Tag Archives: employee training

Laura Morrison
Food Safety Culture Club

The Intersection of Food Safety Culture, People Strategy and Technology

By Laura Morrison
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Laura Morrison

It takes a village to keep our employees, guests, and communities safe. Creating an organizational culture centered around food safety begins with creating a system of shared values, attitudes, beliefs, and behaviors at the top level. It also requires commitment from top leadership.

Food safety culture involves creating an environment where food safety is a top priority and all team members—from leadership to front and back of the house employees—are committed to ensuring that the food provided to guests is safe.

Optimizing your food safety culture through the intersection of technology, human resources and people strategy is critical to gaining a competitive advantage. When developing or re-imagining a food safety culture, it’s important to create a people strategy for your organization that is focused on recruiting and developing individuals with drive and passion who already have or have the willingness to gain knowledge, skills and experience of food safety practices. Additionally, providing ongoing training and education to ensure that employees are aware of the latest food safety practices and regulations should be an integral part of workforce development.

Developing a strong food safety culture requires a multi-prong approach that includes:

  1. People strategy. This is the way a business or organization manages its workforce. In the food industry, this can include hiring, training employees, and developing employee engagement and compensation programs. A well-though-out people strategy can help organizations attract, recruit, and retain top talent, build a strong company culture, and improve overall business performance.
  2. Technology helps to support the people strategy by streamlining processes, reducing manual labor, and improving employee engagement. Food businesses using tools such as automated scheduling, workforce management tools, digital training, and development tools to upskill employees can improve efficiency, reduce labor costs, and provide their team members with the knowledge and resources needed to excel in their individual roles. Leveraging technology to support food safety and the overall people strategy can improve efficiency, reduce costs and enhance the experience of customers by delivering high-quality service and products.
  3. An organization’s human resources strategy plays a critical role in developing and maintaining the food safety culture. Owners, operators and HR professionals should work closely together to develop policies and procedures to promote food safety that include training programs, performance metrics, accountability procedures and incentive systems to reward safe practices.
  4. Maintaining a food safety culture built around accountability and open and clear channels of communication and encouragement, allows employees to report food safety concerns without fear of retaliation. In this environment employees feel more comfortable both raising concerns and trusting that their concerns will be taken seriously and addressed promptly.

Businesses that prioritize food safety culture, people strategy, human resources and technology can create a competitive advantage in the food industry.

Additional Resources: 

Hetler, A. (2022). The future of the food industry: Food tech explained. https://www.techtarget.com/whatis/feature/The-future-of-the-food-industry-Food-tech-explained

Febes, C. (2020). A Well-Rounded Restaurant Staffing Strategy Includes New Technology. Forbes

Mulligan, S. (2018). HR 2025:  7 Critical Strategies to Prepare for the Future of HR Society for Human Resources Management (SHRM)

Stacy Vernon

Lessons Learned from Listeria Recalls

By Food Safety Tech Staff
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Stacy Vernon

Listeria monocytogenes continues to be a key factor in food recalls. While it is not the most common pathogen behind foodborne illness, it does have a high mortality rate. Listeria is hearty. It thrives in cold, moist environments, can grow under refrigeration temperatures and is salt tolerant. The risk of listeria contamination can be reduced through stringent sanitation, and environmental monitoring and testing. But far too often, it takes an outbreak or recall for companies to truly understand the efforts needed to find and destroy it in their facilities.

At Food Safety Tech’s Hazards Conference in Columbus, Ohio, in April, Stacy Vernon, Food Safety Operations and Program Manager at CIFT, an Ohio Manufacturing Partner, shared lessons learned from food companies that have experienced Listeria in their facilities and resulting product recalls.

Lesson Learned: Regulatory Requirements

The regulatory requirements related control of listeria monocytogenes can be found at USDA 9 CFR Part 430.4 and FDA 21 CFR Part 117. Both agencies offer guidance documents that serve as valuable resources that food companies can use to build their food safety programs:

USDA FSIS: FSIS-GD-2014-0001 “Controlling Listeria monocytogenes in Post-lethality Exposed Ready-to-Eat Meat and Poultry Products”

FDA: FDA-2008-D-0096 “Control of Listeria monocytogenes in Ready-to-Eat Foods”

“The question is, are your people reading these? Are they aware they exist?” asked Vernon. “In speaking with companies who have gone through recalls, many were not even aware these guidance documents existed or were not utilizing them.”

Lesson Learned: Sanitation Program Shortcomings

“Sanitation is the No. 1 program that you need to have on point,” said Vernon. “Unfortunately, labor shortages and turnover have made this a big challenge in recent years.”

Issues that companies uncovered following recalls include:

  • A lack of understanding of the difference between cleaning and sanitizing
  • Sanitation teams not given enough time to properly sanitize equipment
  • Lack of easy access to the tools needed to sanitize properly
  • Lack of training on or understanding of the seven steps of sanitation
  • Lack of training on what biofilms are and how to detect them

“Sanitation teams tend to be small, and they need to be everywhere,” said Vernon. “Are you looking at their foot traffic? Your sanitation team should get, at least, general training on food safety and pathogens. Make sure this department is not overlooked because they do pose one of the highest risks of cross contamination.”

Lesson Learned: Poor Sanitary Design

Companies cited similar shortcomings in sanitary design. Vernon recommended that companies implement the following practices, if they are not currently following them:

  • Involve your food safety professionals in the purchase of new equipment
  • If purchasing used equipment, make sure that it has been maintained
  • Google “Sanitary Design Checklist.” These free downloads are available from the American Meat Institute, U.S. Dairy and other organizations and are great resources
  • Look for facility and equipment design flaws, such as cracks or separations in the floor, exposed threads, hallow pipes not sealed, bad welds, and water/product accumulation points

“Drain maintenance is also key. One company uses a snake to swab their drains, so they know if they have listeria before it works its way back up into the facility,” said Vernon.

