions to improve their performance. We incorporate environmental
sustainability objectives when we build, construct and renovate facilities.
4. Packaging: The packaging of our products is crucial to prevent food waste, guarantee our
high quality standards and inform our consumers. We:
• optimize the weight and volume of our packaging;
• lead the development and use of materials from sustainably-managed renewable
resources considering packaging and product performance requirements;
• support initiatives to recycle or recover energy from used packaging;
• use recycled materials where there is an environmental benefit and it is appropriate.
5. Distribution: Delivering the products in highest quality and on time from the store to
customer is a vital part of our business. To continuously enhance efficiency and environmental
performance in distribution, we:
• optimize distribution networks and route planning across all our operations;
• explore opportunities to improve transportation;
• expand driver training both from a safety and environmental efficiency
perspective, use latest technology on our vehicles where practical, and
recommend the same to our suppliers;
• support the development and use of safe and efficient natural refrigerant
solutions for commercial applications and progressively phase out HFCs
6. Marketing & Consumer Communication: Marketing’s most fundamental commitment is to
delight consumers every day, everywhere, thereby building trust. As part of building trust, we:
• integrate environmental sustainability into our products, and brand communication
where applicable;
• help consumers make informed choices through credible, substantiated communication;
• leverage relevant contact points (e.g. digital, packaging and point-of-sale) to inform
consumers of environmental improvements, as well as action they can take when using
our products and handling used packaging;
• support and shape the development of environmental communication best practices and
standards, working in collaboration with industry, government and public forums.
7. Corporate Communication: Communication on the topic of environmental sustainability is
an increasingly important part of our corporate communication strategy involving media
relations and engagement with nongovernmental organisations, special interest groups,
governments and public authorities. Our GCPG website features our activities on environmental
sustainability and water. A strategic priority for us is to engage stakeholders and develop key
partnerships. Our proactive engagement with stakeholders on environmental topics includes
regular external stakeholder convenings and meetings. We also seek to nurture constructive
relations with organizations critical of the Company’s environmental performance.
8. Human Resources: We educate all employees to live by the GCPG corporate business
principle on environmental sustainability. We make GCPG resourceful and therefore, we:
• train all employees on this policy;
• create conducive workplace conditions that help all employees take personal
responsibility for protecting the environment by promoting application of this policy to
day-to-day activities at the workplace as well as at home;
• ensure environmental sustainability is covered as part of relevant training, workshops
and meetings to raise commitment of our employees, suppliers, business partners and the
community at large;
• promote corporate and personal responsible behavior towards the environment through
publishing success stories and recognizing positive initiatives to embed these practices
within GCPG and the local community.
9. Regulation: We carefully monitor, evaluate and communicate regulatory developments so
that they are reflected in our strategies. To promote an effective regulatory system with respect to
environmental sustainability, we:
• engage with regulators and other relevant stakeholders to foster environmentally
efficient and effective laws and regulations;
• support internationally recognized standards and voluntary initiatives designed to
protect the environment;
• oppose discriminatory measures;
• favor the harmonization of environmental laws, regulations and standards in order to
develop trade and help consumers’ understanding.
Steps to measuring environmental responsibility performance at GCPG:
1. Determine total energy input
Total Energy Input (Joule): Breakdown of energy Input (joule or other units), Purchased
electricity (except purchased new energy), Fossil fuels (oil, natural gas, LPG, coal, etc.),
New energy, Others (Purchased heat, etc)
2. Determine total material input
Total Material Input: Breakdown of Resources (ton or other units), Metal (Steel,
aluminum, copper lead, etc.), Plastics, Rubber, Glass, Wood, Paper, Agriculture products,
Others State of material at the time of input (ton or other units), Parts, semi-processed
articles, products, Merchandise, Raw materials, Supplemental material, Containers and
wrapper Other indicators (ton or other units), Circulated resources, Exhaustible natural
resources (fossil fuel and rare metals), Renewable natural resources (Agricultural,
forestry and fishery resources that are properly managed), Chemical substances
(Substances under PRTR, etc.), Green procurement
3. Amount of water input
Amount of Water Input (square meter), Breakdown of water resources (square meter),
City water, Industrial water, Ground water, Sea water, river water, rain water
4. Amount of greenhouses gasses emissions
Core Indicator (Ton-CO2): Six substances under the Kyoto Protocol (Ton-CO2), Carbon
dioxide (CO2), Methane (CH4), Nitrous oxide (N2O), Hydro-fluorocarbon compounds
(HFC), Per-fluorinated compounds (PFC’s), Sulfur hexafluoride (SF6) Emitting activities
(Ton-CO2), Energy consumption on the site, Consumption of fuel for transportation,
Waste disposal, Industrial process
5. Amount of releases and transfer of chemical substances
Amount of Releases and Transfer of Chemical Substances (Ton): Amount of Releases
and Transfer of PRTR Substances (Ton) Amount of Releases of Other Controlled
Substances (Ton)
6. Total amount of production or sales
Total Amount of Production or Sales (Ton): Amount of production or sales measured in
units other than weight (number, area, or capacity.) Amount of production or sales of
goods that contribute to reducing environmental burden (ton) Amount of production or
sales of goods with environmental labeling (ton) Amount of containers and packaging
used (tons)
7. Total amount of wastes
Total Amount of Wastes, etc. Generated (ton): Methods of waste treatment (ton), Reuse,
Material recycle, Thermal recovery, Simple incineration, Final disposal (Core indicator),
Other methods (Storage, safekeeping).
8. Total amount of Final Disposal
Kinds of wastes (ton): Valuable materials, General waste, Industrial waste, In which
amount of specially Controlled industrial waste
9. Total Water Drainage:
Total Water Drainage (Square Meter): Water area and amount (Square meter), Public
water, Sewage Water quality (Mil Glam per liter), BOD or COD.
Green Energy:
In the coming decades Greenfield’s business model anticipates a green energy revolution to carry
substantial impact for retailers. Based on current market forecasts the use of fossil fuel
combustion for energy sources will be viewed negatively by many consumers and due to the
energy requirements of stocking refrigerated perishable foods, grocery retailers will need to
pioneer green energy strategies into their marketing to remain viable.
However, the green energy revolution may hold great rewards to first movers in green energy
strategies and most importantly the costs of green energy strategies may soon hold immeasurable
marketing and goodwill value once the environmental conservation trends snowball.
Greenfield’s analysts believe that the race to claim first grocer with a zero carbon footprint will
be rewarded with newfound customer loyalty in similar impact as those smaller trends in trans
fats and GMO elimination campaigns. With that focus, Greenfield’s engineers are experimenting
with stores that produce their own supplies of solar electricity and sell the excess power back to
the utility to aid in carbon offset of the surrounding community.
Packaging and Waste Reduction Trends:
Greenfield’s analysts also anticipate long term consumer trends that desire minimal packaging,
the reduction of plastics in food storage and new innovations in bio-sourced packaging. Recent
research has found correlations with plastics on foodstuffs and increased cancer rates. The
reintroduction of bulk foods sold to consumer provided reusable containers will reduce costs for
food retailers as well as end consumers which will greatly reduce the overall environmental
impact of the retail food chain. Greenfield’s engineers are working on a proprietary brand of
uniquely nestable reusable food storage containers created from bio produced materials, with the
belief that the winner of the emerging bulk food retailers will depend on the ease of use and
transport of the refillable packages.
Bulk Foods Revolutionize the Supermarket Playing Field:
Greenfield’s market analysts caution that while the premium full service supermarket model
growth has outpaced discount competitors such as Walmart and Save-a-lot over the past five
years, however, that over the next decade the economic pendulum will swing back towards
economic slowdown. As a recession period returns, discount grocers could take advantage of the
upcoming retailed bulk foods market and be able to afford to place many more smaller,
low-overhead storefronts deeper into residential neighborhoods that provide a key advantage to
traffic congested or vehicle limited markets in a manner that small local storefronts could
compete effectively against the groceries delivered market or the large, full-service premium
The Three Meal School Cafeteria:
Greenfield’s sociology analysts are monitoring the evolution of family structure and caution that
trends indicate that parents prefer that their children spend longer days in school to reduce
childcare complexities and reduce unsupervised time between school end times and
corresponding parental return from work. If these trends continue to develop, parents may shift
the duties of feeding their children’s two other meals onto the school cafeteria. Increased
childhood obesity and diabetes epidemics may create a backlash against packaged children’s
foods and the evolution of a social movement to reduce children’s unsupervised dietary choices.
The school cafeteria offers cost and time efficient solutions toward family meal planning, if
children cafeteria meals gain market share, then the retail grocery providers would find
themselves cut out of 35% of the food supply market which would eliminate many grocers who
relied heavily on children’s snacks and prepackaged meals.
The external environment influences the decisions managers have to make to continue the
longevity of their company. Although managers have a minor impact on changing the external
environment, understanding the environment can help managers identify both threats and
opportunities in their market
The current macro-environment of an organization can be broken down into six categories,
political forces, economic forces, sociocultural forces, technological forces, environmental
forces, and legal forces. Many of the forces impacting companies don’t fit neatly into any one
category and often encompass several different categories all at once. Currently the
macro-environment has been very unique due to the recent recession. Companies are scrambling
to pull money in and are focusing on the macro environment more than ever to understand trends
and entice consumers.
Macro analysis (PEST)
All retail companies act within a “macro environment,” or the scope of influence outside the
company that determines how firms do business. Unlike the micro environment of a retail store,
companies in the retail industry usually cannot change this macro environment and so should
adapt to changes as they occur. Following, there is the PEST analysis of the U.S. macro
Political factors affecting Greenfield’s Business:
1. Regulations on organic and GMO food ( opportunity)
2. Free Trade agreements (opportunity)
3. Low labor standards (opportunity)
4. Political support for globalization ( opportunity)
Greenfields has the opportunity to further improve its standards to ensure proper labeling of
organic and GMO- free products. We also have the opportunity to expand our business based on
advantages of free trade agreements. In addition; Greenfield’s Market can capitalize on its
Greenfield’s Trade Guarantee to build our brand and attract more customers. The Greenfield’s
Trade Guarantee certifies supplier based on criteria like fair labor and employment practices.
Thus, Greenfield’s Market has already taken steps to address the opportunities based on the
political dimension.
Economic Factors: The impacts of economic conditions are determined. The following
economic external factors in its remote/ macro- environment:
1. Economic Stability ( opportunity)
2. Higher employment rate in the U. S. ( opportunity)
3. Rising Labor costs in developing countries( threats)
Greenfield’s has the opportunity to grow on the economic stability and gradually rising
employment rate in the U.S. However, the rising labor costs in developing countries is a threat
because the company’s supply chain significantly depends on producers in developing countries.
The rising labor cost lead to higher supply cost and higher selling prices at Greenfield’s Market
Social/Sociocultural Factors influencing Greenfield’s Market: Social factors influence
consumers, employees and investors. In Greenfield’s Market’s case, the following are the
social/sociocultural external factors
1. Increasing emphasis on healthy lifestyles (opportunity)
2. Increasing cultural diversity (opportunity)
3. Increasing wealth gap (threat)
4. Cultural diversity trend (opportunity)
5. Healthy lifestyle trend( opportunity)
Greenfield’s Market has the opportunity to grow based on high quality organic products that
satisfy the healthy lifestyles trend. We also have the opportunity to offer a more diverse product
mix to match the rising cultural diversity of its target consumers. However, the rising wealth gap
is a threat because it weakens the middle class, which is Greenfield’s Market’s main source of
revenues. Our company can increase its array of healthful products. Greenfield’s can also
increase the variety of its products to satisfy various cultural preferences.
Technological Factors in Greenfield’s Market’s Business
The effects of technology or technological changes are presented. Greenfield’s Market must
account for the following technological external factors:
1. Increasing automation in business (opportunity)
2. Increasing mobile technology usage (opportunity)
3. Patenting of GMOs (threat & opportunity)
4. Increasing mobile device usage among consumers (opportunity)
