I began at Amy’s Kitchen over 20 years in the past as an hourly worker in Santa Rosa. I’m now the plant supervisor and may’t consider the issues which might be being stated about us. I’m moved to inform my story and share extra in regards to the Amy’s I do know and love.
I moved to america in 2001 as a refugee, leaving my house nation of El Salvador. Once I moved right here, I didn’t know the language or tradition and didn’t know the way I might assist my household. Amy’s gave me an opportunity. I used to be employed onto a packaging line, and I met our proprietor, Andy Berliner, who all the time made me really feel at house and cared for.
Amy’s invested in me from the start. Amy’s supplied the chance to study English and different coaching that helped me advance to a supervisory position within the warehouse. The leaders listened to my concepts, and I used to be given the chance to handle manufacturing, packaging and the kitchen. Amy’s supported my schooling at Santa Rosa Junior School. I attended Amy’s Management Academy to proceed my development and improvement as a pacesetter. And right this moment I’ve the privilege to steer the Santa Rosa plant and assist greater than 600 folks.
This care isn’t distinctive to me. It stems from our first core worth: to maintain one another. It’s in all the things we do. I keep in mind when Berliner requested me over 10 years in the past how we might create higher well being take care of our folks. He realized that too many individuals weren’t utilizing major care on account of language and different challenges. Power situations have been creating. We constructed an on-site bilingual well being middle that gave each worker and their households high-quality major care without charge.
When the wildfires devastated our group, we moved quick to maintain folks. I pulled collectively our supervisors, and we known as each worker to examine in on their security. For many who misplaced properties, we grieved collectively and supplied housing, meals and different assist. We supplied meals to evacuated residents, first responders and folks in shelters. Our staff constructed a aid middle on the plant to gather furnishings, toys, garments and different necessities for displaced households. On this second of tragedy, I used to be proud to be a part of an organization that cared so deeply for the group.
And there could also be no extra important disaster than COVID. When the pandemic hit, Berliner stated “all that issues is we preserve our folks secure.” We did simply that. We sourced masks from Day One, earlier than any authorities orders. We modified our plant design, added social distancing and discontinued merchandise that couldn’t be made with correct distancing. We invested in an on-site vaccine clinic the place 98% of our staff have been vaccinated.
We don’t simply present up this manner in disaster; that is how we take care of folks on daily basis. Our staff have made many security options that we carried out, from offering chairs on the strains the place attainable, to eliminating the repetitive lifting of soybeans, to eliminating the necessity for workers to stir meals within the freezer.
But some recommend we don’t care about security, that we don’t take care of injured staff, that we put revenue over folks. It isn’t true.
My mother works on our manufacturing line. Different members of the family too. Many staff convey their households and mates to work right here. All of us care deeply in regards to the well being and security of one another. And if somebody will get harm on the plant or at house, we assist them.
I do know the names of our staff. Every day, I stroll by way of the plant and take heed to them. We work collectively to make our work as secure as attainable. I’m pleased with the progress we’ve made through the years to maintain our folks secure. Final 12 months, our security efficiency was twice pretty much as good because the trade normal, and we are attempting to enhance on daily basis.
The best way we take care of our folks isn’t being talked about locally proper now. However it issues. And whereas I perceive there’s a union marketing campaign towards us, it doesn’t change the reality about who we’re. And that’s a spot the place the common tenure is over 12 years. Individuals keep at Amy’s as a result of we maintain one another.
I’m extremely proud to have devoted the previous 20 years to Amy’s. I encourage you to get to know us.
Noe Mojica is plant supervisor of Amy’s Kitchen in Santa Rosa.
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