After much anticipation, FDA has finally published the FSMA final rules. If you’ve had time to dig into the details, you most likely noted the new initiative that requires companies to measure food safety culture. The industry is also seeing SQF, BRC and other GFSI audit schemes ramping up discussions around measuring food safety culture. However, FDA and GFSI audits aside, how do you create a culture for sustained compliance with this initiative? Follow these 10 tips to ensure your food safety culture is constant and in line with the new requirements
1: Create a solid foundation of programs, procedures and policies
Have a preset annual schedule for review and update of all programs, procedures and policies. Don’t let the schedule slide because there are competing priorities. A small pebble is all it takes to start ripple effect in the company, making it difficult to recover.
2: Set clear expectations, driven from the top down
Everyone should follow the rules and guidelines—from visitors to the CEO to the plant manager to the hourly employee. A “no exceptions” policy will drive a culture that is sustainable and drive a “this-is-just-how-we-do-things” mindset.
3: Use record keeping to ensure that food safety culture is well documented and data-driven
Collect the data that is measureable and non-subjective to help drive continuous improvement. If you collect it, you must do something with it. Good documentation is imperative to proving you did what you said you were going to do, especially in the event of an audit. Be stringent in training, and review all documentation before it hits the file cabinet to ensure it is accurate and appropriate.
4: Implement a robust continuous improvement process
Forward momentum through a continuous improvement process cannot be achieved unless management nurtures the program. If you are not continuously improving, you are falling behind.
5: Have a 360-degree approach to employee engagement with 24/7 awareness and communication
Top-down communication is critical to highlighting the priorities and needs of an organization and will not be effective unless an organized program is in place. Organizations that are not making the necessary pivots to communicate with the multiple generations within their workplace today will struggle to sustain change.
6: Foster an atmosphere of mutual respect
Treat people as you would like to be treated, turn the other cheek, etc. There may be lots of adages you quote, but which one best describes your facility and the relationships with management and peers on a daily basis?
7: Be sure employees have consumer awareness for the products they produce
Do your employees know who the end consumer is of the product that they are producing every day? Does your culture include a review of consumer complaints and customer complaints with your frontline workers? Listening in to a call center is a very powerful way to help employees understand what affects consumers and how their job is critical to avoiding a food safety or quality issue.
8: Create accountability across the board
Hold folks who do not support the culture in which you are striving to develop or maintain accountable, regardless of their position or stature.
9: Provide positive reinforcement. It’s the best motivator
Work to catch people doing things right and make a big fuss when you do. Positive reinforcement for a job well done is the most powerful motivator. It helps keep every team member on board with food safety commitments.
10: Celebrate often
We spend too much time at work not to celebrate all the good things that are accomplished. Whether it’s a cake and recognition for those that served in the armed forces on Veterans Day or a successful launch of a new product—celebrations are a great way to recognize and reinforce your employees’ hard work. Identifying and correcting mistakes should also be celebrated; they are fertile ground for making changes and provide great nutrients for continuous improvement.
FSMA isn’t about zero risk but rather minimizing the hazards, said Michael Taylor, FDA’s deputy commissioner for foods and veterinary medicine at the opening of the Food Safety Consortium conference yesterday. “We have hundreds of thousands of businesses that are subjected to something that they weren’t before,” said Taylor. “The reality is, we’re still going to have outbreaks this year and the next year.”
In his first public speech since three final FSMA rules (on produce safety, foreign supplier verification, and accredited third-party certification) were filed on the Federal Register last week, Taylor shared some of the highs of the formation of the regulation as well as the challenges that are to come with implementation. “Many of us who were involved in the process 20 years ago didn’t imagine we’d get here today,” he said.
Right now FDA is looking at the big picture challenge of preparing the agency and industry, and actually getting the work done. Taylor called the implementation challenge “enormous”, thanks to the significant scale of the food system, and said the import piece of the regulation will take the most hands on deck. The ultimate goal of FSMA is real-time prevention versus reaction, and the regulation will require a lot of change within FDA. According to Taylor, the agency is revamping its internal management processes, along with its training and orientation programs, which also includes food safety culture training. Other activities include restructuring the inspection and compliance approach by realigning its field force to have fully specialized teams of inspectors.
