Tag Archives: Focus Article

Food Safety Consortium Virtual Conference Series

2021 FSC Episode 6 Preview: Recall Trends & Analysis

By Food Safety Tech Staff
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Food Safety Consortium Virtual Conference Series

This week’s episode of the 2021 Food Safety Consortium Virtual Conference Series focuses on the latest in trends and analysis related to food recalls. The following is the agenda for Thursday’s episode, which begins at 12 pm ET.

  • Recalls: Trends & Analysis, presented by Shawn Stevens, Food Industry Counsel, LLC
  • How to Respond to Recalls, presented by Roberto Bellavia, KTL (Kestrel Tellevate)
  • Recall Modernization Working Group, a panel discussion moderated by Mitzi Baum, STOP Foodborne Illness, with insights from Hilary Thesmar, Ph.D., FMI and Jennifer Pierquet, AFDO
  • Tech Talks presented by Millipore, Hardy Diagnostics and Columbia Labs

The Fall program runs every Thursday from October 7 through November 4. Haven’t registered? Follow this link to the 2021 Food Safety Consortium Virtual Conference Series, which provides access to all the episodes featuring critical industry insights from leading subject matter experts!

FDA

FDA Releases Results of Sampling Assignment of Romaine Lettuce from Yuma, Arizona

By Food Safety Tech Staff
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FDA

As part of its efforts to prioritize the safety of leafy greens, the FDA released the results of a sampling assignment involving testing romaine lettuce from commercial coolers in Yuma County, Arizona. Earlier this year the agency announced that it would be collecting samples of romaine lettuce as part of ongoing surveillance following the spring 2018 multistate outbreak of E.coli O157:H7.

The lettuce was tested for Shiga toxin-producing Escherichia coli (STEC), specifically enterohemorrhagic Escherichia coli (EHEC), and Salmonella spp. The FDA collected 504 romaine samples, and an independent lab conducted the testing.

E.coli O130:H11 was found in one sample, and as a result, the FDA conducted an investigation at the farm to find potential sources and routes of contamination—samples of soil, water, sediment and animal fecal material were taken, and the agency also looked at farm equipment and other surfaces. Out of 24 samples, just one came back positive for STEC, and this sample was taken from the outer leaves of the lettuce. It was determined that the strain was low risk to human health, and FDA did not find that this strain was linked to any past known foodborne illness outbreaks.

“The agency’s goal in conducting this assignment was to determine whether the target pathogens and specific strains may be present in romaine lettuce from the Yuma agricultural region, to help prevent foodborne illness when possible,” FDA stated in a constituent update. “If product that tested positive for EHEC or Salmonella was found, the Agency planned to work with industry and state regulatory partners to identify the cause (e.g., farm follow-up investigation) to inform future regulatory and/or research efforts and to develop strategies that could help preventive additional outbreaks.”

Susanne Kuehne, Decernis
Food Fraud Quick Bites

Natural Goes Methodical

By Susanne Kuehne
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Susanne Kuehne, Decernis
Food fraud
Find records of fraud such as those discussed in this column and more in the Food Fraud Database, owned and operated by Decernis, a Food Safety Tech advertiser. Image credit: Susanne Kuehne

The popularity of “natural” foods with consumers has increased exponentially over the past decade or two. While the term “natural” on a food label is not formally regulated by the FDA, “natural flavors” have been defined in the Code of Federal Regulations Title 21 as flavoring constituents derived from a naturally occurring source, such as spice, fruit, vegetable, herb, leaf and more. “Natural” flavors/aromas have specific spectroscopic fingerprints versus synthetically produced volatile organic compounds. This method combines gas chromatography and isotope ratio mass spectroscopy (GC-C-IRMS) to determine whether a fruit aroma is naturally or synthetically-derived, and can be used to build a database of natural flavors.

Resource

  1. Strojnik, L., et al. (July 5, 2021). “Construction of IsoVoc Database for the Authentication of Natural Flavours”. MDPI Open Access Journals.
Jill Stuber, The Food Safety Coach
FST Soapbox

The Face of Food Safety: How Do You Look?

By Jill Stuber
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Jill Stuber, The Food Safety Coach

What does food safety look like? As we enter the New Era of Smarter Food Safety, the elements around food safety behaviors, beliefs and attitudes are a bit elusive, making them challenging for the industry to define. For years, companies have provided messaging around food safety to clarify what food safety should look like for their team members. In reality, most of the statements are around the outcomes organizations want to see.

