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FOOD SAFETY and QUALITY CULTURE LEARNING OBJECTIVES ❑ Develop and understand ‘culture’ and ‘food safety and quality culture’. ❑ Identify different company culture types. ❑ Discuss the importance of food safety and quality culture in an organization. ❑Be able to apply and cascade learnin...

FOOD SAFETY and QUALITY CULTURE LEARNING OBJECTIVES ❑ Develop and understand ‘culture’ and ‘food safety and quality culture’. ❑ Identify different company culture types. ❑ Discuss the importance of food safety and quality culture in an organization. ❑Be able to apply and cascade learning in respective areas. AGENDA 1 2 3 Introduction to concept Developing a Implementing and Monitoring of Food Safety and Food Safety and a Food Safety and Quality Culture Quality Culture Quality Culture Program  IMPORTANCE OF HAVING A POSITIVE FOOD SAFETY AND QUALITY CULTURE Ensures compliance and food safety Prevents foodborne illnesses Builds customer trust and protects brand reputation Meets regulatory requirements Improves operational efficiency and reduces costs Engages and empower employees Promotes continuous improvements Enhances risk management Increases market competitiveness Supports long-term success and sustainability  1 Introduction to concept of Food Safety and Quality Culture CULTURE Bryant & Henderson, 2001 Culture is patterned ways of thoughts and behavior that characterize a social group, which can be learned through socialization processes and persists through time. Berry, 1997 Culture is the c-word, mysterious, frightening and to be avoided. House et.al., 2004 Culture is a phenomenon represented by shared motives, values and beliefs, identities, and interpretations or meanings of significant events that result from common experiences of members of collectives that are transmitted across generations. CULTURE Hofstede, 1980 Culture is created mental software – the collective programming of the mind that distinguishes the members of one group or category of people from another. Martin, 2006 The way we do things around here. CULTURE Learned through socialization. Can be shared… ▪ Motives ▪ Values ▪ Beliefs ▪ Identities ▪ Interpretations ▪ Mental Health Software ▪ Experiences ▪ Ways of doings things VALUES CULTURES MARKET CULTURE CLAN CULTURE Is driven and orientated towards: Also known as ‘family culture’. A clan culture is made of ✓ Results employees that: ✓ Performance ✓ are friendly ✓ Ruthlessness ✓ are positive Employees are actively encourage to : ✓ have lots of common interests ✓ Set difficult goal for themselves Employee well-being is a top priority, along with building and ✓ Work hard to achieve them maintaining a strong and positive company culture. HIERARCHY CULTURE ADHOCRACY CULTURE Revolves around: Revolves around (1) innovation, (2) success and (3) (1) structure, (2) control, and (3) follow the right processes flexibility. in the right way Always thinking ahead and constantly developing and The working environment is: evolving products. ✓ finely tuned ✓ well organized The thought process is that everything has a limited ✓ using clear and established policies and procedures ‘shelf-life’ and needs constant improvement.  FLEXIBILITY CULTURES CLAN ADHOCRACY INTERNAL EXTERNAL HIERARCHY MARKET STABILITY  What type of Culture is more dominant in your organization? Join at Slido.com #2445 746 CULTURES CULTURES ‘ The goal of the food safety and quality professional should be to create a food safety (and quality) culture, not a food safety program. Simply put, a food safety culture is how an organization or group does food safety. ‘ - Frank Yiannas FOOD SAFETY CULTURE Is shared values, beliefs and norms that affect mindset and behavior towards food safety in, across and throughout an organization. GFSI TWG (2020.1) FOOD SAFETY CULTURE A food safety and quality culture consists of the following elements from everyone within an organization: ✓ Attitudes ✓ Behaviour ✓ Beliefs ✓ Customs ✓ Habits ✓ Traditions ✓ Values ✓ Ideas Food safety and quality is everyone's responsibility and should be viewed as an investment as opposed to a cost. IMPORTANCE & BENEFIT OF FSQC PROTECTION If your organization maintains a strong and positive food safety and quality culture, it