Conscious Capitalism

Great Lakes Bay Region Chapter News


Hausbeck Pickles & Peppers Clarifies its Purpose – Consciously!


You may have never seen a jar of Hausbeck pickles in the grocery store, but if you have ever eaten at Subway, Dominos, or one of many other quick-service restaurants, you’ve undoubtedly enjoyed them! A family business since 1923, Hausbeck Pickle has been delighting its customers with pickles and pickled peppers, served up with great customer service and high quality—with 100 percent locally grown cucumbers! Tim Hausbeck leads the company that was founded by his grandfather, which employs about 100 purposeful people proudly producing and packaging perfect pickles and pickled peppers in Saginaw, Michigan.

There’s got to be more to the pickle business than just pickles. As the company’s president, Hausbeck knew that as he invited his E-Team to join him at the Conscious Capitalism of the Great Lakes Bay’s introductory event at Saginaw Valley State University in May 2018. At the event they learned about Conscious Capitalism and the concept of lifting humanity through business. Hausbeck Pickles for three generations has had a purpose and a strong moral compass. The company had a vision and mission like most companies, do but after what they heard about Conscious Capitalism, the vision and mission seemed one-dimensional. Hausbeck and his team knew they needed to better define the company’s higher purpose, which is one of the four tenets of Conscious Capitalism.

What It Was Like Before

“I think that all business leaders see that there is more to business than simply gaining wealth. They search for ways to make it bigger than themselves,” says Hausbeck.

Hausbeck Pickles was very active in giving back to the community within the limits of its budget, but without a higher purpose the company was supporting opportunistically, rather than with a plan. The company over the years contributed to dozens of community organizations and causes such as The Saginaw Children’s Zoo, Mid-Michigan Children’s Museum, Child Abuse & Neglect Council of the Great Lakes Bay Region, Saginaw Hunger Solutions Center, City Rescue Mission of Saginaw, and first responder groups like the fire department and the Fraternal Order of Police. It also actively supported the arts through the Saginaw Arts and Enrichment Commission, the Temple Theatre, the Saginaw African Cultural Festival, and many other causes, including youth sports programs. Giving, however, was more a response to specific requests or community campaigns than a result of preplanning.

The company also cared for its employees. With many employees in renting situations with their housing, it helped by lending several employees mortgage money to buy a local home rather than continue to rent. It certainly was caring for its employees, but without a defined plan.

What Happened?

Once Hausbeck heard about Conscious Capitalism through local business relationships, he took immediate action. After the entire executive team attended the first Conscious Capitalism Great Lakes Bay Region (GLBR) Chapter event, the team read the Conscious Capitalism, by Raj Sisodia and John Mackey. Regularly, the team would get together to discuss the book and what they were discovering. Hausbeck knew the importance of including all of the team in understanding and shaping the company’s new vision, mission, and higher purpose.

Knowing that change doesn’t happen unless you make it happen, the team acted further by registering for a GLBR Chapter workshop called “Moving Concepts to Practice,” where they learned to focus and zero-in on their definition of Higher Purpose. The seminar went a long way toward helping the team work together. Additionally, the team took part in Our Community Listens, workshops to improve their communication skills.

Team members each wrote their own versions of a new vision, mission, and higher purpose, and would get together to discuss and improve on each other’s thinking. At one point, the company used internal surveying methods to gain input from every employee. The exercise of learning about Conscious Capitalism, educating and involving the management team, and involving the valuable input of all employees was no simple task and took nearly a year and a half! The effort was taken very seriously and resulted in the company’s changed thinking and bright view of the future. Here are their new Higher Purpose, Mission, and Vision statements:

Hausbeck Pickles & Peppers Purpose

“Elevate our Team Members, Energize our Community, and Enhance our Environment.” Elevate, Energize & Enhance: E to the power of 3!





“To produce and deliver the highest quality food products with enthusiasm and integrity while striving for win-win partnerships with our customers and suppliers.”


“To share the Fun, Flavor & Freedom of our food products with everyone, making the world a tastier place.”

What It’s Like Now?