For example:

  • Food Safety and Quality are our number one priority.
  • We strive to meet and exceed all food safety & quality standards.
  • We are committed to producing high-quality, safe food.
  • Food safety is everyone’s responsibility.

While these messages may provide clarity around the organization’s beliefs and/or intended outcomes around food safety, how do these messages translate into how food safety behaviors, beliefs, and attitudes show up on a day-to-day basis?

A quick internet search will provide a list of companies that have adopted best-in-class food safety culture practices with top leaders championing and modeling what that means through daily conversation, decision making, etc. Not all companies share that success story, and top leaders may find or refine their organization’s path around food safety culture. As top leaders are taking the time to create strategic plans for food safety culture, how can the behaviors, attitudes, and beliefs around food safety be modeled for all to see?

It reminds me of an experience with one of my teams and our journey around championing food safety and quality. Shortly after being promoted into leading our FSQ function for multiple facilities across our organization, I soon found, with no surprise, that each facility had its own FSQ microcosm. As with anything, parts of the microcosms were good, and some, not-so-good. The FSQ Managers had completely different personalities, training and experience blending with and creating resistance in the microcosm to add to the mix.

Join Jill Stuber and other food safety experts for a discussion about industry professional development, training and mentorship on November 4, during the 2021 Food Safety Consortium Virtual SeriesOur team focused on creating consistency in our team’s practices and organizational systems for food safety and quality. After several months together, it was clear the goal would require more than developing one version of the truth with documents; it would also require consistency in how the FSQ Managers “showed up” each day. Thus, we keyed the term the “Face of Food Safety,” which embodied our expectations around how we would each exhibit behaviors, attitudes, and beliefs around our role to support our Food Safety & Quality systems. For us, this insider term solidified our shared passion and belief that food safety culture started with us.

What led us to the conclusion that we had to step into the Face of Food Safety role given food safety culture is supposed to start at the top? Several pieces of evidence led us to this conclusion.

  • The term “Food Safety Culture” wasn’t even mainstream for top leaders to start discussing food safety culture. We recognized we needed to continue the food safety campaign across the organization using our team and our voices.
  • Our FSQ Leaders were already the go-to for food safety. Like many companies, when the food safety auditor walked in, they were taken directly to the FSQ Manager. If anyone in the organization were asked about who to talk to regarding food safety, they would direct people to the FSQ Manager. It’s no different than if someone asks about a financial report, they were likely led to the accounting department.
  • Our FSQ Leaders had the most technical training, even if not formal, to understand the practices and behaviors around food safety and should be already collaborating and championing best practices throughout the organization.

As we started on our quest to define the Faces of Food Safety further, we had some factors to consider impacting our approach.

First, our FSQ Managers came in all shapes, sizes, and personalities. Some had high levels of formal training, and others had very practical experience. Some worked in the industry for eons, and others had less experience. Some were more natural leaders, and others were not, and personality tests showed we had a wide range in our team!.

Next, our FSQ Managers had specialized training regarding scientific methods to more effectively identify risks, guide solutions, and ultimately create and implement programs that consistently delivered safe food. However, besides the annual human resources training on conflict resolution or getting along, the FSQ Managers had no formal training in human behavior to fully understand elements of the human psyche that shape what people do.

Finally, we faced a standard human limitation—our ego. With serving others, our egos would have to take a back seat to allow the space to recognize our behaviors, our judgments and actions that didn’t align with the Face of Food Safety.

As I look back at work we did together to step fully into being the Face of Food Safety; there are three main areas we focused effort that minimized any factors around skills, experience or personalities yet allowed us to move forward with our quest.

1. Being available and approachable

  • Instead of sitting in meetings, running reports, and being “busy,” we focused on spending time with team members on the floor with FSQ Team Members and others to see what worked well, what didn’t work well, and in-the-moment coaching. The team evaluated workload capacity and incorporated these routine interactions into standard work to create capacity for this. No longer was spending time on the floor to talk with team members something we just hoped we’d get around to doing or only do during an investigation. While we still had copious amount of other work, we shifted our priority.
  • We spent time developing trust across our team to open doors to conversations that were previously off-limits. For a team that had rarely been physically in the same place at one time, our every-other-month in-person events and daily huddles that, at first felt like micromanaging, became the standard of how our team worked toward alignment and team building. These types of routines provided a foundation for conversations that started with “How do you think you came across in that email?” or “I know you didn’t intend to sound demanding, but some people had ruffled feathers”, or “Your serious face may send the message you don’t want to be bothered.”

