Tag Archives: business

Neogen, 3M

3M Combines Food Safety Business with Neogen, Creates $9.3 Billion Company

By Food Safety Tech Staff
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Neogen, 3M

Today 3M and Neogen announced a definitive agreement that will combine 3M’s food safety business with Neogen to create a company worth $9.3 billion. “This combination will enhance Neogen’s position in this new era of food security, equipping us with an expanded product line that enables us to capitalize on our growing footprint, reaching more customers, more often, while continuing our track record of strong and consistent growth,” said John Adent, president and CEO of Neogen in a press release. “The heightened global focus on food security, sustainability and supply chain solutions around the world presents exciting opportunities for Neogen to be positioned as an innovative leader at the forefront of the growth and digitization of the industry. We’re excited to welcome 3M’s Food Safety employees to the Neogen team, and we’re looking forward to demonstrating the immense benefits of this combination to our customers, employees and shareholders.” Its financial strength will also give the company the ability to further invest in R&D capabilities, innovation and data-driven analytics.

The combined company will be led by Adent and Neogen’s current management team. The company’s board will increase by two independent members as designated by 3M at closing. Subject to approval by Neogen shareholders and regulatory approvals, the transaction is anticipated to close by the end of Q3 2022.

Melody Ge
Women in Food Safety

Find Your Passion and Confidence Will Come

By Melody Ge
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Melody Ge

Deborah Coviello, founder and CEO of Illumination Partners, LLC and host of The Drop in CEO Podcast, recently shared her journey with the Women in Food Safety Group. Deb believes in self-confidence and that everyone is a talented individual.

Two years ago, Deb decided to start her own business, which focuses on elevating people, after 10 years of working as a food safety professional for a top flavor company. When I spoke with Deb about her experiences, she admitted that at times she felt vulnerable, stressed and unsatisfied after working for corporations for more than 30 years. She was no longer happy with herself, and even her coworkers could see it. However, she got past it and has found the passion to share her experiences and stories to help anyone who is struggling in a similar situation.

When formulating the business plan for her new firm, Deb started testing her ideas with consulting professionals, discussing how to elevate their self-confidence. It wasn’t until her third client that she had built the confidence to say that she could provide a service that people needed. “I have to constantly tell myself that I can do this!” Deb said. “It is that food safety professional combined with elevating leadership—men and women—which is the purpose for my work, and I enjoy doing so much. ” Hearing Deb’s client feedback is what drives her mission and business forward. “I love helping people find their confidence, because that’s what I was once going through,” she explained.

Deb thinks it is more important to help food safety professionals sustain improvement after working with them, versus simply passing on pure technical knowledge. “I elevate people, while at the same time I elevate the business,” she said.

The topic of a glass ceiling is discussed in so many interviews, and Deb would like to challenge that idea. “Maybe in the past, there were challenges to female leadership and we claimed it as a glass ceiling that we had to break through.” Deb continued, “However, I would definitely challenge that! I do not think women need to own that narrative anymore! If you believe there’s a glass ceiling, then you will have a glass ceiling. If you do not believe it, it is not there.”

Deb Coviello
“I think women need to find the network for support and realize that the only glass ceiling may now be just themselves.” – Deborah Coviello, CEO of Illumination Partners, LLC and host of The Drop in CEO Podcast

Deb has one final piece of advice for women who are in an executive position or seeking a position at the table: “Advocate for yourself!” Females have not always been good at speaking up for themselves. However, there are many means to achieve your goals—seek advocates through your network and peers. “Do not ever think people can read your mind,” she added.

She ended the conversation with a personal story that still inspires her today. At one point in her career, she asked her boss at the time what could she change or do to move ahead. Her boss said, “Change nothing, just be yourself!” Deb started gaining the trust and confidence in herself from that point forward. She has become relaxed and more herself—and this is a disposition that gives her energy and helps sustain her passion.

Melody Ge: How did you get into the food safety industry and reach where you are today?

Deborah Coviello: I graduated from college as a biomedical engineer. I knew that I really loved manufacturing because I always loved the creation aspect, going from nothing to something. But along the way, I found out that I enjoyed the area of quality, so I pursued it for several years in multiple industries. One of the things I liked about quality assurance was taking a standard to meet customer expectations. I pursued the ASQ Six Sigma Black Belt to ensure continuous improvement, and I got to learn how to solve problems in business, become more effective and reduce customer complaints. After having my third child, my husband was also changing his business, so I had to return to work sooner than I had planned. I really enjoyed learning about the chemical industry and my skills in quality had evolved, so I landed in the flavors industry, where I started my food safety journey. This is where things started changing for me. I worked for an international flavors company that services the food industry. I became the head of quality for North America for Givaudan, which is the number one global flavors company. It was the dream job that I always wanted. However, it came with a price. Not only did I have to protect the brand by ensuring we delivered a consistent, quality product to our customers; I was also responsible for food safety. At Givaudan, I had a lot of “a-ha” moments realizing that I was in a high-profile, high-risk role. I started taking my job and my voice to the next level because it was such a serious position—I had consumers and professionals around me who depended on me. Food safety was a top priority of mine—not just the compliance aspect but also any area of quality. So that was what took up my time in my previous career before I started my own business in the area of quality, food safety and continuous improvement. Maintaining product safety and brand reputation is a mission that holds true today in my own business.