Lesson Learned: Poor Environmental Monitoring Programs

The goals of an environmental monitoring program (EMP) is to aggressively seek and destroy pathogens. “You need to know where listeria is entering the facility, where it harbors and how it moves in your facility so you can effectively eradicate it,” said Vernon. “There is still a mentality that people are scared to find it, so they swab the safest areas. We need to change that mindset to ‘I want to find it and I want to eliminate it.’”

EMPs need to be tailored to your specific facility. Some of the issues companies found with their EMPs following recalls included a lack of internal knowledge to build a comprehensive and custom program and failure to swab properly. “Ask yourself, who is responsible for setting up our EMP and can they do it alone, or do we need outside expertise?” said Vernon.

When swabbing, you need to apply pressure and seek out hard to reach areas. When determining which zones to swab, consider the following:

  • Your risk assessment and hazard analysis
  • Previous environmental monitoring data collected
  • Visual appearance of surface
  • Products produced and intended users
  • Potential for growth after packaging

“Focus on areas where RTE products are exposed. Companies often do not want to swab Zone 1, but one company that went through a recall has implemented swabbing in Zone 1 while they are sampling their products,” said Vernon. “Their reasoning is, the products are already on hold and if they have to throw one shift of product away, it costs much less than a recall or outbreak.”

Lesson Learned: Lack of Employee Knowledge

Several of the companies Vernon spoke with found that they had inadequate food safety and pathogen training and knowledge at all levels; and that they did not have a good sense of employee traffic flow and habits. “When is the last time you stepped back to evaluate traffic flow in your facility?” asked Vernon. “Companies that took the time to evaluate traffic flow and employee practices were often surprised that they did not understand their employees’ movement within the facility or work habits.”

Key areas to investigate include:

  • How do employees and product move through your facility?
  • What is your footwear policy?
  • Are employees following appropriate GMPs for handwashing, PPE, product handling, etc.?
  • Are sanitation employees cleaning properly?

“Changing employee practices doesn’t take a lot of capital,” said Vernon. “It is one of the cheapest ways to mitigate risk.”

Lesson Learned: Not Reassessing Programs

EMP and sanitation programs should be reassessed when findings occur or changes happen in the facility, including anytime you bring in new equipment. “Start with a document review and then reassessment of your environmental monitoring program,” said Vernon.

 

 

 

 

 

 

Emily Newton, Revolutionized Magazine

Utilizing Technology To Eliminate Food Processing Bottlenecks

By Emily Newton
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Emily Newton, Revolutionized Magazine

Food processing bottlenecks are a persistent problem in the industry. Whether due to labor shortages, shifts in consumer demand leading to product or formulation changes, or inefficient facility design, new technologies are coming to market that can help companies identify and overcome these challenges.

Overcoming Labor Shortages

A 2023 survey from Food Processing found that 40% of respondents plan to add new employees to their workforces this year. The survey highlighted the challenges companies continue to face due to labor shortages, including the inability to find enough workers and difficulty in retaining skilled employees. These problems collectively can cause food processing bottlenecks, particularly as companies seek to scale output to meet growing demand and enhance training to build employees’ skills.

Taiwan’s Taipei Medical University is using virtual reality (VR) at its food safety training center, and the technology shows promise as a faster and more engaging training tool. A professor familiar with the implementation of the technology noted that it can reduce safety-related errors and improve knowledge retention, as workers appreciate engaging in the more immersive learning style of VR compared to watching videos and reading textbook chapters.

That means it could also encourage workers to acquire new skills. That’s vital since the Food Processing survey noted that 55% of respondents have ramped up their in-house technical training in response worker shortages.

Incorporating new technologies, such as VR, may improve onboarding while also helping companies attract younger employees seeking companies that keep pace with modern times.

Digital Twins Increase Visibility

Digital twins are highly realistic models that allow companies to run various scenarios in a controlled environment before trying them in real life. They can help managers identify potential bottlenecks prior to implementing a new product or process, and can help solve existing bottlenecks by showing why an assembly line at a particular plant is less efficient than one at a nearby facility operated by the same company.

Digital twins can also help companies reduce waste. In one example, Accenture and Mars collaborated on a digital twin that enabled real-time monitoring of a filling process. That approach prevented too much product from going into a package.

When it comes to food safety, digital twins can identify insufficient food safety measures, highlighting where and how to make improvements.

One company even developed a digital twin for flavor formulations and customer response predictions. Nearly 90% of new food products remain on the market for only one year. The digital twin developed by Foodpairing was designed to predict “winning” formulations to increase the likelihood of success before introducing new food products.

Robots Supplement Human Efforts

There are limits to how fast humans can work safely and maintain stringent quality control. That’s why many food processing businesses have begun using robots to increase efficiency.

In one case, a food processor used cobots to decrease the six-hour time frame required to transition an assembly line to a different product. These robots also allowed the company to move to 24/7 production, which aligned with customer demand.

FlexCRAFT, a Dutch research program centered on using dual-arm robots for greenhouse management, food processing and packaging, has built machines with grippers that can handle various product shapes and packages.

The food processing application centers on deploying robots to separate, remove or cut various chicken parts. The team is currently developing machines to handle variations in size or type to ensure the robots can work with wings as well as thighs. Future initiatives include incorporating active learning and task planning to further improve the technology.