One of the challenges that industry sees is the mindset shift in investigators from a resolutions approach to a systematic approach in assessing systems. When asked how FDA will get investigators to this level, Taylor admitted he was a lot more worried about the issue than he is now. The district folks in the front line are enthusiastic about the new approach and feel empowered by FDA’s new mission, he said. And while he didn’t want to be a Pollyanna about the extent of the effort, FDA knows that the agency workforce will not be 100% aligned on day one of implementation and is managing the process with this awareness.
Voluntary compliance is key, and while the weight of ultimate accountability stands on the shoulders of food and beverage companies, success cannot happen without collaboration with FDA. “We are convinced we’ll get 90% of the job done by working with those who are committed to doing the right thing,” said Taylor. “When that fails, there are other ways to deal with that issue.”
If you watch the evening news or read the local newspaper, the chances are pretty good that you will read or see something about a food safety concern or incident.
While the American food supply is among the safest in the world, the Federal government estimates that there are about 48 million cases of foodborne illness annually—the equivalent of sickening 1 in 6 Americans each year, according to Foodsafety.gov. And each year these illnesses result in an estimated 128,000 hospitalizations and 3,000 deaths. Five types of organisms—Salmonella, Toxoplasma, Listeria, norovirus, and Campylobacter—account for 88% of the deaths for which the cause is known.
We watched from the sidelines when major retailers faced public scrutiny over their practices on safeguarding consumer credit card information when their websites were hacked. Today, consumer and regulatory interest in food safety are the new focus areas for the news media, especially in light of the Blue Bell Creameries Listeria and the Peanut Corporation of America (PCA) Salmonella outbreaks. Unlike consumer credit information, serious missteps in our industry can kill people, and in the case of PCA, can put you permanently out of business.
In 2008, peanut butter paste manufactured by PCA killed nine people and sickened 714 others, some critically, across 46 states and was one of the largest food recalls in American history, according to the CDC. Although still under appeal, PCA CEO Stewart Parnell was convicted and sentenced to a 28-year prison term for his role in knowingly shipping out salmonella-contaminated peanut butter. Parnell received one of the toughest punishments in U.S. history in a foodborne illness case.
In the Blue Bell case, a total of 10 people with Listeriosis related to this outbreak were reported from four states, with three deaths reported from Kansas, according to the CDC. Blue Bell pulled their products from store shelves on April 20, 2015. On May 7, the FDA released findings from inspections at the Blue Bell production facilities in Brenham, Texas, Broken Arrow, Oklahoma and Sylacauga, Alabama. The FDA reports highlighted serious problems across multiple sites.
Both cases shine a spotlight on what can happen if you don’t have an effective food safety management system (FSMS). So what makes up a good FSMS, and is it enough to keep you out of trouble? An effective FSMS is built on three elements: Good Manufacturing Practices (GMPs), Hazard Analysis Critical Control Points (HACCP) and a management system. Food safety issues are avoidable, and good processes and a strong culture within an organization make them more unlikely to occur.
Implementing a FSMS does not happen in a few months; it may take up to two years to establish one. No doubt, foundational activities need to be in place for factory operations. In addition to focusing on foundational elements such as making sure equipment is cleaned properly and procedures for allergens are implemented, the leadership team needs to make it clear that it is never acceptable under any circumstances to take shortcuts that could jeopardize food safety. This policy needs to be indoctrinated throughout the organization and thus does not happen overnight.
Underlying an effective FSMS are strong HACCP and GMPs, but food safety should always be the top priority for management and its employees, not share price, earnings or profit margin. Although financial performance is important, food safety must take precedence in the organization, and leadership at all levels needs to send that message loud and clear to all employees. In today’s environment, HACCP is pretty much mandatory from a regulatory standpoint and is an essential part of a FSMS. But the missing piece in many organizations is the support from the top—this is where culture becomes embedded in the organization.
