Food Trade News

B. Green & Co., the Baltimore-based retailer and cash & carry operator, has promoted Rick Rodgers to the post of chief executive officer. He had most recently served as chief operating officer of the company. Former chief executive Benjy Green now becomes chairman of the firm that was started by his grandfather in 1915 as a wholesale grocer in Baltimore. He has spent his entire career with B. Green.

Rodgers joined B. Green in 2008 and has helped supervise the growth of the organization which now includes two Food Depot discount supermarkets in Baltimore City; three Green Valley conventional supermarkets in Elkridge, Arnold and Pasadena, MD; two cash & carry stores in Baltimore; and a redistribution wholesale business. Prior to joining B. Green, Rodgers was with Shoppers Food & Pharmacy and its predecessor firm Basics, beginning there as director of produce merchandising in 1986. During his 22-year tenure with Shoppers, he held many varied positions including store director and senior VP of both merchandising and operations.

Also promoted at B. Green was Matt Battaglia, who joined the company in 2010 from Shoppers Food & Pharmacy as director of IT. Over the years, he has also supervised center store procurement. In his new job as VP-merchandising & procurement, he will add fresh procurement and marketing to his duties.

Another Shoppers alumnus, Dave Mariano, has joined B. Green as VP-operations. Mariano began his career in 1987 with Shoppers where he served as a store manager and district manager over 27 years with Shoppers. Most recently Mariano was district leader/regional safety leader role at Petco. Prior to that, Mariano was director of sales and merchandising for Grocery Outlet, running the East Coast operations for three years.

Upon stepping down as CEO on April 15, Benjy Green penned this letter to the associates of B. Green & Co.:

To my extended B. Green & Co., Inc family,

As some of you may have heard, I will be “retiring” at the end of business tomorrow, April 15th. I made the decision over 2 years ago to step back and for those 2 years, we have put into place a transition plan that will allow B. Green not only to sustain itself, but to continue to improve on a daily basis. With this in mind, Rick Rodgers will now become the CEO effective Thursday, April 16th. Rick has already been a game changer for the Company since the day he joined our family in 2008. He and I have worked closely for the last 2+ years to assure the success of this transition. He is one of the hardest working, most humble people I know. He knows our business at every level, inside and out…and is the right person at the right time to lead B. Green into the future.

I believe the Company has its best days ahead…and I have never been more convinced of that given current events. I have always said that our entire team is as good or better than any other area grocer and that when times call for that team to step up…and go beyond for the customer…we are at our very best! I have been witness to that over the years…but never, ever, have I been more proud of what you and everyone at B. Green, Food Depot and Green Valley Marketplace are doing right now. You are the face of B. Green and I can’t thank you enough for all that you always do and continue to do to support the customer and the Company.

I have had the privilege and the pleasure to be the CEO for 25 years. For 23 years before that, I held various positions within the Company but the highlights were to be able to work alongside my cousins, my brother, my mother and my father. My parents inspired me to work hard and more importantly, to do the right thing. They were both my mentors in different but important ways. I have also been incredibly fortunate to have the most supportive wife, children and now a grandson that anyone could ever have. My hope is to spend more time with my family. Don’t worry, I suspect that my wife, Barbara, will continue to be the pie lady at the FD stores and to help the GVM team during Valentine’s Day.

My father was the President of B. Green for about 50 years and my grandfather founded the business in 1915. We are, by any measure, unique in that we have been in business for over 100 years. It is an accomplishment that few businesses can claim. Throughout those 100+ years, the family has been blessed by having so many wonderful associates choosing to be part of our business. It is therefore fitting that I turn the reins over to Rick, the first non-family member to lead the Company and to whom I refer as my little brother. More importantly, Rick shares with me common values and the same moral compass.

It has been the honor of my life to serve as CEO. I will remain Chairman of the Board and will therefore still be involved, but at a different level than before. I will miss my frequent visits to our stores and seeing and talking to many of you. You have been my energy and I think you for all that you have done for me.

With deepest affection,

Benjy

By Jim Donald, Co-Chairman of Albertsons Companies

There is a difference in leading through a crisis for a company that is either facing bankruptcy, becoming outdated at the speed of technology or becoming irrelevant in today’s marketplace compared to a company facing a national pandemic like we are with COVID-19….or is there?

Having served as the chief executive of several large multi-national companies over my nearly 50-year career, I have experienced a crisis or two at every company I’ve managed. While those crises were nothing compared to the scale of urgency we face today, the need to communicate to hundreds of thousands of people remains the same.

In our current crisis, communication is, without question, the main ingredient to leading your team(s) through COVID-19 and beyond. The art of communication during this time will enable your company to emerge from this crisis stronger than when you went in. Whether you’re a leader of a multinational company or the manager of a retail store, this is the time to really separate yourself from all the others.

To begin, you first have to think back to your ‘freshman’ year of anything. Below is a structure that I am currently using as I consult with CEOs globally during this pandemic.

Leadership Team Meetings

It is important to note that associates working from home need more structure than when in the office. Utilizing that measure of discipline means that the meetings need to be held more often, with uniform start and stop times, preferably on a one-on-one basis. Those meetings need to be brief – no longer than 15 minutes. Remember, having a remote ‘Zoom conference’ is much different than working in an office environment. However, when you’re remotely interfacing with your senior leadership, a longer conference is necessary – but no more than once or twice a week and no longer than 45 minutes. And for all your associates, don’t ‘stretch the day’ – it’s long enough as it is. That mean no emails before 8:00 a.m. and none after 5:00 p.m., except for emergencies. And don’t forget to remind people that their devices have mute buttons.

Working from home also involves becoming a better listener. When engaging with your associates, they should have the floor at least 60 percent of the time. And your approach should also be different from the standard office meeting. Start with a story – people retain stories – and inject some humor into the conversation. (But, be sure to keep the normally “funny” guys from the office under control as this can be unproductive.)  Try not to talk about yourself and keep your problems to yourself; people need a break now more than ever and will appreciate the personal interaction with their boss.