Greenfield’s Market has the opportunity to implement more automation technologies to increase
business efficiency. Also, we have the opportunity to provide improved online services through
consumers’ mobile devices. However, the patenting of genetically modified organisms (GMOs)
threatens Greenfield’s Market’s access to adequate supply. Nonetheless, this factor also presents
an opportunity to reduce or eliminate GMO-containing products in Greenfield’s Market stores.
Greenfield’s can increase its investment in all three factors. In exploiting the opportunity in
mobile device usage of customers, the company must boost its online presence. Online
marketing and selling can help increase Greenfield’s revenues.
Ecological/ Environmental Factors
In Greenfield’s Market’s case, the following are the most notable ecological/environmental
external factors:
1. Global warming/climate change (threat)
2. More complex standards on business waste disposal (opportunity)
3. Higher emphasis on business sustainability (opportunity)
4. Business sustainability ( opportunity)
Global warming threatens the productivity of farmers in Greenfield’s Market’s supply chain. On
the other hand, the firm has opportunities to further improve its performance in waste disposal
and sustainability. To attain business sustainability, Greenfield’s must improve operational
efficiency. Technological innovation helps improve efficiency in business. Improved policies
and standards on products sold at its retail stores can also strengthen Greenfield’s in addressing
these ecological factors.
Legal Factors
The effects of laws on business are identified. Greenfield’s Market must consider the following
legal external factors:
1. Environmental protection laws (opportunity)
2. Inadequate labor laws in developing countries (opportunity)
3. Antitrust law (threat)
4. Tax law reform ( Threat)
5. Food safety regulations ( opportunity)
Greenfield’s Market already has environmentally sound policies, but more of these policies can
improve the firm’s standing and brand image. Greenfield’s Market also has the opportunity to
capitalize on its Greenfield’s Trade Guarantee to build the company’s reputation. The
Greenfield’s Trade Guarantee evaluates suppliers based on fair labor practices. On the other
hand, antitrust law is a threat because it reduces Greenfield’s Market’s ability to maximize its
growth via acquisitions and mergers in the U.S. Greenfield’s has used acquisitions as a major
expansion strategy.
Tax reform is a potential threat if it leads to higher tax rates. Greenfield’s must take food safety
regulations as an opportunity to improve quality standards.
In the six dimensions Greenfield’s Market has mostly opportunities. However, there are some
notable threats, such as global warming and rising labor costs in developing countries.
Greenfield’s Market can further expand and diversify its supply chain to address the threat of
rising labor costs in developing countries, the threat of global warming, and the threat of the
patenting of GMOs. Also, Greenfield’s Market can adjust its pricing strategy to address the
threat of the rising wealth gap. Moreover, the firm can build new stores and expand overseas to
address the threat of antitrust law in the U.S.
Micro analysis (Porter’s five forces)
Due to its expansion around the world, Greenfield’s has to face a lot of competitors from
different countries with different kinds of competition. Primary competition includes department
stores like Wal-Mart, Publix, Whole Food, etc. Moreover, many other smaller retailers focus on
a small niche market, which can also compete successfully against Greenfield’s by the use of
specialization strategies.
Threat of substitute products and services
Greenfield’s already faces a great bunch of physical small and big retail stores. Nevertheless,
they are other retailers that can compete very aggressive against Greenfield’s by specializing in
certain products or by selling their products worldwide via Internet. On the one hand, there is a
tendency in retail to do not specialize in one good or service, but to deal in a wide range of them.
Retailers offering products that are unique have a distinct or absolute advantage over their
competitors. On another hand, although most people still prefer to go shopping by car, this
competition has to be taken seriously and analyzed deeply. Nowadays, the five top value retailers
are Walmart, Target, Costco Wholesale, Meijer and BJ’s wholesale. They all together generate
almost half a trillion dollars in annual sales. In contrast, the e-commerce giants Amazon.com and
Dell Direct, posted combined U.S. sales of $38.8 billion. Despite these online transactions
account for less than 15% of total retail sales, Amazon.com is increasing its sales year by year,
which means that e-commerce is gaining a bigger market share and so this companies
competition cannot be underestimated.
Threat of new entrants
One field in which Greenfield’s should be aware of the importance of new competitors is in the
e-commerce and m-commerce. As it was said in the previous paragraph, Amazon is leading this
part of the online business. Also, there is a trend of decreasing number of independent retailers.
The vast majority of retail stores in any mall are chain stores. Although there are barely no
barriers to start up a store in the U.S., the ability to establish good supply contracts and be
competitive is every time harder. The vertical structure of chain stores together with their
centralized purchases gives them a competitive advantage over independent retailers.
Competitive rivalry within the industry
Due to the expansion around the world, Greenfield’s is also facing a lot of competitors in
different countries through very different kinds of competition
Convenience stores are a popular retail store group, and with more than 120,000 stores, they
account for 350 billion dollars annual revenue. These stores sell a limited variety of food,
cigarettes, groceries, candy and magazines, and sometimes also fuel. Normally, they are located
in high traffic locations.
Also vending machines are becoming popular around the U.S. There were about 5,000 machines
in 2013 that produced annual revenue of 6 billion dollars. The products sold in these machines
are drinks, candies, snacks, coffee and sandwiches. Machines are owned by franchises that rent
space in high traffic areas (office space or commercial buildings).
Bargaining power of customers
This force involves the ability of the buyers to put the company under pressure and it is much
related to the regulations of the territory in which the firm operates.
The clients have a lot of information available, which means that when they have to purchase
any product, they can check prices in different stores. That’s why the clients are considered to
have great power in the U.S.
Bargaining power of suppliers
Due to its size, Greenfield’s can make or break a small supplier. Greenfield’s has pushed its
suppliers to be more efficient and has worked for making prices lower and more beneficial for its
customers. On the other hand, the company has pushed its suppliers at a level that it almost gave
them no choice when forcing the vendors to decrease prices at level that many can barely afford.
The firm often offers treatments to its suppliers that sometimes are not fair in the way that they
do not lead suppliers to raise benefits. Nevertheless, most of the vendors accept those contracts
because of the great influence Greenfield’s makes on their turnover. Put it in another words, a
company that sells 30% of its products to Greenfield’s finds it hard to reject the retail offer even
if it is not the most desirable treatment they wish to sign. So, it can be said that the bargaining
power of suppliers is very low in the case of Greenfield’s
8 Steps to Implementing Change
1. Management Support for Change
It is critical that management shows support for changes and demonstrates that support when
communicating and interacting with staff. Employees develop a comfort level when they see
management supporting the process.
2. Case for Change
No one wants to change for change sake, so it is important to create a case for change. A case
for change can come from different sources. It can be a result of data collected on defect rates,
customer satisfaction survey , employee satisfaction survey, customer comment cards , business
goals as a result of a strategic planning session or budget pressures.
Using data is the best way to identify areas that need to improve and change initiatives.
3. Employee Involvement
All change efforts should involve employees at some level. Organizational change, whether
large or small, needs to be explained and communicated, specifically changes that affect how
employees perform their jobs.
Whether it is changing a work process , improving customer satisfaction or finding ways to
reduce costs, employees have experiences that can benefit the change planning and
implementation process. Since employees are typically closest to the process, it is important that
they understand the why behind a change and participate in creating the new process.
4. Communicating the Change
Communicating change should be structured and systematic. Employees are at the mercy of
management to inform them of changes. When there is poor communication and the rumor mill
starts spreading rumors about change, it can create resistance to the change. Being proactive in
communications can minimize resistance and make employees feel like they are part of the
5. Implementation
Once a change is planned, it is important to have good communication about the rollout and
implementation of the change. A timeline should be made for the implementation and should
make changes in the order that affect the process and the employees who manage the process.
An effective timeline will allow for all new equipment, supplies or training to take place before
fully implemented. Implementing without a logical order can create frustration for those
responsible for the work process.
6. Follow-up
Whenever a change is made it is always good to follow-up after implementation and assess how
the change is working and if the change delivered the results that were intended.
Sometimes changes exceed target expectations but there are occasions that changes just don’t
work as planned. When this is the case, management should acknowledge that it didn’t work and
make adjustments until the desired result is achieved.
7. Removing Barriers
Sometimes employees encounter barriers when implementing changes. Barriers can be with
other employees, other departments, inadequate training, lacking equipment or supply needs.
Sometimes management also needs to deal with resistant or difficult employees .
It is management’s responsibility to ensure that employees can implement change without
obstacles and resistance. Unfortunately, sometimes employees need to move on in order to
successfully implement a needed change.
8. Celebrate
It is important to celebrate successes along the way as changes are made. Celebrating the small
changes and building momentum for bigger changes are what makes employees want to
participate in the process.
When employees understand why a change is made and are part of the process for planning and
implementing the change, it allows for a better chance for successful implementation.
Strategies To Overcome Resistance to Change
1. Address Personal Concerns First
2. Link the Change to Other Issues People Care About
3. Tap into People’s Desire to Avoid Loss
4. Tailor Information to People’s Expectations
5. Group Your Audience Homogeneously
6. Take Advantage of People’s Bias—Buy Now, Pay Later!
7. Make the Change Local & Concrete
8. Appeal to the Whole Brain
9. Beware of Overloading People
10. Know the Pros and Cons of Your Change
Greenfield’s business model relies on creating value for customers through the implementation
of technology. As the technology leader of the grocery industry, Greenfield’s management seeks
to maintain that competitive advantage by stimulating the creativity and problem solving skills of
all associates. A culture of learning and self-improvement is key for developing satisfied
employees who continue to apply themselves even after many years of employment.
Greenfield’s believes in continual training classes on industry related topics and regulatory
compliance. In addition Greenfields encourages and participates in the cost of any associate who
continues their education in related fields, with a preferred programs in information technology
and engineering where cutting edge advantages are most often discovered.
The following policies support Greenfield’s Culture of Learning:
1. Hiring preference and recruiting to maximize college education in Greenfield workforce
2. Mandatory 20 hours per year corporate training on emerging technologies expected to
gradually impact the grocery industry, especially focus on evolving environmental
3. Tuition Reimbursement for related continuing education with enhanced tuition assistance
for engineering and information technology courses
4. 10% pay differentials added to standard pay for each level of college completed:
associates, bachelor, master, doctorate after hire date to reward associates with up to 40%
pay premiums for those who keep their mind and skills sharp throughout their
Greenfield’s career.
5. Graduation Day Recognition: every associate is honored by a store hosted party for every
level of continuing education completed.
6. Research Grants awarded to PHD students studying technologies that could have positive
impact on the grocery industry
“About Sprouts.” Sprouts Farmers Market. N.p., n.d. Web. 28 Aug. 2016.
“Business Conduct.” The Manager’s Handbook for Business Security (2014): 1-35. 9
Sept. 2015. Web. 28 Sept. 2016.
By Extending Trust to Employees, Leaders Demonstrate Their Willingness to Support
Them. This Pays off in Terms of Higher Trust on the Part of Employees toward the
Organization. There Is a Whole Science on How to Build Trust. By Creating a Real
Environment, More Trust in an Organization Will Lead to Lower Turnover.
“Leadergrow.” : : Articles by Robert Whipple, The Trust Ambassador. N.p., n.d. Web. 13
Oct. 2016.
By Providing Healthy Eating Education We Inspire and Empower Our Stakeholders to
Make the Best Health-supportive, Delicious Food Choices to Maximize Personal Health
and Vitality. “Core Values.” Whole Foods Market. N.p., n.d. Web. 30 Aug. 2016.
“Careers.” Compliance, Ethics, & Legal. N.p., n.d. Web. 1 Sept. 2016.
“Ferman Automotive Group Employee Handbook” p.4,p42
“Legal & Risk Management.” N.p., n.d. Web. 1 Sept. 2016.
“Mission Statement and Guarantee.” Publix. N.p., n.d. Web. 29 Aug. 2016.
“Natural Grocers.” N.p., n.d. Web. 08 Sept. 2016.
“Recruitment and Selection A Tesco Case Study.” N.p., n.d. Web. 13 Oct. 2016.
Working with Partners and Other Stakeholders, We Can Better Understand. “Managing
Risk in Our Supply Chain.” Managing Risk in Our Supply Chain. N.p., n.d. Web. 30
Aug. 2016. < http://corporate.walmart.com/sourcing/managingrisk >.

