Baking & Snack - June 2005 - 41

ᮡ All of Gerard's breads, rolls and buns are hand scored prior to baking.

age by team and committee. I have great colleagues, and I
have a true passion for the business, which I try to instill
in anyone who will listen."
Mr. Hoerner also believes in the cyclical nature of
things. He believes that regional bakers are coming back
and will be the future of the industry. "That explains a
lot about what is happening to some of the major players
these days," he stated. "With that said, the industry, and I
mean AIB and ASB, had better reach out to these smaller
companies and get them involved."
Knowledge, understanding and foresight are also attributes Mr. Hoerner exemplifies. When asked five years ago
by Gerard's owners for an estimate of the total sales potential of the Longmont facility, he confidently stated $18 to
$20 million. "Management balked at that and said, no way,
not more than $12 million," Mr. Hoerner recalled. "I replied,
'Then why did you ask?'" He was quick to point out that sales
projections for 2005 are indeed $18 to $20 million. However, when asked what he does on a daily basis, his answer is
simple. "I am a baker. Nothing more, nothing less."
LOOKING SHARP. Among Gerard's highest accomplishments this past year was the application and subsequent
successful recognition of Gerard's by the US Department
of Labor's Occupational Safety and Health Administration's Safety and Health Achievement Recognition Program (SHARP). The program recognizes small employers
that operate an exemplary safety and health management
system. Last year, only 20 of the 900 companies that applied in Colorado were officially recognized.
To participate in SHARP, a company must request a consultation visit that involves a complete hazard identifica-

44 / BAKING & SNACK / June 2005

ᮡ Gary Hoerner, vice-president president of operations at Gerard's shows off
a golden brown Italian loaf ready for packing.

tion survey; involve employees in the consultation process;
correct all hazards identified by the consultant; implement
and maintain a safety and health management system that,
at a minimum, addresses OSHA's 1989 Safety and Health
Program Management Guidelines; lower the company's
Lost-Workday Injury and Illness rate (LWDII) and Total
Recordable Case Rate (TRCR) below the national average;
and agree to notify the state Consultation Project Office
prior to making any changes in the working conditions or
introducing new hazards into the workplace.
Acceptance into SHARP by OSHA is an achievement
of status that singles out a company as a model for
worksite safety and health. SHARP recognition exempts
the company from programmed inspections during the
period that the certification is valid.
PUTTING IT ALL TOGETHER. "In order to make consistent products you need to have consistent ingredients,"
Mr. Hoerner stated. "We are currently working with the
California Wheat Commission and NC State University
on special varieties of wheat that are comparable to
Colorado wheat to produce quality, consistent breads
across the US." These statements exemplify Gerard's
philosophy of business.
Gerard's has three main production lines at its Longmont facility, each line equipped with two VMI vertical
mixers. A Reimelt ingredient handling system feeds the
mixers. "You will notice the cables at the top of the silo
and should know that the local inspector insisted we
make the operation totally explosion proof," Mr. Hoerner
noted. "The installation cost us more than the system
itself. Not only are there a series of steel cables across the

Baking & Snack - June 2005

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