I think it’s vital that I be the ‘keel in the heavy sailboat in a big storm’ and that part of my role is to keep things steady.

Leading Your Company At Every Level

The need to communicate at every level has never been more critical. My ‘go to’ approach has been to send a short video (about 45 seconds) each morning, in which I communicate an important daily – yes, daily – message to all the associates. For me, it’s been an effective way of being seen as someone who is interested in the entire team.

If you’re sending an email, don’t worry about typos; if you’re making a video, the quality of the production is not important – your employee base doesn’t care what you know – they want to know, though, how much you care.

The Language You Speak

Not literally but communicate to associates in a manner that they will understand. Try to find an area of mutual compatibility – if you can find that sweet spot, your message will be heard. And if you are even more effective, your language will go to their heart and that will create action.

A good boss is usually an empathetic boss. Try to understand your associates’ concerns and issues. Focus on simple things, such as asking whether their home workplace is adequate. If not, consider helping them with the cost to improve their work-from-home environment.

I prefer sending a short-handwritten note, and this can be done online, with the appropriate app. I also like to use some humor or add a personal touch when appropriate.

What Your Associates Need To Know

Research data has shown that compensation ranks fourth in associates’ ‘must haves’ when rating employee engagement priorities. First on the list is the ability to make decisions.

Because all of our lives have been tremendously disrupted, it is important to reinforce that associates are empowered to make decisions – give them more freedom to exercise their judgment. Why? Because they already know that their company’s reputation is at stake – show them confidence that you trust that they’ll make the right decision.

And if they do make a mistake, be lenient with your ‘get out of jail free’ cards. We all make errors – don’t be too harsh.

Celebrating Every Little Success

The COVID-19 pandemic has changed all of our lives. One of the realities that I’ve witnessed over the past few weeks is that people’s attention spans are shorter than ever. Being in a home environment, the impact of their kids, other family members, even pets is visceral. With that changed environment, it is vital that, as a leader, you highlight their personal or team successes. Little things can become big things by taking notice. One example: I’ve developed online awards as a fun thing that singles out individual associates. In a time of disruption, it’s imperative that you try to cultivate loyalty.

Don’t worry if your associates who are working at home are productive. It is far more important to focus on the small things. By paying attention to the small things that make a difference.When this crisis passes, and it will, you as a leader, and your company as a leader in its industry, will be remembered by how you emerge from this crisis. And how you emerge from this crisis will depend on how you led from home.

Jim Donald is currently co-chairman of Albertsons after having served as the large supermarket chain’s CEO. Donald began his career in his native Tampa, FL as a trainee for Publix. He then joined Albertsons in 1976, rising through the ranks to become VP-Operations in Arizona. In 1991, he was recruited personally by Sam Walton to join Walmart to lead the development of the mass merchant’s grocery business and SuperCenter development. Donald subsequently left for Safeway in 1994 to be the senior-VP and leader of the chain’s 130-store Eastern region, a position he held for two years. His first CEO role was at Pathmark Stores from 1996 through 2002, followed by probably his most well-known appointment as president and chief executive at Starbucks, where he led the company through an era of record growth, including five straight years of 20 percent plus annual earnings increases. After Starbucks, Donald served as CEO of two other companies – Haggen (a regional grocery retailer based in Portland, OR) and Extended Stay America (a national hotel chain based in Charlotte, NC). Named one of the ‘Top 25 CEOs in the World’ by The Best Practice Institute and one of Business Travel News’ ‘25 Most influential business travel executives’ in 2013 for his leadership of Extended Stay America where he also led its successful $565 million IPO, Donald rejoined Albertsons Companies in March 2018 as president and COO before being named chief executive offer of the large chain in September 2018. Most recently he was named to the board of directors of Nordstrom’s.

*This story was updated with new information and more retailers on April 18, 2020

In the 80-year history of modern grocery retailing, there has been no singular event that has challenged the industry more than the current COVID-19 pandemic. And while many industries have been forced to close or scale down their operations, retailers, wholesalers and their suppliers have never been busier or played a more important role in American society.

While the first U.S. coronavirus case was diagnosed on January 20, it wasn’t until a month later that many citizens took a pro-active approach to protecting themselves and others. But those cautions and concerns were far from universal, and as late as mid-March there were still too many people not heeding the concerns of government agencies or even practicing simple common sense. That has now generally changed with more than 40 states ordering “shelter in place” edicts with the mandate of staying home except for essential workers.

And during this crisis, members of the food industry have never been more essential, working tirelessly to keep shelves stocked, their stores clean and the supply chain as open as possible.

Here’s a recap of several key components of what the industry is dealing with and how the pandemic is affecting their-day-to-day approaches towards the important and changing issues that they are facing.

In an informal poll of about 25 retailers in the region over the past three weeks, all said that protecting the safety of their associates and offering shopping conditions that their customers felt were sanitary were their top two priorities.

For the associates, those protections included installing plexiglass barriers to protect shoppers and cashiers from spreading the virus, encouraging their employees to frequently wash their hands while also increasing their efforts to sanitize their shelves and floors. More recently, some retailers are checking temperatures of employees before they come to work, and many others are now requiring their store level associates to wear masks and gloves (now a requirement
in New Jersey, Pennsylvania, New York and parts of Connecticut).

As a result, most retailers have decreased their operating hours, allowing their associates to restock shelves and continue cleaning their stores. Many retailers have also provided wage increases (typically $2-$4 per hour) to their store level associates and have also offered emergency paid sick leave to those associates who have tested positive and others who have been in contact with an infected co-worker.