protects: ▪ employees ▪ your brand’s reputation ▪ customers from foodborne illness ▪ the organization from financial loss IMPORTANCE & BENEFIT OF FSQC GAIN The organization gains: ✓ increased staff retention ✓ improved recruitment ✓ greater employee engagement ✓ heightened performance from the business ✓ consistent and strong leadership ✓ public trust in their products ✓ cost saving from not having product recalls  2 Developing a Food Safety and Quality Culture  Who is supposed to design the Food Safety and Quality Culture of the Organization? Join at Slido.com #2445 746 GFSI APPROACH DIMENSIONS OF A FOOD SAFETY AND QUALITY CULTURE ❑ Vision and Mission ❑ People ❑ Adaptability ❑ Consistency ❑ Hazard and Risk Assessment GFSI APPROACH SHARED VALUES AND BELIEFS ❑ Groups and not individuals. ❑ Values are shared with new members. ❑ Operationalized in groups through norms and behaviors. ❑ FSMS goes through human translation within a group: ▪ Become norms (good and bad) ▪ Shared to new members ❑ We are not changing FSMS, but rather the underlying norms and behaviors: ▪ Unwritten ▪ Unspoken AFFECT MINDSET AND BEHAVIOR ❑ Our beliefs, mindset and behaviors are impacted by: ▪ Our national culture ▪ Upbringing ▪ Life experiences ❑ Work environments are affected by the group we identify with. ❑ Company values and mission affect the thinking of the individuals within their respective groups. ❑ Clarity of purpose and role for each individual in the organization. ACROSS AND THROUGHOUT THE ORGANIZATION ❑ A food safety and quality culture is not a “one size fits all” proposition. ❑ Different departments will have different food safety and quality expectations. ❑ A ‘mature food safety and quality culture’ = defined expectations for each department and role in the organization. Dimensions of A Food Safety and Quality Culture Hazards and Risks Vision and Mission People Consistency Adaptability Awareness GFSI APPROACH DIMENSIONS OF A FOOD SAFETY AND QUALITY CULTURE ❑ Vision and Mission ❑ People ❑ Consistency ❑ Adaptability ❑ Hazard and Risk Assessment MISSION AND VISION PURPOSE The vision and mission is established by top management. It communicates: ❑ A business’s reason for existence. ❑ How it translates this into expectations. ❑ Specific messaging for its Stakeholders. VISION AND MISSION DIRECTION SETTING ❑ Food safety and quality should always be core to the business. ❑ When setting direction, be mindful of: ▪ all strategic priorities ▪ ensure food safety and quality is a consistent ❑ Circumstances change requiring re-assessment of the direction of the company’s: ▪ external regulations ▪ changes in products ▪ food safety and quality incidents, etc. ❑ Have we clearly defined what success looks like? VISION AND MISSION LEADERSHIP ❑ Leadership sets the direction and tone. ❑ Commitment influences the development of a strong food safety and quality culture. ❑ Translated into clear behavioral expectations for employees. ❑ Leadership commitment must be consistent, visible and credible. ❑ Accountability is fundamental. VISION AND MISSION MESSAGING Effective messaging is essential to successfully communicate food safety and quality expectations. Messaging should: GFSI APPROACH DIMENSIONS OF A FOOD SAFETY AND QUALITY CULTURE ❑ Vision and Mission ❑ People ❑ Consistency ❑ Adaptability ❑ Hazard and Risk Assessment PEOPLE FOOD SAFETY AND QUALITY STAKEHOLDERS Stakeholders Maturity Responsibility Include everyone across the supply chain, The maturity of an organization’s food safety and The food safety and quality team cannot within and outside the company, who quality culture can be measured by the extent to be solely responsible for an supply, support or influence the company. which all stakeholders: organization’s food safety and quality ▪ acknowledge shared food safety and quality culture. goals; ▪ assume accountability for their active role in maintaining food safety and quality standards; ▪ work together to achieve those objectives. PEOPLE FOOD SAFETY AND QUALITY GOVERNANCE Food safety and A formal food safety quality should be and quality system Reporting All employees embedded within the that clearly defines structures for food rules and Whistleblowing should have the organization's safety and quality responsibilities for