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  "PageContent": "<h3>Todd Benschneider | Research Projects and Case Studies in Economics &amp; Management</h3>Integrated Management Research Project- Applied Strategy and Policy SimulationUniversity of South Florida School of Business November 28, 2016245 pages byTodd Benschneider – Kayla Canup – Savanna Moeller -Johanna QuintanaTable of ContentsCompany Name and Logo – 3Nature of Business – 3Vision Statement – 13Mission Statement – 13Goals – 13Values – 14Ethics – 15Triple Bottom Line – 32Stakeholders – 33Competition – 34International Considerations – 34Legal Considerations – 34Company Structure – 38Organization Structure – 40Job Descriptions – 41Planning Process – 144Budgeting Process – 146Organizational Culture – 151Recruiting Process – 155Facilitating Feedback – 160Facilitating Teamwork – 162Compensation Policies – 164Motivation – 168Job Satisfaction – 171Turnover Reduction – 172Conflict Resolution – 174Discipline Policy – 177Disaster Plan – 184Performance Evaluation – 203Economic Performance KPIs – 205Social Responsibility – 209ISO Standards – 225Anticipated External Trends and Threats – 227Preparing for Change – 238Overcoming Resistance – 241Becoming a Learning Organization – 242COMPANY NAME – Greenfield’s Click and Pick Grocery (GCPG)NATURE OF OUR BUSINESS Greenfield’s Click &amp; 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 optionsOur 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 &amp; 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 previouslyunproductive time, such as waiting in lines, on call-holds and stuck in traffic jams. Our efficiency experts estimate that on average our Click &amp; 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 database2- 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 providesimmediate 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 &amp; 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 theworkplace, 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 VISIONOur company vision is to become the number one food retailer in the country by makinglife simpler for the everyday family.OUR MISSIONTo be the leading grocery retailer in the country; providing our customers with easyaccess 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.GOALS1. To earn a fair return on the investment of our shareholders while balancing the interestsand 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.VALUESThe 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 highestquality of our products by exceeding their expectations● Social Responsibility : caring about our communities and our environment and we try togive back as much as possible through different corporate social responsibilities.● Teamwork: Supporting team member happiness and excellence meeting our challengesand opportunities as: one team, focused on common goals.● Customer Satisfaction: Customer are our number one priority; for this reason, our maingoal is satisfying and delighting our customers● Respect : Every person in the organization is important for us and deserve treating withrespect 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 doingthe right thing.POSITION ON ETHICS, INCLUDING ETHICS POLICY AND ENFORCEMENTMECHANISM ABOUT THE CODE OF BUSINESS CONDUCTPurposeThe Code of Business Conduct is designed to promote a responsible and ethicalwork environment for all Greenfield’s Click and Pick Grocery associates and members ofthe Greenfield’s Click and Pick Grocery Board of Directors. The Code containsguidelines on proper behavior in the workplace and contact information to be used in theevent you have questions or concerns. The Code applies to all GCPG and BoardMembers, as well as consultants and agents doing business on behalf of Greenfield’sClick and Pick Grocery .Your ResponsibilitiesIn performing your duties for Greenfield’s Click and Pick Grocery, you areresponsible for abiding by Greenfield’s Click and Pick Grocery policies and all local andnational laws in all countries in which the Company does business. You are alsoobligated to comply with all other applicable laws, rules and regulations of any regulatoryorganization, licensing agency, or professional association governing your professionalactivities. You are responsible for knowing and following the laws and policies that relateto your duties, including the policies in the Code and all other Company policies, such asthose found in the General Information Guide. If you have questions about specific lawsthat may apply to your activities or about whether particular circumstances may involveillegal conduct, contact the GCPG’s General Counsel. You should also contact theGeneral Counsel if you think a provision of this Code may conflict with an applicablelegal requirement or a provision in the GIG or another Company policy.Violating the Code or other Company policies may result in corrective action upto and including discharge, and Greenfield’s Click and Pick Grocery may seek to recoverdamages or file criminal charges. However, most problems can be easily avoided bysimply using good judgment and seeking guidance when questions arise. It is yourresponsibility to raise questions, make appropriate disclosures and bring potentialproblems to the Company‘s attention.Obtaining Additional InformationIf you have questions about the policies outlined in the Code or would likeadditional information, talk with your Team Leader, or contact the Ethics Committeedirectly by email at ethics@GCPG.com unless a particular provision of the Code saysotherwise. Executive officers and Board Members should contact the General Counsel.Reporting Code ViolationsAs part of our shared fate philosophy, we believe that we all share responsibilityfor ensuring that Greenfield’s Click and Pick Grocery as a whole conducts itselfaccording to the highest ethical standards and strives to avoid even the appearance ofimpropriety. If you know of or suspect a violation of the Code, we urge you to report itthrough one of the means provided in this policy. You may report suspected violations ofthe Code, and any other ethics or integrity issues, to your Team Leader, by email to theEthics Committee or by calling the Team Member Tipline. The Team Member Tiplinecan 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 madeconfidentially and anonymously, although you are encouraged to provide your name tofacilitate investigation and follow-up. Neither your Team Leader nor the Company willtake any action against you for reporting suspected misconduct in good faith. Informationabout how to contact the Ethics Committee and the Team Member Tip Line appearsunder ―Greenfield’s Click and Pick Grocery Market Contact Information‖ at the end ofthe Code along with other important contact information.If you are an executive officer or Board Member, you should contact the GeneralCounsel. Reports of potential misconduct will be taken seriously and investigatedpromptly and thoroughly. Except where disclosure is required to investigate a report orby applicable law or legal process, all reports will be kept confidential to the extentreasonably possible.17No RetaliationIt is against company policy, and in some cases against the law, for the companyto take any action against a team or board member, vendor or agent of the company forreporting or threatening to report a violation of this code or cooperating in investigationsrelating to code violations, provided that the person has acted in good faith and with areasonable belief that the information provided is true.WaiversWaivers of this code will be granted only in exceptional circumstances. Theprovisions of this code may only be waived by the Ethics Committee or, in the case ofexecutive officers and Board Members, by our Board of Directors or an appropriateBoard committee. Any waiver of this Code for an executive officer or Board Memberwill be promptly disclosed in accordance with applicable legal requirements.Ethics CommitteeThe Ethics Committee is appointed by the Nominating and GovernanceCommittee and is responsible for setting policy reviewing questions and issues submittedby associates or others, and reviewing the results of the annual conflicts of interestquestionnaire completed by Store, Facility, Regional and Global Support leadership.Although membership may vary over time, the Committee is generally comprised ofGlobal Support leaders in the areas of operations, finance, legal, real estate and internalaudit. Associates may contact the Ethics Committee directly by email.18GeneralAll 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 tocreate, conflicts of interest with the Company. A ―conflict of interest‖ may occur whenan individual‘s own interests (including the interests of a family member or anorganization with which an individual has a significant relationship) interfere or appear tointerfere with the interests of the Company.Many conflicts of interest or potential conflicts of interest may be resolved oravoided if they are appropriately disclosed and approved. In some instances, disclosuremay not be sufficient and the Company may require that the conduct in question bestopped or that actions taken be reversed where possible.Questions about potential conflicts of interest and disclosure of these situations asthey arise should be directed to the Ethics Committee or your Team Leader or TeamMember Services representative. Executive officers and Board Members should contactthe Chairperson of the Nominating and Governance Committee.While it is not possible to list all potential conflicts of interest, several examplesof different situations are presented in the sections below. Regional policies may alsoapply to the situations described below, and associates should consult their GIG forinformation about any such policies.19Gifts &amp; EntertainmentAssociates should not give anything of value to anyone, or accept anything ofvalue from anyone, when doing so might compromise or appear to compromise theobjectivity of business decisions. Except as specifically noted below, this includes givingto, or accepting from, a current or prospective supplier, vendor, vendor representative(including but not limited to organizations representing multiple producers, such as aregional food group), landlord or competitor of the Company any gifts, entertainment orany form of compensation. Associates are prohibited from receiving any samples or giftsat home – all samples and gifts must be sent to their primary work location. TeamMembers and Board Members are prohibited from accepting any loans or services fromany Greenfield’s Click and Pick Grocery vendor who is not otherwise in the business ofproviding such loans or services, and any such loans or services provided must beprovided on fair market value terms. Associates are prohibited from buying productsdirectly from any Greenfield’s Click and Pick Grocery vendor at a discounted rate notavailable 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 requirementsin the GIG.(3) Gift baskets or flowers may be accepted within reason, but they must be madeavailable for sharing with everyone at the Team Member‘s store or location.20(4) Promotional items, such as those bearing a vendor‘s logo, may be accepted up to totalestimated value of $25. (5) Existing associates may accept samples of new orreformulated products, and new associates may accept samples of existing products (onetime only). It is not acceptable for associates to receive for their personal use multiplesamples of the same product from a vendor.(6) Effective January 1, 2013, no Team Member may accept any vendor-paid trip. Priorto January 1, 2013, store-level associates may accept a vendor-paid trip (for travelcompleted 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; thereis 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 trippaid by the vendor.If someone tries to give you a prohibited gift, you should also tell your TeamLeader. Then, either return the gift or personally reimburse the giver of the gift for its fullvalue.Doing Business with Spouses, Relatives, Friends or Your Own BusinessAssociates should not use their positions at Greenfield’s Click and Pick Groceryfor personal gain. Generally, it is not permissible to conduct business with an associateor associates spouse, relatives or friends if the Team Member‘s role allows him or her toinfluence purchasing decisions for the team, store, facility or region where he or she21works. Other Team Member/vendor relationships should be evaluated as follows todetermine whether they are permitted:a) Investment in a company that is a vendor – This is allowed, but the investment mustbe less than 5% of the Team Member‘s total assets, and the products that the companysells 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 andPick Grocery – This is allowed as long as the Team Member does not make or influencethe purchasing decisions surrounding these products. For example, it would be allowedfor a front end Team Member to sell products to the grocery team as long as the TeamMember does not impact grocery purchases.c) Team Member has a full-time business and sells products to Greenfield’s Clickand Pick Grocery – This is not allowed.For permitted situations, it may be necessary to inform the Store or Facility TeamLeader and appropriate regional coordinator so that they may monitor and evaluate anyrelevant changes in circumstances. Associates are prohibited from being involved in anyformal or informal negotiations or related discussions between Greenfield’s Click andPick Grocery and a vendor when the Board Member or Team Member has anyemployment relationship, board membership or direct or indirect ownership interest inthe vendor.Additionally, it is considered a conflict of interest for any Board Member orGreenfield’s Click and Pick Grocery Leadership Network member to hold a 5% or greaterinterest in any vendor, lender, or major customer of GCPG.22Associates (other than executive officers) may apply to the Ethics Committee forapproval of particular transactions or situations, and executive officers and BoardMembers may apply to the Nominating and Governance Committee.Outside Employment or Service as Director or OfficerThe Ethics Committee must approve any circumstance in which a Team Member(other than an executive officer) serves as an employee, director, officer, partner, agent orconsultant to any Greenfield’s Click and Pick Grocery vendor, lender or competitor. TheNominating and Governance Committee must approve of any circumstance in which anexecutive officer serves as an employee, director, officer, partner, agent or consultant toany Greenfield’s Click and Pick Grocery vendor, lender or competitor.Associates may serve on the board of a not-for-profit organization without priorapproval, 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 policiesregarding 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 GovernanceCommittee.23Financial Interest in a CompetitorA conflict may exist if a Team Member or Board Member (or any of theirimmediate family) holds a financial interest in a competitor, other than a financial interestwhich constitutes not more than 5% of the outstanding voting securities of a competitor.Associates should contact the Ethics Committee for guidance on whether a particularfinancial interest represents a conflict of interest. Executive officers and Board Membersshould contact the Chairperson of the Nominating and Governance Committee. Forpurposes of this Code, except for Greenfield’s Click and Pick Grocery itself, a businessshall be a competitor‘ if it is engaged in the ownership or operation of any retailsupermarket, retail food store, retail natural food enterprise, or other retail outletassociated with natural foods; it being understood that a business which is predominantlymanufacturing or wholesaling in foods with less than 10% of their revenue derived fromretail sales, or which is a restaurant business, shall not be deemed competitive.Donations and Other PaymentsAssociates are prohibited from authorizing donations or other payments fromGreenfield’s Click and Pick Grocery to outside organizations such as not-for-profits withwhich 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 ormore of the Company‘s executive officers. No contributions, gifts or payment may bemade from Greenfield’s Click and Pick Grocery to any political party, candidate,lobbying organization, etc. without the prior approval of the CEO.24Opportunities Related to the Company’s BusinessAssociates may not take for themselves opportunities related to the business ofGreenfield’s Click and Pick Grocery or opportunities that they discover through theirpositions with Greenfield’s Click and Pick Grocery or through the use of Greenfield’sClick and Pick Grocery property or information.Extensions of CreditAssociates are prohibited from extending any form of credit from Greenfield’sClick and Pick Grocery to any organization with which they or a member of theirimmediate family have a personal affiliation. Further, no extension of credit fromGreenfield’s Click and Pick Grocery may be made to any organization without thespecific prior approval of one of the CEOs. The only exceptions to this rule are accountsreceivable from customers arising in the ordinary course of business and loan programspreviously approved by one of the CEOs.Leasing Property and EquipmentAny property or equipment lease between Greenfield’s Click and Pick Groceryand a Team Member (other than a member of the executive team, which is dealt with inthe following paragraph) or the Team Member‘s immediate family or any organizationwith which they are affiliated must be approved in advance by the Ethics Committee.Any property or equipment lease between Greenfield’s Click and Pick Groceryand a Board Member, a member of the executive team, the executive‘s or Board25Member‘s immediate family, or any organization with which they are affiliated must beapproved in advance by the Nominating and Governance Committee.Consulting and Other Professional ServicesAssociates are prohibited from providing consulting or other professional servicesto Greenfield’s Click and Pick Grocery for payment outside of their normalcompensation.Any situation in which Greenfield’s Click and Pick Grocery would retain the services of aprofessional services firm with which a Team Member (other than a member of theexecutive team, which is dealt with in the following paragraph) or a Team Member’simmediate 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 aprofessional 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 inadvance 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.26COMPANY INFORMATION AND ASSETSConfidentialityAssociates are expected to protect confidential or proprietary information aboutGreenfield’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 Clickand Pick Grocery ) to those who have a need to know the information for businesspurposes.Associates are also expected to protect any confidential or proprietary information thatcomes to them, from whatever source, in the course of performing their responsibilitiesfor Greenfield’s Click and Pick Grocery . This includes information received from orrelating to third parties (such as vendors) with which Greenfield’s Click and Pick Groceryhas or is contemplating a relationship.Confidential or proprietary information includes all non-public informationrelating to Greenfield’s Click and Pick Grocery or a third party. Examples includematerial non-public information about store operating results, new store developmentplans, and most associate information. If you are unsure whether information isconfidential, contact your associate services representative or email the EthicsCommittee. Associates should consult the GIG for information about additional policieson confidentiality.27Insider TradingThe U.S. federal securities laws prohibit insider trading – that is, buying or sellinga company‘s securities at a time when a person has material information about thecompany that has not become publicly available. Material information is any informationthat a reasonable investor would consider important in making an investment decision.Insider trading is a crime punishable by civil penalties of disgorgement (return of theprofit gained or loss avoided on a transaction) and fines of up to three times the profitgained 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 penaltiesfor insider trading violations by their employees and other agents.As a Greenfield’s Click and Pick Grocery Team Member or Board Member, youare not allowed to trade securities, or to tip others to trade securities, of Greenfield’s Clickand Pick Grocery or other companies when you are aware of material information thathas not been made available to the public. Anyone who shares material non-publicinformation with others can be subject to the same insider trading penalties that apply ifthey had engaged in insider trading directly, even if they do not derive any benefit fromthe other person‘s trades. The same restrictions that apply to associates also apply to theirfamily members and others living in their households.28Media InquiriesAssociates may not speak to reporters or members of the media on behalf of theCompany without going through the proper channels, as doing so may risk providingincorrect information or revealing proprietary strategies. Except as provided below,inquiries made to associates from members of the media should be directed to yourRegional Marketing Coordinator, Regional PR contact, or to the Global CommunicationsTeam. Inquiries made to associates from any third party about Greenfield’s Click andPick Grocery ‘s financial condition, business or about current developments relating toGreenfield’s Click and Pick Grocery, should be directed to Investor Relations andShareholder Services at the Global Support Office.Board Members should consult the Director Media Policy prior to speaking withany reporter or member of the media about the Company.Online ForumsThe Company realizes the importance of communicating proactively andresponsively on the Internet and at the same time the importance of communicatingresponsibly—i.e., avoiding misrepresentations of facts as well as the intentional orinadvertent violation of laws, regulations or company policies. Accordingly, we have astrict policy regarding postings by Company Leadership to non-Company-sponsoredInternet chat rooms, message boards, web logs (blogs), or similar forums, concerning anymatter involving the Company, its competitors or vendors, as follows:29Postings by a member of Company Leadership must be approved by Chief FinancialOfficer, Global Vice President of Investor Relations or General Counsel. A posting byany 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 approvedby the GC. Postings made anonymously, under a screen name or through another personare prohibited. Violation of this policy will be grounds for dismissal. For purposes of thispolicy, ―Company Leadership includes each Company Board Member, Executive TeamMember, Global Vice President and Regional President. For other associates, otherpolicies may apply and they should consult their GIG.Financial Integrity; Maintaining Books and RecordsAccurate records are essential to the successful operation of Greenfield’s Clickand Pick Grocery. Associates are responsible for preparing accurate and completeCompany records, information and accounts. For example, claims on an expense reportor time record, payments and other transactions must be correctly recorded and accountedfor, and properly authorized in accordance with Company policies.All business records should be clear, truthful and accurate. Keep in mind thatbusiness records and communications may become subject to public disclosure throughgovernment investigations, litigation or the media. Business records are Company assetsand must be retained or destroyed in accordance with applicable policy.All associates must comply with Company policies, procedures and controlsdesigned to promote accurate and complete recordkeeping. Accounting for, and financial30reporting of, actual transactions and forecasts must follow the Company‘s accountingpolicies 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 theEthics Committee.No Improper Influence on AuditsAll associates are expected to cooperate fully with Greenfield’s Click and PickGrocery ‘s internal and external auditors. You must not directly or indirectly take anyaction to coerce, manipulate, mislead or fraudulently influence any public accountantengaged 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 financialstatements or Greenfield’s Click and Pick Grocery ‘s independent audit should avoid apersonal relationship with any member of the audit engagement team, other than a casualfriendly relationship.Company PropertyGreenfield’s Click and Pick Grocery property (for example, inventory, suppliesand equipment) should be used for business purposes. Greenfield’s Click and PickGrocery property should be cared for and used responsibly, and it should be protectedfrom misuse, improper disclosure, theft and destruction. Taking or using Companyproperty of any value for personal purposes without appropriate permission from the31Company is stealing. However, using Greenfield’s Click and Pick Grocery property (suchas 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 TeamMembers should consult the GIG for information about these policies.COMMITMENT TO TRIPLE BOTTOM LINE“GCPG mission ‘to promote the vitality and well-being of all individuals by supplyingthe highest quality, most wholesome food available by distributing wholesome foods to ourcustomers in a manner that best serves our long term environment. These goals will be madepossible by strategically creating value added services that benefit our shareholders, employeesand the communities that we serve”. GCPG food retail emphasizes it is mission – drivencompany and believes in providing an empowering work environment for their associates. As aresult, it has a number of Corporate Responsibility Initiative in place. Greenfield’s Click and PickGrocery is committed to sustainable agriculture, wise environmental practices and internal andexternal social programs. Greenfield’s Click and Pick Grocery is focused on creating asustainable food chain by focusing on the four primary areas listed below:1. Sustainable agriculture: We support organic farmers, growers and the environmentthrough our commitment to sustainable agriculture and by expanding the market fororganic products.a. Leads the movement for sustainability in advocacy of organic foods and believesthat companies and individuals must share their portion of responsibility astenants of the earth.32b. Strong advocates of fewer and safer pesticides in non- organic foods. Provides thecustomer with education surrounding the negative effects of pesticides andquestionable food additives. Works with manufactures to ensure foods meet strictquality standards.2. Wise environmental practices: We respect our environment and recycle, reuse, andreduce our waste wherever and whenever we can.a. Heavy promoters of less-toxic cleaning products. Provides customers witheducation on the subsequent positive impact that can be made to water an airqualityb. Received the first “Green Building” award in Austin Texas by using sustainablematerial specifications and conscientious construction methods.c. Green audits are conducted at store in an attempt to spark new ideas to minimizeGreenfield’s Click and Pick Grocery impact on the environment3. Community Citizenship: Greenfield’s Click and Pick Grocery is clearly focused ontraditional community involvementa. Focused on charitable contributions and contributing products to food banks.4. Integrity in all business relationshipsSTAKEHOLDERS – GCPG is committed to a focus on the customer and balancing the needs ofall stakeholders (customers, shareholders, employees, communities). It’s a simple formula treatemployees well and they will treat your customers well.33COMPETITIONOur 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 onlinegrocery buying services allow us to prevail over our competitors. We will continue to focus onmaking crucial advances allowing our customers to spend less time shopping and more time withtheir families.INTERNATIONAL CONSIDERATIONSGCPG makes every effort to source our goods from local producers to ensure the freshestproduce grown and processed according to the highest USDA standards. When local suppliersare unavailable or out of season, GCPG searches the globe for international suppliers who agreeto cooperate with the following supplier policies.1. No child labor be used for the harvest or processing of the goods2. No pesticides banned within the United States be applied in production3. No Genetically Altered foodstuffs are acceptable4. All foodstuffs must be produced and handled in a similar manner representing areasonable compliance to USDA policies5. No bribes be paid to public officials to facilitate export processes34LEGAL CONSIDERATIONSGCPG was founded on integrity and honesty. At GCPG, we believe in conductingeveryday business ethically, efficiently, respectfully and we are dedicated to serving ourcustomers the way we would want to be served. The GCPG legal department has continuouslyshown commitment to the mission through dedication, inclusion and diversity. The mission ofthe legal department is to not only provide timely service but also cost effective legal services, inorder to maintain the vision of GCPG, as being the country’s top quality food retailer. The legaldepartment is committed to understanding GCPG’s business and legal needs. GCPG’s legaldepartment services a large range legal aspects. These involve reactive legal services andproactive legal services. This can include responding