And while store hours have been shortened, many retailers are offering exclusive shopping periods for their senior shoppers or those with compromised immune systems (often for the first hour after the store opens). Retailers have also encouraged their customers to practice safe social distancing (six feet apart) while shopping, many adding floor decals and other signage to aid the effort.

And as sales and the accompanying added workload for clerks, cashiers and meatcutters have increased, that has led to a need to hire more employees. Retailers have told us that they have relied on the ailing foodservice industry to hire more store associates who were once restaurant workers as well as warehouse associates and truck drivers for their distribution centers (wholesalers, too) who have been furloughed by foodservice distributors.

As for sales, virtually every retailer has set new records with many reporting that March sales have increased between 25-40 percent. Some examples: Kroger’s March sales increased by 30 percent; Ahold Delhaize USA’s five banners experienced a 34 percent sales gain last month; and while Costco’s revenue bounce was only 12.9 percent overall, its grocery sales jumped 35 percent.

And it’s not only bricks and mortar sales that have increased significantly. E-commerce leaders Amazon and Walmart have both significantly increased their online business over the past six weeks. Walmart may have benefitted the most, though. According to Tech Crunch, the Behemoth’s stand alone “Walmart Grocery” app experienced a 460 percent increase in average daily downloads (as of April 5) compared to its number from January 2020. That app offers delivery or curbside pickup options.

Tech Crunch also reported that “overall, demand for retail delivery is now booming with shopping app global downloads hitting 106 million during the week of March 29 and April 4, 2020.” Another data analytics firm, App Annie, said that Amazon also saw 20 percent growth in average daily downloads from January (their base was already much larger than the number of consumers who used the Walmart Grocery app).

While bricks and mortar volume during the first two weeks of April has somewhat stabilized, with restaurants virtually shut down (except for takeout or delivery, a minor percentage of sales), retailers are still experiencing the best extended sales period that they’ve had in in more than 30 years. Retailers, however, were more reluctant to provide earnings guidance.

“Clearly sales have been booming, but so have our expenses. We might not have a clear picture of our earnings until mid-April,” said a senior VP for one of the largest grocery chains in the Mid-Atlantic.

Another retail executive noted: “Obviously, with the restaurant business essentially derailed and people being forced to eat from home, this is probably a once-in-a-lifetime sales opportunity. However, we’ve already seen some rationalization and much of the hoarding we witnessed in mid-March has peaked.”

Of course, that hoarding as well as overall increased sales has put tremendous pressure on supply chains with paper products, cleaning supplies (including sanitizers), pasta, rice, canned goods, bread, bottled water, chicken and ground beef being significantly impacted.

Retailers told us that except for paper goods and a few other items, their supply chains are now operating at above 85 percent service levels. Some operators have also told us that they have temporarily discontinued their weekly circulars due to the unpredictability of product availability.

“What the last month has taught all of us,” said another retailer executive, “is that SKU rationalization doesn’t currently exist. We need physical product, especially in the categories that have been hardest hit. We’ll worry about specific sizes or flavors later on. I want to thank many of our suppliers, who have gone the extra mile to reshape their production lines or added an extra shift so they can meet the demands of our customers. And a big debt of gratitude also goes to our own associates involved with dealing with supply chain issues – that means our warehouse people, truck drivers and merchandisers who have collectively coordinated this effort to create the least amount of disruption in an extremely overtaxed system.”

There are several other areas where retailers have adapted to the health crisis. Some have banned customers from bringing re-usable bags into their stores, fearing that the bags could become potential disease carriers. Several merchants have made large contributions to charities involved with helping those in need during the crisis. A few chains that own their own shopping centers have offered to delay or temporarily waive rent for other tenants during the pandemic.

“Whether it’s during a natural disaster or a national emergency, the food industry does what it does best: cares for customers and communities, managing to rise to the occasion and provide solid customer service when it matters most. The supply chain continues to adapt to meet the new levels of demand, and being deemed an essential workforce allows the industry to restock and replenish products across the country without interruption. In the midst of challenges to keep products flowing, the needs of all their customers and partners—including WIC and SNAP shoppers—remain top of mind. I am honored to work in this industry that is resilient in answering the challenges arising during this national emergency. I know the food industry is doing its very best to get shoppers food and basic necessities to help offer comfort and nourishment during this uncertain time,” said Leslie Sarasin, CEO of FMI, the retail grocery industry’s largest trade association.

Below is a recap of how many retailers, wholesalers and a few affiliated organizations in our region are dealing with the COVID-19 pandemic. Additionally, you can check for updated information on our web story COVID-19: Food Industry Takes Action.

7-Eleven: 4/7 – 7-Eleven Inc. committed nearly $95 million to support franchisees. 7-Eleven Inc. purchasing and supplying franchisees with necessary cleaning supplies, at their cost, including hand sanitizer, hand soap, sink sanitizer, gloves, disinfectant, social distancing floor decals, thermometers, face masks, face shields. 3/31 – Donated 1 million face masks to FEMA. Earlier measures – enhanced standards for hygiene, handwashing, sanitation, food handling and preparation; increased frequency of cleaning high touch surfaces; encouraging social distancing; installing plexiglass sneeze guards, visual floor markers; purchase limits on some items; all open-air, self-serve fresh food items transitioning to being clerk served; fresh baked goods sold pre-packaged; fresh condiment bar replaced with selection of pre-packaged condiments; discontinued use of personal cups for hot, cold beverages; recommended stores temporarily close from midnight-5:00 a.m. for restocking, cleaning; enhanced paid time off for corporate store employees; announced plans for as many as 20,000 new associates to be hired; offering 7NOW delivery where available.

Adam’s Fairacre Farms: Temporarily changing store hours, including special store hours for seniors 60+, those with high risk health issues; closed all café seating areas; modified self-service bars to staff serviced with packaged items; increased in-store signage with tips for sanitation; suspended sampling; increased in-store sanitation, especially at high touch areas.