systems should be power to lead or governance structure team members everyone in the in place. initiate positive (risk management). should not be via business should be change. operations. in place. PEOPLE EMPLOYEE CAPABILITY A strong commitment to developing employee competence is critical. No Risk ❑ Understand and have confidence in ▪ Coaching and Use as internal HIGH HIGH Mentoring training and education. Champions UNDERSTANDING UNDERSTANDING ❑ Complete comprehension and AND HIGH AND LOW CONFIDENCE CONFIDENCE confidence leads to implementation. ❑ Positive influence on others around them. ❑ There are varying levels of WRONG LOW UNDERSTANDING UNDERSTANDING knowledge, understanding and Highest Risk Immediate AND HIGH CONFIDENCE ( know they don’t know ) ▪ Training confidence. Focus Management ❑ Regular assessments to determine Focus training needs. ❑ Training programmes. PEOPLE THE LEARNING ORGANIZATION ❑ Training is important across all levels in the organization. ❑ Senior Managers may lack a fundamental understanding of: Food safety and quality risks The resources to maintain compliance ❑ Training content must: Be relevant to each learner’s job competencies Employees must be able to their work environment ❑ Define a competency framework. PEOPLE COMMUNICATIONS Communication Communication must be: Communication is important Regular in a sustainable food safety Tailored to various audiences and quality culture Accessible Clear and concise Good communication = food Understandable safety and quality strategy is Transparent received and understood by Verbal and written all employees Followed-up Positive and encouraging PEOPLE COMMUNICATION BARRIERS Organizations must: Identify Understand Act upon communication barriers to ensure they can be overcome This could consist of: Other languages in the workplace Employees’ work attitude Employees’ general attitude Filtering/diluting of message down the organizations structure Technological issues Method of communication chosen Plus many more METHODS OF COMMUNICATION Videos Posters Shift Huddles Meetings Conference Briefings Digital Coaching Feedback Company intranet and / Suggestions Process message boards Competitions Mentoring Consequence Management Awards and Recognition Phone Calls Buddy Program Gemba Kaizen Circle Meetings Email PEOPLE: COMMUNICATION OF RISK Communication of food safety and quality = promoting a shared understanding of risk. Communications to senior personnel regarding potential effects of a food safety and quality crisis: Drives risk-based decision-making Gain a commitment of financial resources Resulting in increased knowledge and improved practices It also helps employees understand the hazards.  Why do employees not follow your food safet y and qualit y program consistently? Despite all effor ts, we still have employees not following our food safet y and qualit y program on the plant floor. PEOPLE BEHAVIORAL INFLUENCER A FOOD SAFETY AND QUALITY INFLUENCER IS: “Any person or thing that has the capacity to have an effect on food safet y and quality protocols, procedures or behaviors that may positively or negatively impact the organizational food safety and quality culture.” Examples are: Shine the Light – “I can be seen.” The Herd Effect – “Ever yone else does it.” Carrot and Stick – “I get rewarded or punished.” Follow Leader– “My Manager does it.” Guilt and Conscience – “I know it is the right thing to do.” PEOPLE: INCENTIVES, REWARDS AND RECOGNITION REWARDS: PROGRAMMES: When paired with fair and Should be designed to transparent recognition accommodate cultural programmes, can help differences within the management guide desired organization. food safety and quality behaviors. GFSI APPROACH DIMENSIONS OF A FOOD SAFETY AND QUALITY CULTURE ❑ Vision and Mission ❑ People ❑ Adaptability ❑ Consistency ❑ Hazard and Risk Assessment ADAPTABILITY AGILE The ways an organization responds to changes within the environment in which it operates will both impact, and be impacted by, its food safety and quality culture. These changes may be anticipated or not, but the nature, speed and success of that response are dependent on the adaptability of employees. Adaptability is reflected in the skill of anticipating, preparing for and responding to change