3 replies to this topic

[Simon]

A postive food safety culture is the goal, but living it every day can be challenging. From training to management buy-in, from paperwork to frontline habits, the gaps often show up in unexpected places.

 

Which part do you think is the hardest to get right?

[Shamik]

The hardest part of building a positive food safety culture, in my experience, is ensuring that the desired food safety behaviors actually get lived out every day on the frontline. Training and management buy-in are important, but translating those into consistent habits under real production pressures is the toughest challenge. Often, despite best efforts, old habits resurface, especially when there are time constraints, high employee turnover, or unclear expectations.

 

From what I’ve seen, the real test of a food safety culture is how effectively it shapes micro-decisions and actions by frontline workers, even when they’re under stress or pushing to meet output targets. Without strong, visible leadership commitment and ongoing reinforcement, the culture easily becomes just another compliance checkbox rather than a lived value.

 

So, although paperwork, training, and policies are critical, I believe the biggest gap—and hardest part to get right—is embedding food safety as a core value that genuinely guides everyday behavior throughout the organization.

[Mathieu Colmant]

I work with (very) small and large structures. 

Small structures, like family businesses, often have a strong FSC in place for years. But they can not prove it, and documentation needed for that is quite impressive.

The larger the structure, the more work there is to do to build an FSC. In that case documentation becomes a smaller problem than management commitment, which is needed but not often done.

[GMO]

I think culture is widely misunderstood.  An ok food safety culture can exist with poor commitment from the top but it's far harder.

 

Everything after that follows.

 

Operators not doing what they should?  I bet their managers only say well done if they get good volume out of the door or even hide food safety issues.  Leaders set the tone for that.

 

Documentation a problem?  Almost certainly it's either not resourced properly or all the onus sits on one Technical function with food safety not owned more widely.  Leaders hold the purse strings and set the tone for cross departmental working.

 

Training is far too often there to tick a box.  That's either for GFSI or so that someone can be disciplined later for not following it.  If you genuinely get under the skin of most training programmes it does little to reassure you it's actually supporting the team to do the right thing and what's worse, most Leaders know it.  They know that a lot of their staff don't speak the language they're training something in, yet are paying lip service to getting it right.  Or worse still, training people in processes they've never bothered to check are achievable.

 

All of it is important but it takes some awesome middle management to stand up to leaders and set a different tone if things are not being led as they should.  Sadly I'm certain this is why so many Technical people burn out and leave.

Edited by GMO, Today, 10:11 AM.