to a specific legal matter or development ofcompliance programs, policies, and guidelines. The proactive legal aspect is to minimize thenumber of legal opportunities that may arise, which could include litigation.Risk ManagementThe Risk Management department of GCPG legal department handles more thaninsurance alone. Risk management focuses on the highest risks to our associates andcustomers. This can include safety, with food and in-store, as well as, our dedication toenvironmental compliance.The team within Risk Management is solely dedicated to protecting andpreserving GCPG assets, mainly, its associates and customers. GCPG is able to do thiswith responsive claims management and risk funding. One of the teams is the Worker’sCompensation Claims Management team, which provides an accurate administration ofinjury claims from employees, in a timely manner. Our team investigates, evaluates and35negotiates workers’ compensation claims. It also authorizes and pays medical care andmedical compensation bills. The department has a high priority on assisting those injuredassociates in getting back to work after their full recovery. The second team is theGeneral Liability team. It administers customer incidents and claims, while coordinatingvendor insurance information.Bribes and Improper PaymentsAssociates of Greenfield’s Click and Pick Grocery should never promise to pay orauthorize payment, directly or indirectly, of money, products, services or anything ofvalue to any government official or agent (including employees of a state-owned orstate-controlled business or other entity), or any other individual (including politicalfigures or relatives of government officials) or entity in any country in order to influenceacts 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. governmentofficials made to expedite or secure the performance of certain routine governmentalactions may not violate the law, you must consult with the General Counsel prior tomaking or authorizing any payment of this type. All Greenfield’s Click and Pick Groceryassociates worldwide must abide by the United States Foreign Corrupt Practices Act inaddition to local laws. Associates who are working for or with the government should hasfor more assistance through the General Counsel.36Antitrust LawsAssociates are required to comply with the antitrust and competition laws of thecountries where we do business. In general, Greenfield’s Click and Pick Groceryassociates must avoid agreements, understandings or plans with competitors that limit orrestrict competition, including price fixing and allocation of markets.Fair DealingAssociates and Board Members should always deal fairly with Greenfield’s Clickand Pick Grocery ‘s customers, suppliers, vendors, competitors and employees. Theyshould not take unfair advantage of anyone through manipulation, concealment, abuse ofconfidential information, falsification, misrepresentation of material facts or any otherpractice involving intentional unfair dealing. This provision does not alter existing legalrelationships between the Company and its associates, including any at-will employmentarrangements.Complaints to Government AgenciesOccasionally, a job applicant, customer, or current or former associate may file orthreaten to file a complaint against Greenfield’s Click and Pick Grocery with thegovernment. If an associate or Board Member is notified about such a complaint, theyshould immediately contact the General Counsel.37Workplace-Related Laws and PoliciesAssociates should consult the GIG for information regarding the Company‘sequal employment opportunity policy and compliance with other employment-relatedlaws and policies such as the Immigration Reform and Control Act of 1986 and theHealth Insurance Portability and Accountability Act (HIPAA), as well as Companypolicy on drugs and alcohol, workplace violence, weapons, harassment, open doorcommunications, solicitation and distribution, and nepotism and favoritism.THE COMPANY STRUCTUREGreenfield’s Click and Pick Grocery’s organizational structure is mechanistic andtall. GCPG operates this way due to being in a steady and stable market. Managementand employees have individual job specializations, where employees are givendesignated tasks that are stable and controllable. There is low integration between thedepartments due to the employees having their own individual tasks. Majority of thetime, the functional areas are not dependent on each other because management makesthe decisions, the information is passed along to employees, and they are responsible forcompleting the tasks within their job specialization. This increases the communicationwithin that specific department so that managers and employees can work moreeffectively in their designated areas. Because of this, communication is centralized andmanagement does the decision making based on information from directors and districtmanagers.38GCPG maintains its competitive advantage with this organizational structurebecause of the industry it is in. GCPG has a tall structure which starts with the Presidentand Vice President, then works down through directors, district managers, supervisors,management teams and store employees. With the organizational complexity of thecompany, GCPG strives to make employees feel appreciated and also provide them withopportunities for career advancement due to the tall structure.39Greenfield’s Organizational Chart with DefinitionsPresident, OrganizationGrade: 4340Reports to: Board of Directors Department: ExecutiveClassification: Salary Executive Division:AdministrativeDate: 9/29/2016 Approved: TSBJob Summary:Oversee and manage all aspects of Division operations in order to ensure maximization ofcompany profits. Provide leadership, direction, and administration of all aspects of the Divisionactivities to ensure accomplishment of objectives.Essential Functions:1. Maximize profits through establishing business plan, achieving forecasts, and ensuringcustomer satisfaction.2. Coordinate short- and long-range financial development and management of theDivision.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 Divisionstaff.4. Establish and assess employee goals; review employee performance by identifyingstrengths and weaknesses.415. Motivate all employees to meet goals.6. Ensure Division is in compliance with the company’s policies, procedures, andcorporate 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 tokeep current in latest issues related to industry.13. Maintain Division’s positive reputation within the community. When necessary, attendhearings for proposed projects and meet with government officials.QUALIFICATIONS:1. Bachelor’s degree in business, marketing, finance, or related field. Master’s degreepreferred.2. At least 10 years’ industry experience; some accounting, real estate, or marketingexperience.3. Knowledge of organization policies, procedures, systems, and objectives.424. 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 comprehensivereports.Vice President, OperationsReports to: PresidentDepartment: AdministrativeClassification: SalaryDivision: Executive43Date: 9/29/2016 Approved: TSBJOB SUMMARY:Plans, organizes, directs, and controls the activities of the Operations function of the division.Responsible for the performance of all Department functions — Retail, Manufacturing, MaterialManagement, Order Services, Engineering.ESSENTIAL FUNCTIONS:1. Reviews and approves adequate plans for the control of planned outputs, budget spending,labor efficiency, material efficiency, engineering effectiveness, customer service, and orderentry efficiency, along with human utilization.2. Reviews performance against operating plans and standards. Provides reports to subordinateson 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-termand long-term plans and programs, together with supporting budget requests and financialestimates.447. Reviews and approves cost control reports, cost estimates, and manpower and facilitiesrequirements forecasts.8. Coordinates and collaborates with other departments of the corporation in establishing andcarrying 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 withinthe Department’s functional areas.11. Develops plans for new areas of technology for the manufacturing functions along withsufficient planning for areas that support the mission of the Corporation within Operations.MANAGEMENT RESPONSIBILITIES:1. Reviews and approves the implementation of manufacturing and organizational plans thatsupport 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 theOperations management.3. Selects and maintains qualified personnel in all positions reporting directly and recommendscompensation for them.4. Directs, monitors, and appraises the performance of units immediately reporting and providesthe necessary coordination between activities.455. Identifies training needs, initiates development of subordinates, recommends effectivepersonnel 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 mutualagreement on problems involving coordination.9. Consults with all segments of management responsible for policy or action. Ensurescompliance within area of responsibility. Makes recommendations for improvingeffectiveness of policies and procedures.10. Reviews and endorses or revises budget proposals received from direct reports. Submitsbudgets for assigned activities in accordance with the budget procedure. Approves budgetexpenses up to authorized dollar amounts.ADDITIONAL RESPONSIBILITIES: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 authorityand responsibility for each position are defined and understood.3. Ensures that duties, responsibilities, and authority and accountability of all directsubordinates are defined and understood.46EDUCATION AND EXPERIENCE: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 directlabor 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 strengthwith profitability and growth.PERSONAL CHARACTERISTICS: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,mature.4. Ability to establish credibility and be decisive—but able to recognize and support theorganization’s preferences and priorities.5. Satisfactory communication skills, written and verbal.476. Results oriented with the ability to balance other business considerations.Vice President of Administration and FinanceGrade: 42Salary ExecutiveReports to PresidentJob Summary:Direct a diverse organization that provides financial, business, and administrative supportservices that are fundamental to both the conduct of the operations of the division and theachievement of its operational and financial objectives. Ensure the accurate appraisal,interpretation, and analysis of financial results, while also providing analyses, interpretation, andjustification of budgets, forecasts, and long-range plans.Principal position in the divisional finance and administration organization. Reports to divisionpresident and is a member of the president’s staff. Has direct responsibility to the groupcontroller and the corporate vice president–finance.ESSENTIAL FUNCTIONS:1. Set divisional financial objectives, policy, and practice.482. Direct the development, implementation, operation, maintenance, and control ofessential business, information, and operations support systems.3. Serve as focal point for defining key divisional objectives, supporting theirachievement, and measuring and reporting results.4. Exercise considerable autonomy within a wide latitude in accomplishing theseresponsibilities.5. Make well-informed decisions, assign correct priorities, and ensure appropriate resourceacquisition 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 withinternal 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 aspayroll, customer billing, and vendor-payment routines.11. Ability to assimilate, evaluate, and correlate associated risk/benefit trade-offs and theirrelative impact on affected departments or capabilities.4912. Accountable for the implementation of new systems and major modifications toexisting 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 thatmaximize profit.15. Direct a continuing review of the division’s accounting practices to ensure theircorrectness, appropriateness, and conformance to generally accepted accounting principles(GAAP), Federal Acquisition Regulations (FAR) Cost Accounting Standards (CAS),Accounting Policy, Corporate Accounting Procedure Requirements, Corporate ControlObjectives, Plant Accounting Bulletins, and Computer Requirements Manual, and tax laws.QUALIFICATIONS:1. Strong management and delegation skills.2. Intimate knowledge of and personal involvement with financial and administrativesystems and methodologies.3. Minimum of a bachelor’s degree in accounting or finance; Master of BusinessAdministration preferred.4. Certified Public Accountant status preferred.5. Extensive experience (at least 10 years) in the finance function in an industrial ormanufacturing company.506. Strong leadership ability, presentation skills, and ability to translate financial terms intounderstandable terms for line managers.PRINCIPAL ACCOUNTABILITIES: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 centralizedservices, systems, and management tools that support divisional operations and contributeto improved cost, quality, productivity, and/or a competitive position.3. The timely and correct interpretation, implementation, and/or maintenance of divisionaland corporate financial policies, practices, and procedures, including provision of effectivecontrols 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 executivestaff, providing necessary coordination with divisional and corporate financial, legal, andgovernment staff.6. The acquisition and maintenance of skilled staff and resources necessary to meetfunctional charter obligations.51Vice President, Products and ServicesGrade: 42Reports to: President Department: AdministrativeClassification: Salary Division: ExecutiveDate: 9/28/2016 Approved: TSBJob Summary:Leads and oversees all programs within the product development group. Accountable formanaging all program management staff, providing leadership, and mentoring.Essential Functions:1. Communicate with stakeholders and collaborate with a variety of functional areas inorder to deliver program results that contribute to a world-class product developmentcapability.2. Ensure all products created adhere to company quality standards and are responsive tothe customers’ needs and market opportunities.3. Lead and mentor program managers in all areas of project management skills andknowledge.524. Contribute to program planning, strategic planning, budgeting, and departmentalprocess improvement initiatives.5. Manage cross-functional projects and teams, including functional areas within productdevelopment and representatives from engineering, product marketing, school services, andoperations.6. Review work of program managers and all project key decisions to ensure companyobjectives are met and execution of program/project budgets and schedules for eachapproved initiative.7. Maintain schedules and project plans, track program interdependencies, milestones, anddeliverables to ensure successful implementation and deployment.8. Communicate progress through weekly status reports.9. Provide consistent issue management resolution, prioritizing between competingagendas and resources, building projects from the ground up, and establishing relationshipsand 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 finalstages of program product life cycle.13. Optimize profit and meet growth objectives.14. Identify and implement process improvement initiatives.5315. Ensure that all program activities are executed in accordance with established processesand procedures.QUALIFICATIONS:1. Bachelor’s degree and a minimum of 10 years of experience in project and programmanagement.2. A Project Management Professional (PMP) certification is desired, as well asdemonstrated success tracking and meeting schedules on large-scale projects.3. Solid knowledge of financial concepts and ability to use financial tools to makestrategic decisions and business forecasts.4. Strong business process improvement capability required and the ability to identify andimplement 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.54Vice President, Human ResourcesGrade: 44Job Summary:Manages the Human Resources department, developing policies and programs to provide anemployee-focused, high-performance culture. Major areas of responsibility includeorganizational planning and development, regulatory compliance, recruiting and staffing,performance management and improvement, employee orientation and training, employeerelations, employee communications, compensation, benefits, employee wellness, safety andhealth, and employee services and counseling. Assists and advises senior management on HumanResources issues.ESSENTIAL FUNCTIONS:1. Formulates and recommends human resources policies and objectives focused onestablishing a high-performance culture that emphasizes quality, productivity, theachievement of goals, professional development, and the recruitment and retention of ahighly qualified workforce.2. Develops and monitors the human resources operating budget to support company goalsand objectives. Manages the selection and use of Human Resources information systems tosupport goals and objectives.3. Leads company compliance with all federal, state, and local labor and employment lawrequirements including, but not limited to, those related to Equal Employment Opportunity55(EEO), the Americans with Disabilities Act as amended (ADA), the Family and MedicalLeave Act (FMLA), the Fair Labor Standards Act (FLSA), Employee Retirement IncomeSecurity 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 thepreparation of information requested or required for compliance. Approves all informationsubmitted. Acts as primary contact with labor counsel and outside government agencies.4. Protects interests of employees and the company in accordance with company HumanResources policies and governmental laws and regulations. Approves recommendations forterminations. Reviews employee appeals through complaint procedure.5. Directs a process of organizational planning that evaluates structure, job design, andmanpower forecasting throughout the company. Coordinates activities across divisionlines. Evaluates plans and changes to plans. Makes recommendations to seniormanagement.6. Directs a process of organizational development that primarily addresses successionplanning throughout the company. Coordinates activities across division lines. Evaluatesplans 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 healthprograms. Monitors for effectiveness and cost containments.568. Establishes recruitment and placement practices and procedures aimed at developing atalent pool of highly qualified candidates and hiring the most qualified candidate for eachposition. Reviews variances to schedules. Interviews executive-level candidates.9. Establishes in-house management training programs that address company needs acrossdivision lines (e.g., sexual harassment training, conducting performance appraisals,interviewing, performance management).10.Oversees implementation of programs through Human Resources staff. Monitorsadministration 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 andemployment counsel, and other outside resources.12.Conducts a continuing study of all Human Resources policies, programs, and practicesto keep top management informed of new developments.13.Directs the preparation and maintenance of such reports as are necessary to carry out thefunctions of the department. Prepares periodic reports to top management, as necessary orrequested.14.Keeps supervisor informed of significant problems that jeopardize the achievement ofobjectives and those which are not being addressed adequately at the line managementlevel.5715.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.ADDITIONAL RESPONSIBILITIES:Assumes other duties as assigned by supervisor.QUALIFICATIONS:1. Bachelor’s degree or equivalent in Human Resources or a related field.2. Specialized training in organizational planning, compensation, and preventive employeeand labor relations. SPHR certification preferred.3. From eight (8) to ten (10) years’ experience gained through increasingly responsiblemanagement positions within Human Resources.4. A minimum of three (3) years’ recent experience as the top Human Resources executiveof a company with 800 to 1,000 employees in a nonunion manufacturing and officeenvironment.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 withday-to-day activities.587. 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 MarketingGrade: 43Reports to: President Department: AdministrationClassification: Division: ExecutiveDate: 09/28/2016 Approved: TSBJOB SUMMARY:To develop and supervise all marketing activities. Works under the chief operating officer anddevelops 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 marketingforces.ESSENTIAL FUNCTIONS:591. Develops and evaluates all advertising and promotional programs. Must personally approveall 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 periodicreports giving results of marketing and sales efforts.4. Gives direct supervision to national sales and marketing managers and, through them, theentire sales and marketing forces.5. Prepares sales forecasts, and predicts future profits based on volume and costs projected bythe accounting department.QUALIFICATIONS: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 programsand pricing policies.4. Demonstrated creative ability to evaluate advertising and promotional programs.5. Excellent oral and written communication skills to develop an enthusiastic and competentsales and marketing staff.60Marketing Manager:POSITION SUMMARY:Plan, direct, or coordinate marketing policies and programs, such as determining the demand forproducts 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 marketwhile ensuring the firm’s customers are satisfied. Oversee product development or monitortrends that indicate the need for new products and services.ESSENTIAL FUNCTIONS:1. Formulate, direct and coordinate marketing activities and policies to promote productsand services, working with advertising and promotion managers.2. Identify, develop, or evaluate marketing strategy, based on knowledge of establishmentobjectives, market characteristics, and cost and markup factors.3. Direct the hiring, training, or performance evaluations of marketing or sales staff andoversee 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-lossprojections.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.618. Use sales forecasting or strategic planning to ensure the sale and profitability ofproducts, lines, or services, analyzing business developments and monitoring markettrends.9. Coordinate or participate in promotional activities or trade shows, working withdevelopers, advertisers, or production managers, to market products or services.10.Consult with buying personnel to gain advice regarding the types of products or servicesexpected to be in demand.11.Conduct economic or commercial surveys to identify potential markets for products orservices.12.Select products or accessories to be displayed at trade or special production shows.SKILLS:1. Active Listening —Giving full attention to what other people are saying, taking time tounderstand the points being made, asking questions as appropriate, and not interrupting atinappropriate times.2. Critical Thinking —Using logic and reasoning to identify the strengths and weaknessesof 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 theyreact as they do.5. Speaking —Talking to others to convey information effectively.626. Judgment and Decision Making —Considering the relative costs and benefits ofpotential actions to choose the most appropriate one.7. Monitoring —Monitoring/Assessing performance of yourself, other individuals, ororganizations to make improvements or take corrective action.8. Active Learning —Understanding the implications of new information for both currentand 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.KNOWLEDGE:1. Sales and Marketing —Knowledge of principles and methods for showing, promoting,and selling products or services. This includes marketing strategy and tactics, productdemonstration, sales techniques, and sales control systems.2. Customer and Personal Service —Knowledge of principles and processes forproviding 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 languageincluding the meaning and spelling of words, rules of composition, and grammar.4. Administration and Management —Knowledge of business and managementprinciples involved in strategic planning, resource allocation, human resources modeling,leadership technique, production methods, and coordination of people and resources.635. Communications and Media —Knowledge of media production, communication, anddissemination techniques and methods. This includes alternative ways to inform andentertain 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 andprogramming.ATTRIBUTES:1. Oral Comprehension —The ability to listen to and understand information and ideaspresented through spoken words and sentences.2. Oral Expression —The ability to communicate information and ideas in speaking sootherswill understand.3. Deductive Reasoning —The ability to apply general rules to specific problems toproduce answers that make sense.4. Written Comprehension —The ability to read and understand information and ideaspresented in writing.5. Fluency of Ideas —The ability to come up with a number of ideas about a topic (thenumber of ideas is important, not their quality, correctness, or creativity).6. Speech Recognition —The ability to identify and understand the speech of anotherperson.647. Written Expression —The ability to communicate information and ideas in writing soothers will understand.8. Inductive Reasoning —The ability to combine pieces of information to form generalrules 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 orsituation, or to develop creative ways to solve a problem.10. Problem Sensitivity —The ability to tell when something is wrong or is likely to gowrong. It does not involve solving the problem, only recognizing there is a problem.EXPERIENCE AND EDUCATION:Bachelor’s degree in business, marketing or related field. Master’s in business administrationpreferred.Marketing Research ConsultantGrade: 36Reports to: Marketing Manager Department: MarketingClassification: Hourly Division: AdministrationDate: 9/27/2016 Approved: TSBJOB SUMMARY:65To expand our company’s sales and profits by developing a loyal client base of customers for ourcustomized marketing and marketing research programs designed, in turn, to increase the clients’sales and profitability.ESSENTIAL FUNCTIONS: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 needsof each client.4. Implements and supervises marketing research programs to increase sales andprofitability for both the client and our own company.5. Works with the client to analyze research results and adapt its sales programs andmarketing 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 servicesprovided.QUALIFICATIONS:1. Bachelor’s degree or equivalent.2. Five or more years of experience in market research.3. Proven expertise in consultative selling.664. Effective and persuasive communication skills.5. Demonstrated ability to design and manage a multifaceted marketing program.Vice President AccountingPOSITION SUMMARY:Reports to PresidentDirect financial activities, such as planning, procurement, and investments for all or part of anorganization.ESSENTIAL FUNCTIONS:1. Prepare and file annual tax returns or prepare financial information so that outsideaccountants can complete tax returns.2. Prepare or direct preparation of financial statements, business activity reports, financialposition 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 offunds, securities, and financial instruments.5. Maintain current knowledge of organizational policies and procedures, federal and statepolicies and directives, and current accounting standards.676. Conduct or coordinate audits of company accounts and financial transactions to ensurecompliance with state and federal requirements and statutes.7. Receive, record, and authorize requests for disbursements in accordance with companypolicies and procedures.8. Monitor financial activities and details such as reserve levels to ensure that all legal andregulatory 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 nonorganizationalaccounting personnel to facilitate financial activities.11. Coordinate and direct the financial planning, budgeting, procurement, or investmentactivities of all or part of an organization.12. Develop internal control policies, guidelines, and procedures for activities such asbudget administration, cash and credit management, and accounting.13. Analyze the financial details of past, present, and expected operations to identifydevelopment opportunities and areas where improvement is needed.14. Advise management on short-term and long-term financial objectives, policies, andactions.6815. Provide direction and assistance to other organizational units regarding accounting andbudgeting policies and procedures and efficient control and utilization of financialresources.16. Evaluate needs for procurement of funds and investment of surpluses and makeappropriate recommendations.17. Receive cash and checks and make deposits.18. Perform tax planning work.SKILLS:1. Complex Problem Solving —Identifying complex problems and reviewing relatedinformation to develop and evaluate options and implement solutions.2. Critical Thinking— Using logic and reasoning to identify the strengths and weaknessesof alternative solutions, conclusions, or approaches to problems.3. Active Listening— Giving full attention to what other people are saying, taking time tounderstand the points being made, asking questions as appropriate, and not interrupting atinappropriate times.4. Reading Comprehension— Understanding written sentences and paragraphs inwork-related documents.5. Judgment and Decision Making— Considering the relative costs and benefits ofpotential actions to choose the most appropriate one.6. Speaking— Talking to others to convey information effectively.697. Writing— Communicating effectively in writing as appropriate for the needs ofthe audience.8. Active Learning— Understanding the implications of new information for bothcurrent 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 toget the work done and accounting for these expenditures.KNOWLEDGE: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 andpractices, the financial markets, banking, and the analysis and reporting of financial data.3. Administration and Management— Knowledge of business and managementprinciples 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, andtheir applications.5. Law and Government— Knowledge of laws, legal codes, court procedures, precedents,government regulations, executive orders, agency rules, and the democratic politicalprocess.706. Personnel and Human Resources— Knowledge of principles and procedures forpersonnel recruitment, selection, training, compensation and benefits, labor relations andnegotiation, and personnel information systems.7. Customer and Personal Service— Knowledge of principles and processes forproviding 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 andtraining design, teaching and instruction for individuals and groups, and the measurementof training effects.ATTRIBUTES:1. Oral Expression —The ability to communicate information and ideas in speaking sootherswill understand.2. Deductive Reasoning— The ability to apply general rules to specific problems toproduce answers that make sense.3. Oral Comprehension— The ability to listen to and understand information and ideaspresented through spoken words and sentences.4. Problem Sensitivity— The ability to tell when something is wrong or is likely to gowrong. 