and unexpected disruptions to ultimately survive and prosper. ADAPTABILITY Agility is defined as AGILE – “The ability to think and draw conclusions quickly.” Ability to assess opportunities and/or threat and adjust the strategy accordingly. Performance against expectations will help inform agile responses to change. Essential needs are: Accountability Transparent decision-making processes Sustainable deployment of change While simultaneously staying true to vision and values. ADAPTABILITY AGILE ADAPTABILITY: CHANGE, CRISIS MANAGEMENT AND PROBLEM SOLVING Does an awareness exist of: The need to change A desire to do it The knowledge of how to make it happen The ability to do it well Effective change requires a structured human-centric approach and reinforcement. Crisis management addresses: How well a business anticipates and responds to critical situations Within defined expectations and values Crisis management plan with a post-crisis review. Problem solving concerns how a business responds to issues identified through: Measures Insights Near-misses or other events Focus on root cause Implementing long-term preventive actions GFSI APPROACH DIMENSIONS OF A FOOD SAFETY AND QUALITY CULTURE ❑ Vision and Mission ❑ People ❑ Adaptability ❑ Consistency ❑ Hazard and Risk Assessment CONSISTENCY: ACCOUNTABILITY Essential that all employees have clearly defined accountabilities. Accountability includes: Acknowledgement of responsibilities for actions Decisions within the scope of one’s role or position Encompasses an obligation to report and explain resulting consequences Accountabilities should be consistent with levels of authority. Values and beliefs must not conflict with accountabilities. CONSISTENCY PERFORMANCE MANAGEMENT PERFORMANCE MEASUREMENT MAKES IT POSSIBLE TO: Monitor in accordance with defined Acknowledge good performance and food safety and quality policies, make improvements where needed. expectations and requirements. A strong connection exists between Results should be transparent and what is measured and subsequent communicated within the behavior. organization. Where improvement is required, The effectiveness of improvement actions should be clearly defined measures should be verified to assure and understood by those who must the intended changes are achieved. execute them. CONSISTENCY DOCUMENTATION Information about food Documentation safet y and qualit y: safeguards an Food safet y and Star ting point for new data organization’s qualit y documentation employees and expectations accumulated enables proper refresher training for plans knowledge base and consistent decision - tenured staff and operational eliminates reliance on making. external par tners. procedures individual employee verify consistency knowledge. CONSISTENCY DOCUMENTATION Attention to Related systems A documented system development of The effectiveness of are comprehensive must be accessible, procedures and improvement and appropriate to understood and up - instructions, with its measures should be the organization. to-date. users directly verified for engaged with the assurance. process. GFSI APPROACH DIMENSIONS OF A FOOD SAFETY AND QUALITY CULTURE ❑ Vision and Mission ❑ People ❑ Adaptability ❑ Consistency ❑ Hazard and Risk Assessment HAZARD AND RISK ASSESSMENT Reflect Trained Role Responsibility Basic overview of hazards “Why we do things” Understand Recognize VERIFY HAZARD AND RISK AWARENESS Audits Experienced auditors can confirm if there is an understanding of food safety and quality hazards. Audit gaps should be highlighted to all employees. Review of near misses Effective root cause analysis and corrective actions. Behavioral observation Are people displaying the correct behaviors and are they second nature? VERIFY MONITORING IMPLEMENTATION AND IMPROVEMENT 1 Define food safety and quality aspects. Recall Set target and commitment. 