Adam’s Hometown Markets: Reduced hours for restocking, cleaning.

Albertsons Companies (Safeway Eastern, Acme Markets): 4/13 – All vendors, including delivery drivers, salespeople, merchandisers, other vendor employees, must report to a designated Health Screening Station in each store location before beginning any work in the store every day; vendor employees entering via receiving must report to Receiving Area Screening checkpoint; vendors entering via main entrance must report to Time Clock Screening Checkpoint. Following, county-by-county, any update executive orders re: masks being mandatory. 4/10 – Associates washing hands at least once/hour; in process of sourcing disposable gloves and masks; installing cart wipes and hand sanitizer stations throughout the stores; paused self-service operations like soup, wing and salad bars; implemented social distancing measures through one-way traffic with directional arrows on floors; limited store occupancy; self-check health screenings for associates, customers, vendors; dedicated cleaning staff; masks for all store, distribution, manufacturing associates. Earlier measures – Installing plexiglass at check stands; pausing self-service operations; enhancing cleaning measures; special shopping times for expectant mothers, seniors and other at-risk populations; pay increases of $2.00/hour for e-commerce pickers and drivers, store, distribution center and manufacturing plant associates; partnering with major businesses to offer part-time jobs to their furloughed employees; waiving delivery fees for grocery stores and pharmacies throughout the company.

Aldi: 4/9 – Begins limiting number of customers in stores to five per 1,000 square feet  of store space with associate outside each store keeping track of customers entering, exiting and cleaning carts; rolls out one-way aisles; taking temperatures of store, warehouse associates and asking basic screening questions. Earlier measures –  installed protective barriers; made masks and gloves available to associates; encouraged social distancing with signage; increased frequency of cart cleaning.

America’s Food Basket: Discontinued refunds, returns, established “all sales final” policy; depending on location, stores may adjust hours to disinfect, re-stock; weekly promotions stopped until further notice.

Associated Supermarket Group:  Most of the independent retailers in the group are encouraging social distancing; taking steps and protocols to implement CDC and state recommendations; providing masks, gloves to their employees; installing plexiglass at registers; professionally sanitizing premises frequently; asking customers to cover their faces while shopping and to properly dispose of masks and gloves after leaving the stores. ASG has arranged for supermarkets in their network to have access to PPE for their employees.

BJ’s Wholesale Clubs: 4/3 – Instituting temperature checks for all team members before starting their shifts; begin to make gloves, masks available to associates who want them; adding new social distancing measures; capacity limits in clubs based on square footage; BJ’s Charitable Fund adds $500,000 donation to support hospitals in its footprint.  Earlier measures – one-time bonus for managers and key store personnel of $500-$1,000; increased wages by $2.00/hour; dedicated shopping carts for seniors; waived absenteeism policy; pay of up to 14 days for associates in mandated quarantine; pay through a mix of accrued sick time and company paid time if associates tests positive and has to quarantine; team member relief fund; actively hiring permanent and temporary positions; ban on all team member travel unless business critical; home office team members working remotely; dedicate shopping hours for seniors.

Balducci’s: Premium appreciation pay of $2.00/hour; 24-hour hotline for associates with questions about COVID-19; emergency sick-pay fund; increased associate discount (35%) and meals; limiting store occupancy to 30 percent; asking customers to limit to one person per family doing the shopping at the same time; plexiglass shields; tape and arrows on floor to maintain social distancing.

Best Markets: Modified uniform policy to allow associates to wear gloves and masks; providing masks and gloves for associates; installed protective barriers at checkout; limit on number of shoppers in the store at one time; shortened store hours for re-stock and sanitation; encouraging 6 feet personal distancing policy, inside and outside the stores; no reusable bags permitted; encouraging customers to use contactless pay methods; store employees over the age of 65, or with documented health conditions putting them at higher risk of complications related to COVID-19, is encouraged to stay home during this public health emergency and they will continue to be paid while they are out.

 Big Y: 4/14 – Limiting store capacity to levels lower than required by Massachusetts and Connecticut; if capacity reached, associate will assist customers queuing up outside store to maintain 6 feet of social distancing. 4/12-4/13 – Stores closed Easter and the subsequent Monday to give associates a two-day break. 4/7 – Encouraging employees to wear masks and gloves; actively working with government and suppliers to make masks available; providing non-food handling gloves to associates for cleaning as well as to cashiers, baggers who choose to wear gloves; gloves must be changed once every hour; employees must continue hand-washing once every hour even if wearing gloves; adding social distancing markers, plexiglass shields; asking customers to limit to one shopper per trip per household.  Earlier measures – Adding multiple daily store cleanings; adjusted store hours; increased wages by $2.00/hour for hourly employees from March 22 through April 25 in stores, support center, facilities and distribution center; encouraging social distancing; discontinued administration of all vaccines; supporting food banks; suspended rain checks; closed all self-serve food options.

 Boyer’s Markets: Shortened store hours and reserved hours for seniors; adjusted teammate attendance policy; increased cleaning and sanitation; stress on handwashing, use of gloves and sanitizer; increased placement of hand sanitizer stations throughout the stores; limits on certain high-demand items.

 Bozzuto’s: Hometown Foundation Inc. created comprehensive, multi-faceted campaign to raise funds for COVID-19 relief which will be used to purchase hand sanitizer, cleaning products, food supplies to help keep essential emergency response personnel, medical professionals safe on front lines.

 C&S Wholesale Grocers: Adapted no-contact delivery service; giving frontline workers special appreciation bonuses; additional paid time off; quarantine pay policy includes full pay for the duration of workplace quarantine for up to two weeks; covering 100 percent of telemedicine costs for associates; work from home for those who can do so.

 Caraluzzi’s: Shortened store hours; set aside time for seniors and immunocompromised; sanitizing stores throughout day and heavily at night; limited numbers of certain high demand items; instituted all-sales final policy; dedicated staff traveling throughout store wiping down high contact surfaces; suspended can and bottle returns; encouraging social distancing.

