Peggy Pfaltzgraff-Holden Named to First ‘”Top Women in Grocery”

first_imgWest 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).last_img read more

See More

A Marquee ‘Clean Coal’ Project Is Failing

first_img FacebookTwitterLinkedInEmailPrint分享Ian Austen for the New York Times:An electrical plant on the Saskatchewan prairie was the great hope for industries that burn coal.In the first large-scale project of its kind, the plant was equipped with a technology that promised to pluck carbon out of the utility’s exhaust and bury it underground, transforming coal into a cleaner power source. In the months after opening, the utility and the provincial government declared the project an unqualified success.But the $1.1 billion project is now looking like a green dream.Known as SaskPower’s Boundary Dam 3, the project has been plagued by multiple shutdowns, has fallen way short of its emissions targets, and faces an unresolved problem with its core technology. The costs, too, have soared, requiring tens of millions of dollars in new equipment and repairs.“At the outset, its economics were dubious,” said Cathy Sproule, a member of Saskatchewan’s legislature who released confidential internal documents about the project. “Now they’re a disaster.”The utility that runs the project, SaskPower, and advocates for carbon capture argue that the setbacks are typical teething problems associated with any new and complex technology.“Over time, as more companies, countries engage in carbon capture and storage technologies, the price for everybody is going to come down,” Mike Marsh, the chief executive of SaskPower, told a legislative committee in January. “That will make it easier to employ.”The Boundary Dam Power Station sits near a wealth of resources not far from the North Dakota border.Hundreds of years of coal reserves are buried under the ground nearby, virtually eliminating transportation costs. And the mining creates employment in an area with limited job prospects.“It’s a low-cost, stable supply,” Mr. Marsh said. “There’s a tremendous opportunity in North America to continue to utilize coal.”To the utility and the provincial government, the process known as carbon capture and storage seemed tantalizing when a review of the power system began 11 years ago.The technology offered a way to stick with coal in a carbon-conscious era. It was especially attractive in Canada, where rising emissions from the oil sands have more than offset reductions elsewhere, including Ontario’s abandonment of coal-fired electrical generation.Through the process, machinery would first remove most of the soot and ash from the coal’s exhaust. The exhaust would then pass through a kind of chemical called an amine that would snatch the carbon, in the form of carbon dioxide, out of it. The gathered carbon dioxide, separated from the amine, would be compressed, moved through pipelines and ultimately buried underground.Variations of the technology have been used as far back as the 1920s. And small demonstration projects have largely worked, including one in Norway that opened in 2012.Boundary Dam, which received a major Canadian subsidy and opened in September 2014, was the first full-scale deployment of the technology to cut emissions from burning coal. Saskatchewan picked a process owned by Shell, encouraged by its history with petrochemicals.At the outset, the utility and the province said the project was working as intended, capturing 90 percent of the plant’s carbon. It was the equivalent, they said, of taking 250,000 cars off the road. Environmentalists and politicians from around the world came to check out Boundary Dam.But the success story disintegrated last November when Ms. Sproule, a member of the opposition New Democratic Party, unveiled the confidential documents in the provincial legislature. She wouldn’t identify the people who provided the documents, although the government confirmed their authenticity.The documents showed that the system was working at only 45 percent of capacity. One memo, written a month after the government publicly boasted about the project, cited eight major problem areas. Fixing them, it said, could take a year and a half, and the memo warned that it was not immediately apparent how to resolve some problems.A chart covering the first year of operation showed that the system often didn’t work at all. When it was turned back on after shutdowns for adjustments and repairs, the amount of carbon captured sometimes even dropped.The buoyant public remarks, Mr. Marsh said, accurately reflected the company’s early assessment of the system. “We were very optimistic when this plant came online,” he said.Still, he acknowledged that “there were a few statements that it was achieving more than it had.” Mr. Marsh characterized many of the problems as design issues, such as inadequate temperature control systems, rather than fundamental flaws.But Boundary Dam has exposed a problem with Shell’s process when used with coal exhaust. Despite the plant’s initial filtering, tiny particles of ash still remain in the exhaust and contaminate the amine, reducing its ability to grab carbon, Mr. Marsh said.The control room of a carbon capture and storage facility at Boundary Dam Power Station. Credit Michael Bell/CPTOR, via Associated Press“Over all, we are pleased with the performance of the capture technology,” Shell Canada said in a statement, adding that it was working with SaskPower “to optimize operations and capture any lessons that can be applied to improve future projects.”But the costs are piling up.One shutdown last spring to clean and replenish the chemical cost 17 million Canadian dollars. Mr. Marsh said that the company was still looking for a way to prevent the contamination.The repeated shutdowns have caused SaskPower to miss multiple carbon dioxide deliveries to Cenovus Energy, the Canadian oil company that signed a 10-year contract with the utility to buy most of the gas. (Cenovus uses carbon dioxide to force oil from largely depleted wells.) SaskPower has had to pay 7 million Canadian dollars in penalties, offsetting most of the 9 million Canadian dollars in payments received.On top of that, the carbon system is a voracious consumer of the electricity generated by Boundary Dam, which has 150 megawatts of capacity. Mr. Marsh testified that about 30 megawatts of capacity were consumed by the system, and an additional 15 to 16 megawatts were needed to compress the carbon dioxide.Tim Boersma, the acting director of the energy security and climate initiative at the Brookings Institution, said that extensive power loss is a significant factor keeping other utilities from following SaskPower’s lead.“That is exactly the reason this is not going to fly,” Mr. Boersma said. “The plant’s efficiency goes down so dramatically.”As it continues to sort out the plant’s problems, SaskPower is damping expectations. The utility cut its emissions reduction target for this year to 800,000 metric tons, from one million.The company said it is working with the engineering firm that designed the project to solve the problems and increase efficiency. Mr. Marsh said there were indications that performance was improving. Last month, the utility said the system was working at 67 percent of capacity.Even some environmentalists are hoping for a turnaround.George Peridas, a senior scientist with the Natural Resources Defense Council’s climate and clean air program, said his group did not endorse the use of coal, but it accepted that coal would continue to be part of the energy mix.Carbon capture, he said, will be a “vital part” of reducing emissions. Based on discussions with SaskPower, Mr. Peridas said he was confident that Boundary Dam would eventually work out.“I don’t see any indication that the carbon capture system of this plant is broken,” Mr. Peridas said. “It’s had a bumpy start.”Technology to Make Clean Energy From Coal Is Stumbling in Practice A Marquee ‘Clean Coal’ Project Is Failinglast_img read more

See More