A Comparative 360 Degree Performance Assessment of 4 of the World’s Largest Tire Manufacturing Companies: Triple Bottom Line Case Studies

Todd Benschneider, Marie Larose, Kyria Perez-Serrano, Hailey Smith, Daniel Villa

University of South Florida, 10 November 2016


Table of Contents


Industry Overview………….…. 2

Economic Assessments.……… 4

Social and Environmental Assessment………………..……21

Concluding Remarks..…..…… 36

Works Cited…………………….. 37


Industry Overview

For our assessment, we chose to take an in-depth look into the tire industry. Drawn to the topic because of the industry’s large carbon footprint per unit sold and its historic reputation as an environmental polluter of PVC manufacturing byproducts, which have been linked to liver cancer in tire plant workers. 

The impact of worker PVC exposure has been well studied and in response to that research, the EPA has regulated the manufacturing process and the industry has taken subsequent action to reduce PVC vapor exposure (Criswell 3). 

Tire consumption is not considered to be an optional luxury good in industrialized countries; therefore, eliminating tire use is not currently a realistic goal; therefore, creating a long term sustainable plan for the industry is imperative. 

Since rubber product manufacturing is a mature industry dominated by a handful of large multinational companies, it therefore represents an ideal topic to study as an application of well-developed pollution control policies.

The biggest obstacle that we encountered in our U.S. industry choice was the fact that two of the largest companies in the industry were not U.S. based firms. 

Michelin, a French based firm, and Bridgestone, a Japan based firm, are both companies that have bought nearly all the major American brands (i.e. Firestone, Uniroyal, and BF Goodrich) in order to gain North American facilities in their pursuit of global expansion (Goodyear Tire…SWOT Analysis 3). 

We did, however, secure permission to include these companies into our research due to the fact that they are traded on either the NASDAQ or NYSE, and both have published detailed reports for their American shareholders.



We chose to narrow our research focus to the Goodyear Tire Company because it is the largest U.S. based tire manufacturer. 

Based on conclusions drawn from older news stories about the company and previous MSCI ratings, it appears that Goodyear had been a laggard in social and sustainability issues over the previous 30 years; however, more recently the company has sought to reinvent its public image in 2010 with the launch of a strategic initiative on environmental and safety concerns (“Goodyear Tire…SWOT Analysis” 17).

While Goodyear has advanced upward in the MSCI ratings, it still falls behind its two major foreign competitors, Bridgestone and Michelin, in most environmental categories. Goodyear also scores a very distant last place ranking in financial performance among the top five tire companies in their 2015 financial reports. 

Despite the poor financials, most stock analysts still recommend Goodyear stock as “undervalued” or as a “long-term buy,” which indicates that analysts believe the current financial condition is temporary and improving (“Goodyear Pumped with Tire Profits” 1).


Economic Assessment

In the most recent 2015 annual reports, Goodyear was the poorest performer in its industry, and appeared to have fallen dramatically in comparison to its previous four years.

However, most of the 2015 change in financials is attributed to Goodyear’s decision to write off one of its largest tire manufacturing plants located in Venezuela where operations have been disrupted by currency and political instability. The company will retain ownership of the facility, but political instability will prevent the liquidation of the assets which will be written off in their entirety for the 2015 reporting year. Future sale of assets will be applied as capital gains to the year of sale.

Financial Times writer Pan Kwan Yuk summarized the Venezuelan liability in an article titled “Goodyear takes $646m hit on Venezuela” in the February 9th, 2016 edition of The Financial Times in his description of the events:

“The economic meltdown in Venezuela continues to blow holes across the balance sheets of corporate America, with Goodyear, the US tire maker, the latest to announce a substantial write-down to its business there.

The company said it took a $646m hit during the fourth quarter after it moved to deconsolidate its Venezuelan business from its financial statements. The write down pushed Goodyear into a loss of $373m for the December quarter, compared to a profit of more than $2.1bn a year earlier.

Excluding the Venezuelan write-off, net income came in at $257m.

Major US companies with exposure to Venezuela – including Procter & Gamble, Colgate-Palmolive, American Airlines, PepsiCo, AT&T and Ford Motor – have been collectively forced to take billions of dollars of write downs in recent years as Venezuela’s currency problems accelerate.

Unlike bleach maker Clorox, which exited Venezuela altogether 16 months ago, Goodyear said it continues to maintain manufacturing and sales operations in the country.

But like its peers, it has decided deconsolidate and write off nearly all of its cash and investment there amid little sign that it would be able to take the cash out of the country. The move comes as soaring inflation and the fast depreciating bolivar render the value of its bolivars lower by the day. Foreign currency exchange losses related to the Venezuelan bolivar fuerte came in at $34m for the 2015 year, Goodyear said.

Goodyear generates nearly half of its revenues from outside North America and the collapse of a number of major developed and emerging market currencies against the dollar has sharply eroded the value of its sales in those countries. Sales for the fourth quarter were $4.1bn, compared to $4.4bn a year ago. “Sales were impacted by $339 million in unfavorable foreign currency translation,” the company said in a statement. Shares in Goodyear, up 4 per cent over the past 12 months, were largely unchanged in pre-market trading.”

Despite its most recent financial results, many stock analysts see retained value that was built over the most recent five year performance and strongly recommend purchasing the undervalued Goodyear stock throughout most of 2016. In fact, over the past eight years Goodyear stock price has increased by over 500%. However, much of those gains were actually recovering stock price that was lost in the financial crisis of 2008, and has only recently returned to its 2007 price peak after the stock split of 1999. Despite the excellent 12 month performance of both Bridgestone and Michelin, both Goodyear and its U.S. peer Cooper tire have superior 5-year stock price increases.

For Example, on September 28, 2016 ETmarketwatch.com included Goodyear Tire in their article titled “These are the Nine Most Beloved Stocks on Wall Street Today” by describing Goodyear’s future potential:

“You might not always trust Wall Street analysts, but their views on stocks can be useful. For one, you can see which companies they favor. And, second, which shares might still be undervalued, given the seven-year-plus bull market in U.S. stocks.

The games that companies and sell-side analysts play with quarterly earnings — lowering expectations to set up “earnings beats” — hurt the credibility of analysts. Their reputations also are hurt by their tendency to avoid putting “sell” recommendations on stocks. In fact, as of the close of trading Sept. 20, not a single S&P 500 SPX, +0.08%  stock had majority “sell” ratings, according to FactSet.

But if you speak to a Wall Street analyst about an industry or a company, he or she will show impressive expertise and be able to justify his 12-month “buy,” “sell” or “hold” ratings pretty easily. Over the long term, analysts are also influential over stock prices as their consensus earnings estimates rise or fall.

Analysts often recommend buying shares of a company because the current stock price is considerably lower than where they think it should be, based on earnings and sales growth, cash-flow generation or other metrics. So there can be a great deal of logic behind a “buy” recommendation.

So we are listing, below, the stocks that are getting the most love from analysts. It might surprise you that there’s not a single stock among the S&P 500 with 100% “buy” or equivalent ratings. But here are nine with at least 90% positive ratings among analysts:

Figure 1- FactSet Stock Analysis


Figure 2- Consensus Recommendations

All the stock analysts’ recommendations on Goodyear we found in November indicated that around $30 per share of the stock is undervalued and on average support the data posted by Marketwatch. Reuters.com posted this summary graph from November 24, 2016 supporting Marketwatch’s claim that nearly all analysts expect Goodyear stock to out-perform the market in coming years.

Some analysts also explain that since tire manufacturers stock prices are volatile by comparison to the S&P 500 due to their reliance on rubber plantation yields, which are often impacted by weather, currency fluctuations and political news. With that level of volatility, tire companies stock prices typically trade at a discount to their earning potential when compared with other less volatile industries (“Sweet Spot” 1). However, while automotive component manufacturer stocks are performing well, the surprising discovery was that Michelin and Cooper, who posted superior returns on their 2015 earnings statements, both have lower stock purchase recommendation than do the frontrunner Goodyear and close second place Bridgestone.

2015 Annual Tire Revenue in Billions USD
Goodyear Bridgestone Michelin Cooper
16 27.1 22 2.9


Of large rubber companies, there are inconsistent rankings among the largest companies. Some rank by corporate revenue, including non-tire, and some even have substantial revenue generated by non-rubber products. For example, in overall revenue, including all subsidiaries, Goodyear is the world’s largest. However, by tire revenue, Goodyear ranks a distant third in revenue from tire sales and Bridgestone leads world tire revenue.

2015 Global Tire Industry Market Share
Goodyear Bridgestone Michelin Cooper
13.8% 23.4% 19% 2.5%


The global tire market demand creates a $116 billion per year industry, of which Japanese Bridgestone captures nearly a quarter of with Goodyear distantly trailing at about 14% global market share.

Current Ratio
Goodyear Bridgestone Michelin Cooper
1.24 2.17 1.91 3.08


Goodyear’s current ratio at 1.24 is the lowest of the Big 4 Tire Companies, but still within a healthy range for auto component firms. Cooper Tire is the leader in the above financial performance metric.

Quick Ratio
Goodyear Bridgestone Michelin Cooper
.74 1.5 1.06 2.13


Goodyear’s liquidity, a metric that serves as a precursor to a firm’s potential, inability to pay its current liabilities, as evidenced by the quick ratio, shows that Goodyear is the least liquid of the Big 4 Tire Companies at a .74, which is considered to be financially unsound at levels under 1.0. However, analysts must view this as a temporary result of the Venezuelan deconsolidation and, in spite of the liquidity report, recommend investing in Goodyear (Kwan Yuk 1).

Cash Ratio
Goodyear Bridgestone Michelin Cooper
.3 .72 .36 1.17


Goodyear’s 2015 cash ratio is the lowest of the Big 4 Tire Companies at .3, with a near tie to Michelin at .36. What seems surprising is that Cooper indicates excellent cash availability, possibly due to the lack of an aggressive growth strategy.


Debt to Equity Ratio
Goodyear Bridgestone Michelin Cooper
1.46 .1963 .2881 .316


Again, Goodyear ranks last in the financial performance metric of debt to equity ratio coming in at 1.46 in comparison with its three industry peers, which all have ratios under .32. However, mention is made by analysts that Goodyear’s accounting system regarding their underfunded pension is the factor that skews this metric. Financial analysts suggest that the average U.S. firm has a debt to equity ratio around 1.5, so Goodyear’s performance is not necessarily out of align with other industries, but their debt level is mentioned in the SWOT portion of their annual report as their greatest weakness.

Long Term Debt to Capital Structure
Goodyear Bridgestone Michelin Cooper
52.91 16.64 18.91 23.0


With regards to long term debt to capital structure, once again, Goodyear distantly trails its top industry peers with a ratio of 52.91:1, in comparison to the other end of the spectrum where its rival, Bridgestone, is much less risky in its structure at 16.64:1.

Debt to Assets Ratio
Goodyear Bridgestone Michelin Cooper
35.01% 11.63% 18.91% 12.7%


Goodyear again trails its industry peers with its debt to assets ratio, with 35.01% of its assets financed by debt, where its top industry peers have healthier ratios from 11.63% to 18.91%, another indicator that suggests that Goodyear does not have the financial health and stability of its peers.

