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Logan tns slides
 

Logan tns slides

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  • Source from over 250 growers/ vendors – more than 90% direct from growersProduct line varies. Right now: 220 items We carry multiple brands of same product offering customers a range of (price/quality/size) options for the same product1/3 of our product is sourced in Oregon and Washington; local sourcing peaks in summer/ early fall
  • In our staff surveys, over 95% of staff say they strongly embrace the company’s mission and core values.We expect all staff to become educated about the product, our growers and about organic agriculture. Over the past two summers, we have sponsored classes conducted by Oregon Tilth at Luscher Farm near Lake Oswego. At the session Natalie and I attended this summer, we learned about the organic certification process from a Tilth auditor and about the production and uses of compost tea. We also got on hands and knees and weeded a row of cilantro – a great reminder of the labor-intensive nature organic farming can be. As the business grows, we intend to take deliberate steps to provide staff at the lower end of the pay scale with above market compensation and benefits. We offer a 6.5% 401K match and profit sharing (approx 20% of profits) that is paid strictly on the basis of hours worked and seniority with the company.
  • THE CHALLENGE AHEAD: I think organic farming systems provide us with the foundation on which to build the house. I think consumers are looking to the organic trade to be leaders. Not enough to sell organic apple but to know that it was harvested, packed, put into a truck a warehouse, store, dinner table with the principles of sustainability being followed.  I am hopeful that is there is a growing movement of food producers, distributors, etc asking this question. I was hired as “sustainability” manager and people were like what is that? Now going to trade shows and conferences I am meeting lots of people hired to focus on this task. Not just a marketing thing, it is becoming accepted as a business imperative—we can’t keep using up resources as we have we are experiencing climate change—were going to have to change are you going to be the first or the last to change? Consumers are looking to organic to be a leader in brining us a sustainable food system. Organic offers the foundation upon which to grow.
  • In 2005, OGC management concluded that a strong and legitimate market for organic produce had developed. We convened a summit attended by nearly 200 staff, growers, retailers, and other suppliers to discuss how we could go “beyond organic” certification process to address packaging, transportation, facilities, and labor employed in harvesting, processing, and shipping produce. OGC’s board of directors changed our mission statement from “Promoting health through certified organic agriculture” to “Promoting health through organic agriculture as a leading sustainable organization”.OGC hired Natalie as a graduate student intern to explore sustainability initiatives that could be pursued in the trade. That led to the development of the Food Trade Sustainability Leadership program at the U of Oregon.In early 2006, OGC’s sustainability efforts were piecemeal and not coordinated. Rick Baker, the interim CEO, introduced the company to Duke Castle and The Oregon Natural Step.Upon joining OGC in Feb 06, Josh hired Natalie to serve as the company’s first Sustainability Coordinator reporting directly to the CEO. Over the next few months, Natalie, Josh and Duke conducted half-day sustainability orientations to over 100 staff. We conduct annual Natural Step trainings for all new hires as well as additional training for interested staff.In the summer of 2006, Natalie formed our first Sustainability Steering Committee. The committee consisted of at least one non-manager employee from each department and each facility. Duke Castle facilitated the meetings. We employed the Natural Step Backcasting Planning Model
  • This slide shows how we have been integrating sustainability into our annual planning process for the last 2 years. Every spring we are committed to an annual training in TNS for every employee and offer advanced topic trainings for others. Over the summer we form a rotating Sustainability Steering Committee representing each dept and facility (aspiring leaders and interested people) we hold a series of planning meetings. The committees first order of business is to take stock of our progress by doing a baseline assessment of our business--SCORE (Sustainability Competency & Opportunity Rating & Evaluation) self-audit developed by Darcy Hitchcock and Marsha Willard of Axis Performance Advisors. The SCORE audit is a practical way we have found to scrutinize our business practices against the principles of sustainability allowing us to identify the areas which we still have unsustainable behaviors and processes. Reflect on: Are we doing any better? What areas are we making progress or having a hard time? Why? Using the backcasting process, the Committee members revisit our long term breakthrough goals and vision asking “what would success look like” if we operated in a sustainable manner? If our business did not violate the TNS system conditions?Then we have a compass of where we want to go, next we work on developing a list of specific projects we can undertake over the next year that will help us work towards our breakthrough goals. These projects are then worked into our annual operating plan—budgeting staff time, and financial resources. Every year our ambition is great, we have many things we need to work on and limited energy, so we needed to balance things like cost,, most impact for the effort, staff energy. This is a the most critical part of the planning process that can make or break our sustainability initiatives. You, can’t expect change to fast or employees feel bunt out and resentful about sustainability initiatives on top of existing responsibilities on the other hand engaging employees makes them feel proud of the work they do. Have to make sure that success measures are integrated into individual employee goals and annual objectives.SEE PAGE 7 and 8 of ANNUAL REPORT.
  • Here are the long term breakthrough goals we have developed over the last 2 years. These goals provide our our “compass, take some of the theoretical aspects of sustainability and boil it down the main areas we need to work in order for our business to be sustainable. READ GOALS ALOUD... We know we wont achieve these overnight, but every year we will strive to take on project that are steps toward achieving these objectives. Work these projects into our annual operating plan and budget.Next I will highlight a fewof these projects.
  • Costs an extra $12,000 per year.
  • Tonya Haworth and Jason Smith sorted and documented our trash.A team installed color-coded signage to help staff sort and properly dispose of compost, recyclable items and trashWe acquired more user-friendly recycling and compost bins.We educated staff at team meetings.Challenges: changing culture; disposing items that aren’t easy to recycle (e.g. waxed lined boxes), and persuading suppliers to change packaging
  • Goal 1: Achieve carbon neutrality and eliminate fossil fuel use [SC #1 & #3]Health and wellness committee in 2010 launched to organize education, activities and programs that support the personal health of our employees.   We hope to harness OGC’s spirit of fun and creativity to create opportunities that our fellow employees will take advantage of and value.Monthly or Quarterly Education Topics: nutrition and weight loss, know your #’s (cholesterol, blood pressure, etc), flu prevention, ergonomics, stress reduction, smoking cessation, etcHelp Employees Take Advantage of Providence Health Plans:  The “Life Balance” program includes free health assessments, personal health trackers, health & nutrition classes, tobacco cessation support, discounts and more.Employee Training Together for a Fitness Activity:hood-to coast relay, shamrock run, truffle shuffle, “worst-day of the year to ride”   Wellness Fair:Information on health, screening and prevention.Fitness Goal Setting and Contests:Similar to OGCs SMART Commute program, where employees work towards personal fitness goals together (i.e. Organic Valley has walking/jogging teams and distance goals).
  • Tweaking as we go.

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