Food processing bottlenecks can keep companies from meeting goals and remaining competitive in a demanding marketplace. However, technology increasingly provides feasible solutions to help overcome these obstacles.

Leaders tasked with approving technological implementations should assess the most significant issues in their companies. From there, they can investigate which technologies have the most appropriate capabilities to reduce or solve those problems.

Matthew Taylor

Mitigating the Risks of Food Fraud in an Inflationary Environment

By Matthew Taylor
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Matthew Taylor

Inflation can create a challenging environment for the food industry, making it more difficult to maintain product quality, safety, and transparency. In August 2022, U.S. food inflation hit a 40-year high of 11.4% and has since remained persistently high, at 10.1% in January 2023. Manufacturers and suppliers must stay vigilant and take proactive steps to mitigate the risks posed by stubbornly high food inflation and increasingly complex supply chains.

Inflation can be a catalyst for risk in food supply chains for several reasons. Rising prices could encourage bad actors or tempt manufacturers and suppliers to cut corners or compromise quality to maintain profit margins. This can lead to an increased risk of food fraud, where lower-quality or counterfeit ingredients are substituted for genuine ones or where mislabeled products are sold to unsuspecting consumers. Supply chain disruptions could increasingly affect manufacturers as suppliers struggle to manage the increased costs of raw materials, transportation, and labor, as seen this winter in Europe, with the UK experiencing shortages of tomatoes and eggs. This can result in delays, shortages, and other logistical challenges that can make it difficult to maintain product quality and safety.

Inflation can also increase food allergy and sensitivity incidents. Mislabeling or allergen contamination due to substituted alternative ingredients could put allergen or intolerance sufferers at greater risk, as well as your brand. With the threat of food fraud lurking in increasingly complex and volatile supply chains, what steps can food manufacturers take to protect themselves and their customers?

Tackling Food Fraud and Allergen Incidents

Despite legislative and industry process improvements, food fraud continues to be a significant risk in the food industry, costing businesses an estimated $30 to $40 billion annually. Food fraud refers to any act of deception, intentional or otherwise, that is intended to result in the sale of a food product that is not what it purports to be. This can take many forms, from adulterating ingredients to misbranding and counterfeiting.

The consequences of food fraud can be severe and include economic losses, harm to human health, damage to the reputation of food companies and loss of consumer confidence in the food supply. Food fraud can also cause environmental consequences, including the illegal use of pesticides, or overfishing, which can have long-term effects on the environment, wildlife, and ecosystems.

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In recent years, several high-profile cases of food fraud have occurred, including the widespread contamination of infant formula with melamine in China and the horse meat scandal in Europe. These incidents have highlighted the need for better measures to prevent food fraud and to ensure the safety of the food supply.

To protect the integrity and bolster consumer and producer confidence in organic food, which has long been a target of food fraud, the USDA published one of the largest-ever reforms to their organic program in January 2023. However, many risks remain as legislation tries to catch and close loopholes.

One of the challenges of preventing food fraud is that the supply chain is often complex and global, making it difficult to track the origin of ingredients and monitor their quality. In addition, many food frauds are not detected until they reach the end-consumer, making it difficult to recall contaminated products. In order to mitigate the risk of food fraud, it is essential to plan ahead and implement strong supply chain management practices, including the use of technology such as traceability systems and predictive analytics.

A good starting point to mitigate your risk of food fraud is to conduct a deep dive into your highest-risk raw materials and suppliers instead of trying to tackle everything at once, particularly if you have a large number of raw materials to assess. For instance, you may want to prioritize raw materials that have been linked to recent fraud incidents, such as infant formula, honey, and olive oil.

Four Steps to Protecting Your Business

Know your supply chain. Controlling and understanding your supply chain is essential for minimizing risk. It is important to audit your supply chain back to the field, if possible, or at least to the production and processing facility. For smaller businesses, forensic auditing may not be feasible. However, there are still steps they can take to protect themselves, such as seeking third-party certification programs that verify the sustainability, quality, and ethical sourcing of ingredients. Going back by more than one step in your supply chain is crucial, and conducting a vulnerability assessment of your raw materials and suppliers is an excellent starting point.

Shop around safely. Review the market for potential alternate suppliers or less ‘at risk’ ingredients, subject to the required quality checks and labeling requirements. It is crucial to thoroughly assess current and potential new suppliers and ensure they meet the minimum Global Food Safety Initiative (GFSI) certification standards, wherever possible. Scrutinize all raw material specifications, including the country of origin, as countries with less established food safety regulations may pose a higher risk. Establishing solid relationships with your suppliers and engaging in regular communication with them is also essential to maintain a high standard of quality, safety, and sustainability.

Be vigilant about ingredients. Markets are constantly evolving, and economic, social, and environmental changes can impact the substitution risk profile of any ingredient that you purchase. To manage this risk, it is essential to have an up-to-date awareness of the various market forces that affect ingredients and their availability.

It is important to note that product adulteration may not always be motivated by economic factors. As ingredients become in short supply, manufacturers may make local substitution decisions to keep the supply available. Remember, there is no substitute for a thorough risk-assessed approach to managing this challenge with a complete and detailed understanding of your supply chains.

Utilize training to build awareness and readiness. Training employees on how to identify, prevent and respond to incidents of potential food fraud or allergens is essential but often challenging for food manufacturers. Regular training should include the types of fraud, how to recognize suspicious behavior, and the importance of accurate record-keeping. Ensuring your teams are trained on what to do is there is a food fraud issue is also key, as is testing the teams through mock exercises to see how they would manage a food fraud event in the business.