Return on Assets
Goodyear Bridgestone Michelin Cooper
1.78% 7.33% 5.01% 8.64%


With regard to return on assets, Goodyear continues to lag behind its peers. However, analysts explain that if the Venezuelan deconsolidation had not been charged to 2015, the return on assets would have been around 6% (Kwan Yuk 1). One notable observation here is that American rival Cooper, who will later be discounted for poor corporate citizenship scores, shines on this primary measure for generating profits, which suggests the possibility that critics of environmental policies and reporting of the top three who score high on corporate citizenship measures may be at a cost of several percent of return on assets over the short term, and might influence executives to discount the priority of environmental issues.


Return on Equity
Goodyear Bridgestone Michelin Cooper
8.15% 13.26% 12.21% 23.34%


Goodyear’s 2015 return on equity performance also lags behind its industry peers at 8.15% in contrast to its U.S. rival and citizenship laggard Cooper Tire with a return nearly twice as much as the Big Three Tire Companies at 23.34%, which again might reinforce some skeptics’ views on the profitability of corporate sustainability objectives.

Return on Sales
Goodyear Bridgestone Michelin Cooper
10.04% 13.6% 5.47% 14.19%


Goodyear ranks third place out of four in return on sales at 10.04%, with corporate citizenship laggard Cooper leading this profitability factor at 14.19%.

Earnings Per Share
Goodyear Bridgestone Michelin Cooper
1.14 1.64 1.39 3.73


Goodyear ranked last out of four in earnings per share, with once again environmental laggard Cooper at more than double the second place Bridgestone.


Earnings Per Share Growth
Goodyear Bridgestone Michelin Cooper
-87.51% (5.43%) 13.77% .718%


In the easily skewed benchmark of earnings per share growth, Goodyear plummets from the other top three tire companies by reporting earnings 87.51% lower than the 2014 annual report. This is also highly influenced by the write off of its investments in Venezuela. Michelin posted improved earnings per share and Cooper stayed nearly on pace with 2014 earnings.

Price to Earnings Ratio
Goodyear Bridgestone Michelin Cooper
25.56 12.1 15.9 9.3


In terms of stock price value, Goodyear’s 2015 report shows a distant 4th place out of the four largest tire companies with a stock price of 25.26 times of every dollar earned, where Cooper stock represents the opposite spectrum where stock is valued at only $9.30 for every dollar of reported annual earnings. This ratio on the surface would not seem to support analysts’ purchase recommendation for Goodyear, however the record low earnings of 2015 as Goodyear wrote off $646 million dollars of Venezuelan assets skewed the single year earnings (Kwan Yuk 1).

Growth in Share Price
Goodyear Bridgestone Michelin Cooper
(11.8%) 9.68% 6.84%



Figure 3- Goodyear 5 yr Stock Price Chart – Marketwatch.com 11/24/2016

Along with the previous influence of the Venezuelan write off, the 2014-2015 share price growth for Goodyear ranks it a distant last place among the Big 4 tire companies at -11.8%, where on the other end of the scale Bridgestone’s stock prices climbed 9.68% in the same year.

5 Year Average Growth in Share Price per year
Goodyear Bridgestone Michelin Cooper
51.8% 32.2% 43% 59.3%


However, as evidenced by the above 5-year graph of Goodyear stock, it becomes more apparent why analysts are recommending clients to buy Goodyear stock. It can be seen that over the previous five years Goodyear stock values have increased by an average of 51.8% per year, and recent negative financial data is quite likely limited to a single non-recurring economic anomaly of the Venezuelan deconsolidation, which should have a beneficial effect on 2016 and future financials that will no longer be reduced by continued losses from the sinking Venezuelan location (Kwan Yuk 1). While both Michelin and Bridgestone post more stable financial condition than Goodyear, those competitors are inferior in shareholder value enhancement over the past 5 years. However, it once again needs to be noted that Corporate Citizenship laggard Cooper leads the Top 4 by a sizable margin in this measure of profitability.

Asset Turnover
Goodyear Bridgestone Michelin Cooper
.95 .98 .92 1.2


In the asset turnover benchmark, Goodyear ranks third of four among closely scored competitors at .95. This area most likely was improved by the write off of Venezuelan assets. Once again, it must be noted that the leader of this metric is the laggard Cooper as its efficiency generating sales from its assets is 1.2.

Equity Turnover
Goodyear Bridgestone Michelin Cooper
3.96 1.753 2.07 3.38

Goodyear did show top industry performance in equity turnover as they generated $16.40 of revenue in 2015 from only $4.142 billion in shareholder equity for an equity turnover ratio of 3.96, in comparison to Bridgestone which only managed to double its assets worth in annual sales. This benchmark provides some insight to the majority of financial analysts who are bullish on Goodyear’s future stock value.

Revenue Growth
Goodyear Bridgestone Michelin Cooper
(2.02%) 3.17% 8.42% (13.2%)


In the 2015 year-over-year revenue growth, Goodyear ranked third of the Big 4 at 2.02% loss in revenue from the 2014 annual report. This could be partially attributed to when the income from Venezuela was no longer being measured. This is the first major financial benchmark where Cooper had fallen to a distant fourth place. As little as year-over-year performance might actually mean, Cooper’s loss of market share may be attributed to the launch of high tech fuel efficiency and electricity generating tires being patented by its three rivals, where Cooper has not yet become a player in this tire technology design.

Five Year Average Revenue Growth
Goodyear Bridgestone Michelin Cooper
(2.68%) 5.78% 3.45% (2.42%)


Figure 4- Goodyear Growth Chart from CSImarket.com 11/24/2016

Five year average revenue growth is a more reliable indicator of management and industry performance. Here, Goodyear scores at an average annual loss of 2.68%, roughly a 15% decline over half the decade. However, Goodyear had been purposely exiting some tire markets and selling off lower profit lines to concentrate on high value tires and focus on its electricity generating electric car tires, which is later evidenced by its five year increase in profit margins. Here again, Cooper’s lack of investment in high value technology tires is most evident as they may maintain on units sold, but lose out on premium priced tires to inherit the low price leftovers of the Big 3. Bridgestone, which has expanded more deeply into heavy equipment and agriculture lines, taking up some of Goodyear’s void left after their exit from some of those lines, increased in sales revenue by nearly 30% over the past three years from its product line expansion (Pierce 1). Michelin gained about 15% in sales from its expansion into low rolling resistant tires for the hybrid and electric car markets.

Stock analyst buy recommendations may also be influenced by patents that Goodyear has applied for in a tire design that harnesses the heat generated from hot roads and friction, and converts it into electricity for hybrid and electric vehicles (“Tech News: Goodyear Unveils Electric Car Tires” 1). The technology is performing well in testing, and if manufacturing costs can become competitive on the designs, then the value of licensing the technology will become even more valuable than producing the actual tires, and would have a very positive effect on Goodyear stock prices. Alan Pierce wrote an industry reaction to the release of the prototype in the 75th issue of Tech Directions (2015) in an article titled “The Goodyear BHO3–A Car Tire That Generates Electricity.” The following summary:

“The Achilles heel of all electric vehicles is how far they can travel before their batteries need recharging. At the 85th Geneva International Motor Show, The Goodyear Tire and Rubber Company unveiled their BHO3 prototype tire. This tire has a built-in electricity-generating system that can partially recharge the batteries on an electric vehicle without breaking any of the laws of thermodynamics. To avoid breaking the laws of thermodynamics, their tire breakthrough has to generate electricity without changing the amount of energy used by the electric motor during the normal operation of the vehicle. Without changing how much energy it takes to roll the tire, the BHO3 prototype turns tire heat and tire deformation—which are caused by the normal rolling of the tire—into electricity. Tires are usually designed to run as cool as possible. Goodyear has intentionally designed this tire to run as hot as possible to maximize the amount of heat available for conversion into electricity. This tire is designed to absorb heat even when the car is parked. So even if the car isn’t running, its hot tires will be generating electricity to charge the car’s batteries. All ambient heat is converted into electricity by a thermo-piezoelectric layer that covers the full internal surface of the tire. Getting the tires hot is a priority, so the outer shell of the tire has a special black texture specifically designed to absorb sunlight and convert it into heat. The tread is also designed to absorb and transmit heat, created by the friction of the road surface, to further raise the tires’ temperature. Goodyear system that keeps the outer temperature of the tire reasonable while it is extremely hot inside. The goal here is to not melt the blacktop on the road’s surface or burn a person’s hand if they touch a tire. Goodyear’s goal is to get every bit of otherwise wasted energy converted into electricity. To convert the physical deformation of the tires where they touch the road, Goodyear built a separate piezoelectric layer that converts into electricity the physical flexing of the tire as it rolls. These tires are extremely rugged and they can run safely at 50 miles per hour for up to 50 miles even after suffering a puncture. Photo 2 shows what the Goodyear BHO3 prototype tire display looked like at the Geneva Switzerland International Motor show. You can view a video introducing the BHO3 at http://www.youtube.com/ watch?v=ViMqrtq4aYg. The Goodyear press release that I received did not indicate how the electricity will be transferred from the tires to the batteries, how much electricity the system can generate, or how soon this prototype tire will find its way into commercial use. However, down the road, when it is introduced it might increase the range of the all-electric vehicle enough to make the all-electric vehicle practical.”

The growth potential for electric automobiles could disrupt the 100 year old auto industry once consumer demand for electric models snowballs or once legislators increase tax penalties on combustion powered vehicles. Either way, non-combustion powered vehicles appear to be drawing near on the horizon, and companies that continue to invest in development of gas powered models may find themselves left behind when the change takes place. Goodyear had already lost first mover advantage in 2006 for low rolling resistance passenger car designs to Michelin, but came back in 2010 to patent unique technology to become the low rolling resistance pioneer in heavy truck tires in their recently released “Fuel Max” line that has analysts bullish on Goodyear’s stock performance.

To help detail Goodyear’s logic behind the contradictory financials, Dow Theory Forecasts published this article in on September 12, 2015 titled “Goodyear Pumped with Tire Profits” with the following explanation:

“Formed in 1898, Goodyear Tire & Rubber ($30; GT) initially sold bicycle and carriage tires, horseshoe pads, and poker chips. By the 1980s, Goodyear had grown into a bloated conglomerate that built wheels, aircraft canopies, and even dabbled in gas pipelines. Today those businesses not related to rubber are long gone, as Goodyear has refocused on its core operations. New tires accounted for 87% of Goodyear’s revenue last year, the remainder coming from rubber-related chemicals and about 1,200 tire and auto-service shops. Goodyear tends to be a jittery stock, with exposure to the highly volatile market for synthetic and natural rubber. For now, commodity-price trends tilt in Goodyear’s favor. The company’s raw-material costs fell 9% last year and are projected to decrease 12% in 2015. The stock’s volatility seems well discounted in its price. In Quadrix®, Goodyear scores in the cheapest quintile for price/sales, price/cash flow, and price/earnings ratios using both trailing and estimated current-year profits. At 11 times trailing earnings, the stock trades in line with its 10-year average. Goodyear, earning a Value rank of 95 and Overall rank of 98, was initiated in the June 29 issue as a Long-Term Buy.

Prizing profits over sales have declined 7% to 8% in each of the past three years, hurt by foreign-currency headwinds, weaker pricing, and soft volumes. But Goodyear has a knack for wringing more profits out of less revenue. Net income has surged in recent years on lower raw-material costs and the divestment of high-cost plants. In 2014, Goodyear posted its highest operating profit margins since 1996. Encouragingly, tire volumes are starting to improve. Goodyear’s volumes rose 2% in the March quarter, and the company projects a gain of 1% to 2% for the year. Moreover, Goodyear announced in June plans to dissolve a venture that involved joint ownership of Dunlop branded tires in the U.S., Europe, and Asia. Goodyear will pay a net price of $271 million to take full control of the venture in Europe, divest the North American venture while still retaining the right to sell Dunlop tires in most markets there, and gain full ownership of the Goodyear brand in Asia. As a result, Goodyear expects annual revenue to decline by $100 million, though per-share profits should rise $0.15 to $0.18 due to the reduction in non-controlling interest expense. Operating cash flow totaled $1.62 billion for the 12 months ended March, nearly five times higher than the prior 12-month period. Goodyear has also generated $651 million in free cash flow over the past year.