 Corrado’s: Adjusted store hours, by location; curbside pickup for online ordering; encouraging customers to use masks, hand sanitizer.

 Costco: 4/14 – Priority access during all store hours for Costco members who are healthcare workers and first responders. 4/3 – No more than two people in a warehouse for each membership card; Earlier measures – new closing hours, varying by location; special shopping hours for seniors Tuesday-Thursday; product limits on high-demand items; reduced returns; reduced service in some departments, like hearing centers, optical, floral, jewelry; take-out only at food courts; encouraging social distancing behaviors.

CVS: 4/9 – Announced it will donate more than $5 million worth of seasonal treats to local community organizations across the country to help families celebrate upcoming holidays, including Easter. Earlier measures – CVS Health and its foundations giving more than $1 million in new investments to address food insecurity and other community needs in response to ongoing challenges presented by the COVID-19 pandemic; CVS Health Foundation will also match up to $1 million in employee contributions to the CVS Health Employee Relief Fund, a public charity supporting colleagues during unanticipated and unavoidable financial hardships and emergencies, making $1,000 grants available to employees to address qualifying emergency needs related to the pandemic; free COVID-19 testing for eligible residents in Massachusetts, Rhode Island, Georgia; free delivery on prescriptions, other store essentials; drive-thru for prescription pick-up; Minute Clinics open; added disinfectant wipe stations; signage, floor markers to assist with social distancing; employees wearing CDC approved masks, gloves; new protective panels at checkouts, pharmacy counters; fewer signatures required on PIN pads.

 D’Agostino’s: Providing employees with gloves, procured masks; installing sneeze guards; set aside hours for seniors, other with compromised; sanitizing high touch areas throughout the day.

Eddie’s of Roland Park: Increased frequency of cleaning; working to ensure availability of gloves, cleaning products.

Fairway Market: Increased frequency of sanitizing during open hours; enhanced deep cleaning each night; following CDC best practices for food preparation; reinforcing handwashing; cooking classes cancelled.

 Family Owned Markets: Cancelling all ads, magnet mailers and many sale items.

 Fine Fare Supermarkets: From the company’s website – “We at Fine Fare want to thank you for your patience and loyalty.  Every single Fine Fare employee, from our offices, drivers, distributors and store employees, are working extremely hard to provide you with your essential needs.  Our #1 goal is your well-being and safety.”

 Food Bazaar: Continuing to provide reminders to employees on good hygiene; rigorous cleaning practices in place.

Food Lion: Stressing social distancing; plexiglass panels at registers and pharmacies; dedicated associates, wearing special vests so they can be identified, are performing enhanced cleaning; special hours for seniors and others at risk; $3.1 million to assist community response to COVID-19; donations to local food banks.

 Foodtown (Allegiance Retail Services): 4/13 – Launches social media campaign #IStayHomeForMyGroceryHeroes, following on NYC Mayor Andrew Cuomo’s #IStayHomeFor, calling for consumers to limit their grocery shopping trips. Earlier measures – encouraging social distancing; temporarily suspended returns, refunds, rainchecks; adjusted store hours for enhanced cleaning.

 Gerrity’s: Strongly advises shoppers to wear face coverings, including homemade masks, bandannas, scarf coverings; set aside hours for seniors to shop; closing stores one hour earlier for additional cleaning; paying store associates an extra $1/hour from 3/17-4/5; closed salad, olive bars, selling pre-packaged instead; closing café seating areas.

Giant Company (Carlisle, PA):  4/15 – Announced additional $250,000 commitment to 18 hunger relief organizations in its marketing areas. 4/10 – Launched $250,000 emergency agricultural assistance, coordinated in partnership with nonprofit Team Pennsylvania, which will go to support farms, food processors and other small food businesses in the state that have been hard-hit by the COVID-19 pandemic. Companies of 250 employees or fewer involved in growing, making or processing food in the state are eligible, with a maximum award of $15,000 per business. Earlier measures – Launched social media campaign #MoreForAll to urge shoppers not to hoard groceries; special hours for seniors and immuno-compromised; providing prescription pick-up via Direct parking spaces, pay-by-phone; UPS mailing of prescriptions; social media campaign to address panic buying; modified operating hours; working to expand delivery services; hiring temporary and part-time workers across its family of brands – Direct, Heirloom Market, Giant and Martin’s; donations to local children’s hospitals for COVID-19 mitigation; donations to local food banks; $1.5 million to support its non-profit partners in its communities.

Giant Eagle: Set aside shopping hours for seniors 60+, differently-abled, immunocompromised; reduced hours at select GetGo locations; limited quantities on high demand items; limited availability in floral, bakery; closed full-service meat department, dry cleaning, bulk food, café seating, hot bar, hot case, salad bar, hot soup, olive bar, self-serve donuts, in-store bank; increased frequency of cleaning in restrooms, checkout lanes, payment touch pads; curbside pick-up, delivery, drive-thru pharmacy.

Giant Food (Landover, MD): Social distancing in stores; plexiglass shields; associates in masks and gloves if they prefer; asset protection team providing security; adjustment to store hours; free Starbucks coffee for first responders and healthcare professionals; some revisions to rain check and refund/return policies; donations to local food banks; $1.5 million to support its non-profit partners in its communities

Graul’s: Set aside special hours for elderly and immuno-compromised shoppers; offering curbside pickup; increased focus on cleaning; continuing to provide wipes for carts.

Green Valley Marketplace: Hiring short-term and part-time associates; nightly cleaning of food prep, high traffic areas; plexiglass dividers at checkouts; social distancing; pre-pack and ready-to-go meal, sandwiches and hot items usually found on food bars; increased availability of pre-sliced deli items; order pick-up areas set aside in deli, seafood, bakery; associates wearing gloves, optional face masks available; dedicated shopping time for higher risk groups; cart wipes, sanitizer available for customers’ use.