The FSMS culture is the collective behavior from the organization around shared values and beliefs. The organization will follow the actions of leaders, not necessarily what they say—we all know actions speak louder than words. A good food safety culture is one where best practices are openly discussed, defined and rewarded. Food safety culture has become a buzz word and there needs to be a focus on making it come to life through a structured FSMS.
At this year’s Food Safety Consortium conference, Tim Ahn will discuss advancing food safety training and harmonization (November 19). LEARN MOREFood safety training is important not only for first line supervisors and operators, but also for senior managers and leadership, because they define the objectives and policies of the FSMS. What does it mean to conduct an effective management review? What does it mean to do an internal audit? What’s a good corrective action process? Training often misses the mark, because organizations fail to embed it correctly.
For FSMS to thrive, management must commit to the FSMS being a required way of doing things throughout the entire organization. A FSMS is most effective when it benchmarked against a proven standard and verified by an independent third party. Certification against a proven standard will reduce risk within your business.
Select your independent third-party verifier carefully. Do they have the resources and time, and do they know what they are doing? Do they add value to your organization? This is important since once you get certified, your journey starts and it doesn’t end. The value comes in two areas: Identifying risks and developing the appropriate control measures, and ensuring that the process drive continuous improvement in your organization. FSMS is focused on how continuous improvement applies to the management of risk and business operations.
The most effective way to establish an FSMS is to have leadership that recognizes its importance. The worst way is to have a recall or an incident, which draws attention to the fact that there is a problem and something needs to happen. In the case of Blue Bell, they probably understood the importance of food safety and thought they were taking the right actions. However, their management system led them to problems. FSMS must be independently verified against world-class standards to ensure effective performance.
Companies can develop blind spots where they cannot see their own bad practices, and they become institutionalized over time. Fortunately, experienced independent third-party assessors can shine a spotlight on those bad practices. That is the true value in bringing in outsiders to look at your operations and culture to uncover those blind spots.
At PCA, their poor culture and actions to the problem sealed their fate. In some ways, this criminal case presented a wake-up call to boardrooms across America and highlights how badly leadership mismanaged matters. This case came to light in the context of the public complaining to the regulators that they were not doing enough following several highly visible food poisoning cases. A FSMS would have prevented these problems because the structure would not allow such bad decisions to be made and would have been verified by an independent third party that would test and check everything. A reputable third-party verifier would not miss poor GMP/ HACCP processes.
A good assessor can help a company understand what is really important and what is not so important when it comes to findings (i.e., context). We don’t waste a client’s time with insignificant issues and that is where the experience and judgment of the auditor becomes critical. Last year I met with a client and said, “you need to be checking for Salmonella in your environment—how do you know it is not there?” I pushed them into checking because I understood the changing regulatory environment. I came back a year later, and they had confirmed that regulators were interested in their Salmonella monitoring program during a recent inspection. As an auditor, you have to be confident enough to provide advice and context to the client in a way that is understood and accepted, and that helps to build trust.
With FSMA, the government can now take specific actions against companies. If I am plant manager or CEO, how do I know for sure that I am in compliance with the requirements? How do I know that I don’t have any of these potential issues? The only way to know for sure is to have the FSMS assessed. Just like a bank or publicly traded company hires financial auditors to assure everything is done correctly, companies need to audit their FSMS to ensure compliance. Get a process audit and ensure they drill down deep into the organization—that is where we find issues and gaps. A thorough auditor will find your problems instead of looking the other way. It is important to call it the way you see it and not be too “soft” when getting an assessment.
If I am the CEO, I want to know where those problems exist. Independent third party assurance is the best way to find out how compliant you are with regulations. No CEO wants to deal with the inevitable lawsuits and lost business impacts. At least with an effective FSMS, you can show a level of due diligence when the regulators show up at your doorstep and the culture is such that you want to address any problems.
We have entered an important time for the food industry with FSMA implementation and other food safety regulatory requirements in the United States. These new rules place an emphasis on management accountability, risk assessment and control of supply chains. The bar for due diligence has been raised and it up to all us to show that we have done everything possible, and the best way is with an effective FSMS.