Ge: What’s your perspective on being a female CEO?

Coviello: Well, there still aren’t a lot of us, although there are more and more female business owners. From 2014–2019, female-owned businesses grew at a rate of about 21% versus all businesses, which grew at about 9%.

I am constantly in search of fellow female CEOs to network with, and share thoughts and challenges. You mentioned a glass ceiling and the need for more women at the table. I appreciate all the female professionals who preceded us, and those who faced adversity to gain the right, trust and respect for all the opportunities that we have now. To give an example of my mother, she was a microbiologist and probably did not have all the opportunities that she would have wanted to in her time. I now have infinite possibilities. I have never felt disadvantaged. I was always able to turn a situation that did not serve me well into a new opportunity. I could take the accountability and move to a different role. I never let people, or the environment, stand in my way. I never felt the fear of any challenges of being a female CEO. I do not feel like I have any extra advantages either. I am simply a person who has a belief in myself and I have established a service through which I can help others.

Ge: Looking back, would you make any decisions differently?

Coviello: Oh yeah, I am much smarter and more confident now. In the past I didn’t believe in my abilities as much as I do now. I used to ask someone’s opinion to validate who I was or how good my performance was. The time was not right for me to start my own business. But looking back, I should have believed more in my capabilities and myself. I probably could have started my business a long time ago. In a way, I was forced into doing it at the end of my last job, and now I realize I am doing the work I was meant to do. I had a great career, and I will continue to have a great career. However, I do feel like I am playing catch-up now. Don’t get me wrong—I have a beautiful life and a very supportive husband. But when I look at successful business people who have 15 years of business experience, I am trying to play catch up. I feel like I have to work a lot faster, which involves business development, marketing, the Podcast, and I am also getting ready to write a book. I am trying to accelerate everything, which maybe I should have been a little bit more methodical if I had enough time. So, I definitely would have started business sooner to achieve all that I want to have an impact on. I would also like to give one piece of advice: Never doubt what you have already accomplished. When you reflect back, you have achieved so much and you should celebrate those successes. There are no failures, [they are] simply steps towards achieving the success you were meant to achieve. When you project yourself forward, ask your self what “is” possible vs. “not” possible. Having a positive mindset and belief in yourself is your guiding light.

Mike Edgett, Sage

COVID-19 Leads Food Companies and Meat Processors to Explore AI and Robotics, Emphasize Sanitation, and Work from Home

By Maria Fontanazza
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Mike Edgett, Sage

The coronavirus pandemic has turned so many aspects of businesses upside down; it is changing how companies approach and execute their strategy. The issue touches all aspects of business and operations, and in a brief Q&A with Food Safety Tech, Mike Edgett of Sage touches on just a few areas in which the future of food manufacturing looks different.

Food Safety Tech: How are food manufacturers and meat processors using AI and robotics to mitigate risks posed by COVID-19?

Mike Edgett: Many food manufacturers and meat processors have had to look to new technologies to account for the disruptions caused by the COVID-19 pandemic. While most of these measures have been vital in preventing further spread of the virus (or any virus/disease that may present itself in the future), they’ve also given many food manufacturers insight into how these technologies could have a longer-term impact on their operations.

For instance, the mindset that certain jobs needed to be manual have been reconsidered. Companies are embracing automation (e.g., the boning and chopping of meat in a meatpacking plant) to replace historically manual processes. While it may take a while for innovations like this to be incorporated fully, COVID-19 has certainly increased appetite amongst executives who are trying to avoid shutdowns and expedited the potential for future adoption.

FST: What sanitation procedures should be in place to minimize the spread of pathogens and viruses?

Edgett: In the post-COVID-19 era, manufacturers must expand their view of sanitation requirements. It is more than whether the processing equipment is clean. Companies must be diligent and critical of themselves at every juncture—especially when it comes to how staff and equipment are utilized.

While working from home wasn’t a common practice in the manufacturing industry prior to March 2020, it will be increasingly popular moving forward. Such a setup will allow for a less congested workplace, as well as more space and time for bolstered sanitation practices to take place. Now and in the future, third-party cleaning crews will be used onsite and for machinery on a daily basis, with many corporations also experimenting with new ways to maintain the highest cleanliness standards.