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.716. Written Comprehension— The ability to read and understand information and ideaspresented in writing.7. Near Vision— The ability to see details at close range (within a few feet of theobserver).8. Speech Recognition— The ability to identify and understand the speech of anotherperson.9. Category Flexibility— The ability to generate or use different sets of rules forcombining or grouping things in different ways.10. Inductive Reasoning— The ability to combine pieces of information to form generalrules or conclusions (includes finding a relationship among seemingly unrelated events).EXPERIENCE AND EDUCATION:Bachelor of Science degree in Accounting or Finance required. CPA required. Minimum of 8years’ experience and 2 years as a controller.Chief Accountant (Accounting Supervisor)JOB SUMMARY:The Chief Accountant (Accounting Supervisor), under the direction of the VicePresident—Fiscal Services, is responsible for supervision and control of the general accountingarea, and for financial statement and report preparation.The employee in this classification is responsible for the supervision and control of the generalaccounting functions. This includes the general ledger, payables, payroll, property, budget72reporting, and statistical accumulation. This individual is also responsible for financial statementand report preparation on a regular and special request basis; assisting departments with annualbudget 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 inrecruitment of personnel.The employee will work under the direction of the Vice President—Fiscal Services; will operatestandard office equipment including a microcomputer; and will design and utilize computerreports and output. The employee’s work setting will normally be the office. The employee willneed to be familiar with current and new regulations and guidelines relating to hospital financeand accounting principles.ESSENTIAL FUNCTIONS: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 andcompliance with established accounting principles and procedures. Prepares general andstatistical 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 annualcapital, expense, and activity budgets.736. Assists in the preparation of the annual budget and coordinating the completion of theState 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.ADDITIONAL RESPONSIBILITIES:1. Assists in the preparation of cost reimbursement reports and other interim reports asmay 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 arenot intended to be all-inclusive.JOB QUALIFICATIONS:1. This position requires a bachelor’s degree in Business Administration with a major inAccounting and three (3) years’ experience in hospital or public accounting assistinghospitals; or any combination of experience, education, and training which would providethe level of knowledge, skill, and ability required. A CPA is also highly desirable.2. Knowledge of technical and professional principles and skills of accounting andhospital finance.743. Knowledge of data processing capabilities and procedures, including the use ofmicrocomputers.4. Knowledge of appropriate management and supervisory skills to supervise generalaccounting staff.5. Knowledge of requirements and regulations set forth by FDA, IRS, and other relatedagencies.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 ClerkGrade: 27Job Summary:To ensure complete and systematic accounting records of receipts and disbursements within theorganization. Duties include performing a variety of complex clerical and bookkeeping tasks,applying accepted procedures to the preparation and maintenance of accounting records. Reportsto the head of the Accounting department. May supervise designated junior clerical personnel ashead of section.ESSENTIAL FUNCTIONS:1. Receives and/or disburses funds related to the assigned area of responsibility.752. 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 preparingcomprehensive financial statements.6. Supervises preparation of payroll information for vendor and verifies resultingprintouts.7. Monitors payroll tax deposits and quarterly tax filings.8. Audits and proofs accounting reports for clerical accuracy and conformance to companyprocedures.9. Maintains cost system and allocates expenditures to accounts in accordance withestablished procedures.10. Maintains perpetual inventory of supplies and materials; assists in taking and valuingphysical inventory as required.11. Supervises and trains junior accounting clerks in procedures and software.KNOWLEDGE, SKILLS, AND ABILITIES: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.763. Excellent keyboarding skills.4. Excellent organizational, interpersonal, and communications skills5. Ability to establish and maintain effective working relationships with coworkers andvendors.6. Leadership or supervisory capabilities.TRAINING AND EXPERIENCE:1. High school diploma or its equivalent, including courses in bookkeeping and computerscience; 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 departmentassignments involving advanced recordkeeping. Related business school or college coursesmay be substituted for up to 1 year’s experience.4. Alternate combinations of training and experience will be considered if requisite skillsare demonstrated.5. Acceptable background for bonding.77Junior Accounting ClerkJOB SUMMARY:To enter routine data into accounting records, such as accounts payable, billing and receivablesjournals, do routine filing and updating of records. Supervisor closely monitors all work andassigns work as needed.ESSENTIAL FUNCTIONS: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 ofdiscrepancies.5. Checks statements from suppliers against invoices received, approved, and posted, and againstpayments 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 departmentsupon 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.QUALIFICATIONS:1. High school diploma or equivalency certificate.782. Familiarity with computer operation and common office machines. Some training inbookkeeping is desirable.3. Friendly, courteous telephone manner.4. Basic verbal and mathematical skills.Vice President, Management Information SystemsJOB SUMMARY:Reports to PresidentPlans, directs, and manages the MIS Department in order to ensure the development andimplementation of cost-effective systems and efficient computer operations to meet current andfuture decision making requirements. As a corporate officer, the incumbent provides companywide direction in areas of policy and planning for data processing and related functions(communications, office systems, etc.).ESSENTIAL FUNCTIONS:1. Provides information processing, systems counseling and guidance to managementpersonnel throughout the corporation.2. Plans and controls departmental staffing, development, organization, hardwareacquisitions, and facilities to ensure that they are consistent with the business plan of thecorporation.793. Directs the design, development, and maintenance of systems, programs, and systemssoftware to meet management’s information needs.4. Establishes MIS policies, standards, practices, and security measures to ensure effectiveand consistent information processing operations and to safeguard information resources.5. Administers the department’s expense budget within budgetary guidelines to contributeto cost-effective operation of the corporation.6. Selects, develops, and motivates qualified staff to effectively carry out departmentfunctions and provide for the continuity of managerial and specialized skills.7. Maintains knowledge of developments in the area of systems and hardware andincorporates new developments into future systems of the corporation.ADDITIONAL RESPONSIBILITIES:None listed.MAGNITUDE AND REPORTING RELATIONSHIPS:1. Operating Budgets:MIS Dept.$8.5 millionDiv. D.P. 7.0 millionCommunications 6.5 million2. Staff Size:Exempt 99 management and professional staffNonexempt 3480Perm &amp; Temp. PT 133. This position reports to the Vice President—Finance and Treasury as do the followingpositions: Vice President and Controller, Assistant Treasurer, and the Director—CorporatePersonnel.4. The following positions report directly to the Vice President—ManagementInformation Services (MIS):a. Manager—Development Services: Directs the development of corporate andselected division information systems, and provides operations research support todivision and corporate.b. Manager—Midwest Region Data Center: Manages the MRDC location, whichprovides systems planning, development support, and on-line as well as batchoperations of existing systems.c. Manager—Operations Services: Manages the planning, installation, operation,and maintenance of corporatewide data/voice communications and computerproduction services for corporate and selected divisions.d. Manager—Support Services: Evaluates, selects, and negotiates with vendors forprocurement of all hardware, software, and services; and manages the informationcenter, corporate standards, and MIS general administration functions.e. Manager—Office Services: Provides mail, switchboard, typing pool, andduplication service for corporate facility.JOB CONTEXT:81MIS is a service-oriented function providing a resource for corporate headquarters departmentsand division management. It enables the development and operation of cost-efficientapplications for which separate units do not have the expertise or economy of scale to develop ina cost-efficient manner. Involvement with any department or division may be initiated by theunit manager, a corporate officer, or by a MIS staff member who identifies opportunities forinformation processing services.Although the information processing function is centralized, the corporation has a decentralizedoperating philosophy.The MIS Steering Committee (MISSCO) is a committee of top corporate executives, whichoversees the MIS function by reviewing and approving the long-range plans submitted by theVice President of MIS and establishing priorities to guide the allocation of resources as thelong-range plan is implemented.JOB FUNCTION:A primary function of this position is the identification and presentation to corporate topmanagement of the best long-term direction for the MIS function as well as the direction for theinformation processing departments at individual operating units. Once the general direction andbudget figures have been approved, the Vice President—MIS works with the MIS managementteam to translate the strategic plans into more-specific three-year plans and one-year operatingbudgets, which detail cost projections for review and approval by the corporateplanning/budgeting committee and MISSCO.82The incumbent remains apprised of the progress of major projects, and pays particular attentionto any developing problems and participates in major problem resolution. It is the VicePresident’s responsibility to communicate and explain to corporate and division top managementsignificant deviations from the plan.The Vice President—MIS reviews the performance and potential of individual staff membersand makes and/or approves decisions relating to MIS personnel matters.PRINCIPAL CHALLENGES:The major challenge facing the incumbent is identifying the proper long-term direction for theMIS department and division information processing departments in a decentralizedenvironment. Tradeoffs between economies of scale and the decentralized operating philosophymust be evaluated and decisions made that will have long-term consequences. The incumbentmust effectively communicate a highly technical and constantly changing subject in nontechnicalbusiness terminology to corporate and division managers so that sound decisions will be made.Managing a large organization of the highly motivated, yet independent, technicians andspecialists typical of the computer field poses difficult personnel problems. The unfavorablesupply/demand imbalance of the professionals with the required MIS talent adds pressure to themanagement process.JOB LATITUDE:Once the annual operating budget has been approved, the Vice President—MIS has authority toinitiate any action within the broad limitations defined by the rather large MIS department83budget (approved additions to staff, purchase/lease of equipment, etc.). Any significantallocation of company resources beyond the approved budget requires review and approval by ahigher level of management.This position provides input to top corporate operating management on the feasibility of projectsand equipment selection. Recommendations from the Vice President—MIS on operatingcompany information processing matters weigh very heavily in the managementdecision-making process, particularly in decisions involving hardware selection. This is true tothe point of having near veto power over operating company decisions. However, the officerover the operating unit has final authority on such matters.The MISSCO is involved in setting company priorities when there are conflicts on the allocationof MIS resources to major projects.KNOWLEDGE AND SKILLS:Considerable interpersonal skills are required to deal with the personnel situations arising in thelarge MIS staff. The need to persuade and sell in the liaison role with divisional and corporatedepartment 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 andtechnology (evolving products, services, etc.) is required in this position, although a thoroughunderstanding of technical details is not necessary.84EDUCATION AND WORK EXPERIENCE:The knowledge and skills required for this position are typically acquired in 10 to 15 years ofexperience 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 aswell as attendance at vendor-sponsored and other seminars are required in order to maintain thelevel of familiarity with the subject matter required to fill this position.Computer and Information System ManagerPOSITION SUMMARY:Reports to Vice President of Management InformationPlan, direct, or coordinate activities in such fields as electronic data processing, informationsystems, systems analysis, and computer programming.ESSENTIAL FUNCTIONS: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.855. Consult with users, management, vendors, and technicians to assess computing needsand system requirements.6. Stay abreast of advances in technology.7. Meet with department heads, managers, supervisors, vendors, and others to solicitcooperation 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 othercomputer-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.86SKILLS:1. Reading Comprehension —Understanding written sentences and paragraphs inwork-related documents.2. Active Listening —Giving full attention to what other people are saying, taking time tounderstand the points being made, asking questions as appropriate, and not interrupting atinappropriate times.3. Critical Thinking —Using logic and reasoning to identify the strengths and weaknessesof alternative solutions, conclusions, or approaches to problems.4. Complex Problem Solving —Identifying complex problems and reviewing relatedinformation to develop and evaluate options and implement solutions.5. Monitoring —Monitoring/Assessing performance of yourself, other individuals, ororganizations to make improvements or take corrective action.6. Writing —Communicating effectively in writing as appropriate for the needs of theaudience.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 ofpotential actions to choose the most appropriate one.10. Social Perceptiveness —Being aware of others’ reactions and understanding why theyreact as they do.87KNOWLEDGE:1. Administration and Management —Knowledge of business and managementprinciples 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 forproviding 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 anddistribution of goods.4. English Language —Knowledge of the structure and content of the English languageincluding the meaning and spelling of words, rules of composition, and grammar.5. Personnel and Human Resources —Knowledge of principles and procedures forpersonnel recruitment, selection, training, compensation and benefits, labor relations andnegotiation, 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 andpractices, the financial markets, banking and the analysis and reporting of financial data.88ATTRIBUTES:1. Written Comprehension —The ability to read and understand information and ideaspresented in writing.2. Oral Comprehension —The ability to listen to and understand information and ideaspresented through spoken words and sentences.3. Oral Expression —The ability to communicate information and ideas in speaking soothers will understand.4. Problem Sensitivity —The ability to tell when something is wrong or is likely to gowrong. 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 toproduce answers that make sense.6. Inductive Reasoning —The ability to combine pieces of information to form generalrules or conclusions (includes finding a relationship among seemingly unrelated events).7. Written Expression —The ability to communicate information and ideas in writing soothers will understand.8. Information Ordering —The ability to arrange things or actions in a certain order orpattern 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 theobserver).8910. Speech Clarity —The ability to speak clearly so others can understand you.EXPERIENCE AND EDUCATION:Bachelor’s degree with study in computer science, programming, or related field. Previous workexperience preferred.Computer and Information System ManagerPOSITION SUMMARY:Plan, direct, or coordinate activities in such fields as electronic data processing, informationsystems, systems analysis, and computer programming.ESSENTIAL FUNCTIONS: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.905. Consult with users, management, vendors, and technicians to assess computing needsand system requirements.1. 6. Stay abreast of advances in technology.7. Meet with department heads, managers, supervisors, vendors, and others to solicitcooperation 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 othercomputer-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.91SKILLS:1. Reading Comprehension —Understanding written sentences and paragraphs inwork-related documents.2. Active Listening —Giving full attention to what other people are saying, taking time tounderstand the points being made, asking questions as appropriate, and not interrupting atinappropriate times.3. Critical Thinking —Using logic and reasoning to identify the strengths and weaknessesof alternative solutions, conclusions, or approaches to problems.4. Complex Problem Solving —Identifying complex problems and reviewing relatedinformation to develop and evaluate options and implement solutions.5. Monitoring —Monitoring/Assessing performance of yourself, other individuals, ororganizations to make improvements or take corrective action.6. Writing —Communicating effectively in writing as appropriate for the needs of theaudience.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 ofpotential actions to choose the most appropriate one.10. Social Perceptiveness —Being aware of others’ reactions and understanding why theyreact as they do.92KNOWLEDGE:1. Administration and Management —Knowledge of business and managementprinciples 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 forproviding 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 anddistribution of goods.4. English Language —Knowledge of the structure and content of the English languageincluding the meaning and spelling of words, rules of composition, and grammar.5. Personnel and Human Resources —Knowledge of principles and procedures forpersonnel recruitment, selection, training, compensation and benefits, labor relations andnegotiation, 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 andpractices, the financial markets, banking and the analysis and reporting of financial data.93ATTRIBUTES:1. Written Comprehension —The ability to read and understand information and ideaspresented in writing.2. Oral Comprehension —The ability to listen to and understand information and ideaspresented through spoken words and sentences.3. Oral Expression —The ability to communicate information and ideas in speaking soothers will understand.4. Problem Sensitivity —The ability to tell when something is wrong or is likely to gowrong. 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 toproduce answers that make sense.6. Inductive Reasoning —The ability to combine pieces of information to form generalrules or conclusions (includes finding a relationship among seemingly unrelated events).7. Written Expression —The ability to communicate information and ideas in writing soothers will understand.8. Information Ordering —The ability to arrange things or actions in a certain order orpattern 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 theobserver).9410. Speech Clarity —The ability to speak clearly so others can understand you.EXPERIENCE AND EDUCATION:Bachelor’s degree with study in computer science, programming, or related field. Previous workexperience preferred.Logistics Divisions:Director of Warehousing &amp; TransportationJOB SUMMARY:To manage, develop, and supervise operations of a full-scale logistics facility anddistribution center offering public warehousing, distribution, full-service transportation,materials management, and fulfillment services.ESSENTIAL FUNCTIONS:1. Oversees development of facility to provide a wide range of services in order to meetcustomer 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 ofoperations, develop sales projections, achieve cost-saving initiatives, and analyze results ona regular basis.953. Interacts with customers to become aware of opportunities for new services andexpansion of logistics facility.4. Selects and supervises managers of all logistics functions to coordinate departmentalinteraction and provide cohesive and efficient service to customers.5. Studies areas in which goals have not been achieved; analyzes and develops new waysto overcome problems.6. Keeps abreast of technological developments that will facilitate expansion of operationsto better coordinate relationship between producers and end-users.EDUCATION AND EXPERIENCE: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 ofduties.4. Excellent oral and written communication skills.5. Competence in computer-based management systems for inventory control, shippingoperations, and fulfillment services.96Warehouse SupervisorJOB SUMMARY:Trains and directs a group of union associates in the movement of merchandise through thedepartment within specified productivity, cost, and quality standards.ESSENTIAL FUNCTIONS:1. Assigns, directs, and monitors the work of union associates.2. Designs and implements work methods and procedures to increase productivity andimprove service within an assigned department.3. Motivates associates to ensure that predetermined productivity, cost, and qualitystandards 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.JOB IMPACT:1. Measure and size of financial responsibility:Payroll Budget: $250,000Expense Budget: $40,000972. Number of associates reporting to this job:Nonexempt: 25-503. Most frequent contacts: Union chief steward and ship stewards4. Responsibility for providing functional guidance to other individuals,departments, divisions, etc. Provides optimum handling alternatives to other facilityoperating departments.JOB LATITUDE:1. Utilizes experience, intelligence, and ingenuity in developing new strategy on theexpeditious movement of merchandise.2. Ensures uniform execution of policies and procedures to all union associates withinunion contractual agreement.3. Works within facility budgets.4. Disciplines associates in accordance to union contract; fires associates who have not yetattained 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 toimprove merchandise handling procedures.98JOB KNOWLEDGE: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 orsupervising in a production environment; Operations Scheduler; Merchandise Coordinator,Loss Prevention Supervisor.Warehouse Order ClerkJOB SUMMARY:To prepare purchase orders to restock warehouse according to automatic reorder levels setby the inventory control program. To monitor goods received to ensure that orders arereceived on schedule, enter items into inventory, and notify accounting department so thatinvoices can be entered into the accounts payable system.ESSENTIAL FUNCTIONS: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 andupdates balance remaining on blanket order.993. Prepares purchase order for items not covered by a blanket order. Proceeds unless thereis 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 vendorand approve price.5. Enters purchase orders in the inventory control system.6. Monitors receipt of shipments and notifies accounting department so that they canprocess invoices for payment.QUALIFICATIONS: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 asRequired.Forklift OperatorGrade: 8Reports to: Warehouse Supervisor Department: LogisticsClassification: Hourly Division: Warehousing100Date: 9/28/2016 Approved: TSBJOB SUMMARY:To operate the warehouse forklift and perform various material handling duties.ESSENTIAL FUNCTIONS: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 locatorcards 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 preparesequipment for daily (overnight) charge.Equipment: Stacker, Counterbalanced Forklift, Electric Jack,—Single and Double PalletCapacity.JOB QUALIFICATIONS:101· Good (9th grade) math, language, reading skills.· Responsible with equipment and vehicles.· Clean driving record (no property damage accidents, or DUIs within the past threeyears).· 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 andsensibly.Strategic DivisionDirector of Real EstatePOSITION SUMMARY:Reports to Vice President of OperationsPlans future store locations and manages real estate decisions surrounding existinglocations to ensure every Greenfield’s store is ideally situated in its community for optimal102travel efficiency for customers and delivery drivers. Negotiates the purchase and sale of allGreenfield’s Owned property.ESSENTIAL FUNCTIONS:Studies geographical traffic patterns and metropolitan growth trendsMonitors real estate offerings in future market areasCoordinates with dozens of independent regional real estate agents to monitor market shiftsand valuationsEXPERIENCE &amp; EDUCATIONBachelor Degree and Commercial Real Estate Brokers LicenseDirector of PurchasingPOSITION SUMMARY :Reports to Vice President of OperationsPlan, direct, or coordinate the activities of buyers, purchasing officers, and related workersinvolved in purchasing materials, products, and services. Includes wholesale or retail trademerchandising managers and procurement managers.ESSENTIAL FUNCTIONS:Represent companies in negotiating contracts and formulating policies with suppliers.103Direct and coordinate activities of personnel engaged in buying, selling, and distributingmaterials, equipment, machinery, and supplies.Interview and hire staff, and oversee staff training.Locate vendors of materials, equipment or supplies, and interview them to determineproduct 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, andprocedures.Maintain records of goods ordered and received.Participate in the development of specifications for equipment, products or substitutematerials.