Since the introduction of FSMA, food safety has been under a much-needed magnifying glass. Standards for hygiene and accountability are increasing, and companies are implementing more measures to keep consumers safe. One of the ways in which businesses are being proactive is through implementing color-coding plans. If you have not heard of this type of plan yet, it’s time to get schooled; and if you have, this article will provide a quick refresher on why companies are expanding their spectrum on contamination prevention—by literally implementing the color spectrum in their plants and businesses.
What Is A Color-Coded Plan?
A strategy for a plant or business that designates certain colors for a specific area or purpose designed to promote safety and cleanliness.
Example Plans. Although color-coding plans vary by the needs and demands of each plant, the following are the most popular types of color-coding plans currently being practiced in food manufacturing.
Allergen/Potential Contaminant Distinction
Food Processors and manufactures usually have identified potential allergens and contaminants that pose a risk to the production process. Color distinction for equipment or instruments that come into contact with these potential contaminants is an ideal tool for food safety. Determining the amount of items that fall into this category within your facility is the first step to selecting the appropriate amount of colors to implement. The most basic color-coding plan for this purpose would be to select one color to represent tools that come into contact with a particular risk agent and one color to represent those tools that may be used elsewhere. If a plant has more than one risk agent, this plan may be expanded to include several colors. It is important to remember, however, that simplicity is key in color coding and that additional colors should be implemented strictly on an as-needed basis.
Many plants already have identified zones in place based on what is produced in each zone or simply due to operating a large plant. This presents an ideal opportunity to color code zones to keep tools in their proper place.
Certain plants that have a large number of employees working different shift times should also consider color coding. Color coding by shift can hold each shift responsible for proper tool use and storage. This approach also allows management to see where work habits may be falling short and where the cost of tool replacement is highest.
Assembly Process Distinction
Plants that have assembly line-like processes can implement color coding if necessary to differentiate tools that belong to each step. For example, this becomes particularly important in plants that deal with products such as meat; obviously you do not want to use the same tools with raw and processed meat. Color coding eliminates the question of whether or not a tool is meant for each step in the process.
Cleaning Purpose Distinction
For many food plants, cleaning and sanitizing are processes that are considered different in purpose and practice. Often, there is a specific list for cleaning and then a separate plan for sanitizing. Implementing a two color-coding plan can distinguish tools that are meant for each process.
Why You Need A Color-Coded Plan
It helps meet FSMA requirements. A major part of complying with FSMA regulations is having proper documentation to prove safety measures. Color-coding plans do exactly that, and most providers of these products can provide you with the necessary documentation.
It reduces pathogens and allergens contamination. For food producers, this is the most important reason to implement color coding. There is nothing worse for a company than experiencing product contamination or a recall; this is one step that may prevent such events from occurring.
It is easy to understand. Color coding works so well because it is so simple. All employees, even those who may not speak the same language or are unable to read posters and manuals that dictate proper procedures, can easily comprehend it.
It creates a culture that holds employees accountable. Managers enjoy color-coding practice because it is a simple measure that really works to hold employees accountable in the proper use of tools. It becomes much more obvious when a brightly colored tool is out of place, and thus workers are more likely to follow proper procedure.
The end of the summer is near. Children are back in school, holiday plans are on people’s minds, and National Food Safety Month is upon us, with an abundance of ideas for helping our families and friends stay safe. Even Global Handwashing Day is October 15. Who knew? There are many tips available for consumer awareness and multiple conferences for professionals in the food safety industry. Food Safety Month provides a reality check, reminding all of us that accountability lies with everyone, from the farm to the kitchen table. I am grateful that STOP Foodborne Illness has so many amazing volunteers who generously contribute their time and passion, sharing their experience with the food industry. Everyday companies tell us that adding stories at the beginning of a presentation makes an enormous difference for employees. Starting mandatory training with a personal account of foodborne illness grabs people’s attention—they sit up and take notice. It demonstrates that risks are real and that individuals do make a difference each time they follow safety guidelines and implement critical interventions.