This includes the potential for UV sterilization (a tactic that is being experimented with across industries), new ways to sterilize airflow (which is particularly important in meatpacking plants, where stagnant air is the enemy) and the inclusion of robotics (which could be used overnight to avoid overlap with human employees). These all have the potential to minimize the spread of pathogens and, ultimately, all viruses that may arise.

Mike Edgett, Sage
Mike Edgett is an enterprise technology and process manufacturing expert with 20+ years leading business strategy for brands such as Infor, Quaker Oats and Bunge Foods. At Sage, he leads the U.S. product marketing team focused on the medium segment.

FST: How is the food industry adjusting to the remote working environment?

Edgett: While the pandemic has changed the ways businesses and employees work across most industries, F&B manufacturers did face some unique challenges in shifting to a remote working environment.

Manufacturing as a whole has always relied on the work of humans, overseeing systems, machinery and technology to finalize production—but COVID-19 has changed who and how many people can be present in a plant at once. Naturally, at the start of the pandemic, this meant that schedules and shifts had to be altered, and certain portions of managerial oversight had to be completed virtually.

Of course, with employee and consumer safety of paramount concern, cleaning crews and sanitation practices have taken precedent, and have been woven effectively and efficiently into altered schedules.

While workers that are essential to the manufacturing process have been continuing to work in many facilities, there will likely be expanded and extended work-from-home policies for other functions within the F&B manufacturing industry moving forward. This will result in companies needed to embrace technology that can support this work environment.

FST: Can you briefly explain how traceability is playing an even larger role during the pandemic?

Edgett: The importance of complete traceability for food manufacturers has never been greater. While traceability is by no means a new concept, COVID-19 has not only made it the number one purchasing decision for your customers, but [it is also] a vital public health consideration.

The good news is that much of the industry recognizes this. In fact, according to a survey conducted by Sage and IDC, manufacturing executives said a key goal of theirs is to achieve 100% traceability over production and supply chain, which serves as a large part of their holistic digital mission.

Traceability was already a critical concern for most manufacturers—especially those with a younger customer base. However, the current environment has shone an even greater spotlight on the importance of having a complete picture of not only where our food comes from—but [also] the facilities and machinery used in its production. Major budget allocations will surely be directed toward traceability over the next 5–10 years.

Mice, pests

Pests Don’t Rest During a Pandemic

By Food Safety Tech Staff
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Mice, pests

The COVID-19 pandemic has forced the closure of hundreds of restaurants, food processors and other businesses nationwide. As weeks went on, increased rodent activity plagued many businesses, some of which has been attributed to a change in food sources and availability—so much so that the CDC released a warning about rodent control in restaurants and other commercial businesses that have either been closed or have had limited service during the pandemic. “Environmental health and rodent control programs may see an increase in service requests related to rodents and reports of unusual or aggressive rodent behavior,” the CDC stated last month.

As the American economy reopens, many food establishments and facilities must consider three key points that will affect pest management during this time:

  • Pest pressure continues. Rodents are on a never-ending search for food, water and harborage.
  • Change in business patterns. Different inbound and outbound shipments; changes in employee shifts and production schedules; new supply chain partners.
  • Service provider access. Access to facilities and secure areas; changes in facility structure, equipment and storage

Factoring the many changes that COVID-19 has prompted, the role of pest management is more important than ever. We invite you to join us for Food Safety Tech’s upcoming complimentary virtual conference, “Integrated Pest Management: Protect Food Safety and Prevent the Spread of Pathogens”, on June 30. Our Technical Service Lead, Joe Barile, will discuss pest management and risk mitigation in the COVID-19 world; he will be followed by Orkin’s VP of Quality Assurance and Technical Services, Judy Black, on the key components to successful IPM and pest management programs, and Angela Anandappa, Ph.D. of the Alliance for Advanced Sanitation on how an effective sanitation program can protect against pest and food contamination. Register now.

Angela Fernandez, GS1

COVID-19 Puts More Emphasis on Supply Chain Visibility and Data Quality: A Conversation with Angela Fernandez of GS1 US

By Maria Fontanazza
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Angela Fernandez, GS1

The food industry is adapting in completely new ways as a result of the coronavirus pandemic. Retailers are scrambling to keep certain items on store shelves and manufacturers are adjusting their production strategies based on realistic and ever-shifting needs. In a recent discussion with Food Safety Tech, Angela Fernandez, VP of community engagement at GS1 US and FST editorial advisory board member, talks about how companies can improve relationships with trading partners in the face of COVID-19.

Food Safety Tech: What issues do you see happening in the supply chain right now?