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.104SKILLS:Coordination —Adjusting actions in relation to others’ actions.Active Listening —Giving full attention to what other people are saying, taking time tounderstand the points being made, asking questions as appropriate, and not interrupting atinappropriate times.Critical Thinking —Using logic and reasoning to identify the strengths and weaknesses ofalternative solutions, conclusions or approaches to problems.Speaking —Talking to others to convey information effectively.Management of Personnel Resources —Motivating, developing, and directing people asthey 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 theyreact 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 potentialactions to choose the most appropriate one.Monitoring —Monitoring/Assessing performance of yourself, other individuals, ororganizations to make improvements or take corrective action.105Reading Comprehension —Understanding written sentences and paragraphs in workrelated documents.Writing —Communicating effectively in writing as appropriate for the needs of theaudience.Service Orientation —Actively looking for ways to help people.Active Learning —Understanding the implications of new information for both current andfuture problem-solving and decision-making.Instructing —Teaching others how to do something.Learning Strategie s—Selecting and using training/instructional methods and proceduresappropriate for the situation when learning or teaching new things.Management of Financial Resources —Determining how money will be spent to get thework done, and accounting for these expenditures.Complex Problem Solving— Identifying complex problems and reviewing relatedinformation to develop and evaluate options and implement solutions.Systems Analysis —Determining how a system should work and how changes inconditions, operations, and the environment will affect outcomes.Management of Material Resources —Obtaining and seeing to the appropriate use ofequipment, facilities, and materials needed to do certain work.Systems Evaluation —Identifying measures or indicators of system performance and theactions needed to improve or correct performance, relative to the goals of the system.106KNOWLEDGE:Administration and Management —Knowledge of business and management principlesinvolved in strategic planning, resource allocation, human resources modeling, leadershiptechnique, production methods, and coordination of people and resources.English Language —Knowledge of the structure and content of the English languageincluding the meaning and spelling of words, rules of composition, and grammar.Production and Processing —Knowledge of raw materials, production processes, qualitycontrol, costs, and other techniques for maximizing the effective manufacture anddistribution of goods.Law and Government —Knowledge of laws, legal codes, court procedures, precedents,government regulations, executive orders, agency rules, and the democratic politicalprocess.Mathematics —Knowledge of arithmetic, algebra, geometry, calculus, statistics, and theirapplications.Customer and Personal Service —Knowledge of principles and processes for providingcustomer and personal services. This includes customer needs assessment, meeting qualitystandards for services, and evaluation of customer satisfaction.Transportation —Knowledge of principles and methods for moving people or goods byair, rail, sea, or road, including the relative costs and benefits.107Economics and Accounting —Knowledge of economic and accounting principles andpractices, the financial markets, banking and the analysis and reporting of financial data.Personnel and Human Resources —Knowledge of principles and procedures forpersonnel recruitment, selection, training, compensation and benefits, labor relations andnegotiation, and personnel information systems.ATTRIBUTES:Oral Comprehension —The ability to listen to and understand information and ideaspresented through spoken words and sentences.Oral Expression —The ability to communicate information and ideas in speaking so otherswill 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 soothers will understand.Deductive Reasoning —The ability to apply general rules to specific problems to produceanswers that make sense.Fluency of Ideas —The ability to come up with a number of ideas about a topic (thenumber of ideas is important, not their quality, correctness, or creativity).Written Comprehension —The ability to read and understand information and ideaspresented in writing.108Problem Sensitivity —The ability to tell when something is wrong or is likely to gowrong. 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 orpattern 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 orsituation, or to develop creative ways to solve a problem.Category Flexibility —The ability to generate or use different sets of rules for combiningor grouping things in different ways.Inductive Reasoning —The ability to combine pieces of information to form general rulesor conclusions (includes finding a relationship among seemingly unrelated events).Mathematical Reasoning —The ability to choose the right mathematical methods orformulas 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 withoutbeing distracted.Perceptual Speed— The ability to quickly and accurately compare similarities anddifferences among sets of letters, numbers, objects, pictures, or patterns. The things to be109compared may be presented at the same time or one after the other. This ability alsoincludes comparing a presented object with a remembered object.Selective Attention —The ability to concentrate on a task over a period of time withoutbeing distracted.EXPERIENCE AND EDUCATION:Bachelor’s degree required. 3-5 years of related experience required.Purchasing ManagerPOSITION SUMMARY :Plan, direct, or coordinate the activities of buyers, purchasing officers, and related workersinvolved in purchasing materials, products, and services. Includes wholesale or retail trademerchandising managers and procurement managers.ESSENTIAL FUNCTIONS:Represent companies in negotiating contracts and formulating policies with suppliers.Direct and coordinate activities of personnel engaged in buying, selling, and distributingmaterials, equipment, machinery, and supplies.Interview and hire staff, and oversee staff training.Locate vendors of materials, equipment or supplies, and interview them to determineproduct availability and terms of sales.110Prepare and process requisitions and purchase orders for supplies and equipment.Develop and implement purchasing and contract management instructions, policies, andprocedures.Maintain records of goods ordered and received.Participate in the development of specifications for equipment, products or substitutematerials.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.SKILLS:Coordination —Adjusting actions in relation to others’ actions.111Active Listening —Giving full attention to what other people are saying, taking time tounderstand the points being made, asking questions as appropriate, and not interrupting atinappropriate times.Critical Thinking —Using logic and reasoning to identify the strengths and weaknesses ofalternative solutions, conclusions or approaches to problems.Speaking —Talking to others to convey information effectively.Management of Personnel Resources —Motivating, developing, and directing people asthey 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 theyreact 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 potentialactions to choose the most appropriate one.Monitoring —Monitoring/Assessing performance of yourself, other individuals, ororganizations to make improvements or take corrective action.Reading Comprehension —Understanding written sentences and paragraphs in workrelated documents.112Writing —Communicating effectively in writing as appropriate for the needs of theaudience.Service Orientation —Actively looking for ways to help people.Active Learning —Understanding the implications of new information for both current andfuture problem-solving and decision-making.Instructing —Teaching others how to do something.Learning Strategie s—Selecting and using training/instructional methods and proceduresappropriate for the situation when learning or teaching new things.Management of Financial Resources —Determining how money will be spent to get thework done, and accounting for these expenditures.Complex Problem Solving— Identifying complex problems and reviewing relatedinformation to develop and evaluate options and implement solutions.Systems Analysis —Determining how a system should work and how changes inconditions, operations, and the environment will affect outcomes.Management of Material Resources —Obtaining and seeing to the appropriate use ofequipment, facilities, and materials needed to do certain work.Systems Evaluation —Identifying measures or indicators of system performance and theactions needed to improve or correct performance, relative to the goals of the system.113KNOWLEDGE:Administration and Management —Knowledge of business and management principlesinvolved in strategic planning, resource allocation, human resources modeling, leadershiptechnique, production methods, and coordination of people and resources.English Language —Knowledge of the structure and content of the English languageincluding the meaning and spelling of words, rules of composition, and grammar.Production and Processing —Knowledge of raw materials, production processes, qualitycontrol, costs, and other techniques for maximizing the effective manufacture anddistribution of goods.Law and Government —Knowledge of laws, legal codes, court procedures, precedents,government regulations, executive orders, agency rules, and the democratic politicalprocess.Mathematics —Knowledge of arithmetic, algebra, geometry, calculus, statistics, and theirapplications.Customer and Personal Service —Knowledge of principles and processes for providingcustomer and personal services. This includes customer needs assessment, meeting qualitystandards for services, and evaluation of customer satisfaction.Transportation —Knowledge of principles and methods for moving people or goods byair, rail, sea, or road, including the relative costs and benefits.114Economics and Accounting —Knowledge of economic and accounting principles andpractices, the financial markets, banking and the analysis and reporting of financial data.Personnel and Human Resources —Knowledge of principles and procedures forpersonnel recruitment, selection, training, compensation and benefits, labor relations andnegotiation, and personnel information systems.ATTRIBUTES:Oral Comprehension —The ability to listen to and understand information and ideaspresented through spoken words and sentences.Oral Expression —The ability to communicate information and ideas in speaking so otherswill 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 soothers will understand.Deductive Reasoning —The ability to apply general rules to specific problems to produceanswers that make sense.Fluency of Ideas —The ability to come up with a number of ideas about a topic (thenumber of ideas is important, not their quality, correctness, or creativity).115Written Comprehension —The ability to read and understand information and ideaspresented in writing.Problem Sensitivity —The ability to tell when something is wrong or is likely to gowrong. 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 orpattern 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 orsituation, or to develop creative ways to solve a problem.Category Flexibility —The ability to generate or use different sets of rules for combiningor grouping things in different ways.Inductive Reasoning —The ability to combine pieces of information to form general rulesor conclusions (includes finding a relationship among seemingly unrelated events).Mathematical Reasoning —The ability to choose the right mathematical methods orformulas 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 withoutbeing distracted.116Perceptual Speed— The ability to quickly and accurately compare similarities anddifferences among sets of letters, numbers, objects, pictures, or patterns. The things to becompared may be presented at the same time or one after the other. This ability alsoincludes comparing a presented object with a remembered object.Selective Attention —The ability to concentrate on a task over a period of time withoutbeing distracted.EXPERIENCE AND EDUCATION:Bachelor’s degree required. 3-5 years of related experience required.Purchasing AgentJOB SUMMARY:Reports to Purchasing ManagerTo purchase goods and service for the company in an efficient and economical manner followingestablished policies and procedures in processing purchase orders.ESSENTIAL FUNCTIONS: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 monitorsactivities of purchasing clerks.3. Negotiates cash discounts, volume purchasing discounts, and OEM pricing, etc.1174. Selects vendors on the basis of price, capability, and past performance following departmentalguidelines.5. Makes certain that purchasing documents are completed properly and the terms and conditionsof purchase are appropriate.6. Keeps accurate records, including price histories and any problems in doing business withparticular vendors7. Works closely with managers scheduling production to maintain a “just-in-time” level ofinventory.QUALIFICATIONS:1. Bachelor’s degree and two years of purchasing experience or an associate’s degree with fiveyears of purchasing experience.2. Ability to work independently and also as a team member.3. Strong communication skills.4. Good PC skills.Director of AdministrationJOB SUMMARY:Reports to Vice President of OperationsTo fill the role of corporate administrator, corporate assistant secretary, personnel manager,and legal counsel for the company.118The individual will review all joint venture, real estate, and other legal documents andserve as personnel manager. The individual will also maintain corporate records andtickler systems to ensure timely completion of certain filings and documentation and willoversee office manager activities.ESSENTIAL FUNCTIONS:1. Administration and Real Estate Transactionsa. 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 amonthly, 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 andadministration files.1192. Indirect (policy guideline) responsibility for other files.2. Assistant Corporate Secretarya. 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. Personnela. 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 otheractivities 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 investorsand money partners in a timely fashion.ADDITIONAL RESPONSIBILITIES:1201. Coordinates documentation and presentations necessary for Board ofDirector/Officers/other meetings.2. Coordinates/prepares/distributes notices, proxies, and unanimous consent resolutions.3. Oversees office manager function and receptionist positions.JOB QUALIFICATIONS: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 ClerkGrade: 29 HourlyReports to Administrative DirectorJob Summary:Provides clerical and reception support for the administrative and program staff of theagency, including answering telephones, greeting clients and visitors, making appointmentsand referrals, keying, and filing.121ESSENTIAL FUNCTIONS:1. Greets and refers clients and visitors.2. Composes correspondence, reports, forms, and other documents independently or fromtranscribing machines, notes, or general instruction from supervisor and staff.3. Proofreads material and corrects grammar, spelling, or word usage; receives and screenscallers with complaints or problems and directs them to the appropriate party fordisposition.4. Makes appointments, coordinates meetings, and schedules conference rooms forsupervisors and staff using an online calendar system; arranges hotel and airlinereservations and local travel plans for supervisors and staff.5. Compiles budget data from financial records; prepares claims; maintains records ofbudget transfers; establishes filing system for accounts payables, purchase orders, andequipment inventory; maintains and controls confidential employee or departmental files;schedules maintenance of office equipment.6. Often develops and maintains computerized spreadsheets and databases to enterinformation and generate reports; produces, revises, or refines formal presentationmaterials using presentation software such as PowerPoint ® .7. Answers main telephone system, makes referrals, takes messages, and directs incomingcalls appropriately.8. Receives and logs incoming mail.1229. Types and/or reproduces reports, forms, correspondence, checks, grants, and othermaterial 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.QUALIFICATIONS: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 wordprocessing, spreadsheet, database, and presentation software; e-mail systems; properEnglish 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 problemsand implement or recommend solutions; interpret and apply policies and procedures withinlimits of authority.6. Ability to interact with tact and discretion with supervisors, officials, employees, andthe 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 effectivelydespite interruptions.1238. Ability to plan, organize, and prioritize work; proofread documents; use a computer andrelated 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 DivisionRegional Director of OperationsReport to Vice President of OperationsJOB SUMMARY:Manage, direct, and implement operations strategies and objectives to ensure theachievement of division’s goals. Focuses for short-term goals are on-time delivery, cost ofsales, quality and gross margin, and human resources. Focuses for long-term goals are theformulation, planning, and implementation of strategies.DIMENSIONS:• Total of 814 people report to operations which has an estimated payroll of $17million at different locations.124• 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 $69million or as set by the Vice President of engineering and operations budget.• Responsibility for keeping delinquencies to less than two percent of sales.ESSENTIAL FUNCTIONS:1. Manage the operations function concurrent with:a. Business growthb. Introduction of new operational systemsc. Meeting division financial objectivesd. Major cultural changes demanded by military customerse. Product mix change (components/system)f. Meeting divisional goals in relation to safety, quality, and on-time delivery ofproducts.2. Assess and assist in upgrading the management talent base within operations toachieve growth and meet market needs (i.e. reduced cost, shorter manufacturing/productintroduction cycle times and on-time delivery.1253. Conceive, research, plan, target, and control reductions in cost and product leadtimes on existing and new products.4. Manage and assist in coordinating effort between support departments within theorganization.5. Participate in the implementation of advanced manufacturing technology toimprove 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 keycontributor to:a. The overall long range planning process.b. Establishment and assessment of the division’s annual operating budget as agreed to bythe 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 “ZeroDelays” program. This person also serves on numerous other committees for product linemanagement.12610. Achieve the division’s yearly financial objectives, for all departments reporting to theincumbent, 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 theindustry in which we participate, and to the community in which we live by producing acost-efficient, quality product in a productive environment.12. Plan, prepare, control, monitor, and forecast departmental direct and/or indirectbudgets.13. Participate in actions to maximize division’s “win” posture for follow-on contractsinvolving existing products, such as reduction programs, etc.14. Coordinate needed support to operations areas through intradepartmental interface forsmooth work flow and cost-efficient product.15. Work with the Vice President of engineering and operations to select and establishquality initiatives such as product support teams and statistical process control techniquesas 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 than2% of sales.16. Continuously improve customer satisfaction through programs to reduce delinquencies,provide for on-time delivery, and meet customer quality and cost expectations. Activelyseek customer interfaces to communicate and facilitate customer needs within theorganization.12717. Participate in the implementation of new manufacturing processes, product and systemstechnology to meet the division’s objectives.18. Participate, plan, and prepare the LRP as related to departments reporting to theincumbent to support the division’s strategic goals.19. Provide a leadership role in the integration of efforts within operations, quality, andengineering for the effective introduction of new quality systems and technology withinoperations.20. Establish, prepare, implement, revise, and maintain policies and procedures related tooperations.21. Administer and manage the division’s safety and quality to provide an adequate andsafe working environment.ADDITIONAL RESPONSIBILITIES:None listed.JOB QUALIFICATIONS:The incumbent needs a diversified background with strong technical, business, andmanagerial skills. Decisions are made, based on inputs provided by superiors,subordinates, and peers, consistent with company goals.128District Retail ManagerGrade: 38Reports to: Director of Operations Department: AdministrativeClassification: Salary Division: ExecutiveDate: 9/28/201 Approved: TSBJOB SUMMARY:Administers, coordinates, and implements all retailing activities within the region; andsupervises all new branch installations or existing branch modernizations and/orrelocations.ESSENTIAL FUNCTIONS:The primary challenges of this position are to successfully integrate national retailingprograms into the region, to promote the sales of company-branded products and sundryitems (i.e., produce, package meats, frozen meals etc.), to achieve maximum marketpenetration, and to attain both short- and long-range objectives for retail sales growth. Theincumbent 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 52branch locations.129The incumbent is responsible for the strategic business planning for the retail segment ofthe region’s business. This includes forecasting sales per branch, as well as the profitexpected from the sales. He or she develops the local advertising budget for the region, inconsultation with the zone managers and his or her superior.The incumbent spends approximately 70 percent of his or her time traveling to andworking at branch locations to provide retailing and merchandising expertise to branchpersonnel. This includes advising them on how to properly merchandise the unit; sellingmethods and techniques; handling promotions; supervising demonstrations and clinics oneffective store displays, Deli Menus, shelf positioning etc.The incumbent spends approximately 15 percent of his or her time planning andimplementing new branch locations or relocations, in close coordination with the managerof branches department. This includes the responsibility for final inspection of a newbranch, prior to the company accepting it, to ensure that it conforms to companyspecifications. He or she has the sole responsibility for setting up a new branch from itsconception through the grand opening, including planning the store layout, the productdisplay, etc. within the parameters of the approved standard floor plan. After the grandopening, the line responsibility for the store operation transfers completely to the storemanager, and the incumbent is divested from its operation except as an advisor on retailing,etc.The incumbent is required to periodically develop store layout changes to meet changedbusiness plans and/or needs. After a distribution unit manager accepts the incumbent’splans, it is the D/U manager’s responsibility to obtain cost estimates, completion dates, etc.,130from an area contractor. The incumbent initiates a CER to affect layout changes orimprovements only after approval by the D/U manager and his or her superiors. He or shethen follows the job through to completion to ensure that it is completed according tospecifications. The incumbent is also responsible for ordering all fixtures andmaterials-handling equipment for both new and renovated distribution units.The incumbent keeps the regional manager of branch operations informed of his or heractivities via a weekly route sheet and trip reports. He or she generally has wide authorityin performing most aspects of the job, such as scheduling his or her own workload andmaking day-to-day decisions necessary to perform his or her function. The incumbent hasno personnel supervisory responsibilities, and is not required to recommend or initiatesalary adjustments, promotions, terminations, or hires. He or she participates in thequarterly 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 tomaximize sales and profits.3. Advises the unit and zone managers on store layout changes and/or improvements inline with new merchandising techniques.4. Trains retailing unit personnel in proper merchandising methods, selling procedures,and the running of various types of clinics.1315. Provides input and recommendations to the national retail sales manager on productrequirements and needs, merchandising requirements on promotional pricing needs, pointof sale, in-store needs and advertising needs, store layout changes, etc.6. Keeps informed of competitors’ activities through review of information from thefield or from other sources.ADDITIONAL RESPONSIBILITIES:1. Assists the zone managers with retail manpower forecasts and salary budget plans tobe included in the SBP.2. Assists in the development of retail sales at the unit.JOB QUALIFICATIONS:The talents required for this position include an excellent knowledge of retail selling withan extensive knowledge of merchandiser retailing, including advertising andmerchandising planning, inventory turnover, return on investment, and sales per squarefoot, plus the overall ability to use tact and discretion to achieve his or her purposesthrough others. In addition, he or she must remain knowledgeable about the fast-movingdevelopments in the retailing and merchandising fields.In order to fulfill the requirements of this position, it is highly desirable for the incumbentto: have 8-10 years of business experience with at least 5 years’ experience in retail sales132and marketing and several years’ experience in general management concepts such asplanning, accounting, administration, and economics, with specialized on-job training inreal estate construction, leasing, site selection, etc. The education level required for thisposition is a bachelor’s degree, or equivalent, in marketing, business administration,economics, or finance.133Branch Store ManagerReports to District ManagerSalary plus profit shareJOB SUMMARY:To manage operation of branch store, following company wide schedule of promotions andspecials, scheduling working hours and supervising salesclerks in stocking merchandise,arranging displays, operating checkout stations, and providing customer service.ESSENTIAL FUNCTIONS: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, treatcustomers in a courteous manner, and become familiar with merchandise and its locationwithin store.3. Follows company schedule for special promotions and sales. Oversees merchandisedisplays and overall appearance and cleanliness of store. Makes sure any special pricesigns 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 peakcustomer traffic while minimizing total hours worked.1345. Oversees ordering of merchandise from distribution center according to inventoryautomatic replacement system. Makes periodic physical spot checks of inventory to ensurethat computerized records are being maintained accurately.6. Checks daily sales reports and cash receipts. Makes sure all monies are depositedregularly 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 provideassistance as required.QUALIFICATIONS:1. Bachelor’s degree and at least two years of retail experience is desirable, but less formaleducation and more on-the-job experience may be substituted.2. Good organizational skills as well as an ability to motivate and communicate effectivelywith staff.135Store Level Staffing Positions as Follows:Assistant Store Manager :Reports to Store ManagerResponsible for assisting the Store Manager. In the absence of the Store Manager, theAssistant Manager is in charge of the store, with analogous authority, duties and powersas the Store Manager. The ASM is responsible for the supervision of all store employeesand 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 trackrecord of exceptional customer service and team support136Department Managers are held accountable for their departments’ results in providing superiorservice, increasing sales, improving gain, and containing cost, as well as training, supervising,scheduling, and assigning duties to clerks in their department. Department Managers are alsoresponsible 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 Managerdesigns and implements the recipes for fresh baked breads, pastries and cakes and isresponsible for maintaining bakery equipment, automation and robotics.Qualifications: High School Diploma or equivalent, clean criminal background, and to ormore years experience in grocery industryDairy Manager :Reports to Assistant Manageroversees dairy department stockers to oversee optimal stock rotation to ensure stockfreshnessQualifications: High School Diploma or equivalent, clean criminal background, and to ormore years experience in grocery industry137Grocery Manager :Reports to Assistant ManagerOversees packaged item stockers to ensure optimal shelf placement and displayeffectiveness, also