In a world that often rewards us for falling in line, Superfresh Growers® empowers its employees to speak up.
It’s been said time and time again that fresh produce is an industry that thrives on collaborative thinking, and Superfresh is one supply-side pro truly putting those words into action. The company takes collaboration a step further than multi-company promotions—it invites everyone, from the field to the packinghouse to the corporate office, to bring their voice to the table.
A perfect example of this company-wide mindset is Superfresh’s continued investment in Equitable Food Initiative (EFI) certification. As Derek Tweedy, Vice President of Operations, tells me, Superfresh was actually one of the first grower-shippers to work with EFI. Robert Kershaw, Chief Executive Officer of Superfresh, began speaking with Kevin Doyle, former Chief Executive Officer at EFI, in the 2010s, brainstorming how the program would work for Washington State and the treefruit industry as a whole.
“Supporting our teams and running good operations has always been a priority for us, and EFI gives us more structure and accountability around that work,” Derek says. “It helps us identify issues earlier, involve employees in solutions, and make changes that improve safety, communication, and efficiency across our operations.”
Superfresh has been EFI-certified since 2021, continuing to move toward 100 percent EFI-certified farms for corporate orchards. In 2026, the supplier has significantly expanded EFI certification, now with the majority of cherry acreage certified, in addition to already significant EFI-certified apple and pear acreage.
Derek divulges that more EFI-certified acreage will be added for apples in 2026, with blueberries to follow in 2027. The long-term goal is to make EFI the operating standard across Superfresh farms and facilities.
“EFI has helped us put structure around something we’ve always cared about: supporting our teams and running strong operations. It’s improved communication, strengthened leadership teams, and helped us make faster, better decisions. Most importantly, it’s given employees a bigger voice in improving how we work,” Derek relays.
I had the opportunity to hear from various members of the Superfresh team about how the expanded EFI certifications are impacting their day-to-day work life. A common theme experienced across every testimonial is that team members feel empowered to use their voice.
“One of the biggest changes we’ve seen with EFI is a shift in ownership,” Derek points out. “Employees are no longer just following a process—they’re helping improve it. They’re speaking up, identifying challenges, and being part of the solution. That engagement is what makes the program successful.”
It is rare, in this life, to work for a company that honors the voice of the individual as much as it prioritizes the big-picture vision. We here at The Snack are proud to bring a handful of those integral voices to these pages:
“Supporting our teams and running good operations has always been a priority for us, but EFI gives us more structure and accountability around that work.”
- Derek Tweedy, Vice President of Operations, Superfresh Growers®
“Since the EFI program started at Superfresh, things feel better inside the packing facility. People have more confidence to talk with supervisors and share ideas. Leadership feels more even, and communication is better. We are solving more problems and fixing small issues before they become big ones. We also made changes to be more efficient, such as reducing the number of steps workers take when carrying apple boxes between work areas. People feel more comfortable speaking with the EFI team and finding solutions together. Employees feel heard, respected, and more comfortable working in roles where they are more effective.”
“EFI has helped bring our teams closer together. Employees feel more comfortable coming to leadership, voicing concerns, and sharing ideas. When concerns are raised, we take action, implement suggestions, and fix issues. That has built trust, and it continues to generate new ideas and improvements across our operations.
Training has been a big part of EFI, especially around harassment prevention and workplace expectations. All crew leaders are trained, and we continue to revisit these topics through monthly education. We’ve seen a real change in comfort level—employees are more willing to speak up and have conversations they might not have had before.
One of the most important parts of EFI is showing employees that leadership is listening and cares about their day-to-day work. Recently, orchard employees requested a new clipping tool to make stem clipping easier and more ergonomic, and we implemented it. We also upgraded picking bags with more padding to protect both the apples and the employees’ backs. These changes help reduce injuries and create healthier, happier teams.”
“EFI has helped bring employees and supervisors together. Employees feel heard, they have more confidence, and they are speaking up more to share their opinions and ideas.
EFI has also helped improve our food safety culture. It’s not just something we have to do; it’s part of our culture now. People understand why food safety matters, and they take pride in doing things the right way.
With EFI, communication is better between employees and supervisors. People feel more comfortable talking, sharing ideas, and working together to solve problems.”
“EFI has strengthened communication across our teams in many ways. For example, we now send safety newsletters by text so employees can stay informed and connected more regularly. It has helped us keep communication consistent and accessible for everyone.
One of the biggest impacts of EFI has been exposure and understanding. Employees are learning not just their job, but how their work connects to the full process, from the orchard to the production line. When people understand the bigger picture and why fruit quality matters at every step, they take even more pride in their work.
We have been focused on bringing more exposure to our teammates. We’ve also created more cross-training opportunities. Pickers are touring the production lines and seeing what happens after harvest. That exposure helps employees understand how important their role is and how every step affects the next team.
We’ve been very intentional about building leadership through EFI. Team members were nominated and selected to represent different groups of employees. The goal is to grow leadership within our own teams and make sure every group has a voice.
One recent improvement that came from EFI was around material resupply. Now, more employees are empowered to restock materials as needed instead of waiting for a manager. It’s a small change, but it makes a big difference in efficiency and shows trust in our employees.
One of the most meaningful moments for me was when our team nominated Carlos Mariscal for EFI Farmworker of the Year. Leadership took the time to interview him and hear his story, which showed him how much he is valued. He told us he felt proud just to be nominated and that he could share that moment with his children. That is the kind of culture we are trying to build, where people feel seen, valued, and proud of their work.”
“I asked for plates to be added in the PLU bank to make the work easier and more organized, and maintenance installed them right away. It made the area more efficient, clean, and tidy, and it made me feel heard. I also worked with the EFI team to add barcode holders in more areas, which made packing easier for employees. EFI helps us bring ideas forward and turn them into real improvements.”
“Since EFI started, there has been more communication. In the shipping area, things that were needed are getting done, and the work is more efficient. We have also made improvements to forklift safety to ensure employees are safe. That is very important to all of us.”
Looking back at those early EFI conversations in the 2010s, I wonder whether Robert and Kevin knew that their vision for a safer and more equitable work environment would one day extend to every corner of the Superfresh Growers organization. With momentum continuing to build across operations, I have no doubt that vision will be realized sooner than we may think. 
