2. Bio Cleo Ball Director of Corporate Training and Diversity Save-A-Lot Food Stores 18 years with SAL 31 total years in the Grocery industry 2

3. Who We Are Leading Hard Discount Grocery Nation’s 2nd Largest Chain 35th anniversary in 2012 Over 1,300 Stores 5 Million or more Weekly Shoppers Up to 40% Savings Vs Conventional Store Over 7,000 Associates $4 Billion Annual Retail Sales Wholly owned subsidiary of SUPERVALU, Inc. 3

4. 2011 Top Grocers in U.S. Under Single Banner 4 Source: Nielson’s Trade Dimensions November 2011

5. Headquarters: MinneapolisFiscal 2011 Revenue: $36.1 billion Employees: 130,000Fiscal 2011 Net Cash Flow: $1.1 billion Retail Division: 1,102 traditional supermarkets ranging from 40,000 to 60,000 square feet, carrying more than 40,000 SKU’s per store and supported by 23 dedicated distribution centers 5

6. Diversity at Save-A-Lot 6

7. Candidate A... is Franklin D. Roosevelt Candidate B... is Winston Churchill Candidate C... is Adolph Hitler And by the way the answer to the abortion question..... If you said yes, you just killed Beethoven. 7 Diversity Exercise

8. Diversity Goal Statement To identify strategies, consistent with the edited assortment model, that will enable Save-A-Lot to embrace and incorporate diversity within all facets of the Company, in order to: Effectively recruit and retain employees and leadership, at all levels of the Company, that reflect the communities we serve; Attract new customers through market and product development that captures and meet the needs of the changing demographics of our nation; Seek and attract diverse operators into the Save-A-Lot network of licensed retailers; Instill diversity as a mindset and a part of our systematic business practices and processes; and Promote a culture of inclusion among Save-A-Lot employees, leadership, retailers and suppliers through education and awareness programs. 8

9. Personal Agreement I have permission to struggle with these issues and to be open and honest about my feelings. I understand that it is okay to be imperfect with regard to my understanding of people who are different from me. I have permission to reveal ignorance and misunderstanding. I am a product of my culture, upbringing, environment, and experiences and “I am who I am.” I do not have to feel guilty about what I believe, but I do take responsibility for accepting as much information and knowledge as I can, challenging myself to examine my assumptions and beliefs, granting permission to the other members of the group to struggle with these issues and to be open and honest about their feelings, and agreeing to respect the confidentiality of all the personal information shared in the group. 9

10. Iceberg Analogy 10

11. THE LANGUAGE OF MICRO-MESSAGES 11

12. The Language of Micro-Messages Objectives: –Understand the language of micro- messaging. –Define microinequities and micro-advantages. 12

13. Micro-Messaging Video #8 13

14. Micro-Messaging Microinequity Messages that de-value, discourage and impair performance. Looks, gestures, tone of voice Feeling of devalued or invisibility. Microadvantage Send message of favoritism May give slight edge to someone. Micro-Messaging 14

15. Micro-Messaging SubtleOvert 15

16. Back at You Video # 10 16

17. Count the Passes! 17

18. Which Micro-Messages Are You Sending and Receiving? I socialize with the same people and exclude others. I greet certain people and not others. I smile when I greet one person and I'm too busy on the phone when I see another. One person makes a comment and its not responded to. The same comment is made by another person and it’s openly embraced as a good idea. When I tell my manager that I need to leave early because my child is sick, she responds with a long sigh. When discussing deadlines for the team, the team leader looks at his/her Blackberry during the entire discussion. 18

19. External Dimensions Geographic Location Appearance Parental Status Marital Status Work Experience Educational Background Religion Work/Life Balance Income Personal Habits Recreation Habits Personality Internal Dimensions Age Physical Ability Race Gender Ethnicity Sexual Orientation Organizational Dimensions Functional Level/Classification Management Status Unit/ Group Work Location Seniority Division/ Dept. Office/ Field Organizational Affiliation Lee Gardenswartz and Anita Rowe: Internal and External Dimensions are adapted from Marilyn Loden and Judy Rosener (Workforce America! Business One Irwin, 1991) c Global Lead Management Consulting The Diversity Wheel Four Layers 19

20. Conclusion Creating an environment where all perspectives are valued and included is a journey not a destination. 20

21. Engagement vs. Disengagement Engaged Employee – looks forward to work and really enjoys what they do. Disengaged Employee – is “punching the clock”, but leave their energy and passion elsewhere. Actively Disengaged Employee – is described as someone who is a “silent killer and a cancer growing under the skin of your team.” These individuals react as a source of unfulfilled needs and feverishly sabotage every possible accomplishment. Source: Gallup Organization and Lee Colan, PhD. 21

22. Exclusion/Disengagement Productivity Link Directions: Think about a time you worked with others who were disengaged. How many individuals were not fully engaged? Use annualized salary of $50,000. Estimate lost productivity percentage. Use formula to calculate total dollars lost per year. Share results with table team. 22

23. Productivity Equation ExampleActivity Number of disengagedpeople in a work group 3 7 xIndividual annual salary 50,000 = Totalannual salary $150,000 350,000 X Lost productivity % 0.20.30 = total dollars lost per year $30,000 $105,000 23