Persistently high food inflation rates have created a challenging environment for the food industry, making it harder for manufacturers and suppliers to maintain product quality, safety, and transparency. Food businesses must exercise extra vigilance to face an increased risk of food fraud, supply chain disruptions, and an increase in food allergy and sensitivity incidents. Now is the time to proactively mitigate these risks by prioritizing transparency, gaining control and understanding of supply chains, and acting to prevent food fraud.

It is important to note that no system is foolproof. Food manufacturers should regularly assess and improve their supply chain management practices to ensure they are up to date with industry best practices and changing threats. Increasing your transparency in the ingredient supply chain requires a commitment to responsible sourcing and a willingness to invest in traceability, certification, and supplier relationships. While the risks to food quality and safety are well known, businesses need to ask themselves the right questions and take the necessary steps to protect themselves and their customers. By doing so, they can protect their brand reputation and consumer confidence in the food supply and the environment.

 

Kari Hensien, RizePoint
FST Soapbox

2023 Predictions: Technology’s Growing Role in Food Safety

By Kari Hensien
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Kari Hensien, RizePoint

Amid continuing threats to our food supply, food businesses should understand how tech tools can help improve all facets of their operations—from increasing sustainability to ensuring their suppliers are committed to safety and quality. In the coming year, more operators will rely on technology to save money, reduce waste, improve training, boost accuracy, and make more informed business decisions.

The good news is that tech solutions have become more affordable and accessible for food businesses of all sizes. Therefore, digital solutions will become more widely used in the coming year, as food businesses ditch their manual systems and/or disjointed tech stacks that don’t provide holistic views of their enterprise in favor of modern, integrated, intuitive tools.

Following are some of the key challenges that necessitate a shift to new technologies.

The Need for Sustainable Food Production

Climate change is putting food production at risk. Extreme weather is destroying traditionally grown crops and, moving forward, there will be a renewed effort around sustainable food production, including efforts such as vertical farming, hydroponics, and aquaponics.

The food industry must leverage technology to address multiple issues, from reducing greenhouse gas emissions to changing the way we grow food. Faster innovation is essential to make farming more sustainable, create new infrastructure, reduce our dependence on foreign food supplies, increase the transparency all along the supply chain, and reduce risk from farm to table.

Quality and Accuracy are King

Integrated software can boost accuracy, which will elevate a variety of critical metrics, including revenue, safety, quality and customer loyalty. Tech tools help you plan better, track inventory, monitor customer preference, and anticipate upcoming needs by tracking key metrics across your enterprise. Remember, if you don’t measure accuracy, you can’t improve it. Additionally, if there are accuracy problems, these tools can help you identify if you have one problematic employee or if there are more widespread problems at a specific location (or locations). Based on this data, you can take corrective actions, including increasing training and adjusting processes.

Training Will Change

Historically, food businesses trained employees by explaining how things should be done, then expected staff to do exactly what they learned. But what if you thought about training differently? What if you used tech tools to provide critical information in bite-sized chunks to boost employees’ understanding? What if you sent information right to their phones so they always have resources at their fingertips? Then, you could use automated reminders to ensure they don’t forget a crucial safety check during a busy shift.

One important change that’s expected to trend in the coming year is building collaborative cultures versus punitive ones. It’s important that employees feel encouraged to ask questions, seek feedback, and be empowered to take ownership of safety and quality efforts. Train, practice, demonstrate, and reinforce to boost employee confidence and retention, using tech tools to reinforce these lessons.

The Supply Chain Will Become More Transparent

It’s critical to implement safety and quality protocols for your business, but that alone is not enough. Every food business must also inspect safety, quality, and traceability all along their supply chain, as well. Thanks to more affordable, accessible tech tools, this is now possible for brands of all sizes and budgets, and you can get started without a big investment. Focus on what the regulations require and use digital solutions to seamlessly manage your vendors’ safety and QA certifications. Today’s solutions allow you to organize and track this important information in a centralized location for quick, easy access.

Food Businesses Will Audit Differently

Remote brand protection grew in popularity during the COVID-19 pandemic, as companies needed alternative ways to protect their locations/facilities when travel restrictions prohibited them from physically reaching them for audits or inspections. Now that the pandemic is over, expect food businesses to continue auditing differently.

Maybe it’s unrealistic to reach all your locations regularly, or it’s cost prohibitive to send in-person auditors to numerous locations multiple times per year. Tech solutions can save quality teams as much as 70% of their current program budgets, which is a huge win at a time when every dollar counts.

Increasingly, food businesses will ditch the paper checklists for more efficient, accurate, transparent, and frequent auditing, including self-assessments. Digital solutions will help ensure that every safety and quality check is done regularly (and properly). The days of relying solely on annual third-party inspections are over. Now, food businesses are embracing a combination of third-party and remote inspections plus frequent self-inspections to maximize safety and minimize risks.

It can feel overwhelming to try and manage all aspects of your organization’s safety and quality programs while also navigating the ongoing problems that are putting our food production at risk. Food businesses will have to work hard to keep the lights on and deliver products (and promises) to customers. Tech solutions will make all aspects of your business operations easier, faster, and more accurate, while also boosting safety and quality.

Food Safety Survey
Food Safety Culture Club

Global Food Safety Survey Reveals Challenges and Opportunities in Employee Training Practices

By Food Safety Tech Staff
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Food Safety Survey

Intertek Alchemy, which offers training for manufacturing and food processing industries, has released the findings of its seventh annual Global Food Safety Training Survey, developed to assess food safety training practices

More than 2,000 industry professionals representing more than 3,000 food production facilities worldwide responded to the survey. Their responses highlighted some of the significant challenges and contradictions of current food safety training practices, and provided insight into strategies to help overcome these challenges.