ensures freshness through shelf rotation.Qualifications: High School Diploma or equivalent, clean criminal background, and to ormore years experience in grocery industryLiquor Manager :Reports to Assistant ManagerSupervises liquor clerks to ensure age ID protocol is followed and monitors alcoholproducts with liquor department specific security processes are employed to preventshoplifting and employee theft.Qualifications: High School Diploma or equivalent, clean criminal background, 25 yearsor older and to or more years experience in grocery industryFloral Manager :Reports to assistant store managerResponsible for floral arrangement design and order fulfillment, coordinates floraldelivery times and drivers.. Also responsible for displays in greeting card and partysupply aisles.Qualifications: High School Diploma or equivalent, clean criminal background, and to ormore years experience in grocery industry, drivers license138Meat Manager :Reports to Assistant ManagerCertified Journeyman Meat Cutter who oversees meat cutting and storage. Responsiblefor all meat department employees to ensure meat cut and delivered to the shelves in amanner to minimizes waste while maximizing freshness and sanitation.Qualifications: High School Diploma or equivalent, clean criminal background, and to ormore years experience in grocery industry, completed Meat cutters apprenticeshipProduce Manager:Reports to Assistant ManagerOversees produce truck unloading to minimize produce exposure to weather, overseesproduce employees and their schedule to ensure adequate staffing is available forshipment receipts. Also responsible for hand picking choice vegetables upon delivery andtransporting them to the deli for use in salads and delivered meals. Also responsible fortesting produce for pesticides and researching shipment sources to ensure that produce isfrom certified non-GMO farms.Qualifications: High School Diploma or equivalent, clean criminal background, and twoor more years experience in grocery industry.Deli Food Services Manager :Reports to Assistant Store Manager139Responsible for designing menu of hot foods, delivered meal plans and pre cooked delimeats and cheeses.Calibrates, programs and maintains automation and robotics equipment used to producehot meal plan products. Schedules deli department employees and coordinates hot mealsdelivery schedules with delivery driver contractors.Qualifications: High School Diploma or equivalent, clean criminal background, and twoor more years experience in grocery industry.Front End ManagerReports to Assistant ManagerThe front part of the store where the checkstands are located.Front End Manager Oversees Checkers by approving certain transactions and ensuringCheckers 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 ormore years experience in grocery industryGrocery Manager :Reports to Store ManagerSupervises and coordinates the activities of the Grocery Department and its employees,including ordering, merchandising, and labor control. Facilitates the movement ofproduct from the receiving area; stocks product on the shelves including facing, cleaning,140and rotating product. Assist the Store Manager and Assistant Store Manager insupervising the operations of the store. Ensure the production of quality merchandise andservice consistent with Greenfield’s standards.Qualifications: Associates Degree and more than 4 years experience in grocery industry.Inventory Control Clerk (ICC ):Reports to Grocery ManagerThe 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 twoor more years experience in grocery industry.Meat Manager :Reports to Assistant Store ManagerThe Department Manager of the Meat Department. Assigns daily duties to meat clerksand meat cutters. Prepares and cuts meat in accordance with company standards onmerchandise 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 twoor more years experience in grocery industry.141Cashier :Reports to Front-End Shift Supervisor.The primary function of this position is to operate computerized cash register to itemizeand total customer’s purchases. The Cashier collects payment from the customer, processtransactions, places purchased items in bags, and checks identification for liquor andtobacco purchases. The Cashier may also return defective or unwanted merchandise,troubleshoot card reader and scanner errors, replace paper in printers, deal with customercomplaints or price disputes, and answer the store telephone.Qualifications: Clean criminal history, pleasant personality, 16 years and olderChecker :Reports to Front-End Shift SupervisorOperates the checkstand to process customer purchases; provides customer service.Qualifications: Clean criminal history, pleasant personality, 16 years and olderNight Crew Consists of the Night Crew Supervisor, Night Crew Stockers, and NightCrew Order Writer. See below.Night Crew Stocker :Reports to Department ManagerFaces merchandise on shelves in the store for attractive appearance; stocks items on storeshelves; dusts and washes shelves as needed; checks temperatures in cold cases, coolers,142and freezers. Also responsible for store security, maintaining aisles with a clear walkwayand may occasionally function as cashier/checker.Qualifications: High School Diploma or equivalent 18 or olderNight Crew Supervisor:Reports to Assistant ManagerSupervises night stocking staff; fills, rotates and faces shelves with stock. When no othermanagement is present, acts as the senior person in the store; all questions and problemsmay be referred to him/her. Also responsible for store security and cashier duties asnecessary.Qualifications: High School Diploma or equivalent, clean criminal background, and twoor more years experience in grocery industry.Order Writer :Reports to Grocery ManagerResponsible for daily reviewing of the Out of Stock reports and ordering groceryproducts. Out of Stocks (OOS) Items not available on the shelf for the customer.Qualifications: High School Diploma or equivalent, clean criminal background, 18 orolder.143Receiving Clerk:Reports to Grocery ManagerAlso known as the Back Door Receiving Clerk (BDR). Oversees the delivery of allgrocery item inventory.Definition of TermsQualifications: High School Diploma or equivalent, clean criminal background, and twoor more years experience in grocery industry.MULTI-STEP PLANNING PROCESSManagement planning is the process of assessing an organization’s goals and creating arealistic, detailed plan of action for meeting those goals. Much like writing a businessplan, a management plan takes into consideration short- and long-term corporatestrategies. The basic steps in the management planning process involve creating aroadmap that outlines each task the company must accomplish to meet its overallobjectives.(1)Establish GoalsThe 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-relatedprojects. Where possible, objectives should be described in quantitative or qualitativeterms. An example of a goal is to raise profits by 25 percent over a 12-month period.144(2)Identify ResourcesEach goal should have financial and human resources projections associated with itscompletion. For example, a management plan may identify how many sales people it willrequire and how much it will cost to meet the goal of increasing sales by 25 percent.(3)Establish Goal-Related TasksEach goal should have tasks or projects associated with its achievement. For example, if agoal is to raise profits by 25 percent, a manager will need to outline the tasks required tomeet that objective. Examples of tasks might include increasing the sales staff ordeveloping advanced sales training techniques(4)Prioritize Goals and TasksPrioritizing goals and tasks is about ordering objectives in terms of their importance. Thetasks deemed most important will theoretically be approached and completed first. Theprioritizing process may also reflect steps necessary in completing a task or achieving agoal. For example, if a goal is to increase sales by 25 percent and an associated task is toincrease sales staff, the company will need to complete the steps toward achieving thatobjective in chronological order.(5)Create Assignments and TimelinesAs the company prioritizes projects, it must establish timelines for completing associatedtasks and assign individuals to complete them. This portion of the management planningprocess should consider the abilities of staff members and the time necessary torealistically complete assignments. For example, the sales manager in this scenario may145be given monthly earning quotas to stay on track for the goal of increasing sales by 25percent.(6)Establish Evaluation MethodsA management planning process should include a strategy for evaluating the progresstoward goal completion throughout an established time period. One way to do this isthrough requesting a monthly progress report from department heads.(7)Identify Alternative Courses of ActionEven the best-laid plans can sometimes be thrown off track by unanticipated events. Amanagement plan should include a contingency plan if certain aspects of the master planprove to be unattainable. Alternative courses of action can be incorporated into eachsegment of the planning process, or for the plan in its entirety.MULTI-STEP BUDGETING PROCESSAt 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 budgetobjectives are being met. Then the budget is either approved or sent back down the hierarchy foradditional refinement.Our budget process is characterized by several essential features including: incorporating along-term perspective, establishing linkages to broad organizational goals, focusing budgetdecisions on results and outcomes, involving and promoting effective communication withstakeholders, and providing incentives to GCPG management and employees.146Types of Budgets Used by GCPG● Sales Budget: This data includes the sales budget forecasts by month, sales area andproduct.● Production Budget: This budget is expressed in physical units which includes capacitiesof machines, economic quantities to produce and availability of materials.● Cost Budget: The cost budget is used for areas of the organization that incur expenses butno revenue, such as human recourses and other support departments.● Cash Budget: This is essential to GCPG. It is prepared after all other budget estimates arecompleted. The cash budget shows the anticipated receipts and expenditures, the amountof working capital available, the extent to which outside financing may be required, andthe periods and amounts of ash available.● Capital Budget: The capital budget is used for the cost of fixed assets like buildings andequipment. These costs are treated not as regular expenses but as investments because oftheir long term nature and importance to GCPG’s productivity.● Master Budget: The master budget includes all the major activities of GCPG. It bringstogether and coordinates all the activities of the other budgets and can be thought of asthe budgets of budgets.147The following are the steps of the budgetary and financial planning process for GCPG:Step oneDevelop GCPG financial goalsThis 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 expenses148● Track GCPG spending○ After tracking, make a budgetWays 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 creditOptions:1. Monthly Payment Schedule or Calendar2. Budget Box3. Computer Spreadsheet4. Recordkeeping5. Expense Envelope System (if you pay your bills in cash)Step twoIdentify resources● Cash● Liquid securities● Credit linesStep threeIdentify alternative courses of action and consult past plan149Developing alternatives is crucial for making good decisions. Although many factors willinfluence the available alternatives, possible courses of action usually fall into thesecategories:● Continue the same course of action: We may determine that the amount savedeach 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 thepossible alternatives will help to make more effective and satisfying decisions.Step fourEvaluate alternativesEvery decision closes off alternatives. Opportunity cost is what the company gives up bymaking a choice● Assess: risk, time value of money;● Consider: current situation, values, economic factors.● Evaluating Risk: Uncertainty is a part of every decision.Step fiveCreate and implement a financial action planThis step involves developing an action plan that identifies ways to achieve our goal andthen executing those plans after completing the four steps listed above first.Step six150Review and revise financial planSpending plan periodically (about every 6 months)Financial goals and spending priorities after 12 months or any life changing eventCredit report every 4 months (once a year from each credit reporting agency)Much of this includes, identifying and evaluating potential opportunities, estimating operatingand implementation costs, estimating cash flow, assessing risk and implementing plan.Greenfield’s uses a balanced scorecard, in which managers use a number of different financialand operational metrics to track performance and control GCPG. All budgets are reviewedmonthly, with the exception of the Master budget which is reviewed yearly.ORGANIZATIONAL CULTUREGreenfield’s Click and Pick Grocery’s organizational culture is mainly focused on teams.However, the company also maintains other cultural variables that contribute to businessperformance. The most important characteristics of GCP’s organizational culture are as follows:1. Commitment to environmental sustainability2. Commitment to ethical decision making3. Focus on teams4. Encourage Participation5. Sponsor Employee Semi-formal interactions6. Promote Transparent Reporting151Commitment to Environmental Sustainability:Greenfield’s founders built the business model around a a series of services that not only savecustomers time but also reduces their carbon footprint by increasing energy efficiency in theprocessing used to create the final products and reduce all packaging wastes. Customers whoutilize the delivery services reduce greenhouse emissions and fossil fuel consumption throughthe use of electric delivery vehicles that are charged from certified near zero emissions powersources. Greenfield’s onboarding process dedicates 20 hours of classroom training on carbonemissions, waste management and fossil fuel consumption and sustainability and describes thecarefully engineered processes utilized by the Greenfield’s Click &amp; Pick business model. Everyyear each Greenfield’s associate is required to attend a one day class on environmental impacts ofthe grocery industry and participate in at least 2 days of environmental volunteering to qualifyfor bonus paid time off opportunities.To encourage the advancement of Greenfield’s sustainability technologies, associates arerewarded for submitting suggestions for environmentally beneficial operating processes.Rewards for ideas that become implemented, based on the magnitude of impact range fromrecognition 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 itsemployee shareholders requires the application of ethical considerations for all businessdecisions. Every new hire must complete a four hour course on how ethics apply to the grocery152providing business where role playing simulates many ethical dilemmas that an associate mayface over the course of their career.The enforcement of these ethical values is supported by an anonymous tip line to the HumanResources Vice President. In addition every Greenfield’s employee is required to complete anannual two hour updated course on ethical scenarios in the workplace.FOCUS ON TEAMBUILDINGGreenfield’s organizational culture is most noted for its emphasis on teamwork. Every level ofthe organization has teams. Even the Vice President’s function as Co-Presidents. This feature ofGCPG’s organizational culture enables the company to optimize employee morale and reduceturnover. Employee morale and perception is important to the company. In fact, one ofGreenfield’s core values is “Supporting team member happiness and excellence meeting ourchallenges and opportunities as: one team, focused on common goals.” Thus, the company’sorganizational 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. Themonthly winner receives two consecutive paid days off.Participation . GCPG also supports extensive employee participation in the context of itsorganizational culture. For example, in the company’s hiring process, employees participate inselecting their team members. In addition, the firm’s organizational culture encourages various153social 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 amongworkers.Three visionary team members from management roles are selected by region for theirelaboration and implementation of the Greenfield’s vision, the winners are granted an additionalweek 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 meaningfulconversations employees have with each other and even with customers. GCPG also maintainsonboarding programs where new hires build social relations with other employees. Thischaracteristic of the company’s organizational culture supports rapport among workers andcustomers.Greenfield’s sponsors and encourages weekly participation on company softball team, bowlingleague and golf clubs. Regional team outings are held quarterly with large sponsored events suchas the annual company picnic, zoo day, and adventures that have included mountain climbing,paintball, whitewater rafting and ziplining for the whole family.TRANSPARENCYGCPG’s organizational culture also integrates the principle of transparency. The company aimsto keep stakeholders informed. Greenfield’s provides financial reports not just to investors but154also to employees. Employees use this information to understand the firm’s situation. Thischaracteristic of GCPG’s organizational culture strengthens workers’ appreciation of thebusiness to motivate them for higher productivity and minimal turnover.To ensure a culture of honesty and transparency, quarterly catered lunch meetings featurepresentations from one of the company Vice-Presidents who will explain changes in strategy aswell as policies and issue Greenfield’s Goals and Objectives progress updates.RECRUITING AND SELECTION PROCESSRecruitingGreenfield’s uses a simple plan for recruiting and selecting employees to be hired for a variety ofpositions. At GCPG, employees are highly valued. Therefore, the first people to be consideredfor openings within the company, are current employees. The GreenHire website is provided toemployees who are looking to move, whether it is the same position or for a promotion. Withthis process, managers are able to review candidates to determine if they are the right fit for theposition. These postings will be available internally for two weeks. If a suitable candidate is notfound, it will be posted on the GCPG Careers website for external applicants. For thoseinterested in other store based positions, they can apply online or leave their resume with a storemanager. From there, they will be added to a waitlist if no positions are currently open or if aninternal search is in progress. For specialist positions, GCPG advertises the position externallythrough the website and online advertisements.155At GCPG, we strive to use the most cost effective route for recruiting employees. We make itsimple 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), applicantscan find out about local jobs, managerial positions, and main office positions. Both websiteshave a Quick App feature, which allows applicants to submit applications directly.Selection ProcessGreenfield’s prides themselves on customer service and being the best grocery store in thenation. This is only possible due to the employees who run the company. The selection processfor external applicants for managerial positions will be reviewed and the most qualifiedcandidates will receive an initial phone interview. The top three candidates from the phoneinterviews, will be asked for an in-person interview with current management of that location orsurrounding locations. From there, the most qualified applicant will be selected based on therequirements for the job position.The selection process for internal applicants is much faster due to GCPG and managementknowing the individual applying for the position. Many items are considered when hiring aninternal applicant for other positions or the same position at another location. These include,attendance, disciplinary history, teamwork and qualifications for the position open. For allpositions 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. Thepurpose of this is to provide examples of situations which happen in the workplace and for156management to learn how the applicant would respond. Candidates approved will be offered jobpositions once the full assessment and process has been completed.TRAINING PROCESSIn Greenfield’s Click and Pick Grocery (GCPG) training is essential to our success and essentialto 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 processesfor retail hourly associates, technical and operational training for managers and leadershiptraining for the company’s executives. Training Specialists facilitate training classes andworkshops to deliver technical, general management, leadership and cultural change courses toGreenfield’s managers at all levels. Additionally, they deliver training necessary for theimplementation of innovations at Greenfield’s. Here are two positions in the Education, Trainingand Development team: training developer, and training specialistTraining is provided in three venues:1. Through on-the-job training from department experts or store managersOur stores has “in-store educators” or “store trainers” and many individual teams have ateam trainer.Throughout the company various learning techniques are utilized fortraining, including personal one-on-one, group, video, computer-based and printed studymaterials. If you join us, here are some of the ways you will learn about our business:157● 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,taste-testing● Customer service training: how to “wow” our most important stakeholder● “Good Organics” training: product segregation and handling requirements perthe 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 careconsumer● Employment-related training: preventing workplace harassment, diversity inthe 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 below2. In computer training available in the storeOur online ” Greenfield’s Click and Pick Grocery University” (GCPG- U) was created toprovide team members with information and education on a vast array of topics.158GCPG-U taps into the great wealth of information and creativity found among our teammember base and in our company’s leadership, making learning personal and fun.The education and development tools available through GCPG-U— which includeself-paced courses and video vignettes — are intended to connect team members andteam leaders to our core values, and to improve and deepen their knowledge of ourcompany and our industry.The GCPG-U website is accessible internally to all team members, and is frequentlyupdated 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 Members3. At workshops with peers, held at various locationsSome workshops with peer training is as basic as how to use a particular knife to cut meator in what order ingredients should be placed on bread. There are thousands of basicskills being taught in our stores each day. They are every bit as important as the morecomplex skills taught in off site workshops.159Some training is more difficult, such as courses in Food Safety, First Aid and BloodbornePathogens, and Store Accounting. And then there are the more abstract skills that we tryto teach as clearly as possible, such as Exploring Leadership Styles and MasteringEffective Communication.When associates feel they have mastered the skills in one position and want to advance toan entry-level management position or into a higher management position, they cannotify the company of their interest .FACILITATING COMMUNICATION AND FEEDBACKConsistent with Greenfield’s structure as an employee owned enterprise, we place the highestpriority to gathering and evaluating the input from employees at all levels to ensure that everybusiness decision is made with the best information available. It is vital that the pathways for thisemployee feedback mechanism are cultivated and nurtured throughout all pay levels and that anyemployee found discouraging feedback from subordinates be disciplined. Innovation andefficiency improvements by employees will be rewarded through recognition, paid time off andat times, at the highest levels will include financial royalties to be paid to team members whodesigned and implemented the innovation. We believe that an additional annual idea royaltybonus encourages the innovators to further develop their ideas in ways that overcomeimplementation obstacles that often plague process improvements. The following processes willbe an integral part of the culture of Every Greenfield’s Click &amp; Pick location:1601. Internal Greenovation Dept : fully funded branch of R&amp;D that collaborates withemployees of other departments throughout the organization in development of employeegenerated innovations and cost cutting processes. Department is responsible for creatingand enforcing and implementing employee innovation rewards.2. Anonymous Hotline: to report policy violations and disparaging treatment bysupervisors regarding innovation 1-888-GREEN4U3. Idea Box: located in every breakroom for suggestions and to recommend coworkers forrecognition for excellent acts of service4. HR- Direct Hotline : for anonymous questions or concerns on how policy might apply toparticular situations.5. President’s “Greenovations Direct” direct email: ensures all process innovationssubmitted get appropriately credited to the correct employee and when appropriate,assigned the R&amp;D budget for prototype testing.6. Greenthink Lab: a resource room at every Greenfield’s location that showcasessuccessful implementation of employee innovations which features a scale model ofstore, supply chain, budget implementation and efficiency impacts in addition to weeklyvisits by R&amp;D engineers to brainstorm and further develop new ideas. Employees arewelcomed to participate in the lab for one paid hour a week if they choose or unlimitedparticipation during off clock hours.7. Store Manager Walk-Through: Monthly store manager schedule to meet with eachemployee for a 5 minute break and encourage sharing of observations of areas that might161be improved, during which time manager also distributes bonus checks and recognitionawards.8. “Greennovation Royalties Rewards” : compensation plan that shares 2% of the profitsof an implemented employee proposal, paid monthly for the first 12 months of innovationimplementation. Royalties extended further for continued development of their initialidea.In any workplace, forming a strong team to work together to achieve a common vision, project orgoal is a huge advantage.FACILITATING TEAMWORKStrengthening teamwork in an office environment can contribute to a greater sense of unity,improved productivity, and employee satisfaction. Establishing team-building goals, clarifyingemployee roles and responsibilities, holding regular team meetings, and organizing socialactivities are all effective ways to increase camaraderie and cooperation. Ideally, the lessonslearned during teamwork-building exercises will carry over into day-to-day operations, makingeveryone work better and more efficiently.Step 1Share a common goal. At its core, a team is a group of people working together to accomplish ashared goal. In any teamwork-building effort, you’ll need to remind your employees that theyneed to work together to accomplish that common goal.Remind employees why the team they’re on exists, and emphasize the importance ofcollaboration and cooperation. Prioritize team efforts based on the common goal being worked162towards. Consider creating a motto, award, or motivational poster that emphasizes and rewardsteamwork.Step 2Develop a vision statement reflecting your goal. In addition to having a shared goal, you maywant to consider drafting a vision statement for your employees to follow. Your vision statementshould reiterate the importance of teamwork, shared values, and inclusion in the workplace. Yourvision statement should specify what inclusion should look like in the workplace.Try to establishspecific behavioral expectations of your team. These expectations should foster a trusting, open,and cooperative environment. Give concrete recommendations for your employees. Don’t useabstractions or metaphor; be clear, concise, and specific.Step 3Reinforce office roles. As a manager or supervisor, your role is sort of a coach to youremployees. But each employee should have a role as well. These roles should be clear to theemployees, 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 youremployees find ways to help one another.Step 4Promote open communication. Miscommunication is threatening to the wellbeing of anyorganization. It could cause the team of employees to lose focus, trust, and morale. It’s better toaccidentally over-communicate than to risk under-communicating.Try to understand every aspect of the issue at hand.163Clarify errors and clear up misunderstandings as soon as they arise. Reinforce teamwork andcooperation, and recognize your employees’ efforts.Step 5Address non-cooperative behavior. At some point, if you oversee operations and lead a team ofemployees, you may encounter someone who rejects teamwork and has a hard time being a teamplayer. This person may be a “loner” type, or might simply not believe in the shared goals you’velaid out for your employees. No matter what the situation may be, you’ll need to address thisbehavior head-on to prevent your other employees from being affected. Have a calm, directconversation 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 ofthat 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 forhim.COMPENSATION POLICIESIn keeping with Greenfield’s employee owned enterprise beliefs that are founded oncompensation by performance, the base pay plans will reflect a 10% lag behind local medianmarket pay for similar job classifications. However, with the costs of a comprehensive full timebenefits package factored into the equation, Greenfield’s associates typically enjoy pre-bonus164compensation at levels competitive to the local labor market for similar job classifications. Stockoption bonuses issued to all employees further enrich the compensation using the formula:Hours worked x years of service x management ranking = number of stock optionsBecause Greenfield’s believes in a flat compensation hierarchy, promotion from within and astabile and enthusiastic team of associates, these bonus plans are designed to provide veryaggressive compensation in profitable years, with formulas that allow the potential for manymanagement and skilled class employees and many senior tenured employees to receive stockoption bonuses that often exceed their own base annual pay. In this system, during lean yearslabor costs shrink, which allows the sustainability of the firm. With that philosophy Greenfield’sutilizes annual salary caps on top executive pay at $1 million dollars; however, qualifyingbonuses beyond the annual salary cap can be rolled forward to subsequent years at times when ahighly compensated executive may fall short of the salary cap bonus level. Greenfield’s believesthat this unique executive compensation plan fosters decision making strategies that result inlong 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 previousyear Bureau of Labor Statistics using the base metric of median market wages for the region thateach store operates. However, corporate assigned employees pay utilizes a hybrid formula fornational 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 HumanResources, using flexible assessments of each employees current and future potential value to the165organization in skills, value as a cooperative team member, track record of strategicallysuccessful decision making, years of tenure and relevant training for the position. BecauseGreenfield’s believes that familiar faces are a key strategy in creating community loyalty, itwould be expected that personnel in identical positions may have considerable differentcompensation due to the multiplication of tenure variables. By applying such a policy theorganization intends to reward loyalty among career employees regardless of education, trainingor career path, stability is the foundation on which Greenfield’s bonus structure is founded upon.Pay Grades By LevelExecutive – 1: CEO, President, Vice Presidents range 300%-1000% of local market medianwages. Performance awarded bonuses are awarded for quality earnings and sustainability. Idealannual performance in these roles can expect annual stock bonus values to reach as high as themid to upper six figure range in addition to base pay. Total compensation, capped at $1 millionwith 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 managers225%-400% of local market median wages weighted to budget volume and number ofsubordinates managedManagement – 2: Assistant store managers, department managers, office managers, inventorymanagers, process managers= 125%-250% of local market median wages166Skilled Hourly – 1: accountants, meat cutters, chefs, nutritional analysts, information technologytechnicians, paralegals, licensed maintenance positions. 