11 Near Misses Dashboards for the food safety and quality tracking: Review of near misses 22 Complaints Behavioral observation – e.g., GHP deviations) 300 Days since last recall  3 Implementing and Monitoring a Food Safety and Quality Culture https://forms.office.com/r/4sG0HfdBAm Implementing Food Safety and Quality Culture through BBQFS A behavior-based systems approach to creating a Quality and Food Safety culture. Implementing Food Safety and Quality Culture through BBQFS ❑ It is a proactive approach to influence employee and emphasizes the responsibilities of each employee in ensuring quality and food safety. ✓ Behaviors ✓ Concerns/ Near miss ❑ Enables identifying and preventing quality & food safety incidents before they occur. – by analyzing the consequences of a particular concern behavior and providing proper coaching for a desired behavior.\ ❑ Increases associate engagement in building Quality and Food Safety culture. Implementing Food Safety and Quality Culture through SURVEY Gauge maturity of Food Safety and Quality Culture thru SURVEY. Implementing Food Safety and Quality Culture through SURVEY SURVEY shall be accomplished by ✓ Top Management ✓ Senior Leaders ✓ Supervisors ✓ Office staffs ✓ Manufacturing staffs ✓ Utilities  FOOD SAFETY AND QUALITY CULTURE ACTION PLAN AREAS FOR DEVELOP ACTION PLANS OBSTACLES & SUCCESSES IMPROVEMENT Culture elements identified Provide Feedback and Analyze the data with the lowest scores Recognition Communicate the Present score vs Target score Re-access and Adjust Results (%) Document Lessons Identify key Areas for Activities planned to improve lerned Improvement scoring Implement Changes Monitor Progress Food Safety and Quality Culture Survey Communication Quality and Food Safety Policy has been communicated and explained by the Top Management. The Mission and Vision of the company are fully understood by the employees. There are clear channels for reporting quality and food safety concerns or incidents, and can report them without fear of retaliation. Training Employees regularly (at least once a year) receive quality and food safety system training. Employees feel confident after receiving relevant training for their roles. Employee Feedback and Engagement Employees value feedback when a colleague points out actions that could compromise quality and food safety. Recognition and rewards are given to employees who have embraced good practices surrounding our food safety and quality culture. Performance Measurement Employees understand the company measures to quality and food safety performance. All complaints and issues concerning quality and food safety are addressed promptly and effectively. SURVEY EXPRESSIONS How often do senior leaders communicate the importance of food safety and quality to employees? Sample 1 - Rarely - Occasionally - Frequently - Always Leadership Commitment How effective do you find the food safety and quality training programs provided by the company? Sample 2 - Not effective - Somewhat effective - Effective - Very effective Training and Competence To what extent do you feel encouraged to report food safety and quality issues? - Not encouraged - Slightly encouraged Sample 3 Employee Involvement - Moderately encouraged - Highly encouraged Do you feel that food safety and quality responsibilities are clearly defined and understood within your Sample 4 team? Accountability and - Not at all - Somewhat - Mostly - Completely Responsibility How do you rate communication effectiveness regarding food safety and quality updates? Sample 5 - Poor - Fair - Good - Excellent Communication SURVEY EXPRESSIONS Are you provided with the necessary resources (e.g., tools, time, information) to ensure food safety and quality in your work? Sample 6 - Never - Sometimes - Often - Always Resource and Support How often do you involved in discussions or initiatives aimed at improving food safety and quality Sample 7 practices? Continuous Improvement - Never - Rarely - Sometimes - Frequently How confident are you in identifying potential food safety risks in your area of work? - Not confident - Somewhat confident Sample 8 Perception of Food Safety Risk - Confident - Very confident How effective is the process for reporting and managing food safety and quality incidents in your opinion? Sample 9 - Not effective - Slightly effective - Effective - Very effective Incident Reporting and Management How would you describe your organization’s overall culture regarding food safety and quality? Sample 10 - Unconcerned - Moderately concerned - Concerned - Highly concerned Organizational Culture FOUNDATION AND VALUES You already have a “food safety and quality” culture. A food safety and quality culture needs a strong foundation. The foundation of any business is its values: Values are “deep-seated principles or beliefs that guide how businesses make decisions and conducts its business.” Food safety and quality must be clearly defined by top management.  