Angela Fernandez: Our food supply chain is experiencing overwhelming demand. As an organization that collaborates with both the retail grocery and foodservice sectors to solve supply chain challenges, we’re working with industry on how we can make our supply chain more efficient in the short term, and make it more resilient in the long term.

Consumers are frustrated by empty shelves and the demand created by the pandemic is changing the movement of products. Right now, products are not always accounted for in transit, there are production issues depending on category, and food produced for foodservice outlets like restaurants, schools, and hotels can’t always be easily diverted to a supermarket. The U.S. Food and Drug Administration is lifting restrictions on the sale of food so that it is possible for items that may have been produced for foodservice “sale” to be sold in a supermarket.

FST: In what particular areas are you seeing inventory shortages that are impacting retailers and suppliers?

Fernandez: We’re seeing a couple of different dynamics. For suppliers that produce products for both retail and foodservice channels, we see a shift in reducing production on foodservice items and an increasing manufacturing on their retail product lines. We’re also seeing foodservice suppliers that have not serviced the retail channel previously are now looking to establish new relationships with retailers and recession-proof their businesses. This is not happening as fast as consumer demand for perimeter products like dairy and produce, so we see shortages and products expiring before they can be sold to these new retail customers.

Additionally, food product variation and customization is decreasing. If you think about your own experience going to the grocery store today, or arranging for a delivery, you’re seeing fewer flavors of a product available and fewer brand names you’re familiar with. Suppliers are continuing to shift back to mainstream production of their core product lines just to keep store shelves stocked. I think that’s what we’re going to continue to see—the reduction of customized and specialty items.

For retailers, they have a prioritized the focus on ramping up their e-commerce strategy to relieve the pressure on their stores and service more consumers online. This poses a particular challenge when retailers have limited IT resources and a need to set up a new item supplied from a new foodservice manufacturer that is trying to divert their products to the retail channel to support the demand. And in some cases unfortunately, foodservice suppliers maybe unable to redirect some of their products due to the fact they are not marked for individual sale with the traditional U.P.C. and other retailer requirements.

FST: Is there a better way that food companies, retailers and suppliers can work together during this pandemic?

Fernandez: Food companies can improve the way they work together if they focus on supply chain visibility and data quality. Visibility is key as suppliers are ramping up production on those mainstream products and trying to get them to the proper locations when retailers need them. That’s where I would look at GS1 Standards such as the Global Trade Item Number (GTIN) for product identification and the advance ship notice (ASN) transaction, which lets a partner know when something is ready and being shipped. Global data standards enable the visibility to what delivery a retailer can expect and when, and being able to account for that inventory once it’s inside the DC [distribution center] location so that they can update an online platform. This can help ensure that a retailer has accurate information for the consumer and ability minimize the substitutions that can occur.

The second piece is the data quality aspect—making sure we have the right information around those core items that we are trying to keep stocked on the shelves for consumers who are purchasing those items today. The retail grocery and foodservice industries have been working on making product data more complete and accurate for a number of years, but we’ve seen a heightened focus on it now, knowing that consumers are relying on digital information to be correct since they cannot see the product in person right now. Expanding the data set for the consumer is critical.

FST: What is GS1 US doing right now to help customers better navigate today’s environment?

Fernandez: GS1 US is helping trading partners work with the capabilities they have to implement greater supply chain visibility, improve data quality and ramp up e-commerce operations. Depending on what was already implemented by the manufacturer or retailer, we’re looking at how we can leverage existing capabilities to help partners work together more efficiently to meet demand. How we can help connect the physical product and the digital data, knowing how important that is online right now, not only for trading partners but also for consumers?

One example of how GS1 Standards can be extended is if a retailer is looking to shorten their supply chain and purchase from a local farm. Standards provide a blueprint for supply chain partners to work together in a consistent way. We want to help these companies leverage and extend the standards instead of proprietary systems and abandoning useful processes for item setup, data exchange and point of sale checkout. Those are the types of discussions that we’re having—how GS1 US members can extend the standards that lead to operational efficiency and more easily bring in new partners to help fulfill demand.

Tatiana Bravo, INTURN
FST Soapbox

Looking Ahead: The Digital Supply Chain and Fast-Moving Consumer Goods

By Tatiana Bravo
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Tatiana Bravo, INTURN

The global supply chain is changing. The fast-moving supply chains that power many of the world’s top businesses are being transformed before our very eyes, as companies all over the globe compete to beat their competitors through digitalization.

What we’re now seeing is the emergence of a digital supply chain, with processes powered by innovative and exciting new ideas turned into software.

As we look ahead to the coming months and years, we can expect to see incredible changes affecting the supply chains of all manner of businesses. In fact, we’d go so far as to say that any business that’s serious about competing on the global stage will have no choice but to embrace these innovations and go digital.

