West Bridgewater, MA (Tuesday, August 7, 2007) — Shaws Supermarket announced today that Shaw’s Vice President of Retail Operations, Peggy Pfaltzgraff-Holden, was named to Progressive Grocer’s first annual “Top Women in Grocery” listing for her outstanding efforts, involvement, leadership, and success in the supermarket industry. Of the fifty featured profiles, Pfaltzgraff-Holden was spotlighted alongside five other honorees from Shaws parent company, SUPERVALU, combining for the largest representation of a single grocery company on the list. Progressive Grocer is a leading grocery industry trade magazine. Peggy Pfaltzgraff-Holden serves as a regional VP of Operations in the company’s mountain region, overseeing 110 Shaw’s stores in four New England states — Maine, New Hampshire, Vermont and northern Massachusetts. Pfaltzgraff-Holden’s held many retail positions in her 25 year career prior to coming to Shaw’s in July 2006, including director of store development of the drug division, district manager, regional HR manager, regional operations manager, division customer service manager and store director. During that time, she received several awards; the most recent being two Awards for Excellence – the 2002 Drug Division Eagle Award and the 2005 Drug Division Presidents Excellence Award, which are presented to an individual who represents outstanding contributions, executing at the highest level of the business and the delivery of the best bottom line results. Pfaltzgraff-Holden was also awarded the Dale Carnegie Highest Achievement Award.Through her passion for excellence, she provides strong leadership and support for her seven districts which have over 10,000 associates. She also encourages associates within her region to take an active role in the company’s CORUS program; a volunteer initiative started by Albertson’s Inc., In addition, Pfaltzgraff-Holden is one of the first organizers of MESA (Mentoring, Encouraging, Supporting and Achieving), the companys affinity group for women in management. “Peggy works hard day-in and day-out to serve our customers and our associates better than anyone else in the industry. Her knowledge and expertise make her an invaluable asset to the company and we are privileged to have her as part of our leadership team,” said Cindy Garnett, Shaw’s Vice President of Human Resources.In addition to Pfaltzgraff-Holden, SUPERVALUs executive vice president and CFO, Pamela Knous; executive vice president and COO of Supply Chain Services, Janel Haugarth; Shop ‘N Save president, Marlene Gebhard; ACME president, Judy Spires; and Retail West senior vice president of merchandising and marketing, Sue Klug were all recognized as grocery industry leaders.The list of women was selected by Progressive Grocer editors and was based on industry nominations. Several factors contributing to the choice included leadership and influence within both the nominees company and the greater supermarket industry, areas of responsibility, career accolades and achievements, industry and community involvement, and philanthropic activities. As a company whose customer demographics vary significantly across the country and whose primary customers are women, Shaw’s Supermarket understands that a diverse workforce is a vital component to its long-term success. Diversity empowers Shaws to make the best decisions based on product selection, merchandising, and marketing that are most relevant to its customers as part of its overall business commitment to being the best place to work, shop, and invest in the industry. “We appreciate the value that diversity offers and we constantly aim to diversify our workforce,” said Garnett. Diversity energizes associates, fosters creativity and innovation, and ultimately improves overall performance,” continued Garnett. “We are proud to have strong women in leadership roles and are excited about the growing presence of female leadership within the grocery industry.” Shaw’s, Osco and Star Market are a division of SUPERVALU INC. Throughout the six New England states, there are more than 200 store locations employing approximately 30,000 associates. SUPERVALU INC. is one of the largest companies in the United States grocery channel with 2,500 retail grocery locations holding leading market positions. SUPERVALU also provides distribution and related logistics support services to more than 5,000 grocery retail endpoints across the country. SUPERVALU currently has approximately 200,000 employees. For more information, please visit www.shaws.com(link is external) or www.supervalu.com(link is external).
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York By Elizabeth PalleyIn his campaign, President-elect Donald Trump suggested that he understood that our nation must address the child care crisis facing working- and middle-class families. He’s right that this social problem profoundly needs to be fixed.Approximately 21 percent of children in the United States live in poverty, according to the U.S. Census Bureau. In other words, a family of three survives on $19,000 a year, and a family of four on $24,000. These families have little to no money for child care. In 2013, the average annual cost of care for families with working mothers was approximately $7,400. In some states, it can be as high as $22,000, and in many states, the cost of infant care is more than 50 percent of the median family income.There are already some federal programs designed to meet the needs of low-income families, but they have never been sufficiently funded. Head Start only provides services to approximately 40 percent of income-eligible children. Families making two times the federal poverty line—$38,000 for a family of three—are not eligible for any federal assistance.Trump has suggested that he will support funding child care through tax benefits. Heavily influenced by his daughter Ivanka Trump, this plan would allow for standard deductions for child care expenses for the average cost of care—which according to the Trump campaign would be approximately $840 for a family of four earning $70,000. It would also allow the benefit to be included as a rebate for those receiving an Earned Income Tax Credit, enabling the amount to reach up to $1,200 per year per family.This is only a slight increase over the $1,000 they are currently able to receive. Under this proposal, families earning between $19,000 and $38,000 can expect to receive lower benefits from the tax changes than higher income families, though their child care costs are comparably high. Neither benefit will do enough to offset the actual costs of child care.These credits would be improvements, but they are unlikely to enable most families to easily shoulder the high cost of child care. In addition to a refundable tax credit of up to $1,000, our tax code already provides greater benefits to higher income families, despite the fact that they must pay the same amount for child care.Employers can already support dependent care savings accounts, which lets workers contribute up to $5,000 in pre-tax income. Trump has also proposed matching the first $1,000 for low-income families using tax-exempt child care accounts. Given the poverty that many American families already face and their difficulty in meeting basic needs such as food, shelter and electricity, implementing this idea may be very challenging. They simply may not be able to save their first $1,000.Certainly, child care in the U.S. cannot be improved without ensuring that the caretakers can make a living wage. On average, child care workers earn $10.39 an hour, 40 percent below the median wage. Fifteen percent of them live below the poverty line, and 46 percent receive public benefits themselves. These providers need a raise if they’re going to make a difference in children’s lives.If we want to improve outcomes for all children, we need to do more than just talk about the importance of high-quality child care: We need to provide adequate financial support for child care and child care providers. A good model is the program designed for the US military, which provides high-quality care to approximately 200,000 children daily. The staff at these centers must meet high standards.Both the center directors and the curriculum specialists must have at least a B.A. in early childhood education or in a related field. All workers at the centers must have at least a high school diploma or a GED. The parents of the children who attend pay for the care on a sliding scale.Workers are paid on average $15 an hour including extensive benefits packages. They receive training and further opportunities for advancement. Though it costs $700 million a year, our government has decided that for the children of people in the military, this is a good investment. Why not invest in a program that benefits all American children?Expanding tax benefits for families with children is definitely a start, but our country should do more, given the dire situation. We need a unitary national child-care policy to ensure that low-income and middle-income families have access to quality care, be it at home with their parents, or with other caregivers, or in center-based care. In a nation where 21 percent of children under 18 live in poverty, and 35 percent are being raised by single working parents, Trump’s child care solutions don’t go far enough.Elizabeth Palley, a former social worker and public interest lawyer, is a Professor of Social Work at Adelphi University.