EXPECTATION EDUCATE & TRAIN A BEHAVIOUR-BASED REINFORCE FSMS CONTINUOUS IMPROVEMENT MODEL COMMUNICATE MEASURE GOALS & ACCOUNTABILITY A MODEL FOR IMPLEMENTATION Start at the top – management commitment. Create food safety and quality performance objectives. Education and training to influence behavior. Effective communication. Develop: Food safety and quality goals Accountability Measurements Use consequences to increase or decrease behaviors. MANAGEMENT COMMITMENT Food safety and quality Culture starts at the top. Leadership must: Create the vision Set expectations Inspire others Document the commitments for all to see Never compromise on food safety and quality even if priorities change All levels of management need to work together to support the vision. WALK THE TALK EDUCATION AND TRAINING TO INFLUENCE BEHAVIOUR EDUCATION VS. TRAINING Needs analysis: Understand the level of the employee being Educated and trained, adapt Real risk and real consequences. Make education and training: Real individual case studies instead of statistics. Risk-based.  EDUCATION AND TRAINING TO INFLUENCE BEHAVIOUR DIVERSITY TIME TRAINING PICTURES PRACTICAL WORK VERIFY Nothing beats it: Of your employee Keep it simple, Design sessions More pictures and I hear and I forget. The effectiveness of pool and adjust practical and I see and I remember. that are concise. less text. your training. material. understandable. I do and I understand.  FOOD SAFETY AND QUALITY PERFORMANCE EXPECTATIONS Expectations need to be Everyone at every level must know what is expected of them. SMART: Efficiency is important but ‘doing it right’ is more important. Specific (clear and understandable) Make sure your expectations are risk-based. Measurable Expect employees to have a positive attitude about food safety and quality. Achievable Regulations and standards can guide you toward clear expectations. Realistic Timely Document the expectations. EFFECTIVE COMMUNICATION Remember, words have power! When communicating use different media or even multiple media. Communication must be clear, concise and to the point. Include food safety and quality messages in employees daily life – ‘in your face’. Place communications where they are relevant. Have conversations and ask questions, listen. Get top management involved in communications.  DEVELOP FOOD SAFETY AND QUALITY MONITORING LEADING INDICATORS LAGGING INDICATORS Quantitative and qualitative culture survey Foodborne disease surveillance data Knowledge assessments Microbiological base line surveys Behavioural observations Food recalls HACCP checks and measurements Audits of risk factors Microbial validations Use a combination of both ‘leading’ and ‘lagging’ indicators to gauge performance. USING CONSEQUENCES TO INCREASE OR DECREASE BEHAVIORS “Consequences are those things and events that follow a behavior and change the probability that the behavior will be repeated in the future.” Conduct a needs-assessment and determine why the performance problem is occurring. Performance problems can be due to: A lack of skill A result of an ineffective systems A lack of motivation Consequences can be used to shape or influence performance problems USING CONSEQUENCES TO INCREASE OR DECREASE BEHAVIORS Positive consequences increase the likelihood of the behavior occurring again. Negative consequences generally decrease the likelihood of the behavior. Consequences must be immediate and certain to be effective. Positive and negative consequences: Can occur naturally Can be management created NEXT STEPS FOR FOOD SAFETY AND QUALITY CULTURE Celebrate the strengths and successes! Understand and acknowledge the weaknesses. Create an action plan to improve and resolve issues. Select the appropriate tool(s)to address the action plan. RECAP 1 2 3 Introduction to concept Developing a Implementing and Monitoring of Food Safety and Food Safety and a Food Safety and Quality Culture Quality Culture Quality Culture Program