So, what exactly can we expect to see from the digital supply chain in the near future, and how might these changes affect fast-moving consumer goods?

Advanced Analytics

The potential of analytics is incredible, particularly when you look at supply chains.

Recent years have seen data rise to the forefront of many business leaders’ concerns. Increasing numbers of companies have started to pick up on the impact that informative data can have on their strategies, and ultimately their chances of ongoing success in the marketplace.

The supply chain is no exception to this rule. As the power of analytical software improves, businesses will be clamoring to gain access to, and make use of, the huge amount of data that’s now available.

We’re likely to see those managing data put under increasing amounts of pressure to use that data effectively, helping to inform decisions that impact supply chain processes and limit wastage. This data will also be invaluable in determining the real impact of critical supply chain decisions and informing future strategies.

The Emergence of AI
AI is the next big thing in business, and it’s set to transform the way the digital supply chain works. Artificial intelligence is now emerging as a hugely powerful tool, capable of helping businesses to make the right decisions for their supply chains.

As the potential of AI improves, we can expect to see its impact felt more widely throughout global supply chains. Look out for AI being used to inform businesses on changing customer preferences, disruptions in supply chains, increasing costs and other obstacles to product delivery. Artificial intelligence will predict future problems before they occur, giving business owners plenty of time to steer clear of potential pitfalls and keep things moving.

AI will also prove invaluable when it comes to anticipating the purchasing habits of existing customers and establishing the value of new leads and potential purchasers. If used effectively, this information could have a dramatic impact on the success of a wide range of different businesses—particularly those focused on fast-moving consumer goods.

Automation of Supply Chain Tasks

Automation itself isn’t a new idea, but the way it’s being used in digital supply chains is.

In the coming months and years, we’re likely to see automation transform the way supply chains work. The automation of processes will help businesses to cut costs, improve efficiency and eliminate any skills gaps by which they may be affected.

Supply chain tasks are being automated with the help of something called robotic process automation, or RPA. This form of automation is even smarter than traditional automated processes.

Informed by software bots or AI, RPA is a significant step forward in the world of digital supply chains. It’s highly scalable, incredibly effective and, importantly, it’s been proven to be hugely reliable. So, even businesses dedicated to the very highest standards of quality are now beginning to automate processes using RPA.

Climate Change Challenges

Climate change continues to be a hot topic in the news, and supply chains are likely to feel the impact of these concerns.

Consumers’ purchasing habits are increasingly led by environmental considerations. It’s therefore important that companies consider the environmental impact of their supply chain processes and provide visibility on these, for those who have an interest.

It’s expected that issues surrounding sustainability will become ever more critical in the future. Inevitably, supply chains will be impacted. Companies making use of digitalization will be best placed to prepare for the challenges of sustainability, reducing waste and making speedy adjustments to their processes as and when required.

A Shift in Transportation

The digitalization of supply chain processes has given ecommerce companies and online retailers the edge over traditional high street retailers. And this has led to a shift towards online shopping, which shows no sign of waning. As we continue into 2020 and beyond, we can expect to see more and more consumers choosing to shop online, and that’s going to have a knock-on effect on the transportation of goods.

Experts are predicting a transportation crunch, when demand begins to outstrip the availability of transport for online goods. This is likely to lead to a shift in how goods are transported, which could well align with changes to logistics designed to improve sustainability and reduce the carbon footprint of products.

Changes in Trade Agreements

Changes in trade agreements between many of the world’s leading economies are likely to impact supply chains in the future. With Brexit looming and trade issues between the United States and China continuing, it’s important that companies remain aware of how political decisions might affect the way they work.

Digital supply chains provide enhanced flexibility for companies, enabling organizations to quickly adapt to changes that could be outside of their control. So, companies that continue to provide a fast and reliable service despite changing trade agreements could well gain an edge over less efficient competitors as time goes on.

Companies making full use of digitalization will be best placed to make the most of new opportunities, and avoid supply chain disruption as a result of changing trade agreements.

Security Concerns

While businesses are beginning to realize the potential of the data that’s now available to them, consumers too are opening their eyes to the data that they share with the world. And this increased awareness has led to consumers being newly concerned about the data they reveal, and how secure that data is once it’s been shared.

Companies looking to make full use of the digitalization of supply chain processes will be incredibly reliant on data to maximize their efficiency. For this reason, it will be vital that companies establish trust with their existing customers and new prospects.

Security measures should therefore be top of the agenda for forward-thinking businesses. Companies that fall foul of security breaches and data losses are unlikely to be trusted with consumers’ data going forward, and this could have a detrimental impact on the efficiency of their digital supply chains in the future.

