How we did in 2015
portion of food distributed
that is certified organic
of our motorized vehicle
fleet is “Clean Air” certified
delivery miles tallied by
portion of waste recycled
A long-term project and a group project
Sustainability is not a project that we plan to wrap up by the end of the fiscal year. We see it as a continual work in progress and a way of doing business. At OGC, we regularly review what we’re doing and how we do it, and figure out where we can improve. We openly track our social and environmental performance in our Annual Sustainability Report.
The nitty-gritty details
- We have a Sustainability Manager, a Senior Director of Organizational Vitality & Sustainability and several cross-facility committees representing all departments.
- All employees take a sustainability orientation.
- We pay for sustainability training.
- Our key performance indicators are tied to the “triple bottom line”: people, profit and planet.
- We are owned by regional farmers and employee shareholders.
- To power the lights, computers, refrigerators and so on, we purchase renewable energy credits for wind, solar, low-impact hydro and biomass power projects.
- Our entire transportation fleet is “Clean Air” certified.
- Our fleet operates on biodiesel made from used cooking oil.
- Our Portland facility uses FSC certified wood, advanced lighting controls and high-efficiency refrigeration.
- In 2015, we avoided driving 4,322 miles by delivering 535 tons of produce to customers in Portland’s urban core with cargo tricycles.
- We reimburse employees who bike, walk, carpool or take other alternative transportation to work.
- In 2015, we recycled or composted more than 93 percent of waste.
- In 2015, we donated 588 tons of edible but unsalable organic produce to 6 food banks.
- While it has little to do with our motivations, we’ve won some awards and recognition.