For example, 88% of respondents believe that their companies provide adequate levels of food safety training to drive consistent and appropriate food safety behaviors. Yet only 40% of their employees follow food safety programs on the manufacturing floor.

Additional key findings from the survey include:

  • 81% of respondents agreed that their companies understand what it takes to build and sustain a strong food safety culture, and 40% of companies use a food safety culture audit/assessment to measure sustained food safety behaviors. But, only 22% of respondents strongly agree that their employees have the authority to take action when food safety is compromised.
  • 80% of respondents believe they would be more productive if their employees consistently adhered to their training programs. However, only 19% of companies are increasing their budget for food safety training and only 18% plan to add new training technologies next year.

When looking at practices that improve food safety outcomes, responses revealed that:

  • Tailoring training to specific job roles increases the likelihood from 22% to 82% that a frontline employee will halt production when necessary to prevent a food safety incident
  • Highly motivated employees are over two times more likely to consistently adhere to food safety protocols on the floor.
  • 78% of companies with a mature upskilling programs reported having highly motivated employees, compared to 43% for companies without an upskilling program.

When asked to share, “What are you organization’s biggest food safety training challenges?” nearly 50% cited scheduling time for training, followed by staff turnover and bad practices or misinformation passed from one employee to another.

One of the most significant changes in this year’s survey was how food safety training is delivered. The use of e-learning tools nearly doubled in the past two years (37% in 2020 to 63% in 2022).

“This year’s Global Food Safety Training Report presents some eye-catching findings, providing a comprehensive look into what food manufacturers can do to improve food safety training outcomes,” said Intertek Alchemy President Darrin Harkness. “We’re proud to sponsor the research that provides clear, data-driven answers on how they can make their food safety programs even stronger. Together we can work to ensure a safe and sustainable global food supply with a shared goal of reducing foodborne illnesses and eliminating costly recalls.”

The Global Food Safety Training Survey is sponsored by Intertek Alchemy and Campden BRI, in partnership with BRCGS, BSI, Cultivate, SGS, Safe Quality Food Institute and TSI.

A complimentary copy of the research paper, “Why Some Training Programs Succeed Where Others Fail,” is available for download here.

 

 

 

Vanessa Coffman, Ph.D.

How To Implement a Strong Food Safety Culture

By Food Safety Tech Staff
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Vanessa Coffman, Ph.D.

Creating a company culture that embraces food safety is paramount to protecting your business and end users. But, developing a strong food safety culture takes time, effort and a buy-in from leadership.

We spoke with Vanessa Coffman, Ph.D., director of the Alliance to STOP Foodborne Illness, to discuss what it takes to create a company culture committed to food safety and what is holding companies and employees back from speaking up and taking action when safety concerns are identified.

Food Safety Tech (FST): How do companies get started in implementing a strong food safety culture?

Dr. Coffman: I think it’s really important to remember that every company in the food space already has a food safety culture. They may just not know it. So, a good first step is to assess your current food safety culture. What’s going right? What’s going wrong? From there, outline where you would like to go.

FST: How do you assess your current food safety culture?

Dr. Coffman: Talking with your employees and asking questions is a good start. There are some questionnaires available online to help you assess your current culture. It’s hard, though, because a lot of them are not scientifically validated, largely because food safety culture is amorphous and it’s also new.

We have a number of resources available on our website, including a Food Safety Culture Toolkit for businesses.

FST: How do company leaders motivate employees to play an active role in ensuring safe food processing and handling?

Dr. Coffman: That is really, really important. You can incentivize people through a rewards and recognition program, which is what a lot of our Alliance member-companies are doing.

I also think that getting into the heart and not just the mind of the employee is important. We have a lot of video resources and stories from foodborne illness survivors and people who have lost loved ones to foodborne illness. These are good motivators to help your team understand what can happen and how important every single person’s role is in the the production of safe food.

FST: How are companies incentivizing their employees to embrace food safety practices?

Dr. Coffman: It can be as simple as recognizing an employee of the month—a food safety culture employee of the month—and having a parking spot dedicated to that person or putting their name in the company newsletter.

Sometimes those big outward shows of recognition aren’t the best for every employee, and maybe somebody would rather get a little monetary bonus. Some businesses have taken employees or teams that have done really well out to lunch with the executives or someone who is well respected in the company. Getting an hour off from work may be a really great reward.

There are a lot of example of ways you can incentivize folks to do the right thing, but ultimately you want a culture of people wanting to do the right thing. That’s the most important aspect of a good food safety culture. You’re not doing it because you’re going to win a prize, but because it’s the right thing to do.

FST: Who, ultimately, is responsible for spearheading and developing a company’s food safety culture?

Dr. Coffman: That’s a really complicated question. Everybody needs to be a part of it and everybody needs to buy in to building a positive food safety culture at a company. That includes frontline workers, maintenance workers and the top executives.

We have been doing a webinar series in partnership with the FDA, and we have gotten a lot of questions about who should be leading these efforts. While it is the front-line workers that have the ability to stop the line, note a problem or report a safety issue, if you do not have buy in from your executives, there is no motivation for the people on the front line to do the right thing. So, getting the company leaders—the C-suite and the middle management people—involved is critical.

FST: Do you have any tips or recommendations on how to speak to the people in the C-suite to help them understand the importance of food safety?