2. Helping others help themselves

  • In the olden days, issues could be dropped like hot potatoes into the FSQ office for them to spearhead investigations, paperwork, and the like. People would come to the FSQ Managers for answers when often, the answers were already available to them. It took effort from FSQ Managers to provide guidance, re-direct and coach so others could join in owning parts of food safety and quality related to their work.
  • We were changing our attitudes that we had to be involved in everything. When we began helping others help themselves, it also gave us the freedom to let go and work in our own lane.

3. Being known for championing food safety & quality both from a policy standpoint but also being practical

  • Policies and procedures are fantastic tools to align practices. Even with the best-written documents, there are gaps and unforeseen events that challenge systems. In those moments, our team worked diligently to align on when policies and procedures had to be upheld versus when we would adjust (and update documents) to capture the practical nature of hiccups that happen in manufacturing. We didn’t want a practice to be okay in one facility but not another unless there was a very defined reason, so it wasn’t chalked up to personal preference. It took personal commitment to Our commitment to holding the line for each other.
  • Our team was relentless in talking about food safety and quality at every chance we had and related to other areas.

As leaders, our focused, aligned manner that welcomed collaboration and conversation was a cornerstone for being the Face of Food Safety. Using the three areas discussed in this article, we provided clear messaging and support to champion the food safety culture we wanted to see. While not every day was a utopia, our attitude shift and teamwork offered many more days of fulfillment from meaningful work than we had previously experienced and it made an impact for others.

Food Safety Consortium Virtual Conference Series

2021 FSC Episode 5 Preview: Digital Transformation of Food Quality & Safety

By Food Safety Tech Staff
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Food Safety Consortium Virtual Conference Series

The Fall program of the 2021 Food Safety Consortium Virtual Conference Series kicks off with the critical theme of digital transformation in achieving food safety. The following is the agenda for Thursday’s episode, which begins at 12 pm ET.

  • Managing Food Safety in a VUCA (volatility, uncertainty, complexity and ambiguity) World, keynote presentation by Mahir Bhagia, PepsiCo
  • Impact of Federal COVID-19 Vaccine & Testing Requirements on Food Companies, presented by Trish Wester, Association for Food Safety Auditing Professionals
  • Tech Talk on Elevating Food Safety Through Digital Pest Management, presented by Scott Broaddus, Bayer Digital Pest Control

The Fall program runs every Thursday from October 7 through November 4. Haven’t registered? Follow this link to the 2021 Food Safety Consortium Virtual Conference Series, which provides access to all the episodes featuring critical industry insights from leading subject matter experts!

Susanne Kuehne, Decernis
Food Fraud Quick Bites

Crisp, But Not Clean

By Susanne Kuehne
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Susanne Kuehne, Decernis
Palm Oil, Food Fraud
Find records of fraud such as those discussed in this column and more in the Food Fraud Database, owned and operated by Decernis, a Food Safety Tech advertiser. Image credit: Susanne Kuehne

An especially perfidious type of edible oil fraud is the dissolution of inedible plastic material, such as polypropylene or polyethylene packaging material, in hot cooking oil during the frying process. This is supposed to prolong the shelf life and the crispness of deep-fried snack food, not surprisingly with serious health implications. Attenuated total reflectance fourier-transform infrared spectroscopy (ATR-FTIR) in combination with principal component analysis (PCA) provides a straightforward method to analyze samples directly with minimal preparation, to detect polymers in palm cooking oil, as done in this study.

Resource

  1. Ismail, D. et al. (2021). “Classification Model for Detection and Discrimination of inedible Plastic adulterated Palm Cooking Oil using ATR-FTIR Spectroscopy combined with Principal Component Analysis”. Vol 25 No 3. Malaysian Journal of Analytical Sciences (MJAS).
Emily Newton, Revolutionized Magazine
In the Food Lab

Will a New Method of Freezing Foods Improve Food Quality and Food Processing?