115%-225% of local market medianwagesSkilled Hourly – 2 : uncertified maintenance specialists, menu designers, research support staff,marketing staff, lower level supervisory positions and customer service operators 90%-200% oflocal market median wages.General Hourly – positions not requiring supervisory duties or budgetary responsibilities. Beginat 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 forboth new fathers and mothers, limited to two leaves per decade in addition to standard FMLAoffered.Hourly employees paid overtime in flex hours, or at discretion of management, time and halfrate, 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 weeksAnnual bonus common stock issue of 10 shares issued for every year of tenure in December ofevery fully employed year issued December 1st.167Additional bonus stock options issued at rate of 5% of declared corporate profits of previousyear, divided among employee in formula of : management tier (1-50) x hours worked x yearstenure= assignment number of profit share in stock options.Innovation Royalty Pay Bonus at sole discretion of Human Resource Department with noguarantees or expectations of continuation implied.MOTIVATION FOR THOSE WHO WORK FOR THE COMPANYAt Greenfield’s we believe employees, and customers are the most valuable resource and doeverything to ensure they are motivated and successful. We provide a great work environment togive 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 inmany different ways in order to prove that the company not only cares about profit they can gainfrom employees, but also employees’ needs.Happy employees make happy customers; for this reason, Greenfield’s invests in intrinsic andextrinsic rewards.Intrinsic reward is the reward achieved by having a motivation that is driven by an interest orenjoyment in the task itself, and exists within the individual rather than relying on externalpressure or desire for reward.168Greenfield’s Click and Pick Grocery takes all of its effort to make employees feel like they arepart 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 moreengagement with the company. Another fact would be by calling all their levels with their firstname and only displays the first name on the ID badge. Sooner, from hourly associates to topmanagers or even company founder call each other by their first names only. Everyone in thecompany is getting more involved by calling the other’s first name because it can create afamily-oriented business instead of boss-oriented one.Greenfield’s also makes sure their employees are given jobs that are not easy, instead they givethem challenging ones, they encouraged competition among their associates in order to keepthem on their toes and working hard, Greenfield’s also advocated a term called‘cross-pollination’, whereby managers from different departments would switch jobs with eachother in order to stay challenged. By doing this, the employees will feel respected because theyare believed that they have the potential to achieve challenging task and make a goodperformance results.Greenfield’s knows that educated employees working for the company will be lead to a positiveworking environment and high customer satisfaction from the knowledge gained by attendingcollege in hopes of graduating with a college degree. College assistance is given to employees toattend 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.169Greenfield’s employees understand and appreciate how the company promotes from within andhow the company assists with the employee’s college education giving each employee a positiveexperience while employed at Greenfield’s.Extrinsic reward is a reward such as money, gifts, promotion and recognition. Greenfield’s alsohad implemented employee of the month award every month an employee with exceptionallygood performance will be chosen; his or her photo will be posted on the “Best Employee of theMonth.” Another implementation are bonuses like cash incentive plan for employees to getadditional income depend on company’s performance. In addition, in Greenfield’s every staffreceives 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’sto motivate their workers, for extrinsic motivations Greenfield’s encourage their workersthrough health care benefit and financial benefit. All associations at Greenfield’s and theirimmediate 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 alower/discount price to buy stock from Greenfield’s , and sometimes the workers can getadditional income depending on the company performance.As a result from both extrinsic and intrinsic motivations, Greenfield’s has created an excitingenvironment workplace with respect, prospective, and value. Beside emotional motivation,Greenfield’s also provides educational motivation via many training programs such astechnology, leadership, and management to all of it associates.170JOB SATISFACTION, EMPLOYEE QUALITY OF LIFE, AND WORK/LIFEBALANCEOne of the Greenfield’s Click and Pick Grocery main goal is excellent customer services, and theonly way to achieve this goal is through this formulaHappy managers = happy workers= happy customersFor this reason, GCPC works in this formula in order to create job satisfaction for employees andalso give the employee opportunity to exchange opinions and ideas creating employee qualityand work/ life balance● GCPC involves employee to social events and parties: parties or special events are heldfor important holidays( ex: Christmas, Easter, company’s anniversaries.)● Encourage social activities like potluck, employee talent show. Sign up sheet foremployees who are interested● Provide free lunch;more set up small recreational facilities● Total Health Immersion: Greenfield’s Click and Pick Grocery offers Team Membersfour Total Health immersion programs (two in the spring, two in the fall), which providethe knowledge, tools and support they might need to create and sustain long-term healthylifestyle changes. Each program features a variety of intensive health and wellnessprogram experiences, presented by expert doctors known in their field for cutting-edgepreventive medicine. The programs include lectures, cooking demos, guided workouts,field trips and more, which take place over the course of a week at different resortdestinations around the U.S.171● Rally Health: Through this personalized digital experience, Team Members and theirUnitedHealthcare enrolled spouses/domestic partners have access to programs for losingweight, reducing stress, quitting smoking, and much more. Participants receive support toeasily track their progress, stay on course and earn rewards while doing so.● Team Member Volunteer Program: Through this program, Team Members can travel for2-3 weeks to the communities where Greenfield’s sources products and funds microcreditclients through its Green Planet Foundation. On these trips, Team Members can immersethemselves in a new language and culture and make a lasting contribution to thecommunities by fulfilling community needs (i.e., helping to build a school or plantgardens).REDUCTION OF TURNOVERIn 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, whichleads to lower turnover. Each employee has a development plan that is reviewed annuallyand contains a variety of growth opportunities.2. Recognition of Good Performance:Greenfield’s reinforces people for doing good work and lets them know they areappreciated. Tangible and intangible rewards from management for appreciation for172workers who excel. This improves morale and makes sure employees receive sincereappreciation by management on a continuing basis.3. Build Trust:By extending trust to our employees and creating a real environment, leaders willinglysupport the employees working for GCPG. Due to this, employees have a higher trusttowards the company.4. Reduce Boredom:It is important to GCPG and managers to craft job duties and responsibilities such thatpeople are actively engaged in the work every day. No employee is over or underutilized.5. Communicate more:Communication takes many different forms and is a constant priority for all levels ofmanagement. GCPG encourages communication through email, website, Idea Box,anonymous hotline, internal Greenovation Department, Greenthink Lab, and thePresident’s Greenovation Direct.6. Cross Train:Many employees can be trained on several different jobs and recognize they are of highervalue to the organization. Along with the pleasure of having more variety of work, GCPGemployees appreciate the ability to take on additional skills. Having good bench strengthallows the organization to function well, even during times of high vacation or illness.7. Don’t over tax:173Greenfield’s main resource is the employees. GCPG realizes this resource can only bestretched so far. The goal is to maintain a normal workload for employees in order tokeep employees healthy and happy.8. Keep it light:At GCPG, we strive to keep employees motivated and not overloaded. To do this, wework with the employees to set attainable but challenging goals for them. This keeps thepressure for success at a reasonable level.9. Feedback Performance:Management provides feedback to employees when requested and on a weekly basis tokeep communication open. This maintains GCPG employee performance and gives themfeedback 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 anenvironment where the culture is upbeat, positive, and has high trust. GCPG emphasisesthe need of senior leadership to make sure there are no weaker areas in the managementchain.CONFLICT RESOLUTION PROCESSIt is important to be able to identify conflict in the workplace and know how to quickly andeffectively resolve the underlying issues in a positive way. Resolving conflict in a positivemanner can lead to much-improved professional and personal relationships. Mastering a few174fundamental 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 ajob contract negotiation, conflict resolution is best approached through a deliberate process thatconsiders the different conflict resolution styles of each participant. Done well, conflictresolution can save relationships, time and resources, while improving productivity and helpingmove projects forward toward completion.Five Steps to Conflict Resolution1. Set the ScenePromoting 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 besure you hear and understand them correctly.2. Gather InformationAn important conflict resolution tool, especially in a human resources setting, is the ability to godeeper 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 viewyour actions from the standpoint of the other person.175Here 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 howthe 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 feeland what you observe: “I feel that this problem is affecting the work environment,” or “I’mhearing 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 feelsfrustrated about their conflicting communication styles.3. Agree to the ProblemConflict resolution skills can only come into play when the true problem is identified. Be sureeveryone 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 animportant step in conflict resolution.4. Brainstorm Possible SolutionsGathering the involved parties together for a brainstorming session not only helps to resolve theproblem quickly, but it makes everyone feel like they are part of the solution. Here are a few tipsfor successful brainstorming: Be open to all ideas. Think “quantity” over “quality.” You’llprobably discard most ideas before the exercise is over. Move quickly. Avoid clarifying orevaluating each idea – either can stop creative thinking in its tracks. List every idea. Whoever islisting the ideas should not be in charge of editing them. Expand on each other’s ideas. Ask for176input from the group – this is where solutions are born. Be creative. Allow for out-of-the-boxideas, controversy, and even silly ideas. You never know what will inspire the thought that canbecome the actual solution.5. Negotiate a SolutionBy this point, it’s possible that all parties better understand each other’s positions and haveresolved the conflict. If not, it may be necessary to step in and negotiate a mutually satisfyingsolution.DISCIPLINE POLICYThe 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 totermination by either GCPG or the employee at any time, for any reason. There are nocontractual relationships between GCPG and an employee, and letters, benefits or policystatements, performance appraisals, employee handbooks or other employee communicationsshould not be interpreted as such. No one has the authority to enter into any oral or writtenemployment contract without the signed explicit written approval of a GCPG officer, and nowritten employment contract will be valid without the signature of the president of GCPG. Tomonitor this at-will relationship, GCPG has developed guidelines to track performance.Responsibilities of EmployeesIt is the duty and the responsibility of every GCPG employee to be aware of and abide byexisting policies and work rules.It is also the responsibility of employees to perform their duties to the best of their ability and to177the standards set forth in their job descriptions or as otherwise established. Employees areencouraged to take advantage of all learning opportunities available and to request additionalinstruction when needed.Responsibilities of Supervisors, Managers and DirectorsThe immediate supervisor, manager or director should approach corrective measures in anobjective manner.If the employee’s performance of assigned tasks is the issue, the supervisor, manager or directorshould confirm that proper instructions, appropriate orientation and training have been given andthat the employee is aware of job expectations. Not only single incidents, but also patterns ofpoor 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 theemployee has been made aware of the company’s policies and regulations regarding theinfraction.If, in either case, appropriate instruction or information was not communicated, a plan for suchcommunication should be immediately developed and reviewed with the employee.Progressive Discipline ProcessGCPG supports the use of progressive discipline to address conduct issues such as poor workperformance or misconduct to encourage employees to become more productive workers and toadapt their behavior to company standards and expectations. Generally, a supervisor gives awarning to an employee to explain behavior that the supervisor has found unacceptable. Thereare two types of warnings: verbal and written.A verbal warning occurs when a supervisor verbally counsels an employee about an issue of178concern. A written record of the discussion, noting the date, event and recommended action, isusually placed in the employee’s file for future reference.Written warnings are used for behavior or violations that a supervisor considers serious or whena verbal warning has not helped change unacceptable behavior.Whenever an employee has been involved in a disciplinary situation that has not been readilyresolved or when he or she has demonstrated an inability to perform assigned workresponsibilities efficiently, the department head, in consultation with the human resource (HR)department or designate, may place the employee on a performance improvement plan. Thisstatus will last for a predetermined amount of time not to exceed 90 days. Within this timeperiod, the employee must demonstrate a willingness and ability to meet and maintain theconduct and work requirements specified by the supervisor and the organization. At the end ofthe performance improvement period, the employee will either be returned to regular employeestatus, or, if established goals are not met, dismissal may occur.GCPG reserves the right to administer appropriate disciplinary action for all forms of disruptiveor inappropriate behavior. Each situation will be dealt with on an individual basis.Employee Conduct That Can Result in Disciplinary ActionGCPG has established general guidelines to govern the conduct of its employees. No list of rulescan include all instances of conduct that can result in discipline, and the examples below do notreplace sound judgment or common-sense behavior.Examples of employee conduct that would lead to discipline and the usual course of disciplinaryaction have been separated into four groups, according to the usual severity and impact of theinfraction. Different violations may be handled differently depending on the group they are in.179GCPG reserves the right to determine the appropriate level of discipline for any inappropriateconduct, including demotion, oral and written warnings, suspension with or without pay, anddischarge. Because of Fair Labor Standards Act (FLSA) requirements, exempt employees shouldnot be suspended without pay for less than a week.Group 1Disciplinary process:1st offense: Documented verbal warning.2nd offense: Documented written warning.3rd offense: Three-day suspension.4th offense: Termination of employment.Examples: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.180Removing, posting or altering notices on any bulletin board on company property withoutpermission 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 2Disciplinary process:1st offense: Written warning.2nd offense: Suspension.3rd offense: Termination.Examples: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.181Not complying with personnel file maintenance.Not following department guidelines concerning notification of absenteeism.Group 3Disciplinary 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 imposedismissal after consultation with the HR department.Examples:Being absent for three or more days without notification or permission (also referred to as avoluntary quit or job abandonment).FightingDemonstrating 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.182Falsifying 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 4Unscheduled, unexcused absences due to injury or illness, even when following appropriateguidelines, may still be deemed excessive.Discipline for otherwise unexcused tardiness and absenteeism is generally applied as follows: thefirst two violations will result in written warnings; the third, a three-day suspension; and thefourth, dismissal.183EMERGENCY PREPAREDNESS &amp; DISASTER PLANSIn the event of disaster, especially in instances where community infrastructure damage results inprolonged power supply failure, every Greenfield’s location must have an assigned emergencypreparedness co-ordinator, at most locations this role will be assigned to the Assistant StoreManager or at non–retail locations the duty will be delegated to maintenance department’sFacilities Manager.In retail food services and warehousing, the Emergency Coordinator must complete trainingprogram on crisis leadership and on USDA Food Safety and Emergency Procedure Complianceto the following Federal Regulations:8-404.11 Ceasing Operations and Reporting.(A) Except as specified in ¶ (B) of this section, a PERMIT HOLDER shallimmediately discontinue operations and notify the REGULATORY AUTHORITY ifan IMMINENT HEALTH HAZARD may exist because of an emergency such as afire, flood, extended interruption of electrical or water service, SEWAGE backup,misuse of POISONOUS OR TOXIC MATERIALS, onset of an apparentfoodborne illness outbreak, gross insanitary occurrence or condition, or othercircumstance that may endanger public health.(B) A PERMIT HOLDER need not discontinue operations in an area of anestablishment 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 otherwise184according to law, the PERMIT HOLDER must, when required, obtain approvalfrom the REGULATORY AUTHORITY before resuming operations.The Greenfield’s Policy is to followed as described below:Step 1Appoint an emergency program manager with full oversight authority. Emergency oversightresponsibilities typically include ensuring emergency plans comply with food safety and anyfederal, state and local health and safety regulations; conducting emergency response training foremployees; and ensuring plans can be easily accessed by every store employee. Check with yourlocal water and fire department, as well as your state and local Department of Health or FoodSafety Department to identify regulations or procedures your emergency plan must includeStep 2List emergency situations in order of how likely the emergency is to occur. For many, a poweroutage is the most likely, followed by a water service interruption, sewage backup, fire andflood. Then, conduct a business impact analysis by listing and prioritizing the critical businessfunctions — those most vital to store operations — that each type of emergency is likely to affectboth operationally and financially. In a power outage, for example, critical functions includemaintaining safe food temperatures in freezers and refrigeration units, providing upfront andback room safety lighting and maintaining store security.Step 3185Go through the store and conduct a step-by-step risk assessment, looking for ways to reduce risksand plan ahead for emergency situations. For example, if the store has a backup electricitygenerator, make sure it’s in working order; if the store does not have a generator, considerpurchasing one. Call around and, if possible, prearrange for priority ice delivery service. Makesure your store is in compliance with fire safety regulations and that all fire extinguishers are inworking order.Step 4Draft a written emergency response plan for each emergency you listed. Include a prioritized listof emergency contacts along with their contact information as well as action steps that addresseach critical business function. Response plans should be detailed, leaving no room forindividual interpretation. This means an instruction such as “Do not open freezer or refrigerationunit doors” is appropriate. Write up an evacuation plan that includes helping customers exit thebuilding safely and duties that grocery store personnel must complete before exiting. Includealternatives for communicating, such as two-way radios, battery operated phones or personal cellphones.Step 5Distribute a copy of your emergency response plan to each employee, assign specific duties andmake sure each employee knows how to respond to each type of emergency. Although you mostlikely can’t conduct drills during open store hours, you can conduct off-hour drills or video186demonstrations. Department managers can also conduct training on some of the more commontypes of emergencies.Localized Emergency or EventWhen an emergency event impacts a single facility or operation, it is recommended thatthe 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 applicableregulations.2. Discontinue operation at the facility or in affected areas of the establishment if asafe food operation cannot be maintained using appropriate emergencyprocedures.3. If a safe food operation can be assured, the establishment can remain openprovided the establishments’ emergency plan is followed or with the approval ofthe Regulatory Authority.4. Notify the Regulatory Authority where appropriate or if there is an imminenthealth hazard and discuss emergency operating procedures that will be used.5. A food establishment or an area within the facility that was ordered to ceaseoperations due to an imminent health hazard may not reopen until authorizationhas been granted by the Regulatory Authority.187EARTHQUAKEIf you are inside a building:● Stay where you are until the shaking stops. Do not run outside. Do not get in a doorwayas this does not provide protection from falling or flying objects, and you may not be ableto remain standing.● Drop down onto your hands and knees so the earthquake doesn’t knock you down. Dropto 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 foradditional 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 couldfall, such as light fixtures or furniture.● Hold on to any sturdy covering so you can move with it until the shaking stops. Staywhere 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 onyou. 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 andremain seated until the shaking stops. Protect your head and neck with your arms, apillow, a book, or whatever is available.188ARMED ROBBERYThis particular type of crime is broken down into two types of robbery; professional andnonprofessional.The professional robber will generally be someone who is organized, has the robbery thought-outin 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 youthe weapon. This type of robber has staked out your store and knows where the safe is, who haskeys, and when deposits are made.The non-professional robber will generally be someone who is very nervous and usuallydisorganized. The non-professional robber may have a weapon. This is a potentially dangeroussituation 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 retailstore.189• Keep it short. The longer the robbery takes, the more nervous the robber becomes. Handle theentire procedure as if your were handling a check for a customer. The average robbery occurs inless than two minutes.• Do exactly what the robber demands, as soon as possible. You decrease your chances of injuryby cooperating. Stay as calm as possible. The longer it takes you to obey the demands, the morenervous the robber will become. DO NOT VOLUNTEER INFORMATION. Volunteeringinformation 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 backroom or restrooms who could surprise the robber by sudden movements. Tell the robber of anymovements you must make to obey the demands. For instance, you may have to reach in yourpocket or purse for your wallet or keys.• Be observant. Try to get a good description of the robber. Note in your own mind the physicalcharacteristics (height, weight, color of hair and eyes, scars, tattoos, etc.) of the individual aswell as the type and color of clothing they are wearing. If possible, get a description of anyvehicle used, including the license number.