Dr. Coffman: A lot of times people who are not involved in food safety day-to-day are incentivized by different things or see things a little bit differently. Some of things we have found that people who are in the C-suite respond to or are concerned with include the cost of a recall, the cost of getting sued and the cost of brand damage. Those things are really, really important for business leaders to understand. But, as with other employees, you also need reach their hearts.

Join us at the Food Safety Consortium in Parsippany, NJ, October 19-21 and take part in our panel discussion, “Communicating to the C-Suite.”

Everybody has a family, everybody has friends, everybody has people they love and they would never want to see those people get hurt by something that they fed them or by something that their company created. So, really tapping into the hearts is important in addition to presenting those cold, hard numbers, which you do sometimes need.

FST: What prevents employees from being proactive about food safety or raising safety concerns?

Dr. Coffman: Termination. Getting in trouble. A lot of the companies within the Alliance have said that every single employee in their organization is allowed to stop the line. Their employees know that you will never get in trouble for stopping something if you see a problem. Unfortunately, that is not as commonplace as it should be. People who are whistleblowers get in trouble. People who bring up problems to their bosses get in trouble. And when we’re talking about food safety, if you let things slip you are putting people in danger

FST: What is the biggest misconception about food safety culture?

Dr. Coffman: That this is a linear task. That this is something that you can just do and then it’s fixed and in place. It takes a lot of planning, a lot of energy and a lot of time.

Food safety culture is not something you have to do to meet an auditing requirement. The components are not going to be black and white, yes or no. This might seem frustrating at first to those who are used to following detailed checklists and written procedures, but once a positive, mature food safety culture is established, problem areas on your checklist will likely diminish.

Dallas Henderson, RizePoint

Five Food Safety Changes That Are Here to Stay

By Dallas Henderson
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Dallas Henderson, RizePoint

While the COVID-19 pandemic caused monumental disruption and chaos for the food industry, the silver lining is that it resulted in five positive (and permanent) changes as we move forward in our “new normal.” A common denominator for all these changes is technology, which is driving more informed decisions, additional transparency, training support, auditing improvements and increased collaboration.

1. Technology Is Making us Safer and Smarter

The pandemic led to increased use of and comfort with technology, and tech tools are game changers when it comes to elevating safety and quality. Food businesses are increasingly using digital tools for critical tasks, such as inspections and line checks, and tech solutions make these efforts faster, easier and more accurate than manual processes. Tech solutions can provide comprehensive views of a business—by location or across an enterprise—helping operators identify and resolve issues quickly and completely.

Many operators are relying on tech tools and software to review and analyze real-time data so they can make more informed business decisions. For instance, they can easily access historical sales patterns to help improve a variety of operational decisions, from staffing decisions to re-order quantities.

Digital solutions allow brands to streamline operations, improve safety and quality management, manage (or cut) costs and improve inventory, scheduling and ordering.

2. A More Effective Approach to Audits

Historically, food businesses relied on annual or semi-annual in-person inspections but, as it turns out, these traditional audits were not an ideal approach. Many food business employees dreaded these inspections, viewing independent auditors with trepidation. Employees worried they would be punished for any violations that the auditor found. The auditors looked for infractions but didn’t help teams correct areas of noncompliance or educate them on how to mitigate risks. There was no collaboration or education associated with the inspections, and the audits felt punitive and demoralizing.

During the pandemic, travel restrictions meant that food businesses had to figure out new ways to inspect their facilities. As a result, employees had to collaborate to identify (and fix) issues and improve compliance through more frequent self-inspections. More organizations used a remote auditing approach, which allowed employees to interact with auditors, ask questions, get immediate feedback and learn more about the process.

When employees were involved in the inspections, they became more invested, engaged and empowered. They started to feel responsible for their organizations’ safety and quality successes, rather than feeling accountable for mistakes. Once they better understood what to look for, they could watch for safety and quality infractions during their daily shifts and correct any issues immediately.

This combination approach (traditional, remote and self-audits) provides significant benefits, including greater oversight and data collection, more frequent inspections and more employee engagement. Moving forward, many brands will use all three auditing methods and enjoy many benefits of doing so.

3. Collaborative Cultures Are the New Norm

The rise of collaborative coaching is a very exciting and positive development that has evolved over the past few years. As mentioned above, food businesses are moving towards a continuous quality model with more frequent self-assessments and collaborative coaching in addition to traditional onsite audits. Additionally, many brands are hiring safety and quality coaches, who work with locations to teach their teams more about proper protocols, empowering them to take more responsibility for these efforts.

These coaches don’t just lecture employees about the safety rules, they explain why the rules are so critical, helping teams understand the importance of compliance. They also make employees feel like part of the solution, rather than part of the problem. This effort helps build strong food safety cultures and environments of continuous learning, while also boosting compliance and reducing risk. The result is safer businesses, products and practices.

4. The Rise of Transparency

Guests and employees want transparency about how brands are keeping them safe and healthy. They want to see businesses taking new COVID-19-related protocols seriously, with regular monitoring of CDC recommendations, constant cleaning and sanitizing, regular handwashing, employee temperature checks, etc. During times of COVID spikes, they want to see employees wearing masks and practicing proper social distancing. Gone are the days of employees being expected to work while ill.

In addition to heightened safety transparency, many organizations are increasing data transparency to improve and streamline operations. Brands that use digital tools and software have better, more accurate and holistic views of data. They can use this information to boost efficiency, cut costs, schedule smarter, maintain accurate inventory and make more informed operational decisions, as opposed to relying on gut instinct.

