Darnell Allen
Vice President, Diversity and Inclusion
SUPERVALU
SUPERVALU Diversity & Inclusion
Overview
1
About SUPERVALU
 Fortune 50 company
 Fortune “Most Admired” company
 Third-largest grocery company in the United States
 135 years of industry experience
 Acquisition of premier retail properties from Albertson’s
Inc. on June 2, 2006
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Grocery Retail and Supply Chain Leadership
 A legacy of service and innovation with 36 distribution
centers delivering
best-in-class supply chain services
 Unique blend of retail formats and capabilities in
geographically and demographically diverse markets
Supply Chain Services
Grocery Retail
3
Focus on the Future
 The industry was evolving
Consolidation
Entry of mass and niche retailers
 SUPERVALU had a long-term plan to grow retail
presence through acquisition
 September 2005: The game changes
Albertson’s Inc. announces decision to sell assets
We had the opportunity to change
the face of SUPERVALU and
the grocery landscape
4
June 2, 2006:
A Monumental Date
 Acquired more than 1,100 premier retail properties
Acme
Top U.S. Grocery Companies
Based on Total Sales*
Bristol Farms
Company
Sales
Jewel-Osco
Wal-Mart Stores
$ 317.3
Kroger Co.
$ 59.9
Shaw’s and Star Markets
The New SUPERVALU
$ 44.0**
Albertsons
$ 41.3
Safeway
$ 38.6
Ahold USA Retail
$ 22.6
Publix Super Markets
$ 20.1
SUPERVALU
$ 19.9
Delhaize America
$ 16.6
Albertsons in Idaho,
Utah, Nevada,
Southern California
Sav-On and Osco
in-store pharmacies
* Supermarket News “Top 75” Grocery Retail, January 2006.
**estimated
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A Transformed Retail Powerhouse
with Excellent Future Growth Potential
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Jeff Noddle
Chairman & CEO, SUPERVALU
“We know that driving towards
deepening our understanding
of diversity every day is vital to
continuing to serve our
customers and our associates
better than anyone else can.”
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Diversity and Inclusion ~ Mission Statement
Our diversity and inclusion strategies and initiatives will
always…
 Meet our customer needs better than anyone else,
coast-to- coast and border-to-border
 Improve performance and profitability to be the
best place to invest in our industry
 Build an energetic and productive environment
where diverse associates, customers and vendors are
treated with courtesy, dignity and respect
 Leverage talent and resources to be the best place
to work in our industry
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The Four Pillars of Diversity and Inclusion
 Managing Our Diverse Workforce
 Understanding Differences
 External Marketplace
 Diversity Representation
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Recognition
 2007 Supermarket News Champion of Diversity
 100% on 2008 and 2009 Human Rights Campaign
Corporate Equality Index
 2008 Twin Cities PRIDE Corporate Achievement Award
 Progressive Grocer recognized five of our women leaders
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Employee Resource Groups
 What are Employee Resource Groups?
Groups of associates who participate in initiatives and
activities with others of a similar race, ethnicity,
gender or common interest
 Benefits of Business Resource Groups
Foster diversity and inclusiveness within the company
Recruit and retain diverse associates through
mentoring
Support and participate in community events
Assist with marketing activities
to drive shareholder value
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Offer valuable viewpoints on
company projects & policies
What is in a Name?
 Employee Resource Group
 Employee Network Group
 Affinity Group
At SUPERVALU, Affinity
Groups evolved to
Business Resource
Groups
 What is the difference?
In addition to a shared affinity, Business Resource
Groups emphasize the value the associates provide on
the business perspective and help leaders and business
units proactively reach out for assistance from them.
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Business Resource Groups
Total Business Resource Groups Currently: 29
 Asian: Southern California
 African American/Black: So Cal, Home Office
 Hispanic/Latino: Southern California, Home Office,
Boise
 Women: So Cal, NW, Boise, Salt Lake City, Shaw’s,
ACME, Home Office, Cub, SUPERVALU India
 Multicultural: NW, ACME, Jewel-Osco, Northern Region,
So Cal, Save-A-Lot, Shoppers, MPLS DC, Hornbacher’s,
Shop ‘n Save, Las Vegas
 GLBTA: Boise, Shaw’s, Home Office
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2008 Catalyst
The 2008 Catalyst
Benchmarking Survey
showed that 83 percent of
surveyed companies support
employee resource groups.
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Top Business Reasons for Resource Groups
 Reduction in turnover
 Less absenteeism
 Increased associate productivity
 Improved bottom line
 Increased organizational competitiveness
 Require little financial backing
Source: www.SHRM.org
15
How do you start a Business Resource Group?
 Find a champion and gauge associate interest
 Craft a Mission statement or statement of purpose
 Establish goals – both short-term and long-term
 Detail tactics on accomplishing the goals, along with a
timeline
 Enlist support of an executive sponsor
 Define how the group’s mission and goals relate to the
company’s core values
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How do you start a Business Resource Group?
 Provide Structure
Operating Policy
Leadership Structure
Ask for solutions, not just problem identification
Determine how budget dollars will be
 Establish goals around objectives
Support and further business objectives
Support recruitment for affinity of the group
Support the professional development of
the group
Contribute to the community
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Increase awareness of diversity
Resources to support BRGs contributions at
SUPERVALU
 Goals and Objectives
 Event Planning form
 Monthly Webinar meeting
 Annual Diversity & Inclusion
forum
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How we Communicate
 Monthly Business Resource Group call
 E-mail: diversityandinclusion@supervalu.com
 Home Office Diversity & Inclusion Bulletin Board
 Web site
 Mission statement
 Business Resource Group sites
 Quarterly newsletter
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BRGs are Good for Business
 Business Opportunity: Gain increased market share
with growing segment and buying power of the GLBTA
community.
 Goal: Achieve 100% rating on Human Rights Campaign
Corporate Quality Index.
 Action: Identify gap and communicate the internal and
external benefits of closing this gap.
 Outcome: Addressed gaps with support of senior
leadership and achieved 100% rating on 2008 HRC
Corporate Quality Index becoming the first grocery
chain to do so.
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Final Notes
Successful companies learn to recognize
the potential of Business Resource
Groups and to harness the potential to
drive business results.
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2008
NEW Integrating
Diversity