• Hands off. Avoid touching anything the robber touched.190• Keep the cash loss confidential. Discussion with the news media may encourage others to trywhen they read the amount of money kept in the restaurant. Discourage your employees fromtalking to reporters.• Hold a staff meeting. As soon as possible discuss the robbery and bring any fears or concernsout in the open. Ask for suggestions regarding how restaurant security can be improved.Commend staff members for remaining calm and following prescribed procedures during therobbery.ACTIVE SHOOTER PREPAREDNESSGood 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 rangeand you cannot ee, your chance of survival is much greater if you try to incapacitate him/her.CALL 911 WHEN IT IS SAFE TO DO SO!BOMB THREAT PREPAREDNESSTake the caller seriously.Ask a lot of questions, (see list below).Take notes on everything said and heard, including background noise, voice characteristics, etc.191Keep the caller on the line as long as possible by asking questionsIf 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 thepolice immediately.Notify supervisor or department head.Police will determine if you need to evacuate. If you do evacuate, move to your emergencyassembly 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 Caller1. 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 CallerTry to identify the following about the caller:1. Caller’s gender2. Approximate age1923. Voice characteristics, accents, etc. Is the voice familiar?4. Background noises5. Treat language-educated, incoherent, foul, taped, read, etc.Suspicious Package/MailIf 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 isunusual or unknown, or no return address given.● Balance — The letter is lopsided or unusually thick, the letter or package seems heavyfor its size.● Contents — Stiffness or springiness of contents; protruding wires or components; oilyouter 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-pastletters or rub on block letters are used. Common words, titles or names are misspelled.TORNADO THREATPreparedness involves a continuous process of planning, equipping, training and exercising.Planning for tornadoes requires identifying a place to take shelter, being familiar with andmonitoring your community’s warning system, and establishing procedures to account for193individuals 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 andplans need to be practiced to ensure that personnel are familiar with what to do in the event of atornado.PlanningIdentifying Shelter LocationsAn underground area, such as a basement or storm cellar, provides the best protection from atornado. 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 heavyconcrete 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 drivein a vehicle, using a seat belt, to the nearest shelter. If flying debris is encountered while in avehicle, there are two options: 1) staying in the vehicle with the seat belt on, keeping your headbelow the windows and covering it with your hands or a blanket, 2) if there is an area which isnoticeable lower than the roadway, lie in that area and cover your head with your handsTORNADO PREPAREDNESS194The following steps are recommended to help ensure the safety of personnel if a tornado occursTornado Watch – Tornadoes are likely to occur in the watch area. Be ready to act quickly andtake 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 beenindicated by radar. Take shelter immediately.Your local emergency management office can provide information about your community’stornado 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 donot 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 specificresponsibility. Designate and train workers alternates in case the assigned person is notthere or is injured.TORNADO RESPONSE PLAN. Though Emergency Action Plans primarily involve evacuations, emergency planning fortornadoes involve identifying safe places of refuge for workers to go to in the event of tornadoes.195Equipping● 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.WIDESPREAD REGIONAL EMERGENCIES WITH LOSS OF UTILITIESSome emergencies may impact multiple facilities over a larger geographic area. Duringsuch an event, it is recommended that the same procedures listed under a localizedevent be followed for each establishment. A widespread event may make it difficult toreach the Regulatory Authority; therefore, the permit holder should ensure theemergency plan is followed and if appropriate, notify appropriate authorities of animminent health hazard as soon as possible. Close the establishment if a safe operationcannot be assured.Verification196When ordered to cease operations, a food establishment should verify that the order came fromthe appropriate Regulatory Authority. Likewise, a utility company may notify a foodestablishment of a temporary disruption affecting electrical power or water supply forrepairs or other service. Such information should be verified with utility company officialsand 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 withlocal regulators may be appropriate. When managing Time/Temperature Control forSafety (TCS) food during an emergency, the facility must have a written plan preparedin advance. This plan should be maintained at the facility and available to the public.People:1. Identify the person(s) who have responsibility for implementing the plan.2. Identify people/positions that are “critical” and what tasks must beperformed.3. Maintain a current list of emergency contacts. In addition to updatingcontact information for people within your company, include information forthose who can help with the emergency such as utility companies (water,power, sewer, gas, etc.), garbage hauling service, dry and frozen icesuppliers, refrigerated trucking companies, food warehouses, septic tankpumping services, local and state health departments, fire, police, state197emergency management agencies, emergency broadcast stationfrequency numbers and other pertinent regulatory authorities, etc4. Remember that computers and phones may not be operable andalternative communication methods may be necessary.Equipment:1. Identify the equipment and supplies needed. This may include large itemssuch as generators and refrigerated trucks.2. List items needed to perform tasks such as thermometers, insulatedcovers, caution tape, certain types of cleaning supplies, hand hygienechemicals, etc.3. List any necessary personal protective equipment (PPE) such asprotective clothing, goggles or gloves needed to protect employees frompotential hazards.4. Consider having Emergency Kits available for different types ofemergencies such as a kit for fire response, power outages, etc.Menu :1. Prepare an “emergency menu” in advance including a reduced number ofrecipes for food items that require limited preparation.Instructions for Performing Tasks:1. Provide detailed step-by-step procedures for performing each task. For198example, explain how to calibrate equipment, how to take temperatures,how to clean spills, etc. These can be written in the form of a standardoperating procedure (SOP).2. Explain how, when and where the task will be performed.Monitoring:1. Identify what food units, holding cases and equipment will be monitored orwhat 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 beused to record the data and information.7. Procedures for monitoring temperatures of TCS food should ensure thewarmest portion of the food is checked unless an ambient air temperaturethermometer is in place and monitored to ensure the safety of the food.When monitoring refrigerated cases, the temperature should be measuredin the part of the unit where food temperatures will be the warmest.Waste Disposal1991. Determine how you will handle waste, including discarded food.2. Consider the likelihood that waste disposal services may be interrupted orerratic.3. Include method for handling small volumes of food that have beendenatured or destroyed before placing in an outside refuse bin (closed,sealed container). Consideration will also need to be made for largevolumes of food refuse that will have to be held and transported to alicensed landfill whenever pickup service is available.4. Contact your disposal company to pre-plan for emergencies; whenpossible, have additional waste disposal units delivered onsite.RefrigerationEmergency Procedures1. Note the date and time the power outage begins.2. Monitor and record equipment and TCS food temperatures from the start of thepower outage. The Emergency Plan should include specific details on where totake temperatures, how frequently temperatures will be monitored and where torecord the information.3. Open upright retail cases without doors and small reach-in cases should bemonitored more frequently since they will lose temperature faster than otherequipment.4. Keep refrigeration equipment doors closed. For open retail cases without doors,200use insulated covers, cardboard, plastic or equivalent to retain cold air.5. Relocate product in cases that cannot maintain safe temperatures to walk-incoolers, 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 TemperaturesRefrigerated trucks: Refrigerated trailers and trucks with insulated storagecontainers may be on-site or delivered to the food establishment during anemergency. Issues to consider include distance and time for delivery, ability to gainphysical access to the location, source of fuel or energy to maintain truckrefrigeration systems, manpower for food transfers, potential temperature abuse offoods awaiting transfer and security.Warehouse:Determine if a refrigerated warehouse that is unaffected by the poweroutage 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 andwhere you can obtain these items when they are in high demand by the general201population. Issues of use include the ice/gel pack source availability, volumeneeded, transportation capability, and site handling of ice and melting ice wastewater. Your plan should include procedures for how to use ice and/or gel packs toprevent cross-contamination of food. Consider storing frozen gel packs on-site touse during short term emergencies.Dry ice: Dry ice is frozen carbon dioxide (CO2) gas that changes back to CO2 gaswhen exposed to normal environmental temperatures. It is dangerous to handlebecause it is so cold. Also CO2 gas is heavier than air and can displace the oxygenwe 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 thepotential buildup of CO2 gas and displacement of oxygen. Do not place dry ice intoa sealed room, cooler or container without allowing a means for the gas to escapeas it changes from its solid to gaseous state. If dry ice is used, pack TCS food tightlytogether and place dry ice above foods to allow the cold CO2 gas to sink and fallover the food items. Precautions must be taken to avoid burns when handling dryice, such as wearing insulated gloves. Refer to the material safety data sheet forspecific hazardous identification, personal protective equipment requirements,ventilation, exposure controls and handling practices. Issues of use include dry iceavailability, volume needed, transportation, and site handling and safety.Other Power Sources – Prioritize the equipment or systems that must be supported bysupplemental power sources202GeneratorsDetermine which equipment is operated by the generator. Generators may not routinelyhave the capacity to operate critical equipment such as refrigeration and freezer units.In that case, consider additional generators for maintaining refrigeration, includingportable generators (owned or rented) that can be transported to the facility during anemergency.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 powerequipment safely. Be sure to consult with a licensed electrician.3. The electrical utility company should be advised if you are using a generator as asafety precaution for utility workersWater and Sewage1. 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.ASSESSMENT AND EVALUATION OF PERFORMANCEAt GCPG, a “Judgemental Evaluation” is used to assess and evaluate performance. This meansthe evaluation focuses on providing positive feedback and promotes constructive criticism.203Greenfield’s uses a Graphic Rating Scale which is a 5 point scale, 1 being the lowest and 5 beingthe 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 tocomplete 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 theemployee works. Employees may request copies of their completed evaluation forms for theirown documentation and improvement.The following fifteen items are listed on the Assessment and Evaluation Form and are rated onthe 5 point scale listed above:1. Quality/Accuracy of Work2. Quantity of Work3. Dependability4. Attendance/Punctuality5. Professional Communication Skills6. Customer Focused Communication Skills7. Teamwork8. Ability to Work Independently9. Open to Feedback10. Willingness to Take on Additional Responsibilities20411. Complies with Company Policies and Procedures12. Exhibits Effective Problem Solving Skills13. Eagerness to Learn a New Job Related Skill14. Asks Questions and Seeks Guidance When Needed15. Makes Progress Towards Professional Development GoalsAlso included in the evaluation are:Concerns, Developmental Goals, Training Needs, Employee Comments, and a signature spacefor the employee, manager and HR.ASSESSMENT AND EVALUATION OF ECONOMIC PERFORMANCEGreenfield’s financial performance and corresponding managerial decisions will be based on thefollowing financial performance standards:1. (EPS) : EPS = Net Income – Dividends on Preferred Stock / Average Outstanding Shares2. Return on Equity (ROE): Formula for calculating ROE are as follows:ROE = Earnings x Sales x Assets/ Sales Assets Equity3. Return on Assets (ROA): ROA is calculated as: ROA = Net income/ Total assets4. 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 iscalculated as: RONW = Net income/Net worth2055. Return on Capital Employed (ROCE): Capital employed is defined as gross capitalemployed or net capital employed. The primary of the investment decision in anybusiness is to earn satisfactory return on capital invested. Thus the return oncapital employed is used to measure of success of a business in realizing the finalobjective of the shareholders to get respective return. Return on capital employedprovides the relationship between the net income and the net asset invested. It providesthe percentage of return on net asset invested in the business and is also used to know theoverall profitability and efficiency of the business. Capital employed refers to totalcapital, capital reserves, revenue reserves, debentures and long term loans. Capitalemployed 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 replacementcost after deducting depreciation. During the inflation period fixed asset must betransferred 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 isincreasingly seen as the key indicator of management and business performance. Totalreturn to shareholders is one of the shareholder value measures and most direct measuresof the return received by shareholders. Shareholder value analysis provides a frameworkfor linking management decision and strategies to value creation. Shareholder valueanalysis 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 while206taking investment and financing decisions. Shareholder value analysis helps themanagement to concentrate on activities which create value to the shareholders ratherthan short term profitability. Managers should identify value drivers which lead toincrease shareholder’s value. Shareholder’s investment in the business is totally excludedin traditional financial measures and is ignored inappropriately to handle many businessdecisions that are tradeoffs between profit margin and capital utilization.Created Shareholder’s value = Equity Market Value * (Shareholder return – Ke) (6)Where,Ke = (Risk free rate + Risk Premium)Shareholder value added is the term used for the difference betweenthe wealth held by the shareholders at the end of a given year and the wealth they held theprevious 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 byshareholders at the end of a financial year to the wealth held in previous year. For thecalculation of Shareholder value added, changes in market price of shares during thefinancial year and the dividend or return paid to the shareholders is required.Greenfield’s Foundation Key Performance IndicatorsGreenfield’s will compare those financial metrics in contrast to operational performance metricsin a manner that allows appropriate budgeting to be allocated to operations that create thegreatest return. The foundation Greenfield’s KPI’s are as follows:2071. Customer Turnaround Time : Number of minutes customer spends in their grocery visitfrom entering the parking lot to exiting. Measures efficiency engineering, currentbenchmark is 14 minutes2. Items per minute : the average number of items customer purchases per minute ofcustomer turnaround time. Measures multiplication of expenditure per visit with turnaround time, current benchmark 1.2 items per minute3. Percentage of customers utilizing the Click &amp; Pick mobile app : measures marketingeffectiveness of differentiation strategy, current benchmark 46%4. Customer expenditure per visit : measures the effectiveness of upsell product placementand inventory controls. Current benchmark $385. Customer Satisfaction Score in Deli Food recipes: measures appeal of chef’s recipes, 10point scale current benchmark 8.66. Customer Checkout Time: measures checkout system efficiency, number of minutesfrom arrival to checkout to departure from exit doors. Current Benchmark 4.1 minutes7. Multi-Service Penetration : measures marketing effectiveness of greenfields strategicdifferentiation percentage of customers utilizing 3 or more of Greenfield’s specialtyservices.208Guidelines for Creation of New Key Performance Indicators1. Available and Measurable : You can use only those metrics as KPIs which are available toyou in the first place. For example if ‘Net Promoter Score’ metric is not available, then shouldnot be used as a KPI. KPI’s need to be measurable (unlike ‘frustration level of customers whoabandoned the shopping cart for the 3rd time’) When creating KPIs, verify that there is amechanism/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 bottomline 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. allowsquick actions on the basis of the KPI.5. Timely: KPI’s should be available in a timely manner so that you timely decisions can bemade.MEASURING ENVIRONMENTAL RESPONSIBILITY PERFORMANCEGreenfield’s vision of a sustainable future means our children and grandchildren will be living ina world that values human creativity, diversity, and individual choice. Businesses will harnesshuman and material resources without devaluing the integrity of the individual or the planet’secosystems. Companies, governments, and institutions will be held accountable for their actions.209People will better understand that all actions have repercussions and that planning and foresightcoupled with hard work and flexibility can overcome almost any problem encountered. It will bea world that values education and a free exchange of ideas by an informed citizenry; wherepeople 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 wethink 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 Endspolicies (which provide broad guidance to our co-op’s mission), developed by the Board ofTrustees. Management chooses and implements specific programs and standards to implementthose Ends.GCPG has a long history of investing in social responsibility. For the past five years, we havebeen developing measurements for the resources allocated to social responsibility and evaluatingour performance.These metrics are a work in progress and do not conform to any formula, such as percent of salesor profits. They fall into four categories that are integral to GCPG’s economic and environmentalgoals: community outreach, consumer education, labor practices, and product responsibility. Allrequire some combination of GCPG’s human, financial and in-kind resources.210Community outreachGCPG calls it outreach, but it’s our interaction with partner organizations that makes ourcommunity-focused programs and projects succeed. Our philanthropic model donates not onlycash but also works to develop long-term partnerships that generate a multiplier effect on thevalue of resources given.GCPG’s Food Bank Program is one example. It’s about neighbors helping neighbors through ourneighborhood grocery stores. GCPG shoppers donate cash at the check stand or online; GCPGthen uses the cash to purchase bulk food at wholesale prices, which multiplies the buying powerof the donations.In addition, nine out of 10 shoppers donate rebates from reusing their shopping bags — eachfive-cent rebate being split between the food bank program and the independent GCPG FarmlandTrust. Nearly two-thirds of GCPG customers bring bags — helping the environment byeliminating single-use bags, supporting organic farmland preservation, and adding to the amountof 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. Eachyear more than 200 volunteers attend two-hour work parties where 25-pound bags of food arerepackaged for individual household use. These work parties are an enjoyable way to interactwith other GCPG members, enjoy some GCPG snacks and make a valuable contribution of timeand labor to our communities. More than 70,000 pounds of food are distributed annually.211Consumer EducationFrom ingredient signs in our delis and on our Web site to the free Walk, Talk and Taste storetours and 1,000 GCPG Cooks classes each year, our co-op encourages consumers to understandthe 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 shoppersfirst 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 directlyto appropriate staff.Followers of GCPG’s s ocial networking sites (Facebook, Twitter and YouTube) and Stir Fry(ourblog that takes you behind the scenes at GCPG), and subscribers to any of GCPG’s electronicnewsletters, 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 SoundConsumer . Our public affairs staff monitors sustainable agriculture and product quality standardsand policies, and reports the good, bad and the ugly — in the interest of transparency and theconsumer’s right to know. Readers constantly bring emerging topics of interest and concern toGCPG’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 GCPGproducts pass their taste tests.Items approved by two-thirds of kid judges, age 12 and younger, are flagged at the shelf andlisted on our Web site. Taste tests are conducted at schools, community centers, or in the colorfulKid Picks Mobile, and always involve two-way education.212GCPG learns what our youngest consumers like, the kids are introduced to foods they may notknow or have tried before, and our staff share information about where the food comes from andwhat makes them a better choice.Labor practicesAll GCPG employees are GCPG members. Most want to work here because they share theco-op’s values for sustainability, and in turn, the company’s success absolutely is related to thewell-being and commitment of GCPG’s staff.So it is no surprise that our employee benefits package — and the programs designed to supportand encourage employees — are hugely important in attracting great staff. Classes, workshops,training for job-related skills (from cooking techniques to new software), internal staffpromotions, and a generous staff discount on GCPG purchases are highlights. The return onthese investments is a remarkably healthy, well-trained, enthusiastic staff and very low employeeturnover (unusual in retail).GCPG also has chosen from time to time to engage in some labor disputes involving productsthat we carry. We also deliberately give preference to products produced under fair laborstandards.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 followedin exporting countries so developing producers can progress toward economic stability. Faircompensation and representation, skill development and education are typical requisites.213GCPG carries about 400 fairly traded, imported food and personal care products andmerchandisers actively are trying to source more.Product responsibilityCustomers appreciate clean, attractive stores and excellent service but most choose to shopGCPG for the stuff we sell. We want our food, personal care and other household products to beenjoyable, 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 aregrown, processed, packaged, transported and handled. As a certified organic retailer, we haveestablished strict in-store procedures to ensure that organic products are handled properly tomaintain their organic integrity. Overseeing the integrity of more than 26,000 items requiressubstantial 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 producesold at GCPG is organic, much of it sourced directly from local growers.Holistic Thinking in a Conventional WorldFirst, we dedicate ourselves to the actions that will make our vision flow naturally from our dailywork. In this respect, we have adopted a philosophy that is mission-driven; symbolized by ourlogo that exemplifies our commitment to our principles. Our mission is to offer the highestquality, least processed, most flavorful and naturally preserved foods. We are dedicated tocreating a respectful workplace where people are treated fairly and are highly motivated to214succeed. And, we believe companies, like individuals, must assume their share of responsibilityas tenants of the Earth.Second, we apply our dedication within the framework we are given. In our case, we are agrocery store, and in that context we act on our vision of the future by working within theconstraints of what a grocery store can do. GCPG facilitates a more sustainable future byapplying our vision to how we do business, and then we make sure that those changes areimplemented in all aspects of our company.Third, we lead by example. We believe that the movement to a sustainable future is necessaryand inevitable. However, the mindset of people and their institutions are hard to change, andwhen 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 changeeasier or will they have to reinvent the wheel to create the changes they want? As a participant inthe movement to a sustainable world, GCPG is leading by example within the context that weknow best: organic food and natural products, and sustainable and ethical business practices.Holistic Actions for a Sustainable WorldGCPG has a vision of the future and a comprehensive strategy to implement that vision. We areproud of our efforts in making concrete, long-term changes to the business as usual approach tofood, health, and the environment. Below are examples of how we lead the movement tosustainability, not just in our advocacy of organic food, but in all aspects of our relationship withthe social, business, and environmental communities.215Healthy Foods and Healthy Products Begin at the SourceWe have been advocates and supporters of organic agriculture throughout the last 20 years. Inthe early days when the organic network was young and fairly disorganized, making it difficultto stock as much organic produce as we had hoped to, we originally set up our own producedistribution company in California. There we developed relationships with organic farmers,educating each other about the variety of organic produce we could feasibly make available. Astime went on, we developed packaging, storage, and shipping procedures that insured the qualityof our organic products from the farms to our stores.We are advocates and supporters of naturally raised meat and poultry. In addition to tellingconsumers our concerns about added hormones and antibiotics, we work with ranchers andproducers 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 ourcustomers about the value of foods produced without harmful or questionable food additives, andwe have worked with manufacturers to supply our stores with foods that meet our strict qualitystandards.