Your diligence and commitment make a difference every day.
Recently at the IAFP conference in Portland, Dr. Robert Tauxe, deputy director, Division of Foodborne, Waterborne and Environmental Diseases at the National Center for Emerging and Zoonotic Infectious Diseases commented (and I am paraphrasing) that there is a challenge in measuring one’s effectiveness when it comes to food safety; how do you know when you have prevented an illness?
We are immensely proud of our work and ability to provide volunteers and staff members to speak at company events or be part of an orientation or a food safety video. We are proud to work with The Kroger Company, Wegmans, Walmart , Kwik Trip, FDA, FSIS and others who see the value in bringing the personal story forward.
That is how we make a difference.
Guidance and regulations are critically important. And individuals working in companies who get it and understand the importance and consequences of doing the right thing—regardless of requirements—those who embrace a food safety culture, these are the people who ultimately make the biggest difference.
Next month Stewart Parnell, the former CEO of Peanut Corporation of America (PCA), is scheduled to be sentenced for his role in a deadly salmonella outbreak involving shipping contaminated peanut products nationwide. Parnell, who could spend the rest of his life in jail, was found guilty on 71 counts, including conspiracy, obstruction of justice and wire fraud. This landmark case sends a strong message about accountability to both industry and consumers, said Darin Detwiler, senior policy coordinator for food safety at STOP Foodborne Illness, at the IAFP 2015 conference in July.
“His actions resulted in technically more deaths than that of Charles Manson,” said Detwiler, who indicated that Parnell is still very much in denial over his role in the salmonella outbreak. “This might be one snapshot—one look at one person in one industry, in one business—but think about how many companies are out there [and] of this mindset—the idea that they’ll never get caught.”
Food companies should be held strictly liable when it comes to consumer safety, ensuring that they take preventive measures so that illness and death never happen. The sentencing of Parnell next month could set a precedent for how future cases involving companies responsible for foodborne illnesses and outbreaks are handled.
To build an organizational culture that embraces true food safety preventive controls, give employees the autonomy to make critical decisions.
Strengthening food safety culture within a company goes beyond the quality function in raising the banner for food safety: Engagement across an organization, from human resources to maintenance to operations are essential. In a recent Q&A with Food Safety Tech, Laura Nelson, vice president of business development and professional services at Alchemy Systems, discusses how companies can train employees working on the plant floor to help them attain a level of empowerment to take an active, preventative role in food safety, as well as how to engage executive leadership in sharing and evaluating metrics.
Food Safety Tech: How does the accountability of employees play into FSMA implementation?
Laura Nelson: FSMA is going to be additive to what [companies] are doing now in some ways. When you look at FSMA, I think about formalized programs for some companies that may not have a full-blown environmental program that is managed as a preventive control. There’s a lot of training [involved], not only in executing the environmental program, but also in how you maintain your environment to prevent those microbial niches. You start to drill back from the actual protocol of environmental monitoring, and what you do when you receive a positive listeria. How can we start educating employees to be able to recognize the niche? [For example,] is it a cramped pushcart, or damage to [something] holding product where it can’t be properly cleaned? You start educating employees at the level that they can play a more preventative role [in recognizing] they need to take equipment out of commission or send it to maintenance because it can’t be cleaned. This is when we start to see a real change in the culture of a plant. People move beyond these SOPs and requirements to a much more facilitative and educational role to drive the support of some of the FSMA requirements.
The other thing I see is record keeping: There’s a big criticality in maintaining records. People maintain a lot of data now, and there’s a lot of ancillary information included. We just haven’t had the scrutiny on record keeping. The auditors will look through it and find the information they need, but it will be a different [level of] scrutiny when FDA inspectors start to look at the data out there. I think that provides a big opportunity for industry to look at how they maintain records, what they use, and how to capture it. Again, it rolls down to employees—educating them on what is a proper record.
FST: Is facilitating employee awareness and training a challenge faced by more smaller companies versus larger organizations?