Gristede’s: Associates provided with gloves; secured face masks; sneeze guards being installed; hired outside cleaning service for deep cleaning stores, products after hours; sanitizing high touch areas throughout the day; set aside hours for seniors, immunocompromised, similarly disabled neighbors.

Grocery Outlet: Frequent disinfecting, especially high contact areas; hand sanitizer at checkout.

 Hannaford: Dedicated shopping hours for seniors, individuals with compromised immune systems, including pregnant women, caregivers shopping for immunocompromised; plexiglass protection barriers at registers; reusable bags prohibited; encouraging social distancing with signage throughout stores; limited on high demand products; not processing most refunds, returns, rainchecks, but still honoring double-back guarantee with receipt; donated $750,000 to COVID-19 response, including to food banks, homeless support.

Harris Teeter: Modified hours to allow cleaning; for seniors – special in-store shopping hours, designated ExpressLane online shopping pick-up times for seniors with waiver of the $4.95 fee, or discounted fee of $5.00 for home delivery; suspending product returns; limits on high demand products; rain checks suspended; no fundraising events or store tours; customers who bring reusable bags must do their own bagging; encouraging social distancing; no in-store seating; protective shields at checkouts, pharmacies and customer service; appreciation pay – one time bonus of $300 for full-time, $150 for part-time for associates in retail, distribution, manufacturing and corporate office; looking to hire 5,000 associates to fill retail, distribution center positions.

 IGA: Educating staff on proper handwashing; increasing cleaning of high traffic areas; communicating safety standards to shoppers; shopper signage; providing proper PPE.

 Karns: Revised hours to allow cleaning; special hours set aside for seniors; no rainchecks; reminding customers they can buy online via Instacart and Shipt.

 Key Food: Seniors only shopping hours at some stores; enhanced cleaning per CDC guidelines; Instacart has added option for contactless delivery.

 King Kullen/Wild By Nature: Shortened hours for restocking, sanitizing; set aside hours for at-risk shoppers; encouraging social distancing; those bringing reusable bags must do own bagging; purchase limits on high demand products.

 Kings Food Markets/Balducci’s: Premium appreciation pay of $2.00/hour; 24-hour hotline for associates with questions about COVID-19; emergency sick-pay fund; increased associate discount (35%) and meals; limiting store occupancy to 30 percent; asking customers to limit to one person per family doing the shopping at the same time; plexiglass shields; tape and arrows on floor to maintain social distancing.

Kroger: Updated hours, including exclusive senior shopping times – varies across companies divisions; suspended product returns, will replace produce, meat, seafood or deli that does not meet their freshness standards.

Lidl: 4/11 – Limiting number of customers to five per 1,000 square feet with designated associate at store entrancing monitoring numbers, disinfecting carts. Earlier measures – encouraging social distancing; installing protective shields at checkouts; encouraging all customers to use contactless pay methods; making face masks, gloves available to all store personnel; hiring up to 1,000 temporary jobs; all temporary employees without health insurance immediately eligible to receive comprehensive COVID-19 medical benefits, which waives copayments, coinsurance, and deductibles and allows virtual visits through the CareFirst Video Visit platform; current Lidl US employees enrolled in company insurance plans will automatically receive the enhanced COVID-19 medical benefits package at no additional cost; added protective barriers at checkouts; new signage on social distancing; shortened store hours.

 McCaffrey’s Markets: Following CDC guidance; sanitizing high touch areas; suspended food sampling; stressing healthy workplace habits; providing cart wipes, extra sanitizer at multiple key areas throughout stores; closing hot, salad, soup, olive bars; set aside shopping hours for seniors, those with compromised immune systems.

McKay’s: Increased sanitation practices.

MOM’s Organic Markets: Frequent sanitizing; designated employee to wipe down carts, basket handles; rolled out touchless payment via Apple Pay, Android Pay, Google Pay; switched all debit transactions to credit; in-store seating removed; frequent handwashing; sick employees told to stay home; limited in-store food, bakery services so those associates can concentrate on enhanced cleaning and stocking, as well as preparing meals for store associates; signs reminding customers about social distancing; hiring displaced workers who lost jobs due to the pandemic.

 Morton Williams: Sanitizing multiple times daily, especially high contact areas; set aside hours for seniors, the immunocompromised, similarly disabled neighbors.

 Murphy’s Fresh Markets: Dedicated shopping hours for seniors, immunocompromised; limited quantities of high demand items; no longer taking product returns; shortened hours for enhanced cleaning.

 Philadelphia Wholesale Produce Market: Reducing number of people in facility at one time; adjusted hours; truck drivers required to remain in vehicles while on premises; customers required to wash hands, use protective gloves before inspecting product; encouraging social distancing; curbside pickup encouraged.

National Supermarket Association: Members have designated shopping hours for seniors.

Price Chopper/Market 32: Suspended refunds, returns, rainchecks; limits on high demand items; shortened hours; set aside hours for seniors; committed $350,000 to support established community partners at regional food banks, The Salvation Army, United Way, The Red Cross and the YMCA.

Publix: Seeking to hire thousands of new associates for store and distribution positions; setting aside exclusive shopping hours for seniors; adjusted store hours; offering rent relief to businesses operating in Public-owned shopping centers that have closed due to the pandemic and waiving maintenance and common area fees;  donated $1 million to Feeding America’s food banks.

 Quick Chek: Enhanced cleaning, safety protocols; mobile ordering available for subs, smoothies, espresso drinks; giving associates continual support by providing access to paid time off, flexible scheduling, educational materials, other resources.

 Redner’s/Redner’s Fresh: Increased frequency of cleaning; suspended sampling; suspended self-service areas like food bars; encouraging customers to use Shipt for home delivery.