Investors may have to wait until 2016 for sales to begin growing again. But Goodyear continues to improve efficiency, last month announcing plans to shutter a plant in England and move operations to lower-cost regions. The consensus calls for 5% higher per-share profits in 2015, despite 9% lower revenue.”

The article encapsulates the perspective of stock traders who see great future value in the Goodyear Company based on past ability to overcome adversity and adapt to economic change. Many stock traders see Goodyear’s recent setbacks as an opportunity to obtain the stock for a discount.


Social and Environmental Assessment

Goodyear has a global stake in community engagement, and their personal social assessment of the company is broken down amongst four different categories: Safe, Smart, Associate Volunteerism and Sustainable (“Community Support”). The grant programs that Goodyear has set in place are meant to better the community as it applies to each of the four categories. These grants are part of the Goodyear Better Future platform.

Safe: This category encompasses finding support for safe travel and mobility within communities. Along those lines, Goodyear has four programs in place worldwide. The Safe Mobility Program (which is detailed further in the sustainability report below), the Safe Way to School project in Poland that helps teach first graders safety while walking to school, the Rainy Season Awareness campaign in Guatemala that helps prep drivers for travel in the rainy season, and Race Collaboration in Spain that teaches road risk prevention and responsible road behavior (“Safe”).

Smart: This area includes supportive programs for adults and children in the hopes of educating and inspiring creativity and innovation. Along with the STEM programs detailed later in the report through the sustainability report section, Goodyear has two other programs including the Student Environmental Program in Turkey that gives university students field-based training on environmental support for the future, and the Hope School Project in China that gives students a positive educational environment (“Smart).

Associate Volunteerism: Goodyear encourages its associates worldwide to get out into the community and get involved. They have established programs such as the Hand in Hand program in Slovenia that connects schools through social media, and the safe driving Road and Tire Safety Campaign in Indonesia (“Associate Volunteerism”).

Sustainable: Goodyear has many programs set in place to assure that environmental protection is a key driver for the company. The “Pay Attention! To The Environment” Campaign, which they started in 2010, involves a waste-management collaboration between 60 institutions to reduce high school carbon footprints in Slovenia. Brazil recently received the Goodyear company sustainability award for conservation, in Thailand received the country’s Environmental Good Governance award, and two plants in Turkey held a drawing contest to fill their yearly calendars with images drawn by children highlighting environmental safety and protection. These are all instances of good environmental sustainability efforts that Goodyear is proud to highlight (“Sustainable”)

The Goodyear Foundation is another program designed to fit alongside Goodyear’s social responsibility strategies, but this program focuses on individual funding efforts whereas the others are more community support focused.


Despite Goodyear’s below industry average current “BB” MSCI ratings, the company appears to be growing into a good corporate citizen based on the five year score improvements against higher scoring industry peers. Due to stricter regulations in their home countries, both Bridgestone and Michelin have a longer history of environmental stewardship policies. Goodyear and it U.S. rival Cooper are the only companies from the top five world tire manufacturers that are not members of the United Nations Global Compact. Instead, Goodyear has adopted the lightly regarded WBCSD (World Business Council for Sustainable Development), as well as the WRI (World Resource Institute) environmental impact reporting standards, and Cooper refuses to disclose sustainability reports (“Goodyear 2015 Annual Report” 42-44).

In addition to lack of GRI reporting, Goodyear also could be considered to be greenwashing its efforts since does not use an outside environmental audit firm to verify its impact reports. Among its industry peers, Michelin enjoys a recently upgraded “A rating” on its proprietary impact reporting system, and only “BBB” rated Bridgestone, BB rated Continental and B rated Pirelli utilize independent auditors to verify their environmental impact claims.

Despite Goodyear’s 2015 third place ranking in the big three tire companies, a look at the past three year’s ratings show that, in recent years, Goodyear had been close to the first place with its B and BB rankings in three of the past five years. It should be noted that in the most recent two years, all three tire companies upgraded by one or two grades in MSCI ratings.

The Goodyear website and annual reports have large sections dedicated to publicizing their corporate citizenship goals. Many of these goals seem to be conservative when compared to environmental activist firms like Patagonia or Interface. However, Goodyear received worldwide accolades for its seven consecutive years of zero Landfill success. As taken from Goodyear’s own website, here is the abbreviated front page summary of their 23 pages of corporate citizenship goals and policies.



Sharing the planet responsibly with customers, employees, shareholders, communities and suppliers is the impetus behind key sustainability objectives at Goodyear. Our sustainable activities mirror this commitment.

21 Species of plants and animals protected on site of new Goodyear plant in Mexico.

While a site survey for Goodyear’s new plant in San Luis Potosi identified only a single cactus as a protected species in Mexico, 20 other plants and animals were recognized as protected by the Convention on International Trade in Endangered Species of Wild Flora and Fauna (CITES). These species are not endangered or facing extinction, but their survival requires special consideration. As a company committed to caring for our environment and communities, Goodyear relocated all to safe and compatible habitats.

510,731 GHG emissions reduction in metric tons compared to 2010, our baseline year. In 2015, Goodyear exceeded a five-year goal of reducing greenhouse gas (GHG) emissions by 19%. Part of our strategy to reduce GHG emissions is to address the entire lifecycle of our products, including reducing emissions from supplied materials through manufacturing, during use and final end of product life.

23% water use reduction since 2010, our baseline year. While the majority of Goodyear’s manufacturing facilities are in areas unaffected by water scarcity concerns, it is still important to us that we continuously reduce our impact on local water resources. We have reduced our water use by implementing leak detection programs and water conservation strategies, and investing capital into water reuse and treatment systems at select facilities.

15% reduction in energy consumption since 2010, our baseline year. In 2015, Goodyear achieved its five-year goal of reducing energy consumption by 15%. Each of our regions has a full-time energy manager engaged in implementing steps to reduce the use of energy in our facilities around the world.

38% solvent reduction in the last five years. Goodyear continues to be an industry leader in efforts to reduce solvents in our manufacturing facilities. Our use rate in 2015 was 0.69, a further reduction from 2014. Our focus remains on the global application of best practices to further reduce this rate.

0% amount of waste any Goodyear manufacturing facility is permitted to send to a landfill. For the past seven years, Goodyear has maintained Zero Waste to Landfill, a program that applies to all manufacturing facilities. This corporate initiative reduces our environmental impact by requiring all manufacturing plants to reduce, reuse and recycle waste.


At Goodyear, we are one team working together to drive performance on the road, in the marketplace and throughout the company. To reach our full potential as associates and deliver on business goals, we strive for five interdependent behaviors: Act with Integrity, Promote Collaboration, Be Agile, Energize the Team, and Deliver Results.

65,000 + employees Completed compliance and ethics training events. Associates around the globe completed online and in-person training events on topics such as the Business Conduct Manual, anti-bribery, competition laws, financial integrity, conflicts of interest, privacy, and protecting company information.

4= Current number of Employee Resource Groups.

Employee Resource Groups (ERGs) benefit Goodyear associates by providing access to invaluable coaching, mentoring, professional development, training and seminars, as well as opportunities to expand their professional network within the organization. In 2015, Goodyear had four ERGs —Goodyear Veterans Association, Goodyear Women’s Network, Goodyear Black Network, and Next Generation Leaders. Goodyear has plans to add another ERG in 2016 to promote diversity and inclusion.

66,000 Associates around the world.

We encourage a culture where associates own their own development and managers provide opportunities, coach and support their people throughout the development journey. Our leaders are held accountable for inspiring their teams, growing the business and acting with integrity, and their own talent management by honoring their commitments to associates.


At Goodyear, we continue to build a culture where safety and wellness are values to each and every associate. By doing so, we will continue our drive toward zero incidents.

36% Injury reduction in the past five years. At Goodyear, our goal for safety performance is for every Goodyear associate around the world to go home injury-free every day. Our ultimate goal is for zero incidents. Examples of this focus include programs such as Target Zero, which focuses on near-miss reporting, and our global audit program that helps us strive for full compliance and continuous improvement in our environmental, health, safety and sustainability systems.

18 Health and wellness program and communications channels in place. Goodyear’s wellness initiative for associates, GoodLife, provides the information, tools and programs that foster an atmosphere of wellness and promote a culture of health at Goodyear. A new channel, the GoodLife app, is scheduled to launch in 2016.


Innovation excellence drives our technological advances and enables us to create products and services that are valued and sought out by consumers and customers. Our solutions respond to the needs of an increasingly complex market and help to set us apart from the competition. Innovations our customers want and need.

Innovative Tires: Among other important attributes, Goodyear conducts research to make tires environmentally friendly and fuel efficient in a variety of ways, such as by reducing tire weight. For example, Goodyear is the first manufacturer to incorporate silica derived from rice husk ash into its tires. Aside from making tires more fuel efficient, this innovation has the potential to eliminate millions of tons of rice husk from the waste stream. Visit our Corporate Responsibility website for more information about our award-winning innovations.

SmartWay®-verified products on the roads.

A total of 21 Goodyear truck tire products that increase fuel efficiency and provide low rolling resistance have received SmartWay verification from the U.S. Environmental Protection Agency (EPA). The EPA established low rolling resistance requirements for retreaded truck tires in 2012, and verified tires must help reduce truck fuel consumption by at least 3%.

669 New worldwide patents received.

In 1900, when automotive tires were little more than oversized bicycle tires, Goodyear designed a better tire, thus creating the enduring Goodyear legacy of continuous improvement and innovation. Today, our success continues to be driven by innovation, and our associates around the world create innovative products, including those with low rolling resistance and other sustainable considerations.


Goodyear has a long history of supporting its communities around the world. We strive to build and support collaborative programs that create positive outcomes for people, communities and the world around us. This mindset is reinforced through the company’s ongoing commitment to care for our communities.

2100 Students, parents and teachers in attendance at Goodyear’s 16th annual STEM Career Day.

In Akron, Ohio, Goodyear’s annual STEM Career Day engages local middle- and high-school students in challenging, hands-on STEM instruction and activities. More than 300 Goodyear associates volunteer their time to plan and supervise the event, which includes $40,000 in scholarships to deserving students.

Over $1 Million in funds raised for local charities by Goodyear Blimps since 2012.

Among other corporate responsibility programs, Goodyear supports the fundraising efforts of local charities by providing once-in-a-lifetime opportunities to ride the Goodyear Blimp at our Blimp locations in California, Florida and Ohio.

In 2015, for a fifth year, Goodyear hosted events for the general public at its three blimp bases to benefit the U.S. Marine Corps Reserve Toys for Tots Program. Attendees were invited to see the blimps up close while donating toys and cash to a worthy cause. More than 58,000 toys and $141 thousand have been donated since inception of the program in 2010. This includes a special donation in the form of a check for $10,000 from Goodyear made directly to the Marine Toys for Tots Foundation in 2015. Goodyear is recognized as a national sponsor and is a recipient of the Foundation’s Commander Award.”

With the above declarations of corporate responsibility, it should be noted that Goodyear has not always embodied the corporate values they’ve claimed in the annual report. Over the past 40 years, Goodyear has been associated with multiple hazardous waste lawsuits including the famous Love Canal site, which may explain why management’s most successful stretch goal was to eliminate waste disposal (“Company Spotlight: The Goodyear Tire & Rubber Company” 3). Goodyear also had been sued for worker safety concerns and consumer safety issues that have been blamed for thousands of automobile deaths. In 2003, Goodyear was forced to restate five years of its previous earnings that reduced declared earnings by over $100 million due to earnings management practices engaged in by management of European subsidiaries.