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.216Sustainability Beyond Organic FoodSustainable material specifications combined with conscientious construction methods resultedin a healthy, durable facility. Because of the 42% waste reduction, we were profiled by the EPAas a construction waste reduction and recycling record-setter.We encourage the use of less toxic cleaning products, educating our customers about the positiveimpact 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 reusablepackaging, as well as encouraging shoppers to reduce waste through our “nickel per bag” rebateprogram.We financially support environmental organizations, helping them to do their work towards amore sustainable planet.Respect for All Forms of LifeWe actively educate our customers about the senseless killing of dolphins in the pursuit of tunaand work to encourage the tuna canneries to buy only from fishermen who utilize fishingmethods 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 toinfluence the marketplace by taking a clear stance that those types of products will not betolerated.217Education and Public ParticipationGCPG uses a two-pronged approach to consumer education and the support for publicparticipation 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 internationalissues 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 affectchange by keeping them updated on new legislation and the tools they need to effectivelyparticipate in shaping those issues.GCPG.com provides the second prong of our education and public participation strategy. Ourwebsite provides GCPG customers with an in depth investigation into the issues that areimportant to the organic and natural products buying community. We post detailed informationabout GCPG as a business and as a progressive force in changing how the human food supplyintersects with our environment, our bodies, our work, and our lifestyles.Regulation, Enforcement and AccountabilityIn addition to being the leading retailer of organic foods, we’ve helped formulate the NationalOrganic Standards through our participation as the sole retail representative on the NationalOrganic Standards Board. This hands-on approach allows our vision of a sustainable future to berepresented in the definition, construction, and enforcement of sustainable legislation andregulation. Our desire for clear and straightforward answers and regulatory transparency directly218assists individuals and groups seeking accountability from their elected and unelected officialson issues directly related to organics and sustainability.In conjunction to working with farmers on alternatives and educating our consumers about theharmful effects of some pesticides, we are the only retailer that participated in the jointEPA/USDA Tolerance Reassessment Advisory Committee. The task of this multi-stakeholderadvisory board was to advise those agencies how they should fairly reassess all the pesticidesthat had previously been approved, taking into consideration their effect on the delicate immunesystems 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 foodscontaining genetically modified ingredients. At the heart of this is our belief that consumers havethe right to choose their food based on the knowledge of what is in it and how it is produced. Weare also the only retailer on the recently appointed USDA Advisory Committee on AgriculturalBiotechnology, another multi-stakeholder group organized to examine the many complex issuesrelated to agricultural biotechnology.An Invitation to Join Our VisionWe 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 toimplement that vision. We welcome everyone in joining us in making concrete, lasting changesto our world through education, participation, and civility.The following includes our ways to create environmental responsibility at GCPG:2191. Research and Development: GCPG Research and Development centers have two primaryobjectives: to create new products and processes and to improve those that already exist. In orderto have environmental sustainability being more and more built into products, our Sustainabilityby Design Program systematically assesses and optimises the environmental performance acrossthe 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 thisprogram across the different businesses and categories.2. Sourcing of Raw Materials: GCPG sources its raw materials either directly from farmers orfrom primary processors or traders. We prefer to use agricultural materials which are locallyavailable. We foster environmental sustainability in the supply chain through:• the Responsible Sourcing Audit Program which requests key vendors to demonstratecompliance with GCPG’s environmental standards through independent third partyaudits; if corrective actions are required GCPG, together with auditors, will guidevendors in upgrading their practices;• the Responsible Sourcing Traceability Program which promotes transparency in ourextended supply chains back to the farm or feedstock, implementing our commitments onno-deforestation, responsible use of water, sustainable fisheries and animal welfare, andaddressing other specific environmental aspects;• the Farmer Connect Program which supports the farming communities where we sourceagricultural raw materials, and provides technical assistance on sustainable productionmethods; we also optimize the delivery of raw materials up to the factory;220• the Sustainable Agriculture Initiative at GCPG which shares best practices and lessonslearned.3. Manufacturing: Manufacturing comprises all processes that are necessary to transformperishable raw materials into safe and value-added food products for consumers. Building on theISO 14001 certification of our stores, we aim to do more with less by eliminating all types ofwaste, with a key focus on what is valuable for both the environment and our consumers. Wethus improve our overall efficiency, quality and environmental performance. We aim to use themost efficient technologies and apply best practices in order to further optimise energy and waterconsumption, minimize waste generation, utilize sustainably managed renewable energy sources,recover value from by-products and control and eliminate emissions, including greenhousegases. We use safe natural refrigerant alternatives for industrial refrigeration installations andimplement new solutions to improve their performance. We incorporate environmentalsustainability objectives when we build, construct and renovate facilities.4. Packaging: The packaging of our products is crucial to prevent food waste, guarantee ourhigh 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 renewableresources 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.2215. Distribution: Delivering the products in highest quality and on time from the store tocustomer is a vital part of our business. To continuously enhance efficiency and environmentalperformance 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 efficiencyperspective, use latest technology on our vehicles where practical, andrecommend the same to our suppliers;• support the development and use of safe and efficient natural refrigerantsolutions for commercial applications and progressively phase out HFCsappliances.6. Marketing &amp; Consumer Communication: Marketing’s most fundamental commitment is todelight consumers every day, everywhere, thereby building trust. As part of building trust, we:• integrate environmental sustainability into our products, and brand communicationwhere applicable;• help consumers make informed choices through credible, substantiated communication;• leverage relevant contact points (e.g. digital, packaging and point-of-sale) to informconsumers of environmental improvements, as well as action they can take when usingour products and handling used packaging;222• support and shape the development of environmental communication best practices andstandards, working in collaboration with industry, government and public forums.7. Corporate Communication: Communication on the topic of environmental sustainability isan increasingly important part of our corporate communication strategy involving mediarelations and engagement with nongovernmental organisations, special interest groups,governments and public authorities. Our GCPG website features our activities on environmentalsustainability and water. A strategic priority for us is to engage stakeholders and develop keypartnerships. Our proactive engagement with stakeholders on environmental topics includesregular external stakeholder convenings and meetings. We also seek to nurture constructiverelations with organizations critical of the Company’s environmental performance.8. Human Resources: We educate all employees to live by the GCPG corporate businessprinciple 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 personalresponsibility for protecting the environment by promoting application of this policy today-to-day activities at the workplace as well as at home;• ensure environmental sustainability is covered as part of relevant training, workshopsand meetings to raise commitment of our employees, suppliers, business partners and thecommunity at large;223• promote corporate and personal responsible behavior towards the environment throughpublishing success stories and recognizing positive initiatives to embed these practiceswithin GCPG and the local community.9. Regulation: We carefully monitor, evaluate and communicate regulatory developments sothat they are reflected in our strategies. To promote an effective regulatory system with respect toenvironmental sustainability, we:• engage with regulators and other relevant stakeholders to foster environmentallyefficient and effective laws and regulations;• support internationally recognized standards and voluntary initiatives designed toprotect the environment;• oppose discriminatory measures;• favor the harmonization of environmental laws, regulations and standards in order todevelop trade and help consumers’ understanding.224Steps to measuring environmental responsibility performance at GCPG:1. Determine total energy inputTotal Energy Input (Joule): Breakdown of energy Input (joule or other units), Purchasedelectricity (except purchased new energy), Fossil fuels (oil, natural gas, LPG, coal, etc.),New energy, Others (Purchased heat, etc)2. Determine total material inputTotal 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-processedarticles, products, Merchandise, Raw materials, Supplemental material, Containers andwrapper Other indicators (ton or other units), Circulated resources, Exhaustible naturalresources (fossil fuel and rare metals), Renewable natural resources (Agricultural,forestry and fishery resources that are properly managed), Chemical substances(Substances under PRTR, etc.), Green procurement2253. Amount of water inputAmount of Water Input (square meter), Breakdown of water resources (square meter),City water, Industrial water, Ground water, Sea water, river water, rain water4. Amount of greenhouses gasses emissionsCore Indicator (Ton-CO2): Six substances under the Kyoto Protocol (Ton-CO2), Carbondioxide (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 process5. Amount of releases and transfer of chemical substancesAmount of Releases and Transfer of Chemical Substances (Ton): Amount of Releasesand Transfer of PRTR Substances (Ton) Amount of Releases of Other ControlledSubstances (Ton)6. Total amount of production or salesTotal Amount of Production or Sales (Ton): Amount of production or sales measured inunits other than weight (number, area, or capacity.) Amount of production or sales ofgoods that contribute to reducing environmental burden (ton) Amount of production orsales of goods with environmental labeling (ton) Amount of containers and packagingused (tons)7. Total amount of wastes226Total 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 DisposalKinds of wastes (ton): Valuable materials, General waste, Industrial waste, In whichamount of specially Controlled industrial waste9. Total Water Drainage:Total Water Drainage (Square Meter): Water area and amount (Square meter), Publicwater, Sewage Water quality (Mil Glam per liter), BOD or COD.ANTICIPATED EXTERNAL TRENDS AND THREATSGreen Energy:In the coming decades Greenfield’s business model anticipates a green energy revolution to carrysubstantial impact for retailers. Based on current market forecasts the use of fossil fuelcombustion for energy sources will be viewed negatively by many consumers and due to theenergy requirements of stocking refrigerated perishable foods, grocery retailers will need topioneer green energy strategies into their marketing to remain viable.However, the green energy revolution may hold great rewards to first movers in green energystrategies and most importantly the costs of green energy strategies may soon hold immeasurablemarketing 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 willbe rewarded with newfound customer loyalty in similar impact as those smaller trends in trans227fats and GMO elimination campaigns. With that focus, Greenfield’s engineers are experimentingwith stores that produce their own supplies of solar electricity and sell the excess power back tothe 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. Recentresearch has found correlations with plastics on foodstuffs and increased cancer rates. Thereintroduction of bulk foods sold to consumer provided reusable containers will reduce costs forfood retailers as well as end consumers which will greatly reduce the overall environmentalimpact of the retail food chain. Greenfield’s engineers are working on a proprietary brand ofuniquely nestable reusable food storage containers created from bio produced materials, with thebelief that the winner of the emerging bulk food retailers will depend on the ease of use andtransport of the refillable packages.Bulk Foods Revolutionize the Supermarket Playing Field:Greenfield’s market analysts caution that while the premium full service supermarket modelgrowth has outpaced discount competitors such as Walmart and Save-a-lot over the past fiveyears, however, that over the next decade the economic pendulum will swing back towardseconomic slowdown. As a recession period returns, discount grocers could take advantage of theupcoming 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 to228traffic congested or vehicle limited markets in a manner that small local storefronts couldcompete effectively against the groceries delivered market or the large, full-service premiumstorefront.The Three Meal School Cafeteria:Greenfield’s sociology analysts are monitoring the evolution of family structure and caution thattrends indicate that parents prefer that their children spend longer days in school to reducechildcare complexities and reduce unsupervised time between school end times andcorresponding parental return from work. If these trends continue to develop, parents may shiftthe duties of feeding their children’s two other meals onto the school cafeteria. Increasedchildhood obesity and diabetes epidemics may create a backlash against packaged children’sfoods 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, ifchildren cafeteria meals gain market share, then the retail grocery providers would findthemselves cut out of 35% of the food supply market which would eliminate many grocers whorelied heavily on children’s snacks and prepackaged meals.The external environment influences the decisions managers have to make to continue thelongevity of their company. Although managers have a minor impact on changing the externalenvironment, understanding the environment can help managers identify both threats andopportunities in their market229The current macro-environment of an organization can be broken down into six categories,political forces, economic forces, sociocultural forces, technological forces, environmentalforces, and legal forces. Many of the forces impacting companies don’t fit neatly into any onecategory and often encompass several different categories all at once. Currently themacro-environment has been very unique due to the recent recession. Companies are scramblingto pull money in and are focusing on the macro environment more than ever to understand trendsand entice consumers.Macro analysis (PEST)All retail companies act within a “macro environment,” or the scope of influence outside thecompany 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 shouldadapt to changes as they occur. Following, there is the PEST analysis of the U.S. macroenvironmentPolitical 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)230Greenfields has the opportunity to further improve its standards to ensure proper labeling oforganic and GMO- free products. We also have the opportunity to expand our business based onadvantages of free trade agreements. In addition; Greenfield’s Market can capitalize on itsGreenfield’s Trade Guarantee to build our brand and attract more customers. The Greenfield’sTrade 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 thepolitical dimension.Economic Factors: The impacts of economic conditions are determined. The followingeconomic 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 risingemployment rate in the U.S. However, the rising labor costs in developing countries is a threatbecause 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 Marketstore.231Social/Sociocultural Factors influencing Greenfield’s Market: Social factors influenceconsumers, employees and investors. In Greenfield’s Market’s case, the following are thesocial/sociocultural external factors1. 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 thatsatisfy the healthy lifestyles trend. We also have the opportunity to offer a more diverse productmix to match the rising cultural diversity of its target consumers. However, the rising wealth gapis a threat because it weakens the middle class, which is Greenfield’s Market’s main source ofrevenues. Our company can increase its array of healthful products. Greenfield’s can alsoincrease the variety of its products to satisfy various cultural preferences.Technological Factors in Greenfield’s Market’s BusinessThe effects of technology or technological changes are presented. Greenfield’s Market mustaccount for the following technological external factors:2321. Increasing automation in business (opportunity)2. Increasing mobile technology usage (opportunity)3. Patenting of GMOs (threat &amp; opportunity)4. Increasing mobile device usage among consumers (opportunity)Greenfield’s Market has the opportunity to implement more automation technologies to increasebusiness efficiency. Also, we have the opportunity to provide improved online services throughconsumers’ mobile devices. However, the patenting of genetically modified organisms (GMOs)threatens Greenfield’s Market’s access to adequate supply. Nonetheless, this factor also presentsan 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 inmobile device usage of customers, the company must boost its online presence. Onlinemarketing and selling can help increase Greenfield’s revenues.Ecological/ Environmental FactorsIn Greenfield’s Market’s case, the following are the most notable ecological/environmentalexternal factors:1. Global warming/climate change (threat)2. More complex standards on business waste disposal (opportunity)3. Higher emphasis on business sustainability (opportunity)2334. Business sustainability ( opportunity)Global warming threatens the productivity of farmers in Greenfield’s Market’s supply chain. Onthe other hand, the firm has opportunities to further improve its performance in waste disposaland sustainability. To attain business sustainability, Greenfield’s must improve operationalefficiency. Technological innovation helps improve efficiency in business. Improved policiesand standards on products sold at its retail stores can also strengthen Greenfield’s in addressingthese ecological factors.Legal FactorsThe effects of laws on business are identified. Greenfield’s Market must consider the followinglegal 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 canimprove the firm’s standing and brand image. Greenfield’s Market also has the opportunity tocapitalize on its Greenfield’s Trade Guarantee to build the company’s reputation. The234Greenfield’s Trade Guarantee evaluates suppliers based on fair labor practices. On the otherhand, antitrust law is a threat because it reduces Greenfield’s Market’s ability to maximize itsgrowth via acquisitions and mergers in the U.S. Greenfield’s has used acquisitions as a majorexpansion strategy.Tax reform is a potential threat if it leads to higher tax rates. Greenfield’s must take food safetyregulations as an opportunity to improve quality standards.In the six dimensions Greenfield’s Market has mostly opportunities. However, there are somenotable 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 ofrising labor costs in developing countries, the threat of global warming, and the threat of thepatenting of GMOs. Also, Greenfield’s Market can adjust its pricing strategy to address thethreat of the rising wealth gap. Moreover, the firm can build new stores and expand overseas toaddress 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 fromdifferent countries with different kinds of competition. Primary competition includes departmentstores like Wal-Mart, Publix, Whole Food, etc. Moreover, many other smaller retailers focus ona small niche market, which can also compete successfully against Greenfield’s by the use ofspecialization strategies.235Threat of substitute products and servicesGreenfield’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 incertain products or by selling their products worldwide via Internet. On the one hand, there is atendency 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 theircompetitors. On another hand, although most people still prefer to go shopping by car, thiscompetition has to be taken seriously and analyzed deeply. Nowadays, the five top value retailersare Walmart, Target, Costco Wholesale, Meijer and BJ’s wholesale. They all together generatealmost half a trillion dollars in annual sales. In contrast, the e-commerce giants Amazon.com andDell Direct, posted combined U.S. sales of $38.8 billion. Despite these online transactionsaccount 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 companiescompetition cannot be underestimated.Threat of new entrantsOne field in which Greenfield’s should be aware of the importance of new competitors is in thee-commerce and m-commerce. As it was said in the previous paragraph, Amazon is leading thispart 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 nobarriers to start up a store in the U.S., the ability to establish good supply contracts and be236competitive is every time harder. The vertical structure of chain stores together with theircentralized purchases gives them a competitive advantage over independent retailers.Competitive rivalry within the industryDue to the expansion around the world, Greenfield’s is also facing a lot of competitors indifferent countries through very different kinds of competitionConvenience stores are a popular retail store group, and with more than 120,000 stores, theyaccount 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 locatedin high traffic locations.Also vending machines are becoming popular around the U.S. There were about 5,000 machinesin 2013 that produced annual revenue of 6 billion dollars. The products sold in these machinesare drinks, candies, snacks, coffee and sandwiches. Machines are owned by franchises that rentspace in high traffic areas (office space or commercial buildings).Bargaining power of customersThis force involves the ability of the buyers to put the company under pressure and it is muchrelated 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 purchaseany product, they can check prices in different stores. That’s why the clients are considered tohave great power in the U.S.237Bargaining power of suppliersDue to its size, Greenfield’s can make or break a small supplier. Greenfield’s has pushed itssuppliers to be more efficient and has worked for making prices lower and more beneficial for itscustomers. On the other hand, the company has pushed its suppliers at a level that it almost gavethem 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 theydo not lead suppliers to raise benefits. Nevertheless, most of the vendors accept those contractsbecause of the great influence Greenfield’s makes on their turnover. Put it in another words, acompany that sells 30% of its products to Greenfield’s finds it hard to reject the retail offer evenif it is not the most desirable treatment they wish to sign. So, it can be said that the bargainingpower of suppliers is very low in the case of Greenfield’sPREPARING FOR CHANGE AND OVERCOMING RESISTANCE8 Steps to Implementing Change1. Management Support for ChangeIt is critical that management shows support for changes and demonstrates that support whencommunicating and interacting with staff. Employees develop a comfort level when they seemanagement supporting the process.2. Case for Change238No one wants to change for change sake, so it is important to create a case for change. A casefor 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 , businessgoals 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 InvolvementAll change efforts should involve employees at some level. Organizational change, whetherlarge or small, needs to be explained and communicated, specifically changes that affect howemployees perform their jobs.Whether it is changing a work process , improving customer satisfaction or finding ways toreduce costs, employees have experiences that can benefit the change planning andimplementation process. Since employees are typically closest to the process, it is important thatthey understand the why behind a change and participate in creating the new process.4. Communicating the ChangeCommunicating change should be structured and systematic. Employees are at the mercy ofmanagement to inform them of changes. When there is poor communication and the rumor millstarts spreading rumors about change, it can create resistance to the change. Being proactive incommunications can minimize resistance and make employees feel like they are part of theprocess.5. Implementation239Once a change is planned, it is important to have good communication about the rollout andimplementation of the change. A timeline should be made for the implementation and shouldmake 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 beforefully implemented. Implementing without a logical order can create frustration for thoseresponsible for the work process.6. Follow-upWhenever a change is made it is always good to follow-up after implementation and assess howthe 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’twork as planned. When this is the case, management should acknowledge that it didn’t work andmake adjustments until the desired result is achieved.7. Removing BarriersSometimes employees encounter barriers when implementing changes. Barriers can be withother 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 withoutobstacles and resistance. Unfortunately, sometimes employees need to move on in order tosuccessfully implement a needed change.8. Celebrate240It is important to celebrate successes along the way as changes are made. Celebrating the smallchanges and building momentum for bigger changes are what makes employees want toparticipate in the process.When employees understand why a change is made and are part of the process for planning andimplementing the change, it allows for a better chance for successful implementation.Strategies To Overcome Resistance to Change1. Address Personal Concerns First2. Link the Change to Other Issues People Care About3. Tap into People’s Desire to Avoid Loss4. Tailor Information to People’s Expectations5. Group Your Audience Homogeneously6. Take Advantage of People’s Bias—Buy Now, Pay Later!7. Make the Change Local &amp; Concrete8. Appeal to the Whole Brain9. Beware of Overloading People10. Know the Pros and Cons of Your Change241BECOMING A LEARNING ORGANIZATIONGreenfield’s business model relies on creating value for customers through the implementationof technology. As the technology leader of the grocery industry, Greenfield’s management seeksto maintain that competitive advantage by stimulating the creativity and problem solving skills ofall associates. A culture of learning and self-improvement is key for developing satisfiedemployees who continue to apply themselves even after many years of employment.Greenfield’s believes in continual training classes on industry related topics and regulatorycompliance. In addition Greenfields encourages and participates in the cost of any associate whocontinues their education in related fields, with a preferred programs in information technologyand 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 workforce2. Mandatory 20 hours per year corporate training on emerging technologies expected togradually impact the grocery industry, especially focus on evolving environmentalimpacts.3. Tuition Reimbursement for related continuing education with enhanced tuition assistancefor engineering and information technology courses4. 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 theirGreenfield’s career.2425. Graduation Day Recognition: every associate is honored by a store hosted party for everylevel of continuing education completed.6. Research Grants awarded to PHD students studying technologies that could have positiveimpact on the grocery industry243Sources:“About Sprouts.” Sprouts Farmers Market. N.p., n.d. Web. 28 Aug. 2016.&lt;https://www.sprouts.com/about-us&amp;gt;.“Business Conduct.” The Manager’s Handbook for Business Security (2014): 1-35. 9Sept. 2015. Web. 28 Sept. 2016.&lt;https://corporate.target.com/_media/TargetCorp/csr/pdf/business-conduct-guide.pdf&amp;gt;.By Extending Trust to Employees, Leaders Demonstrate Their Willingness to SupportThem. This Pays off in Terms of Higher Trust on the Part of Employees toward theOrganization. There Is a Whole Science on How to Build Trust. By Creating a RealEnvironment, More Trust in an Organization Will Lead to Lower Turnover.“Leadergrow.” : : Articles by Robert Whipple, The Trust Ambassador. N.p., n.d. Web. 13Oct. 2016.By Providing Healthy Eating Education We Inspire and Empower Our Stakeholders toMake the Best Health-supportive, Delicious Food Choices to Maximize Personal Health244and Vitality. “Core Values.” Whole Foods Market. N.p., n.d. Web. 30 Aug. 2016.&lt;http://www.wholefoodsmarket.com/mission-values/core-values&amp;gt;.“Careers.” Compliance, Ethics, &amp; Legal. N.p., n.d. Web. 1 Sept. 2016.&lt;http://careers.walmart.com/career-areas/corporate/compliance,-ethics,-legal/&amp;gt;.“Ferman Automotive Group Employee Handbook” p.4,p42“Legal &amp; Risk Management.” N.p., n.d. Web. 1 Sept. 2016.&lt;http://corporate.publix.com/careers/support-areas/corporate/departments/legal-risk-management&gt;.“Mission Statement and Guarantee.” Publix. N.p., n.d. Web. 29 Aug. 2016.&lt;http://corporate.publix.com/about-publix/company-overview/mission-statement-guarantee&gt;.“Natural Grocers.” N.p., n.d. Web. 08 Sept. 2016.&lt;https://www.sec.gov/Archives/edgar/data/1547459/000110465912083954/a12-26396_1ex14.htm&gt;.245“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. “ManagingRisk in Our Supply Chain.” Managing Risk in Our Supply Chain. N.p., n.d. Web. 30Aug. 2016. &lt; http://corporate.walmart.com/sourcing/managingrisk &gt;.246",
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