 Rite Aid: 4/14 – Announces plans to expand COVID-19 testing sites, including new drive-up locations with self-swab nasal tests, as part of its partnership with the White House Coronavirus Task Force; in addition to current testing site in Philadelphia, it has added a new testing site in Harrisburg, PA that will be open 7 days a week, from 9:00 a.m. to 5:00 p.m., conduct 200 tests a day; also adding drive-up testing at stores in Connecticut, Michigan, New Jersey, New York, Ohio, Pennsylvania and Virginia for self-swab tests overseen by Rite Aid pharmacists. 4/7 – Rite Aid Foundation announced a $5 million philanthropic package to support the nation’s healthcare providers and first responders, children, families and communities impacted by the outbreak, to address geographic pandemic hotspots and to support its associates as they continue to battle the COVID-19 pandemic. 4/6 – Announces plans to hire 5,000 associates for full and part-time roles across the country to support store and distribution center teams. Earlier measures – New “Pandemic Pay” policy – non-management hourly workers at stores and RediClinics or the distribution center will receive a temporary $2.00/hour pay increase from March 13-May 2; raising associate discount to 35 percent on eligible products; giving associates an unspecified “Hero Bonus”; home delivery for prescriptions, with some exceptions, on request; helping customers arrange for 90-day refills, early refill authorizations; company says it has adequate supply of generic medications and does not anticipate any significant near-term supply chain disruptions.

 Sam’s Club: 4/14 – Launched dedicated pick-up hours for people most at-risk for virus. 4/9 – Making face masks available for all associates. 3/31 – Instituted temperature checks for associates, along with basic health screening questions; stressing 6-20-100 guidance, 6 feet apart, 20 seconds of hand washing, 100 temperature means stay at home. Earlier measures – special shopping hours for seniors and others at higher risk; concierge service for seniors with curbside delivery, payment via Scan & Go; adjusted store hours for cleaning, sanitizing; closed cafes; posted hand sanitizer at all entrances and exits, designated registers; no sampling or demos until at least April 3; purchase limits on high demand items; taking workers temperatures when they arrive at work – anyone with a temp of 100 degrees or higher is sent home to seek medical advice and asked not to return until they’re fever-free for three days; making masks available for associates who want them (still awaiting delivery of ordered masks).

 Save-A-Lot: plexiglass screens, cleaning products and latex gloves at all checkouts; recommending “two carts apart” social distancing; special hours for seniors, customer with disabilities and their caregivers; additional cleaning routines; honoring 100 percent money back guarantee but not accepting returned product in the stores.

 Seabra’s: Shortened store hours; set aside shopping hours for seniors; taking temperatures of store employees before beginning shifts using non-contact thermometer.

 Shop ‘n Save: Following CDC guidelines to keep employees, customers, communities safe by activating measures to address supply, sanitation, delivery; limiting purchases of high demand products; installing plexiglass dividers; encouraging social distancing; looking to fill positions immediately.

 ShopRite/Price Rite: 4/13 – Implemented temperature monitoring program using non-contact infrared thermometers to take temperatures of vendors and associates before entering stores.   Earlier measures – Encouraging customers to use ShopRite from Home; all sales are final during emergency – no returns, no rainchecks; encouraging social distancing; being vigilant about cleaning, sanitation protocols throughout store; some stores have modified schedules based on product deliveries, need to restock, allow for additional cleaning; special hours for at-risk individuals; limits on high-demand products; developed specific policy in the event a store associate contracts COVID-19.

 Sprouts Farmers Markets: Adjusted store hours for associates to rest and refresh; frequently sanitizing stores; implemented programs to encourage healthy social distancing; looking to immediately fill more than 2,000 roles across stores, distribution center and support office.

Stew Leonard’s: Cancelled in-store demos, events; shortened hours; extended $2.00 per hour appreciation pay increase to team members; suspended returns, refund, raincheck policies but still giving money back for spoiled produce with receipt; early openings for seniors, other vulnerable shoppers; product limits on high demand items; encouraging social distancing; encouraging customers to clean all reusable bags; cleaning and sanitizing food contact surfaces once every hour, other high contact areas every two hours; providing sani-wipes, hand sanitizer throughout the stores.

Stop & Shop: Shortened hours; set aside hours for seniors, others with compromised immune systems; limits on high demand products; $1 million donation to regional food bank partners; discontinued returns, refunds, rainchecks; added third party cleaning service to already extensive procedures to hit key areas more frequently; disinfecting wipes at store entrances; closed down service components such as hot bar, salad bar, wing bar, olive bar; closed all seating areas; discontinued café operations; suspended sampling, in-store events, community solicitation; providing associates with updated direction, guidance from CDC and healthy workplace habits; conducting handwashing every 20-30 minutes; pick-up service temporarily suspended, stressing delivery instead.

Target: 4/2 – Began giving protective gear (gloves, masks) to employees at start of shifts. Earlier measures – changes to 2020 store plans – reducing number of new small store formats, store remodels set for 2020, completing those already in progress and rescheduling the rest; temporary pause on incorporating fresh foods and adult beverages into Order Pick-up and Drive-up services; introducing additional cleaning measures; promoting social distancing; stationing dedicated team member at entrance to make sure carts are clean, available; suspending in-store product returns, exchanges; refraining from handling reusable bags, providing paper and plastic bags, waiving local fees; expanded dedicated shopping hours for vulnerable guests; made a $300+ million investment to support team members and communities.

The Fresh Market: 4/14 – Will require face coverings for all shoppers, adding to an earlier established requirement for all store associates to wear facemask or cloth face covering.  Earlier measures – temporarily changed store hours; reserved shopping hours for those at higher risk; temporary quantity limits on higher demand products; modifications at stores to follow CDC guidance – distancing, pausing sampling, changing how some products are displayed, sold, returned; continued to reinforce enhanced cleaning, disinfection protocols including dedicated team members continually disinfecting high touch areas; where mandated by local authorities, limited number of people in store at a time; established health advocate to answer team members medical questions, hotline for team members; temporary COVID-19 pay policy allows up to two weeks of missed work if place under required quarantine; increased team member discounts, designated 30 minutes after closing time for team members to shop; unspecified special recognition for team members through compensation; actively looking for additional team members.