Armed with a new higher purpose and employees on-board with the company’s direction, Hausbeck Pickles & Peppers is already acting “consciously.” Conscious Capitalism promotes keeping all stakeholder outcomes in mind when making decisions—and the company has been doing just that! Some examples of their conscious thoughts and decisions are:

Elevating Team Members

The company will continue to offer employees fair wages, health care insurance, personal and professional development programs, and, when needed, an emergency loan program. Additionally, they have figured out work-from-home programs and a flextime program that help employees manage the struggle with working and raising families at the same time.

It has offered budgeting classes to its employees in the past, but now that they are thinking consciously, they learned that their insurance provider will provide individualized plans for all employees who want them. That not only elevates the employees and reduces company costs, it also helps the insurance provider deepen its relationship with the company.

Energizing the Community

The list of community agencies and causes that the company has fit into its budget in the past is extensive, and the company will continue to fund as many as it can. But with their conscious thinking, those decisions will include the impact of community investment on employees, customers, and suppliers, and volunteerism is becoming more of a focus. There may be opportunities for several stakeholders to work together to increase the positive impact on the community.


Enhancing the Environment

The company is currently constructing an energy-efficient 80,000-square-feet warehouse on its Saginaw property, to relocate inventory from off-site warehousing. No longer will trucks be needed to carry product back and forth from warehouses, reducing the company’s carbon footprint. Also, the new warehouse is incorporating the latest technology to reduce energy consumption from what is used today.

And their environmental enhancement goes much further than just energy efficient buildings. The company has transitioned from using primarily rigid pail packaging to flexible film pouches, greatly reducing the truckloads of packaging material shipped to their plant. But the company didn’t stop there. By implementing flexible pouch vacuum packaging technology, they can use far less pickle juice and still achieve the same level of quality and taste. That simple technology allows them to ship even more pickles per load and reduce the cost and environmental impact of shipping pickle juice around the country, when it largely goes down the customer’s drain anyway. The company’s new thinking has resulted in benefits to its employees, customers, suppliers, and the environment!

Moving Forward

On December 9, 2019, Hausbeck Pickles & Peppers rolled out its new Higher Purpose, Mission, and Vision to all its employees—with help from several members of the Conscious Capitalism GLBR Chapter. Having every team member onboard will allow the company to continue its conscious journey.

Tim Hausbeck, talking about the company’s future, said: “I am just so full of gratitude toward Gene Pickelman, president of Tri-Star Trust Bank and Bob VanDeventer, past president of the Saginaw County Chamber of Commerce—among many others—for opening our eyes and introducing Conscious Capitalism to the Great Lakes Bay Region. Now we have a language and a set of rules for our decisionmaking. With every decision, we consider its impact on our employees, our community, customers and suppliers, the environment, and, of course, profitability. Instead of reacting to opportunities, we are creating them!”


Yeo & Yeo CPAs & Business Consultants share their story, “Achieving long-term success for clients, employees, and the company.”


Yeo & Yeo CPAs & Business Consultants favors a team approach to supporting a family-focused culture for the benefit of all of its stakeholders.

Founded in Saginaw in 1923, the Certified Public Accounting and business consulting firm has grown to over 200 team members with nine locations throughout Michigan and three affiliates. Yeo & Yeo leadership believes its success is achieved by a conscious focus on supporting the success of all of their stakeholders, which include the partners, team members, clients, suppliers, and the communities they serve.

When David Schaeffer, one of Yeo & Yeo’s principals, learned about the Conscious Capitalism movement, its four tenets, and the formation of the Great Lakes Bay Regional Chapter, he realized that Yeo & Yeo had been practicing the tenets for a very long time and was anxious to share the firm’s story and its commitment to its values with others.

Higher Purpose

Achieving the firm’s “Higher Purpose” of providing outstanding business solutions, which exceed the expectations of their clients, requires a highly motivated, proactive team of professionals that are passionate about their work. After all, in the professional services business, the product is the intangible collective of the multiple teams’ ideas, creativity, knowledge, and experience.

Yeo & Yeo communicates its higher purpose to team members through a statement of Core Values. They recruit, hire, mentor and manage employees with these values in the forefront. The Core Values stress maintaining complete integrity and honesty in all relationships and exceeding client expectations. Yeo & Yeo is committed to its family-focused culture and the long-term success of all stakeholders.