Digitalization is sweeping through the supply chains of companies all over the planet, and its potential is mind boggling. The automation of supply chain processes has already transformed the way supply chains are managed, massively increasing the speed and efficiency of a huge number of different companies.

In the future, we’re likely to see further improvements to digital supply chains, as companies begin to make better use of artificial intelligence and robotics. Look out for supply chains managed by AI-powered software and RPA, and get ready for astounding productivity from early adopters of these exciting new technologies.

Michele Pfannenstiel, Dirigo Food Safety
FST Soapbox

Quality Assurance and Food Safety in Cannabis-Infused Products

By Michele Pfannenstiel, DVM
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Michele Pfannenstiel, Dirigo Food Safety

The legal cannabis-infused products industry is growing with impressive and predictable rapidity. But because the rollout of new regulations occurs in an awkward and piecemeal fashion, with stark differences from one state to another, and sometimes even one county to another, uncertainty reigns.1 Many entrepreneurs are diving headlong into the nascent industry, hoping to take advantage of an uncertain regulatory environment where government audits and inspections are rare. These business owners will see quality assurance and product safety as burdens—costs to be avoided to the greatest extent possible.

I have seen this time and time again, even in the comparatively well-regulated food industry, and it is always a mistake.

If you find yourself thinking about quality assurance or food safety as a prohibitive cost, annoyance or distraction, I encourage you to change your thinking on this issue. The most successful businesses realize that product safety and quality assurance are inextricably linked with profitability. They are best thought of not as distractions, but as critical elements of an efficient and optimized process. Proper QA and safety are not costs, they are value.

Food safety and quality assurance should be seen as important elements of the process that you undertake to enforce the high standards and consistency that will win you repeat customers. The fact that they guard against costly recalls or satisfy meddlesome auditors is only a bonus. Realizing this will make your business smarter, faster and more profitable.

Learn more about the science, technology, regulatory compliance and quality management issues surrounding cannabis at the Food Labs / Cannabis Labs Conference | June 2–4, 2020If today you cannot clearly communicate your product standards to your employees and to your customers, then you have some work to do. That’s because quality assurance always begins with precise product specifications. (A good definition of “quality” is “conformance to specifications.”) How can you assess quality if you don’t have a definitive standard with which to evaluate it? My consulting firm works with food businesses both small and large, and this is where we begin every relationship. You might be surprised how often even a well-established business has a difficult time naming and describing every one of its products, let alone articulating objective standards for them.

This may be doubly difficult for fledgling businesses in the cannabis world. Because the market is so new, there are fewer agreed-upon standards to fall back on.

When we help businesses create specifications, we always look at the relevant regulations while keeping in mind customer expectations. In cannabis, the regulations just aren’t as comprehensive as they are for conventional food and agriculture. Laws and guidelines are still in flux, and different third-party standards are still competing for market dominance. Different states have entirely different standards, and don’t even agree, for example, whether cannabis edibles should be considered pharmaceuticals or food. To some extent, it’s the wild west of regulation, and as long as the federal government remains reluctant to impose national guidelines, it’s likely to remain so.

The wild west may be a good place for the unscrupulous, but it’s not good for business owners that care about the health of their customers and the long-term health of their brand. Don’t take advantage of confusing quality and safety standards by doing the least possible to get by. At some point there will be a scandal in this country when a novel cannabis product makes dozens of customers sick, or worse. You don’t want it to be yours.

With cannabis-infused products, there is a unique additional factor at play: The strength of THC and other psychoactive compounds. Again, there are few agreed-upon standards for potency testing, and relatively little oversight of the laboratories themselves. This allows labs to get sloppy, and even creates an incentive for them to return inflated THC counts; at the very least, results may hugely differ from one lab to another even for identical products.2 Some labs are ISO 17025 accredited, and some are not. Using an unaccredited laboratory may prevent your efforts to create consistent and homogeneous products.

Even in comparatively well-regulated states, such as Colorado, it is ultimately your responsibility to create products that are safe and consistent. And in the states where the politicians haven’t even figured out which department is regulating cannabis products, your standards should be tougher than whatever is officially required.

And so we look to the more established world of conventional food and agriculture as a guide for the best practices in the cannabis industry.

Hazards

The most constructive way to look at food safety, and the way your (eventual) auditors and regulators will view it, is to look at your product and process from the perspective of the potential hazards.

Some day, when regulation finally gets sorted out, you are likely to be asked to implement a Hazard Analysis and Critical Control Points (HACCP) safety system. HACCP framework recognizes three broad categories of hazards:

  • Physical hazards: Foreign material that is large enough to cause harm, such as glass or metal fragments.
  • Chemical hazards: Pesticides and herbicides, heavy metals, solvents and cleaning solutions.
  • Biological hazards: The pathogens that cause foodborne illness in your customers, such as E. coli, and other biological hazards, such as mycotoxins from molds.