Trader Joe’s: Revised hours – closing early to support crew members; dedicated hours for vulnerable guests; additional two weeks of paid sick leave for crew members who develop symptoms of the illness; prioritizing good hygiene practices including ensuring that crew members at registers have opportunities to regularly wash their hands; increasing routing cleaning of high touch areas; suspending all product sampling; closing stores for precautionary cleaning and sanitization if a crew member tests positive for COVID-19, crew members at these stores will be paid for all regular shifts while a store is closed.

 Uncle Giuseppe’s: Offering curbside pick-up; reserved hours for seniors, those most at risk; food contact surfaces cleaned, sanitized frequently; thoroughly clean public areas, restrooms frequently; dedicated greeter wiping down carts with sanitizers as shopper enter; new handwashing protocol of “Stop, Wash and Change Your Glove” every hour or as needed if sooner; cleaning, sanitizing all high touch areas; installing protective barriers at checking, floor decals for social distancing; all departments remain open, fully staffed.

Walgreens: Working with federal, national, local officials to help provide, expand access to COVID-19 testing, including drive-through testing sites; adjusting store hours; dedicated hours for seniors, their caregivers, immediate families; select products available for purchase via drive throughs; social distancing guidelines in stores; plexiglass shields; limiting purchases of high demand products; offering contactless pay – Apple Pay, credit cards with touch pay, online payment; increasing frequency of daily cleaning of high traffic areas with additional deep cleaning by professional services at all stores and distribution centers; looking for fill about 9,000 existing part- and full-time roles, primarily customer service associates, pharmacy technicians, shift leads; reduced number of photo kiosks in stores for social distancing; if a store is closed due to an infection, following CDC guidance; if store is closed, team members are paid for up to first two weeks of resulting absences.

Walmart: 4/14 – Launched dedicated pick-up hours for people most at-risk for virus. 4/9 – Making face masks available for all associates. 3/31 – Instituted temperature checks for associates, along with basic health screening questions; stressing 6-20-100 guidance, 6 feet apart, 20 seconds of hand washing, 100 temperature means stay at home. Earlier measures – Encouraging social distancing; dedicated associates to clean high traffic, high touch areas; single designated entrance and exit to help people stay apart; limited number of people in store to five for every 1,000 square feet; shortened store hours; dedicated shopping times for seniors and vulnerable shoppers; pharmacies offering drive-thru, contactless curbside pick-up and mail delivery for those at risk; $25 million commitment to support organizations on the frontlines responding to COVID-19, distributed in a series of grants, each furthering the capacity of organizations to help communities affected by the pandemic; additional $10 million to nine organizations that support food banks, schools and senior meal programs.

Wawa: In addition to regular benefits, paid time off, announced PTO Relief Program providing extra support for associates with up to 14 days PTO if associate impacted by COVID-19; giving hourly associates temporary wage increase; changing self-service coffee to full-service; suspended all self-service fountain beverages; leveraging options for delivery, using mobile ordering; cleaning, sanitizing all surfaces; making hand sanitizer available in customer areas; encouraging social distancing with aids such as clear plastic shields at checkout; free coffee for all health care workers, first responder; closing all stores for a period each night for additional cleaning, sanitizing.

Wegmans: Adjusted store hours; designated shopping times for seniors; temporarily closed self-serve areas in coffee, prepared foods, bakery, bulk foods; closed Market Café seating areas, in-store Pubs, select Burger Bars, Amore, Next Door; increased associate pay by $2.00/hour for the months of March, April; adopted COVID-19 disability sick leave policy with higher rate of pay from day one, eliminated need for medical documentation; COVID-19 job protected voluntary leave policy gives employees opportunity to take unpaid time off if uncomfortable being at work; increased frequency of cleaning, sanitation in stores, distribution centers, offices; added more hand sanitizer stations in stores; implemented cashier guidelines for front end processes; supporting social distancing with visual indicators in pharmacies, front end; installing plexiglass shields in pharmacies, front end; limits on high demand products; continue to hire for positions through markets; $4 million donation to partner food banks.

Weis Markets:  4/15 – Updated protocols for manufacturer, broker, SAS and DSD representatives requiring them to wear face coverings or masks whenever they are in a Weis store. 4/13 – Closing stores an additional hour earlier in evening to allow employees to re-stock, clean, sanitize; completed installation of sneeze guards at all checkout lanes, pharmacy counters, café registers; distributed surgical masks, reusable masks, plastic face shields to employees in stores, distribution center, processing plants. Earlier measures – Adjusted store hours; raising pay for associates by $2.00/hour; increased team each day devoted to cleaning, disinfecting stores, including high contact areas; offering Weis2Go with curbside pick-up via website or app, for both groceries and pharmacy.

Whole Foods Market: 4/13 – Amazon and WFM begin limiting number of online grocery customers, AmazonFresh and WFM delivery, pick-up customers must sign up for invitation to use those services. 4/2 – Said workers will receive a no-contact temperature check on arrival, and anyone who tests over 100.4 degrees Fahrenheit (38 degrees Celsius) will be sent home; workers will also receive surgical masks for use while on the premises. The protections are planned to be in place by next week.  Earlier measures – Installing plexiglass barriers; pay increase of $2.00/hour for all part- and full-time associates; closing self service departments; making store café seating, inside and outside, unavailable; offering expanded selection of pre-packaged items; shortened store hours to allow overnight cleaning and restocking; one hour each morning set aside for seniors and at-risk shoppers.