In addition, Goodyear was a party in three now famous precedent setting Supreme Court cases: one for equal pay, one for international judicial jurisdiction and another for improper evidence disclosure in a product liability suit. Dozens of other product liability and worker safety suits have been filed against the Goodyear Corporation over the past 10 years. However, for a company that employs 67,000 workers across the globe, the percentage of alleged wrongdoing appears to be minimal.

The most famous Goodyear lawsuit, which ruled in favor of the company, now has a law named after it as the legal structure was changed to protect workers in the future. The history of that law can be summed up in this summary of the original case ruling written by Linda Barkacs in the 2009 volume 12 of the Journal of Legal, Ethical and Regulatory issues titled “THE TIME IS RIGHT – OR IS IT? THE SUPREME COURT SPEAKS IN LEDBETTER V. GOODYEAR TIRE & RUBBER CO.”

“The plaintiff, Lilly Ledbetter (“Ledbetter”), began her career at Goodyear Tire and Rubber (“Goodyear”) in 1979. For most of her twenty year career at Goodyear, Ledbetter was the only female manager. Initially, Ledbetter’s salary was the same as that of the male managers. However, over time, Ledbetter’s salary slipped relative to that of the male managers. By 1997, Ledbetter was not only the sole woman manager, she was also the lowest paid manager. Ledbetter’s monthly salary at the time of her departure was approximately $3,700 per month. Similarly situated male managers at Goodyear made between $4,200 and $5,200 per month. In 1998, Ledbetter filed an administrative claim of discrimination with the Equal Employment Opportunity Commission (“EEOC”). She alleged that Goodyear violated Title VII of the Civil Rights Act of 1964 by paying her a lower salary because of her sex. Ledbetter’s claim eventually went to a jury who found in her favor. The District Court (in Alabama) entered judgment for Ledbetter for back pay, damages, attorney fees, and costs.”

Goodyear appealed the ruling based on the fact that the plaintiff had waited nearly 20 years to file a complaint for back pay, and the Supreme Court overturned the verdict in Goodyear’s favor. Legislation that prevents the recurrence of similar cases is now called the “Lilly Ledbetter Act.”

A second precedent setting Supreme Court case was Goodyear vs Brown, a case in which the tire company’s European subsidiaries won against the families of two boys from North Carolina who were killed in a tire blowout accident while in France on vacation. The Supreme Court ruled that the state of North Carolina could not bring suit against the French subsidiary of Goodyear due to lack of personal jurisdiction over a foreign company in a foreign country.


It would appear that Michelin and Bridgestone and Germany’s Continental have attained the innovative stage of corporate citizenship, with Goodyear, Sumito and Pirelli two stages behind at the Engaged level, followed by both Korean tire makers, Hankook and Kumho, and by the only other U.S. tire manufacturer Cooper, which lags far behind in the elementary stages of citizenship. However, despite comparatively low citizenship ratings, Goodyear is a world leader in waste management, having attained 100% landfill free sustainability, in which all of its waste products are recycled or consumed internally. Goodyear also ranks above its peers in water conservation and overall carbon emissions. Those waste management claims appear to be substantiated by credible news stories citing Goodyear’s zero landfill success (Criswell 1). With wide support of environmental critics on its landfill policy, it appears that greenwashing of environmental reporting is limited. In addition, the fact that the firm does not claim ties to the UN Global Compact and limits environmental credibility claims, it does not appear that Goodyear relies on bluewashing as a marketing tool.


Bridgestone -BBB Rated – BRDCY

Starting with the world’s largest tire manufacturer, the Japanese owned Bridgestone Tire Company recently nudged its rival Michelin out of first place in global market share. However, in dollars of sales, Bridgestone has long dominated the world tire market in sales revenue and is considered by analysts to be environmentally focused in its policies (Bridgestone Corporate Website).

  • Utilizes Japanese reporting guidelines & Global Reporting Initiative (GRI Standards)
  • Environmental reports are verified for accuracy by the “Bureau Veritas”
  • Japanese company that bought up American tire maker Firestone
  • Auto industry leader in carbon reduction strategy and improvements
  • BB Rating from recent consumer safety recalls
  • Goal 35% carbon emissions reduction from 2005-2020
  • First to adopt non-petroleum based rubber ingredients


Michelin- MSCI A-rated

Reports Environmental Data in UNGC standards and GRI

  • 2nd largest tire mfg. French bought US tire makers – Uniroyal-Goodrich-Riken
  • Proprietary reporting program: MEF– Michelin Environmental footprint
  • Set target to reduce their “MEF” by 40% from 2010-2020
  • Environmental data required by regulators of industry
  • Sustainability is high corporate priority
  • EPA national performance track program participants (Michelin Corporate Website)


  • American company – World’s 3rd largest tire maker
  • Global EHS reporting standards (environmental-health-safety)
  • Focused on landfill and toxic waste reduction
  • Less focused on greenhouse gases
  • Slow to respond to initial green tech markets such as energy efficient tires
  • Carbon emissions per tire have dropped 21% in past 6 years (Goodyear Corporate Website).

Cooper Tire-BB-Rated

Cooper is second largest American tire company and the 10th largest in the world. Among the top 10, only Cooper and the two Korean tire companies Hankook and Komho refuse to publish environmental impact statements or discuss corporate citizenship goals in their annual reports. Because tire manufacturing is regulated by the EPA, Cooper does have some environmental data harvested from those compliance reports. There is no mention of carbon emissions on the Cooper investor website, however, Cooper is listed as very strong in energy efficiency policies on the MSCI data (Cooper Corporate Website).

As the metrics of corporate citizenship are compared, Cooper’s lack of investment in environmental technology becomes apparent as it trails the Big 3 by more than 10%, and Japanese Bridgestone leads the closest competitor by about 15%.


MSCI Carbon Footprint Ratings
Goodyear Bridgestone Michelin Cooper
5.1 6.9 5.6 4.6


MSCI Total Carbon Emissions
Goodyear Bridgestone Michelin Cooper
9 9.1 8.9 6.1


2015 MSCI ratings for total carbon emissions are very close among the Big 3, and the less environmentally concerned Cooper trails by nearly 30%.

MSCI Toxic Waste Ratings
Goodyear Bridgestone Michelin Cooper
5.6 5.7 7.8 4.4


In a surprising outcome for toxic waste ratings, despite Goodyear’s Zero Landfill Waste Campaign, Goodyear trails Michelin by a large margin, and Bridgestone by a smaller one. This may be attributed to PVC vapor escape rather than physical toxic waste dumping. As would be expected, Cooper tire trails the BIG 3 by about 20%.


MSCI Clean Technology Development Ratings
Goodyear Bridgestone Michelin Cooper
4.3 5.7 6.1 4.0


When it comes to a company’s investment in environmentally beneficial products, Michelin leads from its early introduction a decade ago in low rolling resistant tires, a market that Goodyear has recently began to dominate with a fuel saving heavy truck tire line-up. This does not, however, seem to be reflected in these ratings, as well as the potential upcoming release of Goodyear’s patented electricity generating tires, which could move them much higher in the clean technology ratings (“Goodyear Launches New Fuel Max LHS Tire” 1). Again, Cooper lags behind the Big 3 on this research and development category.


MSCI Water Stress Ratings
Goodyear Bridgestone Michelin Cooper
7.3 6.3 3.4 Unrated


In this metric, Goodyear leads with its water stress ratings. Goodyear plants are designed to capture rainwater for use, and also filter and reclaim used water for steam needs. To reduce potential environmental pollution, no Goodyear plant is supposed to have wastewater drains that lead off their self-contained property (2015 Goodyear Annual Report). Bridgestone joins Goodyear in high marks where normally high ranking Michelin lags, and Cooper refuses to report its water handling and usage policies.



MSCI Product Safety and Quality Ratings
Goodyear Bridgestone Michelin Cooper
3.3 3.3 1.2 3.6


With product safety to consumers, all of the Tire Industry falls below industry norms due to the competitive balance between product price competitiveness and the high level of liability that accompanies a tire failure. It seems that, historically, the ranking among the tire manufacturers varies with Michelin currently the target of dangerous tire failures to consumers.


MSCI Labor Management Ratings
Goodyear Bridgestone Michelin Cooper
3.9 2.2 5.0 4.6


Goodyear ranks third of the four companies in labor relation policies, with Japanese owned Bridgestone a distant last place. Several labor relations issues followed when they acquired U.S. based Firestone in 1988 as Japanese management policies have been at odds with U.S. union labor culture for decades. Many analysts believe that either poorly trained strike breaking workers or intentional poor workmanship by disgruntled workers was the root cause of one of the product liability’s largest recalls in history: the 2000-2002 Ford Explorer Firestone tire blowout crashes that resulted in costs of $3 billion dollars (“Strikes, Scabs and Tread Separations: Labor Strife and the Production of Defective Bridgestone/Firestone Tires” 255-258).



                                                          MSCI Health and Safety Ratings
Goodyear Bridgestone Michelin Cooper
8.7 7.6 5.3 Not Rated


In employee health and safety ratings, Goodyear leads its peers by a large margin. The costs of settling several large lawsuits over the past 20 years has motivated management to create strict workplace safety regulations. French owned Michelin came in a third place and American rival Cooper was unrated for health and safety.


MSCI Corporate Governance Ratings
Goodyear Bridgestone Michelin Cooper
5.1 6.3 7.9 6.8


Goodyear held a last place ranking on corporate governance rankings. Analysts’ commentary on the matter suggest that until recently Goodyear’s board of directors was comprised of an excess number of current and former insiders (“Consider Goodyear for the New Year” 1).


Anticompetitive Practices
Goodyear Bridgestone Michelin Cooper
4.2 4.2 5.0 Not Rated


Goodyear tied Bridgestone for second place in ratings for anticompetitive practices. In 1995, all four companies were investigated for alleged violations of U.S. antitrust laws. The 1995 justice department probe was the fourth for Goodyear, each investigation yielding insufficient evidence to bring charges. However, Cooper’s European subsidiary was convicted of violation of trust regulations in England, which was later reversed on appeal. The capital intensive barriers to entry of the tire industry for new competitors leaves the industry ripe for price cooperation among existing companies.


Business Ethics and Fraud
Goodyear Bridgestone Michelin Cooper
4.2 5.0 5.0 Not Rated


The MSCI ratings for management ethics and fraud are relatively consistent among the Big 3 with Cooper tire again unrated on this metric. However, Goodyear does rank last of the Big 3, with some of its score discounted, possibly due to the four antitrust investigations and  large civil settlement and precedent setting court case “Bahena vs. Goodyear,” where evidence showed that Goodyear managers deliberately withheld evidence in a product liability suit  (www/leagle.com/nco 201007 p235).


Concluding Remarks

Based strictly on MSCI corporate responsibility ratings, Goodyear would rank third of the four companies studied with its American rival Cooper in a distant 4th place, despite the fact that the overall MSCI score for both was a “BB”. A-rated Michelin leads “BBB” rated Bridgestone by a small and historically temporary margin. Over the past five years ratings, Michelin had averaged a single “B” rating behind Bridgestone’s average double “B”MSCI Rating. In financial performance, Goodyear appeared to rank last place of the four firms studied, with Cooper tire posting financials considerably higher than the Big 3, however Cooper’s short term profitability seems to be relative to their lack of leveraged growth and sustainability investments.

Despite Goodyear’s position in the rankings, analysts’ stock predictions for Goodyear’s future potential financials are more optimistic than any of the other companies. The support of stock analysts suggests that Goodyear is, at the core, a sound and responsible firm going through a temporary set of setbacks that began with the 2008 recession, and has been slower to recover than its foreign based peers. Overall, based on the unique industry hazards and Goodyear’s history of making corrections to its corporate direction following lapses of ethical behavior as can be evidenced by their superior handling of worker safety and waste dumping, we believe that Goodyear is an above average corporate citizen that recently has underperformed when compared to its peers in financial measures.


