An evaluation of HACCP implementation status in UK small and medium enterprises in food manufacturing

Hazard perception and possibility of simplifying food safety management systems in small businesses in Piedmont region, Italy

Small food businesses, because of their limited resources, are hard pressed to comply with the requirements of a conventional food safety management system (FSMS). To overcome it, the European legislation provides some flexibility in the application of FSMS. With this study, we evaluated the change in the perception and awareness of hazards in food production and in the attitudes of food business operators (FBOs) after a regional regulation was introduced to allow flexibility and a campaign of training activities on the FSMS simplification opportunities. Training activities targeting various stakeholders have been carried out in Piedmont region since 2014. A total of 283 FBOs from the dairy and the meat supply chains were recruited for a two-round survey. Overall, the majority of the FBOs believed that application of an FSMS helps to overcome official controls, to produce healthy foods, to better manage the production process, and for staff training; its usefulness for enhancing customer trust was judged of limited value. FBO knowledge on the possibility of simplifying the FSMS activities increased significantly between surveys, suggesting the success of the information campaigns. Over time, simplification increased in the meat but not in the dairy supply chain, where it involved nearly 70% of FBOs. The cost of FSMS (mainly due to microbiological analysis) and the time it takes were the main reasons for FBO resistance to its application. Simplification of FSMS procedures were welcomed by the vast majority (>90%) of FBOs. The perception of hazards was low and generic, suggesting the need for targeted training activities.

Social Co-Governance for Food Safety Risks

We review relevant literature to propose the connotation and operation logic of food safety co-governance, systematically constitute by roles, functions, as well as the boundaries of public government, enterprise, and social forces. The major thesis is that social co-governance is a kind of societal-wide innovation (i.e., social innovation) that integrates diverse resources and efforts from multiple stakeholders for better and sustainable development of an economy’s food institution and system. We then put forward a prospect of the future research on food safety risk co-governance. Theoretical, practical, and policy implications are discussed.

Towards more consistent and effective food control: learning from the views of food business operators

We surveyed the opinions of Finnish food business operators (FBOs) about the uniformity of local official food control and its importance for dairy, fishery and meat plants. A total of 136 FBOs responded to the questionnaire. Most FBOs considered official food control to be important for food safety and were generally satisfied with its quality. However, they often did not perceive official food control as being uniform, and 23% even considered it arbitrary. Small-sized FBOs were particularly critical of the relevance of control actions. The better the FBOs assessed their cooperation with the inspector, the higher they assessed the quality, uniformity and benefits of official food control. The cooperative approach in control practices should be emphasized to support the positive views of FBOs about official food control, thus promoting food safety. Cross-audits among local food control units are recommended to improve the FBOs' experience of uniformity of food control.

Hazard analysis approaches for certain small retail establishments in view of the application of their food safety management systems

Under current European hygiene legislation, food businesses are obliged to develop and implement food safety management systems (FSMS) including prerequisite programme (PRP) activities and hazard analysis and critical control point principles. This requirement is especially challenging for small food retail establishments, where a lack of expertise and other resources may limit the development and implementation of effective FSMS. In this opinion, a simplified approach to food safety management is developed and presented based on a fundamental understanding of processing stages (flow diagram) and the activities contributing to increased occurrence of the hazards (biological, chemical (including allergens) or physical) that may occur. The need to understand and apply hazard or risk ranking within the hazard analysis is removed and control is achieved using PRP activities as recently described in the European Commission Notice 2016/C278, but with the addition of a PRP activity covering ‘product information and customer awareness’. Where required, critical limits, monitoring and record keeping are also included. Examples of the simplified approach are presented for five types of retail establishments: butcher, grocery, bakery, fish and ice cream shop.

Good nutritional practice from producer to consumer

Today we manage food safety through good practices at different levels of food production, distribution, and consumption. The paper analyses current good practices, parameters involved in the food safety circle along the food supply chain, and consumer dilemmas. As a result of the current situation the new approach called "Good Nutritional Practice" (GNP) is proposed to balance the food safety systems. It is shown how important it is to integrate actual the food safety solutions within GNP, which includes consumers, and is based on a model that covers subsystems from other relevant good practices (nine good practices along the food supply chain). It has been shown that present maintenance of food safety in the food supply chain can be easily broken down, because of the different kinds of barriers or a simple misunderstanding among stakeholders including consumers.

A survey of food safety training in small food manufacturers

A survey of food safety training was conducted in small food manufacturing firms in South Wales. Structured interviews with managers were used to collect information on the extent and level of food hygiene and HACCP training and the manager's perceptions of and attitude towards training. All the businesses surveyed had undertaken some hygiene training. Hygiene induction programmes were often unstructured and generally unrecorded. Low-risk production workers were usually trained on the job whilst high-care production staff were trained in hygiene to Level 1. Part-time and temporary staff received less training than full-timers. Regular refresher training was undertaken by less than half of the sample. None of the businesses made use of National Vocational Qualification (NVQ) qualifications. Over half of the managers/senior staff had undertaken higher levels of hygiene training and half had attended a HACCP course. Managers trained the workforce to operate the HACCP system. Formal training-related activities were generally only found in the larger businesses. Few of the manufacturers had made use of training consultants. Managers held positive attitudes towards training but most regarded it as operating expense rather than an investment. Resource poverty, in terms of time and money was perceived to be a major inhibiting factor to continual, systematic training.