5. Increased Need for Training and Cross-training

Food safety training was essential before the pandemic hit, and now ongoing training has become a top priority. Every employee should be educated about food safety rules, COVID-19 protocols and how to correctly use tech tools to maximize safety and minimize risks. Employers must make training part of each new employee’s onboarding process—especially as our industry experiences record high turnover—but don’t view it as a “one and done” endeavor. Training should be ongoing.

Food providers are using technology to push out reminders and updates directly to employees’ phones so that resources are available right at their fingertips and everyone gets consistent information. Due to COVID-19 and the ongoing worker shortage, we have also learned the importance of cross-training. Employees should be trained to handle multiple roles and responsibilities, so if someone is out sick (or quits), staff members can be deployed wherever they’re needed.

Employers and employees are moving away from viewing training as a chore and instead viewing it as an opportunity to improve knowledge and behaviors. The key to long-term improvement and compliance is ongoing training and a willingness to take immediate corrective actions if/when employees aren’t following protocols to ensure compliance.

There is no denying that the COVID pandemic has been tremendously disruptive to our industry. However, positive changes have emerged from the chaos. The food industry has shown incredible resiliency, flexibility and tenacity throughout this difficult time, and has adopted new protocols, leveraged innovative technologies, increased transparency and embraced collaboration. These changes will likely be permanent, which is good news for the health and safety of our guests, employees and businesses.

Michael Sperber, UL Everclean

Amid Labor Shortage, Restaurants and Grocery Stores Challenged to Focus on Sanitation and Employee Training

By Maria Fontanazza
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Michael Sperber, UL Everclean

The foodservice and retail industry has struggled to keep up with the curveballs thrown at it during this pandemic. “Whether reopening dining rooms after extended closures or finding their footing in a world of new omnichannel ordering, quick service restaurant and fast casual managers are grappling with evolving rules and regulations, changing diner preferences, while also welcoming an entirely new workforce,” says Michael Sperber, a global business manager for UL Everclean, a third-party retail food safety and sanitation audit program that helps retail foodservice businesses improve their food safety practices. In a Q&A with Food Safety Tech, Sperber discussed the evolving challenges in the foodservice and retail space over the past 15 months.

Food Safety Tech: On the issue of sanitation and cleanliness, what hurdles do restaurants and grocery stores have in the face of the pandemic and the subsequent labor shortage?

Michael Sperber: Trust in the safety and cleanliness of restaurants and grocery stores is one of the bigger concerns that must be addressed as consumers continue to navigate the pandemic. Consumers now have a higher expectation for their own health and well being, and expect establishments they visit to meet their needs and [doing so] while embracing heightened health and safety protocols.

FST: What steps should they be taking to identify and reduce potential health and safety risks?

Michael Sperber, UL Everclean
Michael Sperber, global business manager for UL Everclean

Sperber: Amidst new challenges, guidelines and expectations, restaurants continue to have the critical responsibility of offering sanitary eating spaces and food preparation practices that help prevent diners from getting foodborne illnesses. There are several ways that restaurants can do this including:

  1. Leveraging technology to support food safety best practices.
    • Hand washing monitors help guide employees in proper handwashing techniques.
    • Internet of Things (IoT) temperature devices can monitor hot and cold food holding and service areas, instantly alerting managers when temperatures fall outside an acceptable range.
    • Touchless technologies like digital displays in the back of the house reduce transmission risk from employees handling food.
  2. Auditing every location of one branded store can account for differences in employees and managers. Left unverified, the rigor of food safety practices may simply rest on the personal conviction of a single location manager, rendering it completely inconsistent across locations. It is critical that management audit each individual store for compliance with food safety best practices.
    iii. Having an emergency plan, and then training for and rehearsing the plan, can help with proper mitigation of the threats of potential contamination.

FST: Discuss the role of employee training in this process, and how organizations should move forward.

Sperber: Training employees in food safety and customer interaction is a vital step in protecting employees and guests from foodborne illnesses. Employees who recently started at a restaurant when it reopened might not be aware of the dangers of foodborne illnesses or basic food safety protocols.

As restaurants reopen, when more and more guests have safety at the top of their mind, they should completely reboot their food safety programs, beginning with basics of safe food handling and foodborne illness. Repetition is a good way to reinforce the importance of food safety, and it may be beneficial to provide multiple training videos, pose questions on food safety during the interview and training process and include food safety on periodic employee reviews. Infractions among employees should result in retraining. This level of repetition communicates the importance of the issue.

A focus on employee training will help lead to a culture of food safety where everyone from the corporate CEO to the manager and janitorial staff feels accountable and can understand the consequences of failure to follow proper protocols.

James Davis, OSI Group
FST Soapbox

Applying Food Plant Sanitation Best Practices to Facility Janitorial Programs

By James T. Davis
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James Davis, OSI Group

The COVID-19 pandemic propelled food processors to scrutinize various aspects of their existing employee hygiene and environmental safety programs in an effort to protect facility workers’ health. Implementation of measures such as social distancing, illness screening, workspace barriers, additional personal protective equipment (PPE) and enhanced cleaning measures have aided the industry in reducing employee sickness and unplanned shutdowns.1 Of these actions, effective cleaning protocols in non-production areas, under the scope of facility janitorial programs, have been brought to heightened attention as a critical preventative measure for surface contamination of SARS-CoV-2.1 Through incorporation of the fundamental principles of sanitation programs utilized for food production zones, processors can elevate the effectiveness of their janitorial cleaning programs in non-production areas.