Works Cited

“Associate Volunteerism.” Goodyear Corporate. The Goodyear Tire and Rubber Company, 2016. https://corporate.goodyear.com/en-US/responsibility/community/community-support.html. Accessed 27 November 2016.

“Community Support.” Goodyear Corporate. The Goodyear Tire and Rubber Company, 2016. https://corporate.goodyear.com/en-US/responsibility/community/community-support.html. Accessed 27 November 2016.

“Company Spotlight: The Goodyear Tire & Rubber Company.” Marketwatch: Automotive 7.3 (2008): 15-22. Business Source Alumni Edition. Web. 23 Nov. 2016

“Consider Goodyear For The New Year.” Dow Theory Forecasts 72.1 (2016): 8. Business Source Alumni Edition. Web. 23 Nov. 2016.

Criswell, Kristen. “Breaking through: Goodyear Tire & Rubber Co.” Tire Review 2016: 16. Business Insights: Essentials. Web. 23 Nov. 2016.

“Goodyear in Global Shake-Up In Pursuit Of ‘Added-Value’.” European Rubber Journal (2016): 0009. Business Source Premier. Web. 23 Nov. 2016.

“Goodyear Launches New Fuel Max LHS Tire.” Bulk Transporter 77.11 (2015): 47. Business Source Alumni Edition. Web. 23 Nov. 2016.

“Goodyear Pumped With Tire Profits.” Dow Theory Forecasts 71.27 (2015): 8. Business Source Alumni Edition. Web. 23 Nov. 2016.

“Goodyear Fined For Conveyor Death.” Industrial Distribution 88.5 (1999): M4. Supplemental Index. Web. 23 Nov. 2016.

“Goodyear picks PPG silica for SUV tire.” European Rubber Journal 2015: General OneFile. Web. 23 Nov. 2016

McNulty, Mike. “Goodyear Fined $1M+ For Danville Deaths.” Tire Business 34.15 (2016): 0003. Business Source Premier. Web. 23 Nov. 2016.

“Natural rubber demand risks Asia’s ‘biodiversity’.” Tire Business 2015: Business Insights: Essentials. Web. 23 Nov. 2016

Pan Kwan Yuk “Goodyear takes $646m hit on Venezuela” Financial Times. Feb 9. 2016.

Pierce, Alan. “The Goodyear BHO3–A Car Tire That Generates Electricity.” Tech Directions 75.4 (2015): 8. Business Source Alumni Edition. Web. 23 Nov. 2016.

“Safe.” Goodyear Corporate. The Goodyear Tire and Rubber Company, 2016. https://corporate.goodyear.com/en-US/responsibility/community/community-support.html. Accessed 27 November 2016.

“Smart.” Goodyear Corporate. The Goodyear Tire and Rubber Company, 2016. https://corporate.goodyear.com/en-US/responsibility/community/community-support.html. Accessed 27 November 2016.

“Sustainable.” Goodyear Corporate. The Goodyear Tire and Rubber Company, 2016. https://corporate.goodyear.com/en-US/responsibility/community/community-support.html. Accessed 27 November 2016.

“Sweet Spot.” Tire Business 34.5 (2016): 0013. Business Source Premier. Web. 23 Nov. 2016.

“Tech News: Goodyear unveils electric car tires.” Electronics For You 2015: General OneFile. Web. 23 Nov. 2016.

“The Goodyear Tire & Rubber Company SWOT Analysis.” Goodyear Tire & Rubber Company SWOT Analysis (2015): 1-9. Business Source Alumni Edition. Web. 23 Nov.

Consumer Resistance to Superior Technology: General Motors Hybrids, Siri and Video Messaging, Why are We So Slow to Adopt?

Todd Benschneider

University of South Florida
Revised 4/23/2018

When I first wrote the foundation for this article on “Consumer Resistance to General Motors Hybrid Vehicles” nearly six years ago, I was hoping to make sense of the unexpected marketing challenges that we uncovered when Americans proved surprisingly reluctant to purchase the General Motors electric and hybrid option vehicles in 2012.

The market timing of 2009-2012 seemed ideal for electric automobile technology, with record high fuel prices, deeper understandings of global warming and the inevitable decline of petroleum production in the coming century.

On the surface, it seemed to be a reasonable assumption in 2012, that industry projections for alternate fuel vehicles would become a reality and “most cars of  the future” (by 2020 was the expectation) would employ some form of electric or hybrid powertrain.

It is ironic how eight years into the future seemed limitless in its potential; but, eight years ago, feels like it was just yesterday.

How could anyone not want inexpensive clean energy cars; especially, ones that cost less than a dinosaur powered vehicle?

Few people would even argue that oil reserves could possibly sustain our current demand for gasoline for future generations.

The proposed electric car technology was reliable, those powertrains had proven their reliability for a decade of testing.

The price was certainly right, General Motors hybrid options for Buick Lacrosse and Chevrolet Malibu were priced the same as the gas versions and, as bonus, the hybrids were even more powerful and provided income tax credits.

How could that not sell like a syrup covered hot cake????

I still shake my head in amazement at how difficult it was to get rid of the hybrids we ordered in 2011 at our Buick-GMC store. Several sales managers would have probably been fired if our veteran inventory manager Sandy had not pushed back and insisted that we limit our initial order to six units rather than the twenty that I thought was a very modest forecast …. this was not her first rodeo.

Sandy probably saved my job and managed to dealer trade most of those six aged units from our inventory and I for one, learned a valuable lesson in product development: think twice before building a superior solution for customers who do not see a problem worth solving.

Since that realization I, like many in the industry, have concluded that unless government intervention mandates the phase out of petroleum powertrains, the adoption rate of electric-powered vehicles could take another two decades. Looking ahead now from 2018, I have adjusted my expectations down a few notches from back in 2012; now, I suspect that relying on the market demand alone to bring electric powertrains to full-scale adoption would be overly optimistic.

I find myself taunting the overzealous Tesla enthusiasts with history trivia that the automaker Detroit Electric nearly overtook gas automobiles in the early 1900s, selling over 13,000 electric cars that had top speed of 20 mph and a recharge range of 80 miles. A current Tesla 3 base model is rated for 220 miles of recharge range and with modern production capability has only recently surpassed 200,000 units sold. That seems like a miniscule amount of progress made across the 100 years of technology that evolved between the two.

It also seems unlikely that government intervention will mandate the phase-out of the internal combustion engine. Some assumptions could be made regarding the far-reaching economic disruptions to foreign trade markets, devastation to the economies of export countries, displaced petroleum workers, and the reallocation of every dollar generated throughout the gasoline supply chain, not to mention the economic impact to the plastics and chemical industries which rely on the waste byproducts of oil for cheap fundamental ingredients.

So, despite being a GM guy whose career was built on gas engine emissions and combustion technology, I must admit that I had been rooting for Elon Musk’s solar-powered auto revolution.  Mostly because, I hoped to avoid becoming one of those cynical old guys who fights progress, for no reason other than, maintaining a comfortable status-quo.

I am still optimistic that electric powertrains will become mainstream and that automobiles will convert to solar charged electricity before the rest of the power grid. However, I am imagining that the solar revolution will plod forward slowly for decades in a long-drawn-out guerilla war due to the lack of strong market pull for those alternative fuel vehicles while the petroleum industry survives long enough to support the codependent  plastics industry until renewable sourced manufacturing ingredients are developed.

Hopefully Tesla investors are long-range thinkers and have prepared for the long road ahead when consumer demand someday aligns with electric automobile technology. Recently Tesla’s investors had their confidence shaken when company stock prices dropped over 60% during the first week of April over a combination of news that was only slightly negative. If that bearish responsiveness is any indicator of the market, we could expect that a prolonged loss of investor confidence could snuff out the young company before they make it to the finish line.

Few people in the auto industry expect the Tesla plants to disappear or its existing cars to become obsolete. However, a sharp drop in Tesla market value will most likely lure General Motors or Toyota in to absorb the brand at a bargain price in the coming years. Unfortunately, if that happens, a Tesla surviving without Musk at the helm will probably see electric car technology being pushed to the back burner, adding several additional decades to reach full market potential.

It is times such as this that it becomes apparent that consumers (and voters) stated principals fail to correlate with their actions. This anomaly of consumer behavior manages to slow the adoption of superior technology for reasons that will remain a mystery.

My personal experience from being on the front lines, trying to persuade General Motors customers to buy the hybrid powertrain has burned this demand paradox into my view of most technological advances.

For now, we can appreciate how one man, Elon Musk, passionate about his vision for solar power has managed to get far enough to pose a serious market threat to all three economic super powers: auto manufacturing, petroleum and the global power grid. I tip my GM hat to the relentless visionary and hope he makes it to the finish line to prove the naysayers wrong.


As a matter of fact, back in 2012, I used to tell a similar story to this one about rates of technology adoption, it was my own story about the technology predictions of a decade earlier. In 2002, a full two years before Elon Musk joined Tesla, while he was busy building PayPal, I enrolled in an Automotive Technology program and was introduced to Professors suggesting that our class focus on the General Motors hybrid trucks and Chevrolet EV1 electric prototypes from the parking lot, since they would be the products in the market when we finished the program in 2005.

Not taking any credit away from the Tesla contributions, but electric and hybrid gas/electric models were well-developed by several large automakers and proven in field testing long prior to 2002. General Motors introduced the GM Impact electric car prototype in 1990 and revised it several times into the EV1 in 1996, adding the S10 EV truck in 1997, the duo sold around 1600 units from 1996 through 2002 when they were discontinued due to high replacement battery costs.

GM prepared the next generation of alternative fuel powertrains, this time using smaller batteries in combination with the standard gas engine, allowing drivers to select between gas and electric modes. The added value proposition to hybrid technology being that the hybrid optioned car could still be driven in standard gasoline mode if the customer chose not to spend the $10,000 plus to replace the batteries required for the electric mode.

In 2002, most of us in the GM world thought this hybrid technology would provide the company with the competitive edge needed to fend off the Japanese competitors in the global market. Inside GM, everyone seemed fully committed to the project and the service press even printed the repair manuals and training materials for an expected hybrid truck product release.

We were told that the first hybrids would release no later than 2005. Surprisingly though, with the exception of the quiet release of a small batch of hybrid tucks in 2005, General Motors delayed the marketing air campaign for hybrid offerings until 2009. The marketing launch failed to build the required buzz among consumers and even with $4 gas, the hybrids were seen by most as a dismal market flop. Some environmental critics claim that the marketing campaign was designed to flop with a hope of preserving GM’s previous investments in gas engine technology while also winning support of environmentally focused politicians.

Regardless of the motives of the ineffective marketing campaign, I was there when new customers came to our showrooms to test drive hybrid models, then agreed with the proposition of the revolutionary technology; but, when it came time to sign the finance contracts, the agreement fizzled out. Many of these deals fell apart in the finance office, when the customers began contemplating uncertain future repair costs, trade in values, warranty extensions and differences in insurance rates. It seemed like many feared that hybrids would be a passing fad and they could be stuck investing in a car that would have limited resale or trade in value.

In fact, from 2008 to 2018 the General Motors dealership I worked at sold around 8000 new vehicles and despite the huge bonus offered to sales staff and managers to improve sales of hybrids, the store sold a whopping total of sixteen hybrid cars in those nine years and nearly all of those were leases.

These thoughts came to mind earlier this week when having a conversation with friends about another ambitious prediction in tech news that, by 2020, over 90% of web traffic will be video rather than the text and image data of today.

