The Ashland Food Co-op, a cornerstone of the Ashland, Oregon community, positions itself as a socially responsible and ethical business. However, the experiences of a former employee paint a starkly different picture, raising serious questions about the co-op’s commitment to its stated values, particularly regarding workplace diversity, equity, and inclusion. This account details a period of employment at the Ashland Food Co-op from late August 2019 to June 29th, 2020, culminating in resignation due to what the author describes as systemic racism within the organization. This article delves into these allegations, exploring the specifics of the incidents reported and examining the broader implications for the Ashland community and the ethical operation of food cooperatives.
Allegations of Racism and Inaction
The core accusation is that the Ashland Food Co-op is “racist” due to its actions and inactions regarding racist rhetoric in the workplace. The author contends that the co-op fostered an environment where white supremacist views were tolerated and even protected, while employees who spoke out against racism faced retaliation and a lack of support from management. This environment, it is argued, prioritized a “comfortable silence” over actively addressing and combating racism.
The narrative centers on a specific coworker, Pete Schwartz, in the Prepared Foods Department, alleged to have repeatedly disseminated white supremacist rhetoric. This included claims denying the existence of racial issues in the USA, advocating for concentration camps, and spreading misinformation about East Asians and COVID-19 in February 2020.
When confronted about these statements, Schwartz allegedly became confrontational. The author reported the initial incident to HR Manager Sharon van Duker, but claims no substantive action was taken beyond a vague reference to diversity courses. This initial lack of response set the stage for further conflict and a growing sense of disillusionment with the co-op’s stated policies.
The Diversity Courses: A Token Gesture?
The Ashland Food Co-op offered diversity courses, intended to promote inclusivity and understanding. However, these courses are described as deeply inadequate and performative. The author criticizes their outdated approach, exemplified by beginning a session with a “silent prayer to ‘The Native Americans'” led by a white spiritualist, which is seen as tokenistic and out of touch with contemporary understandings of diversity and inclusion.
Furthermore, the courses are criticized for focusing on vague notions of “caring more and feeling more” rather than providing concrete tools or strategies to address systemic racism or support employees facing discrimination. The author argues that these courses served as a superficial attempt to address diversity concerns, allowing the co-op to appear progressive without making meaningful changes to its workplace culture. Following the courses, no tangible changes were observed in workplace behavior, leading to the conclusion that they were ineffective in reaching racist participants and enforcing the co-op’s purported commitment to diversity.
Warning Coworkers and Escalating Conflict
Frustrated by the lack of HR action and concerned for the safety and well-being of colleagues, particularly coworkers of color and those of Semitic heritage, the author took it upon themselves to warn them about Schwartz’s views. This was done not to incite hostility, but to ensure that at-risk employees were informed and could make safe decisions regarding their interactions with Schwartz. The author argues this was a minimum ethical action, highlighting the co-op’s failure to even warn employees about a coworker allegedly espousing hateful ideologies.
The situation escalated further when, in February 2020, Schwartz reportedly spread xenophobic misinformation about East Asians and COVID-19. When challenged, Schwartz ceased the behavior in the author’s presence. This incident underscores the pattern of behavior and the author’s increasing frustration with the unchecked dissemination of harmful rhetoric.
The “Fuck” Incident and Management Response
A pivotal point of contention arose from an incident where the author, in response to perceived threats from Schwartz, used the word “fuck.” This seemingly minor infraction became the focal point of management’s response, overshadowing the serious allegations of racism and harassment.
Despite a workplace language policy that was inconsistently enforced and often ignored, particularly regarding racial slurs, the author’s use of profanity was seized upon by supervisors Reagan Roach and Jinelle Wendling, HR Manager Sharon van Duker, and General Manager Emile Amarotico. The author argues that this disproportionate focus on language served as a pretext to avoid addressing the underlying issue of racism.