Nelson: I think large and small companies face the same challenge, and that is to elevate the knowledge of their employees (they are the eyes and ears) to help them maintain your food safety programs. It goes beyond an SOP on how to clean a piece of equipment or wash their hands. It’s more of understanding the “whys” behind it so they can be line-of-sight. They’re [on the floor] 24/7; they’re the ones who see equipment getting damaged, or drips and leaks. For them to understand and recognize what kind of risk that introduces into a plant [enables them] to raise their hand to prompt some corrective action.
There are food companies out there that are looking to achieve that level of autonomy of giving employees the ability to stop a line because there’s a food safety issue. These are hourly workers that have the autonomy to do that. That’s a huge thing. If you’re able to do that, you’ve far surpassed the basic compliance of any kind of training or education. You’re really looking at an organizational culture that has embraced true food safety preventative controls program.
FST: Food Safety Culture makes the connection between employee behavior and accountability, and establishing metrics. What are your thoughts on Food Safety Culture moving forward?
Nelson: It’s very hard to monitor behaviors. It’s easier to do classroom training and check that box. [It’s the] “how-to”: How do you do that? How do you mature your food safety culture to a point where you get to that autonomy point? We know that you need to go beyond letting employees read SOPs and sign-in [sheets], and say they understand it and move on. You have to move beyond classroom training where you’re giving employees what they need to know and telling them the requirements. You have to connect those behaviors, and then monitor and observe those behaviors, and validate that you’re executing on them. Then it’s applied onto the plant floor.
Embrace the culture of helping each other. Once you’ve achieved this: if your employees are executing when you’re not looking, that’s culture. It’s integrated and something that people embrace.
We did some research on the topic and developed an iPad coaching tool that allows people to systematically gather the data, to capture and automate it. We found that supervisors appreciated it because they had something that was clear and gives them dialogue on what to say in the event that something was missed.
FST: Where should companies focus when training and educating employees to reach a stage of empowerment?
Nelson: The training needs to be at the [appropriate] education level; it needs to be in the language they that understand. [For example,] companies may be able to do a lot more with pictures to accommodate non-English speaking folks in their plant.
Employees need to be challenged and quizzed to make sure they understand the information. The training itself needs to be tied to metrics: What are you trying to achieve as a plant and therefore [need] to train people on? This should be tied into factors such as customer complaints, quality issues, and what has a direct impact on what employees are doing or not doing, as this [leads to] much more accountability. That’s where the role of the frontline supervisor is critical. That position is absolutely key to the success of driving food safety program compliance. We have to recognize that our frontline supervisors need the skills to motivate employees and communicate effectively with them, including discussing the challenges in conflict resolution.
Elevating food safety so employees as are aware. Awareness programs have a documented advance to people trying to drive specific requirements. We’ve seen a lot of people develop awareness programs around food safety and provide the focus in the plant on key elements that people struggle with. That way, they’re able to have multiple touch points (posters, digital signage, huddle guides). This is absolutely key as we move forward: not just training, but ongoing awareness.
FST: How can companies further educate management to understand the value of food safety culture and reach a point of alignment?
Nelson: There is and can be a pretty big disconnect between executive leadership and what is going on related to food safety. When you talk about the collaboration of the team and those within the plant, you have to include your executive management team. They should understand the different activities and efforts that go into driving a food safety program in a plant. When talking about metrics and evaluating effectiveness, that data should be shared with the executive team on a routine basis so that everyone is clear on what is happening in the plant as well as the results. If the results aren’t where we want them to be, and we’re not in a continuous improvement mode, then what is it going to take to get there? That dialogue should be had.
If you don’t continue to educate your executive team on what issues you’re seeing, then you start creating a divide within the organization. That’s part of what stems from people struggling with a lack of resources and time; this disproportionate disconnect is between other activities within a plant. Communication needs to be routine; people need to be held accountable for metrics so that you’re actually tracking to them. And if you need [more] resources, it’s the perfect way to start building a case for getting additional sales, technology, programs or procedures.
With a little less than two months under my belt as an editor in the food safety industry, I have already started to become a bad dinner date and my hands beg for mercy as a result of my newfound obsession with soap and water.