By Emily Newton
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Emily Newton, Revolutionized Magazine

As the world veers on the edge of serious climate trouble, it makes sense for companies to collectively start looking into greener and more efficient alternatives. While research is ongoing, every so often, there’s a win that can make a huge difference if and when it is implemented. That’s precisely what’s happening with cutting-edge frozen food and processing technologies, thanks to scientists from the University of California-Berkeley who conducted a study on the concept with the USDA’s Agricultural Research Service.

It came at just the right time, too, as both freezing foods and standard food processing technologies have a rather large energy footprint, with extensive carbon emissions. Globally, those levels have to come down or the results will be disastrous. This new method, proposed by researchers, could reduce the global energy consumption of the frozen foods industry by up to 6.5 billion kilowatt-hours per year. Just to put that into perspective, it is the equivalent of removing one million cars from the road, and keeping them out of regular operation.

Called isochoric freezing, the method essentially involves placing foods in a sealed and rigid container. The storage container, made of hard plastic or metal, is then filled with liquid—like water—and frozen. The catch is that not all of the liquid in the container is frozen, so the food does not turn to solid ice. Only about 10% of the volume freezes during the process, and as long as the food remains within the hardened ice, crystallization will not happen. In addition, pressure that builds up inside the container naturally prevents the ice from expanding.

Isochoric freezing also has implications for fresh foods that are significantly affected by standard freezing techniques, such as small fruits, vegetables (i.e., tomatoes and potatoes), and even some meats.

The best part is that this method can be deployed “without requiring any significant changes in current frozen food manufacturing equipment and infrastructure,” according to USDA food technologist Cristina Bilbao-Sainz.

Why Is Icochoric Freezing Better?

Freezing foods may be a quick and relatively accessible way to preserve them, but many chemical changes happen during the freezing process as well as when those items thaw. Some foods deteriorate when frozen, just at slower rates. What’s more, depending on when and how you freeze or store those items, the composition may change during the entire process.

Some frozen products may develop a rancid smell or taste, after being oxidized or exposed to air. Others may see texture or size changes, and moisture loss at any time (or poor packaging) can result in freezer burn.

A lot of these same problems do not occur with isochoric freezing because the items are not frozen solid. Even more promising is that the new method also improves the quality of frozen foods, boosts safety, and reduces energy use. And during processing it actually kills microbial contaminants.

“The entire food production chain could use isochoric freezing—everyone from growers to food processors, product producers to wholesalers, to retailers. The process will even work in a person’s freezer at home after they purchase a product—all without requiring any major investments in new equipment,” said said Tara McHugh, co-lead on the study and director of the Western Regional Research Center in a USDA press release. “With all of the many potential benefits, if this innovative concept catches on, it could be the next revolution in freezing foods.”

Making the Discovery

Boris Rubinsky, a UC-Berkeley biomedical engineer and co-leader of the project, developed the freezing method while trying to cryopreserve tissues and organs that were designated for use during transplants. The goal was to better preserve these items, under more optimized conditions, with a minimal quality loss after thawing.

While this certainly does have major implications for the frozen foods, cold storage, and food processing industries, it can also be used elsewhere. For example, areas like medicine, science, or space travel can all benefit.

It may be some time before the technology is ready, but the research team is now working on developing commercially viable options, to match modern industry needs.

Will It Lower Carbon Emissions?

If the technology, and method, are adopted on a wide scale, it could vastly lower carbon emissions across many fields, and it may even lower emissions of consumer applications, too. Imagine applying isochoric freezing on a smaller scale, at home, to better preserve leftovers, frozen meals, and much more.

Of course, it will be interesting to see major organizations adopt this method, if and when the resources are available. The food processing industry could see revolutionary reductions in carbon emissions and energy consumption in the years ahead.

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.

Melody Ge, Corvium
Women in Food Safety

When We Work Harder Together, the Sky’s the Limit

By Melody Ge
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Melody Ge, Corvium

John Carter, area Europe quality director at Ferrero, has been devoted to diversity for more than 20 years. This time, it’s our pleasure to speak with him to hear his perspective on female professionals in the industry and how his male peers can help encourage a diverse environment and break unconscious bias.

His background in engineering, along with an MBA, has given him a scientific mindset when making decisions. After his first job with Campden BRI in the UK, John had positions at Kraft/Mondelez, Metro, Danone, and is now at Ferrero; in that time, he has gained tremendous food safety and quality experience. As is the case with many food safety professionals, John is proud to be part of an industry where he can use his technical knowledge to protect public health. “Food safety is not competitive; it’s a global collaboration, and a rewarding field,” he said.