In a subsequent meeting with Chef Reagan Roach, the author was told they could be fired for the “fuck” incident. Disturbingly, Roach allegedly equated white supremacy with the discrimination faced by minority employees, stating, “We could turn back the clock one-hundred years ago and it would be people in the workplace going up to other employees and saying, ‘Hey, this employee is black.'” This statement is presented as evidence of a profound lack of understanding and empathy regarding the realities of racism and its historical and ongoing impact. The author directly challenged Roach on this false equivalency, but Roach allegedly doubled down, insisting on the comparison and implying termination if the author continued to speak out about Schwartz’s views.
Formal Complaint and HR Investigation: A “Sham”
Following these events, the author filed a formal incident report with HR Manager Sharon Van Duker, detailing the incidents and lodging a complaint. Referring to the Ashland Food Co-op’s Employee Agreement, which outlines procedures for harassment and retaliation complaints, the author expected a “prompt, thorough, impartial and confidential investigation” conducted by qualified personnel.
However, the subsequent HR process is characterized as a “sham.” Despite the policy stipulating impartiality and thoroughness, the author alleges that HR Manager Duker demonstrated a lack of both qualifications and impartiality. The initial response to the complaint was not to initiate an investigation, but to schedule a meeting between the author and Chef Roach in HR’s office. Only after the author insisted on adherence to the Employee Agreement was an in-person meeting arranged to formally receive the complaint.
The author sought support from the Ashland Food Co-op Employee Alliance (AFCEA) and brought representatives to the formal HR meeting. Recordings of these meetings, referenced in the original article, are presented as evidence of HR’s inadequate handling of the situation. Specifically, it is noted that Van Duker focused extensively on the author’s use of a swear word, while dedicating minimal attention to the alleged threats and racist behavior. Furthermore, despite claiming the need for confidentiality and time for investigation, Van Duker reportedly admitted later that her “investigation” consisted primarily of asking the accused parties if they had engaged in the behavior described in the complaint and accepting their denials at face value.
After a month of waiting and receiving minimal updates, a second meeting was convened. The outcome was presented via a “PowerPoint presentation” – described as a barebones Word document – summarizing the findings of the HR “investigation.” This presentation reportedly concluded that the author was at fault for harassment and for using a “bad word,” while dismissing the allegations against Schwartz and management. A significant portion of this document was allegedly dedicated to the profanity incident, further highlighting the co-op’s skewed priorities.
Despite alleged testimonies from other coworkers corroborating Schwartz’s behavior and the toxic environment in the Prepared Foods Department, HR reportedly ignored this evidence. The author concludes that General Manager Emile Amarotico was likely aware of and complicit in HR’s inadequate response. Feeling that the Ashland Food Co-op had failed to uphold its agreements and demonstrate a commitment to ethical conduct, the author resigned.
Community Impact and Call to Accountability
The author’s account paints a disturbing picture of a workplace where racism is not only tolerated but actively protected, while those who challenge it are penalized. It raises serious questions about the Ashland Food Co-op’s commitment to its stated values of social responsibility and ethical business practices. The allegations suggest a systemic failure within the co-op’s structure and leadership, prioritizing silence and the comfort of some employees over the safety and well-being of others, particularly those from marginalized groups.
The article concludes with a strong condemnation of “white silence” and a call for accountability. It urges the Ashland community to recognize the “complete truth” of the co-op’s actions and to reject the notion that a reduced carbon footprint can excuse the protection of white supremacists and the evasion of accountability for workplace racism. The final message is a powerful rejection of the Ashland Food Co-op’s claim to “Social Responsibility” while allegedly fostering a racist work environment.
Black Lives Matter
Fuck White Supremacy
Fuck White Silence
Fuck Ashland Food Co-Op
A Note of Caution for the Rogue Valley Community:
The individual named Pete Schwartz, described as over 6 ft tall, heavyset, bald with a thistle tattoo on his head, and known to carry a knife, is mentioned as having demonstrated intimidation and manipulation tactics against those opposing his racist ideology. Residents of the Rogue Valley are advised to exercise caution and prioritize their safety if they encounter this individual.