Quirks aside, I am seeing some common threads in this industry, although they are themes we see in any highly regulated industry. Partnerships. Collaboration. Transparency. Alignment. Accountability. Now more than ever, these words mean something. FSMA has forced the issue of food safety to the forefront. Yet, we’ve barely begun and I’m already hearing the phrase “FSMA Fatigue”.
For the folks who have been involved in preparing for FSMA from the start, they probably are a bit fatigued. There have been many meetings, and there’s been a lot of talking surrounding what’s going to happen, what needs to be done, and what challenges we’ll face (in many cases, together). But let’s not forget that not everyone is as well versed on the nuances of the regulation. I admit, I am raising my hand here… for now.
Now let’s back up a couple of sentences. “There’s been a lot of talk…” Yes, there has been. While these are enthusiastic discussions about what we as regulators, food processors, retailers, suppliers, scientists and everyone in between should be anticipating with FSMA rules and the consequent implementation, HOW are we going to navigate this new frontier?
Let’s start this conversation now.
You’ll see a lot of changes to Food Safety Tech this year. We’ve already started the information exchange with industry stakeholders about how we’re going to work together to get through FSMA implementation and the tools we need to arm our audience with to help them along this journey. We also just announced our Call for Abstracts for the Food Safety Consortium Conference in November. The Consortium will bring together leaders and regulators in this industry and facilitate a forum for that candid “how” discussion. Food Safety Culture will receive strong attention, and key players will be presenting a case history of how to apply metrics to food safety culture within organizations.
I’m excited to join this industry, and thank you to those who have already extended a warm welcome. And for the many who I have yet to meet, please drop me a note as you encounter challenges or have ideas about critical food safety topics. Our job at Food Safety Tech is to provide a platform through which we can enable a constructive dialogue about overcoming challenges, working together effectively, and navigating this journey into the future of food safety.
Strictly Necessary Cookies
Strictly Necessary Cookies should be enabled at all times so that we can save your preferences for these cookie settings.
We use tracking pixels that set your arrival time at our website, this is used as part of our anti-spam and security measures. Disabling this tracking pixel would disable some of our security measures, and is therefore considered necessary for the safe operation of the website. This tracking pixel is cleared from your system when you delete files in your history.
If you visit and/or use the FST Training Calendar, cookies are used to store your search terms, and keep track of which records you have seen already. Without these cookies, the Training Calendar would not work.
If you disable this cookie, we will not be able to save your preferences. This means that every time you visit this website you will need to enable or disable cookies again.
A browser cookie is a small piece of data that is stored on your device to help websites and mobile apps remember things about you. Other technologies, including Web storage and identifiers associated with your device, may be used for similar purposes. In this policy, we say “cookies” to discuss all of these technologies.
Data generated from cookies and other behavioral tracking technology is not made available to any outside parties, and is only used in the aggregate to make editorial decisions for the websites. Most browsers are initially set up to accept cookies, but you can reset your browser to refuse all cookies or to indicate when a cookie is being sent by visiting this Cookies Policy page. If your cookies are disabled in the browser, neither the tracking cookie nor the preference cookie is set, and you are in effect opted-out.
In other cases, our advertisers request to use third-party tracking to verify our ad delivery, or to remarket their products and/or services to you on other websites. You may opt-out of these tracking pixels by adjusting the Do Not Track settings in your browser, or by visiting the Network Advertising Initiative Opt Out page.
You have control over whether, how, and when cookies and other tracking technologies are installed on your devices. Although each browser is different, most browsers enable their users to access and edit their cookie preferences in their browser settings. The rejection or disabling of some cookies may impact certain features of the site or to cause some of the website’s services not to function properly.
The use of online tracking mechanisms by third parties is subject to those third parties’ own privacy policies, and not this Policy. If you prefer to prevent third parties from setting and accessing cookies on your computer, you may set your browser to block all cookies. Additionally, you may remove yourself from the targeted advertising of companies within the Network Advertising Initiative by opting out here, or of companies participating in the Digital Advertising Alliance program by opting out here.