All of these hazards are highly relevant to cannabis-infused product businesses.

The HACCP framework asks us to consider what steps in our process offer us the chance to definitively and objectively eliminate the risk of relevant hazards. In a cannabis cookie, for example, this might be a cooking step, a baking process that kills the Salmonella that could be lurking in your flour, eggs, chocolate or (just as likely!) the cannabis extracts themselves.

A good HACCP system is merely the capstone resting atop a larger foundational system of safety programs, including standard operating procedures, good manufacturing practices, and good agricultural practices. It’s important to use these agreed-upon practices and procedures in your own facility and to ensure that your suppliers and shippers are doing the same. Does your cultivator have a culture of safety and professionalism? Do they understand their own risks of hazards?

HACCP offers a rigorous perspective with which to look at a process, and to examine all of the places where it can go wrong. The safety system ultimately holds everything together because of its emphasis on scrupulous documentation. Every important step is written down, every time, and is always double-checked by a supervisor. It sounds like a lot of paperwork, but it is better viewed as an opportunity to enforce consistency and precision.

When you thoroughly document your process you’ll create a safer product, run a more efficient business, and make more money.

References

  1. Rough, L. (2016, March 4). Leafly’s State-by-State Guide to Cannabis Regulations. Retrieved from https://www.leafly.com/news/industry/leaflys-state-by-state-guide-to-cannabis-testing-regulations
  2. Jikomes, N. & Zoorob, M. (2018, March 14). The Cannabinoid Content of Legal Cannabis in Washington State Varies Systematically Across Testing Facilities and Popular Consumer Products. Retrieved from https://www.nature.com/articles/s41598-018-22755-2
Chelle Hartzer, Orkin
Bug Bytes

Stay Audit-Ready, Anytime with Integrated Pest Management

By Chelle Hartzer
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Chelle Hartzer, Orkin

The unlimited supply of food sources that manufacturing facilities provide can make pest management a daunting task, especially with the scrutiny of third-party auditors, government regulators and customers. These high standards, along with yours, mean that diligence is a key ingredient in the recipe for pest management success.

Why is this important? The steps you take to prevent pests, and how issues are resolved if pest activity is detected, affects the overall credibility of your business. After all, pest management can account for up to 20% of an audit score.

Auditors look for an integrated pest management (IPM) plan, which includes prevention, monitoring, trend reports and corrective actions. If you want to stay audit-ready, all the time, implement the following five principles.

Open Lines of Communication

A successful pest management partnership is just that: A partnership. Create an open dialogue for ongoing communication with your pest management provider. Everyone has a role to play from sanitation to inspection to maintenance. For example, if there are any changes in your facility, such as alteration of a production line, let your provider know during their next service visit. During each visit, it’s important to set aside time to discuss what was found and done during the visit, including new pest sightings and concerns.

Communication shouldn’t be limited to the management team; your entire staff should be on board. During their day-to-day duties, employees should know what to look for, and most importantly, what to do if they notice pests or signs of pests. Reporting the issue right away can make a huge difference in solving a pest problem before it gets out of hand. Also, most pest management providers offer staff training sessions. These can be an overview of the basics during your next staff meeting or a specialized training on a pertinent issue.

Inspect Regularly

A thorough inspection can tell you a lot about your facility and the places most at risk for pests. Your pest management provider will be doing inspections every visit, but routine inspections should be done by site personnel as well. Everyone at the site has a set of eyes, so why not use them? This way, you can identify hot spots for pests and keep a closer eye on them. Pests are small and can get in through the tiniest of gaps, so some potential entry points to look out for are:
• Windows and doors. Leaving them propped open is an invitation for all sorts of pests. Don’t forget to check the bottom door seal and ensure it is sealed tight to the ground.

  • Floor drains. Sewers can serve as a freeway system for cockroaches, and drains can grant them food, water and shelter.
  • Dock plates. A great entry point for pests, as there are often gaps surrounding dock plates.
  • Ventilation intakes. These are a favorite spot for perching, roosting or nesting birds, as well as entry points for flying insects.
  • Roof. You can’t forget about the roof, as it serves as a common entry point for birds, rodents and other pests.

Another thing to look for is conducive conditions, such as sanitation issues and moisture problems. These are areas where there may not be pests yet, but they provide a perfect situation that pests could take advantage of if they aren’t dealt with. Make sure to take pictures of deficiencies so that can be shared with the maintenance department or third-party who can fix it. You can also take a picture of the work when it has been finished, showing the corrective action!