John Carter, Ferrero
John Carter, area Europe quality director at Ferrero

John advises young professionals to avoid limiting themselves to one function. Explore different functions within a business; if you have been working within food safety for more than 20 years, you might not focus on the full scope of the food industry or food operations. To move forward into an advanced position, especially toward a senior management position, John explained that one should have a helicopter view of the business and vision. For example, moving from food safety to the quality management system, to operations is one option, allowing you to see the big picture. “Don’t hesitate to explore other functions. At Kraft, we used to say that to be a senior executive, you need to do 2, 2, and 2, meaning you need to do two countries, two categories, and two functions. Afterward, you can say you know the company,” he said.

In the future, John hopes to see at least a 50-50 ratio of male-to-female professionals, or an even higher ratio of females.

Melody Ge: What is your most important piece of advice to aspiring—as well as current—food safety professionals?

John Carter: Walk the line and find the balance. To illustrate my point, I’ll tell a story about my experience at one company involving a recall of raw milk cheese due to positive E. coli 0157. It was quite a significant issue, but no one got sick, and we had the products withdrawn from the market. One of the questions we had at that time was why we were selling raw milk cheese. Why don’t we just use pasteurized milk and cheeses? However, the reality is that, in Europe, raw milk cheese is in the DNA of some countries. It would be hard to even think about their diet without raw milk cheese. So there must be another way to manage food safety apart from just pasteurizing the milk. How do you do it? What else can you do? Where are the risks? We, as food safety professionals, must answer these questions. So walking the line between the commercial impact and the risk is crucial. Hence, the skill of the job is to know how to make the decision properly. It’s very easy to say ‘no’ to everything, but it might not be business friendly.

What’s more important is to say ‘yes’ after a thorough risk assessment—for example, ‘yes but…’ or ‘yes with a condition of …’ Every day, we are confronting this issue. The skill in food safety and quality is to give these conditional yesses. It’s based on a logical, scientific and rational assessment of risks. The partnership with the business is that they see us as an enabling function rather than a blocking function.

Ge: Let’s focus on female professionals—any particular pieces of advice for them?

Carter: Be confident! Between men and women, there is this confidence vs. competency conundrum. Typically, men behave more confidently. ‘Can you do this? Yeah, sure!’; in contrast, for women, ‘Can you do this? Oh, well let me check, I am not sure.’ They may have the same level of competence, and maybe even the women are more competent (it’s the reality). I read a book recently called Why Men Win at Work by Gill Whitty-Collins. Gill also mentioned this in her book: We shouldn’t expect men to be less confident; we should encourage women to be more confident. (On the other hand, if I look at the women in my team, typically their competency is very high!)
The other thing is to be who you are, and keep up the competency. I will use emotional behavior as an example. A female quality manager who reported to me once was criticized by a senior colleague (a male) for being too emotional. I am more critical of the colleague, not the quality manager, because I think we as male managers need to understand emotional behavior instead of removing that behavior. She is emotional for a reason. A man’s way of dealing with that emotion might be to get angry, while a woman’s way might be to shed some tears. But the root cause is the same issue and has the same action plan. Thus, it’s important to get over the differences and manage her talent—and not label it, showing this kind of emotion as a weakness. For example, I would like to believe that crying is not the point; it’s a different way of dealing with stressful situations. You need to look for the root cause of the stress and address the stress, not judge the symptoms.

Ge: Do you believe in a glass ceiling for female professionals?

Carter: I was fortunate that I had an excellent female boss at Kraft. She believed that we needed 50/50 gender equality—that 50% of plant managers should be female, 50% of country managers should be female, etc. I had a good experience at Kraft in developing and seeing many female professionals thrive. In that specific environment, I wouldn’t agree that there was a glass ceiling for females; however, I see it elsewhere for sure. In other companies, I have been thinking about how we can get more females in director levels. It is not easy to just promote at the management level because it has to be a structural change. The system change must happen. Part of what I am trying to do right now throughout my career is address the structural problem. And senior men need to be part of the solution.

On the other hand, there are many aspects to a promotion. One needs to be good, really resilient and lucky. Luck is essential, and the right time and place are important. If you are good enough and you have been overlooked, then maybe you should go somewhere else (It is that simple). I think, in today’s world, the opportunities are there, and the recognition is there. It is the right timing now to break the ceiling. Every company I have ever worked in has started to change, so now is a good time to be in that situation.