“At the end of the day, it’s not just about profit; it’s about improving the lives of all of our clients, our team members, and the communities in which we live, work, and play,” says Schaeffer.

Conscious Leadership

It takes solid, conscious leadership to get over 200 professionals in nine locations all on the same page, but Yeo & Yeo leadership focuses on selecting the very best people it can recruit and then empowers them to creatively and proactively serve clients. The partners set the tone and the values from the top, pushing responsibility and decision-making downward. This enables team members to suggest and participate in policy decisions, business practices, and client solutions. Communication is both ways through anonymous employee surveys, which enable leadership to listen to, and support, the best ideas with resources. Yeo & Yeo also has a Young Professionals Group, which in collaboration with the firm’s Career Advocacy Team (CAT), is the birthplace of many company-wide policies and programs.

Yeo & Yeo invests in its recruiting process to be sure it gets the best people who are capable of meeting the high standards for serving its customers and other stakeholders. Then, as team members continue their career at Yeo & Yeo, they are guided by the Career Maps Program, which lets them know exactly what they need to do and experience in order to advance in the company. The company’s values are incorporated into the process.

Conscious Culture

Yeo & Yeo has some creative ways to enhance the family-oriented culture. For example, the company has a paid day off (PDO) donation program. So, if an employee has a real need for extended time away from the office, other employees are able to give some of their time. This creates a caring environment where colleagues can truly help each other through tough times. Also, team members have the flexibility to adjust their work schedules to meet family and community obligations—without always having to ask permission. The culture is a trusting, respectful, family environment. According to Cara Newby, Yeo & Yeo talent manager, “It’s not just a family culture, it’s a ‘Family First’ culture!”

Adding to the family environment are the mentoring programs at Yeo & Yeo, which include an onboarding mentor and a career mentor. The onboarding mentor can help new team members get acquainted with the company and its culture. The career mentors help with the growth of the team member throughout his/her career at Yeo & Yeo. Both of these programs were employee-driven initiatives.

Stakeholder Integration

The firm has segmented its clients into needs-based market segments. This segmentation allows for better understanding of client needs, and gives team members the ability to proactively anticipate needs that the client may not even realize. This segmentation also allows team members to become real experts in the clients’ business, adding tremendous value to the relationship.

Yeo & Yeo hires people who are active in their community and encourages them to become volunteers and board members in local community organizations. One of their most important hiring criteria? They hire competent people who are passionate about serving others.

Team members donate time and talent to over 200 organizations in their communities, and the company provides funding to hundreds more. The list of accomplishments and recognition received from community organizations is impressive by any measure. In addition to community giving, Yeo & Yeo provides scholarships annually to accounting students at five major universities throughout Michigan.

“The more we serve all of our stakeholders, the more we get back. What we have here is special! The growing and giving nature of our company helps all of us find true meaning in our work,” says Suzanne Lozano, principal and consulting service line leader.


August 2018


Congratulations to our Conscious Capitalism, GLBR Chapter board member, Kevin Birchmeier and the Covenant team! Certainly, a good example of Conscious Capitalism in action in our community.

Covenant HealthCare Featured on Forbes List of Best Mid-Size Employers!

Covenant HealthCare was included in Forbes Magazine’s 2018 ranking of top midsize companies, selected from a sample of U.S. employees working for companies with at least 1,000 – 5,000 employees. Covenant ranked #1 in healthcare in Michigan, #5 in Michigan overall, and #192 nationally.

Forbes, in conjunction with Statista, created the Best Employers award to recognize companies that have made a distinct effort to create a positive and highly functional work environment.

Covenant regularly performs surveys, asking the workforce for feedback and continuously looking for areas of opportunity. As the organization continues to reach and exceed national benchmarks in areas such as employee engagement, fiscal responsibility and overall quality control, Covenant acknowledges the secret to success
is a dedicated workforce.

Kevin Birchmeier, Vice President of Human Resources at Covenant states, “We thank more than 4,500 team members who keep patients at the center of everything we do through their hard work and extraordinary efforts.”

Click here to see the article on mlive.