Scope of Janitorial Program

Food processing facilities should evaluate, using a risk-based assessment, all non-production areas that employees occupy on a routine basis, for inclusion into the janitorial cleaning program. Examples of areas that are routinely subject to high employee traffic and regular congregation include, but are not limited to, locker rooms, restrooms, break rooms, cafeterias, hallways, conference rooms and offices.

Additionally, specific surfaces within each of the identified non-production areas for inclusion into the program should also be evaluated in the risk-based assessment. Surfaces within these identified areas that are frequently touched, and present a greater likelihood of contamination to employees, would be considered higher-risk, and thus, command more focus during routine janitorial cleaning activities. Examples of such surfaces may include the following: Door handles, tables, desks, chairs, toilet and faucet handles, vending machines, phones, computers and other electronic devices.

Janitorial Best-Practice Examples

Sanitation Standard Operating Procedures
Sanitation standard operating procedures (SSOPs), or written cleaning instructions, should be developed for all janitorial cleaning tasks of selected employee and welfare areas, in a similar manner as those for production area equipment and infrastructure. These documents should contain pertinent information to effectively perform the desired janitorial tasks, such as the following: The individual(s) responsible for the task, appropriate chemicals, personal protective equipment (PPE) and other safety measures, frequency of cleaning, steps of cleaning execution and verification measures.

Chemical Selection & Use
Selection of chemicals for cleaning of employee and welfare areas is critically important in ensuring biological agents are effectively removed from surfaces during janitorial activities. Much like in production areas, the facility janitorial cleaning program should utilize an appropriate detergent suitable for removing residual surface soils as a base of the program. Inadequate removal of soils, such as grease or food debris in break rooms, will inhibit the effective removal of adverse biological agents.2 Additionally, the program should include an application of sanitizer or disinfectant to the target surface effective in neutralizing SARS-CoV-2.3

Cleaning Process & Frequency
An effective cleaning process for routine janitorial tasks can be modeled after the established Seven Steps of Sanitation commonly utilized in food production zones.4 Typical steps in this process applicable for janitorial cleaning should include: area preparation and dry cleaning, wiping surfaces with fresh water, application and wiping with detergent, removal of detergent with fresh water wiping, inspection verification activities and application of sanitizer or disinfectant to target surfaces for required dwell time (subsequent wiping of chemical after dwell time may be required). The frequency of cleaning and additional sanitizing activities should be validated and take into consideration times of employees breaks, level of non-production area occupancy and extent of employee contact with higher-risk surfaces. Additionally, individuals who performed the required cleaning tasks should ensure appropriate PPE is worn, not only to protect from chemicals utilized, but from biological agents that may be present on surfaces.

Master Sanitation Schedule
A master sanitation schedule, or MSS, encompassing janitorial cleaning activities that occur on a non-daily basis should be maintained either separately, or included in an existing sanitation schedule.

Sanitation, misting
Misting frequently touched surfaces with an additional disinfectant chemical approved to inactivate SARS-Cov-2. Image courtesy of OSI Group.

Examples of non-routine janitorial tasks may include:

  • Emptying and cleaning of personnel storage lockers
  • Cleaning of difficult-to-access surfaces for daily cleaning, such as ceilings, walls and around vending machines
  • Misting of frequently touched surfaces, or entire rooms, with an additional disinfectant chemical approved to inactivate SARS-Cov-2

The appropriate frequencies of these non-routine tasks should be validated through a risk-based assessment and continually verified to ensure effectiveness.

Employee Training
All employees who are required to perform routine and non-routine janitorial tasks should be fully trained and records maintained. This should not only include adequate training knowledge of required practices and documentation, but also chemical selection and handling specific to janitorial activities. Retention of knowledge should be verified and included in existing facility training programs. Routine auditing of the cleaning practices by facility personnel will ensure continued acceptable outcomes of the program.

Documentation

Completion of all janitorial cleaning activities should be documented and records maintained following similar practices for sanitation in production areas. As a best practice, documentation, such as checklists, should be made visible to employees who utilize the welfare areas as a means to convey facility hygiene practices and ease potential health concerns.

Validation & Verification of Cleaning Effectiveness
To ensure an established janitorial cleaning program for non-production areas is effective in achieving appropriate hygiene outcomes, the facility must validate and routinely verify the process. Validating the effectiveness of janitorial programs can be undertaken in much the same manner as performed for the traditional sanitation process in food production zones. A combination of visual inspection, environmental sampling and other methods should be utilized both during the validation and subsequent routine verification process. Specific to the COVID-19 pandemic, several contract laboratories offer surface environmental testing for SARS-CoV-2 (via RT-qPCR) that should be incorporated into janitorial validation and verification protocols.2,5 Routine absence of the virus will assist in demonstrating effectiveness of the facility janitorial cleaning program.

Conclusion

With the increased scrutiny of employee welfare during the COVID-19 pandemic, maintaining effective facility hygiene remains a critical goal of food processing facilities. Through incorporation of current sanitation best practices utilized in food production zones, facilities can elevate the outcomes of their janitorial cleaning programs, ensuring effective hygiene.

References

  1. North American Meat Institute. (November 12, 2020). Significant Events and Progress Involving the Meat and Poultry Industry during the COVID-19 Pandemic.
  2. American Society for Microbiology. (October 8, 2020). Detecting SARS-CoV-2 in the Environment.
  3. United States Environmental Protection Agency. (November 25, 2020). List N: Disinfectants for Coronavirus (COVID-19).
  4. International Association of Food Protection. (December 7, 2017). Cleaning, Sanitizing and the Seven Steps of Sanitation [Webinar].
  5.  IEH Laboratories & Consulting Group. (December 2020). SARS CoV-2 Environmental Monitoring.