Ge: Can you share a story that has impacted you and still inspires you today?

Carter: I remember meeting someone at Kraft, and she was doing something related to IT at that time. She was managing something related to complaints and was in a position where she got to know the quality function in the company. When we had an open role internally for a quality auditor, she applied for it. I was quite surprised when she came to me, because she was not qualified from a technical perspective. But when she told me she was interested, it inspired me. I assigned her to the factory in South Africa for training, and suddenly, she moved from a desk in Munich to a factory floor to deal with the operations and team in South Africa. Of course, the factory environment is challenging, and there is no easy factory. However, she was very talented and really loved it. (It could have gone the other way, but she nailed it). Then, she returned from this assignment and became a QA manager, eventually overseeing the whole SAP QA system. Of course, this is because of her background in the IT department before the QA training. Suddenly, she had this kind of unique knowledge of something, and no one understood the computer system or QA better than her. If she hadn’t come to me in need of a change, and if I hadn’t been inspired to provide a chance to an enthusiastic person, her path may have been different. So, go for it! Once the tough times pass, you will enjoy it, and then the sky is the limit.

Ge: What’s your opinion on unconscious bias?

Carter: I am pretty excited about this topic—I think it addresses the root cause of many issues. I have been working on diversity for the last 20 years; but only over the past couple of years have I started thinking about unconscious bias. The unconscious bias part is relatively new, but I think it may help us address the root cause of many of the behavior issues that we see in today’s world. Gill also mentioned this in her book. She was a senior vice president at P&G, and until she noticed unconscious bias, she was quite happy. So, this happens to females as well as to men. You suddenly see it, and then you see it everywhere.

I can give you another example of my own. Not so long ago, in one of the companies where I have worked, there was an internal announcement about senior leadership changes. When it was announced, I saw a list of 20 names on the screen and didn’t notice that they were all men until our diversity council had a meeting to discuss this issue. The council leader pointed out that we have zero female representatives among the twenty. Wow, I was shocked! I am a man and I genuinely care about diversity, yet my unconscious bias is that I didn’t even notice that there wasn’t a female name on the list. I had to reflect. With this unconscious bias, which we can all have, we need to work harder together.

I think there is a food safety parallel: perhaps the situation is a lot like when we first addressed food fraud at the Global Food Safety Initiative (GFSI). Food fraud is a crime, and it’s possibly the oldest crime in the food industry—centuries old. Although legislation has been in place for years, it seemed that little concrete had been done about it; but after the melamine crisis in China, and various similar issues, we finally got a political imperative to address it in a systematic way. We now have GFSI guidance documents and CPOs, and we have the technology with DNA testing to guarantee authenticity. Finally, we have the tools and political will to ‘do something’ and really address the issue.

So, coming back to this topic of diversity and unconscious bias – in my opinion, this is the “food fraud” of society; it has been ongoing for a long time, and now is the time for us to make a change. We have to ‘do something’. Every company and culture has its own issues and characteristics and all cultures are different (diverse, right?) but when you have the willingness and tools to change an environment, you can take a series of steps to make that change. The time is right, but having awareness comes first.

Ge: Any last bits of advice for our WIFS group members?

Carter: I read a little book about 40 years ago, and the book’s thesis was that there are two things you need to do and have in life. One is that you need to have fun and enjoy life; the other is to learn as much as possible. In the course of mentoring many talented folks over the years, I have added two other things to this list; have patience and courage.

Patience, courage, learning, and fun! Try to live your life with those things in mind.

Fast-Growing Salmonella Outbreak Spans 29 States, Origin Still Unknown

By Food Safety Tech Staff
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The CDC has been unable to determine the origin of a “fast-growing” Salmonella Oranienburg outbreak that has sickened nearly 280 people across 29 states. As of the agency’s latest update on September 24, state and local officials have been collecting food items from restaurants where sick people ate, however since several items were in takeout containers that were contaminated with the strain of Salmonella, the CDC has not been able to identify the source of the outbreak. Sampled items include takeout condiments that contain cilantro and lime.

The first illness was reported on August 3. The CDC also notes that recent illnesses may not yet be reported because it can take three to four weeks to determine whether a sick person is part of an outbreak. Thus far no deaths have been reported.