Keep It Clean

Proper sanitation is key to maintaining food safety and for preventing and reducing pests. You need a written sanitation plan to keep your cleaning routine organized and ensure no spots are left unattended for too long. The following are some additional steps consider:

  • Minimize and contain production waste. While it’s impossible to clean up all the food in a food processing site (you are producing said food!), it’s important to clean up spills quickly and regularly remove food waste.
  • Keep storage areas dry and organized.
  • Remember FIFO procedures (first in, first out) when it comes to raw ingredients and finished products.
  • Clean and maintain employee areas such as break rooms and locker rooms.
  • Ensure the outside of your facility stays clean and neat with all garbage going into trash cans with fitted lids.
  • Make sure dumpsters are emptied regularly and the area around them kept clean.

Monitoring

Monitoring devices for many pests will be placed strategically around your facility. Some common ones are insect light traps (ILTs), rodent traps and bait stations, insect pheromone traps and glue boards. It’s important to let employees know what these are there for and to respect the devices (try not to run them over with a fork lift or unplug them to charge a cell phone). These devices will be checked on a regular basis and the type of pest and the number of pests will be recorded. This data can then be analyzed over time to show trends, hot spots, and even seasonal issues. Review this with your pest management provider on a regular basis and establish thresholds and corrective actions to deal with the issues when they reach your threshold. The pest sighting log can also be considered a monitoring tool. Every time someone writes down an issue they have seen, this can be quickly checked and dealt with.

Maintain Proper Documentation

Pest management isn’t a one-time thing but a cycle of ongoing actions and reactions. Capturing the process is extremely important for many reasons. It allows you to analyze, refine and re-adjust for the best results. It’s a great way to identify issues early. Also, it’s a critical step for auditors. Appropriate documentation must be kept on hand and up-to-date. There’s lots of documentation to keep when it comes to pest management and your provider should be keeping all of that ready—from general documentation like your annual facility assessment and risk assessment to training and certification records, pest sighting reports, safety data sheets and more.

The documentation aspect may seem like a lot at first, but a pest management provider can break it down and make it easier. It’s absolutely necessary for food and product safety and will become second nature over time.

Matrix Sciences and Savour Food Safety International

Matrix Sciences Acquires Savour Food Safety International and Savor Safe Food

By Food Safety Tech Staff
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Matrix Sciences and Savour Food Safety International
Gina Kramer
Gina (Nicholson) Kramer, executive director of Savour Food Safety International

Matrix Sciences International, Inc. has announced the acquisition of Savour Food Safety International and Savor Safe Food, organizations that provide consulting, auditing and training services in food safety and quality, and product development.

“Gina and her teams have built two strong companies with outstanding reputations that come from providing a unique level of service to their customers,” said Robert Wiebe, CEO of Matrix Sciences, in a company press release. “This strategic investment adds to the scope and depth of our Advisory business and has real linkage to our other services. ” Gina (Nicholson) Kramer is the executive director of Savour Food Safety International and also a member of Food Safety Tech’s Editorial Advisory Board. She will continue to serve in the same role and said the acquisition will not change how Savour Food Safety does business. However, the deal will give the firm access to new services, including laboratory testing, process validation, environmental monitoring program assessments, and R&D and sensory testing. “Matrix Sciences is creating an unparalleled team of expert services to provide customers with resources of a large company while maintaining a very focused, personalized approach to service for every client,” said Kramer.

Matrix Sciences has operations nationwide to address the needs of food and beverage industries and has grown through acquisitions of Richter International and Neumann Risk Services as well.

Gina (Nicholson) Kramer will be moderating Salmonella Detection & Control Sanitation Workshop at the 2019 Food Safety Consortium Conference & Expo.

US Foods

$1.8 Billion Cash Deal: US Foods to Acquire SGA’s Food Group of Companies

By Food Safety Tech Staff
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US Foods

This week US Foods Holding Corp announced a deal to acquire the five operating companies, SGA’s Food Group of Companies, for $1.8 billion in cash. SGA’s food companies are Food Services of America, Inc., Systems Services of America, Inc., Amerifresh, Inc., Ameristar Meats, Inc., and GAMPAC Express, Inc. Collectively these companies provide services that include food service for casual and fast casual dining, distribution, produce sourcing and marketing, custom meats, and supply chain planning and logistics.

“This acquisition will significantly increase US Foods’ reach across key markets in the attractive and growing Northwest region of the U.S. and adds one of the most well-regarded regional distributors to our company,” said US Foods Chairman and CEO Pietro Satriano in a company release.

In addition to expanding US Foods’ footprint in the Northwest, the company will leverage the scale of SGA’s Food Group of Companies, which have nearly 33,000 customers, 12 distribution centers and more than 20 private brands. US Foods estimates it will achieve $55 million in annual run-rate cost synergies by the end of FY 2022 as a result of savings in administrative expenses, distribution and procurement.