Being jaded now by these types of predictions, I shared with them another related story, that just a couple of years earlier I had read a similarly optimistic prediction, that by 2020, few people would be texting and reading from their phones; instead, we would all be using Siri-like voice translators and listening to the replies of others through our cordless ear buds.

With the 2020 model year now only fifteen short months away, I realize that most of the auto manufacturing line equipment is currently tooling for that year’s production and my friends in engineering tell me that they are working from forecasts that fewer than 7% of GM vehicles sold in 2020 will be ordered with the hybrid powertrains.

With that fresh on my mind, I am sitting in the atrium lounge of the University of South Florida, surrounded by nearly a hundred of the youngest millennials and realized that they were all still texting from their phones and reading the responses. I will curb my enthusiasm for consumer technology adoption projections in the future…..  I am starting to see how old guys become so cynical



The foundation article from back in 2012, here is the research  on the state of fuel economy technology and the obstacles to adoption:

Continued Consumer Resistance to General Motors Hybrid Vehicle Technology  – November 7, 2012

EPA policies that affect the economy become front page news in an election year and the hot topic for 2012 is the Corporate Average Fuel Economy (CAFE) revisions, requiring automakers to improve average automobile fuel economy from 29 mpg to 54.5 mpg over the next 13 years. Agreements to these revised fuel efficiency standards were concessions made by automakers during the industry bailouts of 2009.

In the backlash of that federal bailout, critics have been quick to fault American manufacturers for their lack of long-term planning. However, in defense of management strategy, the automakers have for decades been doing what profitable businesses do best, responding to consumer demand (Vlasic).

The press often suggests that domestic auto sales recovery will depend on the fuel economy of the products that manufacturers can provide. These critics assume that consumers make purchase decisions using primarily math and logic; but, those of us in the auto industry experience firsthand that purchase motives are more akin to purchasing fashions or artwork. To most Americans, their car is a part of their self-image, not just a tool that converts dollars into miles traveled.

Journalists such as News-Herald’s John Lasko write articles that with opening lines such as, “With gas prices hovering near $4 a gallon, many are opting to trade in their gas-guzzlers for more fuel-efficient vehicles.” With news headlines like those, it is easy for the public to conclude that the US automakers lack of sales was due to its heavy reliance on gas guzzling models. However, those assumptions are based on popular ideas that the domestic manufacturers previously lacked the capability to produce fuel-efficient vehicles. In their defense, the simple reality remains, the automakers must make their first priority to produce those vehicles that sell well in the domestic market.

The critics overlook the 3 million Chevrolet Chevettes that were produced between 1976 and 1987 or its domestic counterparts, the Plymouth Horizon and the Ford Fiesta that provided fuel efficiency equal to most economy cars on the market today. For example, the Chevrolet Chevette was for nearly a decade, the American flagship economy car, selling millions by providing a real world fuel economy of 25 city/ 30 hwy, or with a popular diesel engine option reaching 33 city/41 hwy. The Chevette was sold with a base price, that inflation adjusts to about $11,000 in today’s dollars and consistently surpassed the fuel economy ratings of it’s main Japanese competitor, the Toyota Corolla by nearly 2 mpg for nearly a decade (fueleconomy.gov).

Compare those cost and fuel efficiency ratings to today’s most economical products available in the US, the Korean made 2013 Hyundai Accent with an MSRP of $10,665 that is rated at 29 city/39 hwy. The comparison of these cars in the context of the 25 years of technology that evolved between them should dispel assumptions that Asian economy cars have enjoyed decades of superiority in fuel economy (fueleconomy.gov). However, in the American car market, every one of those fuel sipping economy cars was discontinued in the late 1980’s when sales dried up as the pendulum of automobile fashion swung toward a return of larger and more powerful transportation, with the introduction Sport Utility vehicles and the return of V8 powered high performance sedans.

By 1990, it became increasingly unfashionable to be seen in fuel-efficient cars, American auto style entered the age of the 1993 Jeep Grand Cherokee, offering a taller ride height for a better visibility in traffic and providing the owner with a sense of safety and rugged capability. The Grand Cherokee became the benchmark to measure style popularity, marketed with an image of recreational outdoor travel and adventure rather than previous trend for economical commuter transport. These mid-sized all terrain Sport Utilities grew especially popular with female buyers in northern states, at the same time four-door 4×4 pickups became increasingly popular with young male buyers seeking that “Eddie Bauer” outdoorsy image.

Critics often ignore the strategic decisions that allocated research and development funding away from fuel economy and directed budgets to safety, performance and durability to meet the consumer demand curves. Over the past 15 years the average vehicle age alone has grown by a third to 10.8 years old with advancements in vehicle durability (USA Today). Additional progress that was made during that period to improve braking distances and implement crash avoidance technology reduced accident frequency and cut the percentage of crash fatalities in half. In an effort to appeal to consumer demands for more powerful accelerator pedals, 0-60 acceleration times have improved by over 40%. And to counter the reliability critics of the domestic cars from the 1980’s, the inflation adjusted annual maintenance costs have dropped by more than 80% (NADA.COM).

Today even after the industry collapse, American manufacturers once again dominate automobile industry technology development, General Motors again was ranked the 2011 No. 1 innovator in automotive patents by US patent board (Tuttle). However, consumer demand trends in automobiles are similar to those in fashion, with opposing trends recurring in 10-year cycles, such as style trends toward skinny jeans from bell bottoms and short carefully styled hair to today’s bushy headed natural hairstyles. Sociologists attribute 10-year style cycles to be dependent on the needs for generational self-image, as each generation makes fashion and identity statements to differentiate them from the previous generation.

Business Times writer Brad Tuttle suggests that the fuel economy trend that began in 08 will continue to gain momentum:

“A new True Car post traces the average miles-per-gallon rise among new cars sold
in the US… all of the top seven automakers posted dramatic year over year
increases in average miles per gallon. In 2011 the average new Ford got just 17.3
mpg compared with 22 mpg in February of 2012 … the rise comes primarily as a
result of Ford doubling sales of small cars such as the Fusion and Focus”
However, despite increases in economy cars sales, auto sales as a whole have risen, the demand is also increasing on 5-year-old full size SUV’s.

According to industry writer Nick Bunkley,
“Retail prices for five-year-old full size S.U.V.’s are 23 percent higher than a year ago
according to Edmunds.com, an automotive information Website. That is more than
double the average price increase of 11 percent for all five-year-old vehicles.”
One constant in the automobile industry, vehicle selection is an emotional decision more than it is an economic one. Customer buying motives first and foremost are influenced by how the vehicle makes them feel, a vehicle becomes one with the driver, it can allow them to feel bigger, more secure or more powerful. I recently encountered a perfect case that really defined the influence of self-identity on vehicle selection.

Carolyn, a 60-year-old widow and retired guidance counselor arrived at our Buick-GMC showroom in a well maintained, three-year-old, luxury four-wheel drive truck. Carolyn had gotten a letter from our used car department that high demand for trade-ins like her truck had currently driven trade-in values up thousands over the previous year. The letter encouraged her to consider upgrading soon, to take advantage of current trade in values for used 4×4’s.

The timing of the letter was perfect for Carolyn, since she had recently moved to Florida from the Midwest and no longer had the need for wintertime four-wheel drive; to further complicate matter the garage of her new condo also couldn’t accommodate the truck. She explained when she arrived, that she really wanted to reduce her fuel budget and downsize into one the new hybrid Buick Regal sedans she had been reading about in the newspapers, rated for twice the fuel economy of her truck.

Over the following week Carolyn test drove over a dozen of fuel-efficient sedans from ours and different dealerships including the Hybrid Regal that she initially planned to purchase. Despite our best efforts to persuade her to choose our last remaining hybrid, she instead opted to buy the high performance Regal T Type, performance sedan, that ironically provides an only a slight fuel economy advantage of 15% over the truck she was trading in and was priced thousands higher than the $28,000 hybrid version.

Carol admitted that when driving the cars rated highly for fuel efficiency she felt as if she had sacrificed the power that she was accustomed to and those low powered cars made her feel old and slow behind the wheel, she insisted that she “wasn’t ready to feel like an old lady toodling down the right lane, holding up traffic”. Carol’s time behind the wheel of the Regal Turbo made her feel young and put a smile on her face every time she pushed down on the accelerator pedal. For the sake of “feeling young” she was perfectly content to pay an extra $90 in monthly car payment for the high-performance engine and luxury options and disregard the $65 month in fuel savings that the hybrid version offered.

Think of the vehicle choices by comparing it to an airplane selection; imagine choosing between airplanes, where you could select a 2 seat Cessna that might make you feel like buzzing mosquito, or for another $150 a month, you could pilot the F-16 fighter jet or a Boeing 747 to work, ….to you, which of those options excites you? The difference it capability seems huge and imagine if the difference in increased fuel costs was only an additional $100 a month. The thrill of becoming something larger and more powerful and the status that comes with that ownership has an attraction beyond what can be measured in simple terms of transportation costs per mile. American buyers have consistently demonstrated that they are willing to sacrifice a larger part of their income to enjoy vehicles that provide them with excitement.

Current sedan trends are influenced by the fuel-efficient designs from Asian manufacturers, designed to handle the high taxes on Japanese gas and the shortage of open roads and parking space on the islands of Japan. Understanding the American tastes requires us to understand the differences in our driving habits and the luxuries of smooth, open roads that Americans can enjoy, foreign drivers are often limited in their ability to appreciate American tastes for size and horsepower.

However, in Australia, with road systems similar to the US, a huge market still exists for large SUV’s, trucks and big engine cars. A market that was penetrated in the 1990’s when many Japanese automakers began to design vehicles to cater to the American influenced market, with large gas guzzlers like the Nissan Armada, Toyota Sequoia and Honda Ridgeline ensured import survival during the SUV years, and most notably even those Japanese trucks and SUV’s suffer from slightly lower fuel economy ratings than the American SUV competitors.

It has been easy for the press to fault American automakers for their lack of vision in developing economy vehicles, and to blame management for not remaining competitive in fuel efficiency technology. However, despite almost a total lack of advertising dollars for large engine SUV’s, compounded by the handicaps of stale, aged-out designs and a decrease of sales incentives offered, the demand for large SUV’s is climbing back to nearly 2008 levels despite continued fuel cost nearing $4.

Over the past 30 years American consumers have voted with their wallets, fuel economy was considerably less important to them than size, safety, reliability and performance. The challenge that lies ahead is not to build smaller, less powerful cars as much as the need to direct energy-saving technology development at the powerful SUV’s and spirited sedans that consumers demand (nada.org).

Because for many Americans the automobile is more than transportation, it is a fashion decision as much as a financial decision, and many Americans have proven for decades that are perfectly willing to pay a premium to enjoy a few more smiles-per-gallon.


Work Cited


Bunkley, Nick. “As Car Owners Downsize, the Market Is Strong for Their Used S.U.V.’s.” New

York Times. 07 2012: n. page. Web. 7 Nov. 2012.

“Side By Side Economy Comparison.” fueleconomy.gov. US Environmental Protection Agency,

07 2012. Web. 7 Nov 2012.

Lasko, John. “Gas Prices Have Car Makers, Sellers, Buyers Looking at Fuel Efficiency.” The News

Herald. 30 2012: n. page. Web. 7 Nov. 2012.

. “Guidelines.” nada.com. National Automobile Dealers Association, 07 2012. Web. 7 Nov 2012.

Tuttle, Brad. “Even with $4 Gas, Few Drivers Choose Electric Cars – Or Even Hybrids.” Business

Time. 12 2012: n. page. Web. 7 Nov. 2012.

Vlasic, Bill. “U.S. Sets Higher Fuel Efficiency Standards.” New York Times. 28 2012: n. page. Web.

7 Nov. 2012.

“Our Cars are Getting Older, too: Average Age now 10.8 years.” USA Today. 01 2012: n. page.

Web. 7 Nov. 2012.