FOOD SAFETY 2018 - GOOD GOVERNANCE GUIDE FOR DIRECTORS, EXECUTIVES AND BUSINESS OWNERS

FOOD SAFETY 2018 - GOOD GOVERNANCE GUIDE FOR DIRECTORS, EXECUTIVES AND BUSINESS OWNERS
New Zealand Food Safety
                    Haumaru Kai Aotearoa




FOOD SAFETY
GOOD GOVERNANCE GUIDE FOR DIRECTORS,
EXECUTIVES AND BUSINESS OWNERS

2018
Publisher
New Zealand Food Safety
Ministry for Primary Industries
Pastoral House, 25 The Terrace
PO Box 2526, Wellington 6140, New Zealand
Tel: 0800 00 83 33


This publication is available on the Ministry for Primary Industries website at
https://www.mpi.govt.nz/news-and-resources/publications/
Further copies may be requested from brand@mpi.govt.nz
ISBN No. 978-1-98-857106-5 (online)
ISBN No. 978-1-98-857107-2 (print)


Disclaimer
While every effort has been made to ensure the information in this publication is
accurate, the Ministry for Primary Industries does not accept any responsibility or
liability for error of fact, omission, interpretation or opinion that may be present, nor
for the consequences of any decision based on this information.
FOOD SAFETY GOOD GOVERNANCE GUIDE FOR DIRECTORS




CONTENTS                                                                                       01


Foreword                                                                    2
Introduction                                                                3
PART I: Food safety – the board's role                                      4
Step 1: Commit to food safety governance                                  10
Step 2: Lead food safety culture                                          11
Step 3: Assure food safety risk is identified, assessed and
effectively managed                                                       12
Step 4: Monitor system design and company performance                     13
Putting it all together                                                   15
PART 2: Director’s briefcase                                              16
Director's checklist                                                      16
The food safety legal environment                                         18
What are the key roles in food safety regulation?                         20
What comprises a food safety system?                                      21
Culture – the essential element                                           23
Example food safety performance measures                                  24
Introduction to food safety risk                                          25
Food defence – defending against intentional harm
– an emerging threat                                                      30
Glossary of terms                                                         31
References                                                                33
NEW ZEALAND FOOD SAFETY




02            FOREWORD
              The safety of our food is critical. It is critical to the health of New Zealanders and to the
              viability of businesses dealing with food. New Zealand consumers, and consumers
              overseas, expect New Zealand food to be safe at all times, and food companies must be
              proactive in delivering on that expectation.
              New Zealand has an enviable track record and reputation for food safety and food
              quality built up over many years, and our prosperity is tightly bound to maintaining this
              reputation.
              A report into dairy industry capability (December 20151) recognised that industry food
              safety capability is in good shape but that we must continue to work to ensure that our
              food safety capability remains world class. The report identified two principal areas of
              focus – developing food safety capability and capacity, and building food safety culture.
              If New Zealand is to retain and enhance its reputation for food safety, board leadership
              is essential. Boards of directors have a key role in leading food safety culture and
              capability.
              This holds true for the New Zealand food industry generally, encompassing other
              primary products and broader food production, processing, retail, hospitality and food
              service sectors. Food safety is of paramount importance where our production,
              processing and export of food products are the basis of a productive, sustainable and
              inclusive economy.
              This publication Food Safety: Good Governance Guide for Directors, Executives and
              Business Owners aims to provide foundation food safety material for directors and
              boards, and inform the first stage on the journey to best practice food safety.
              I commend this guidance to you with the personal challenge, "What can I do to support
              excellence in food safety governance to ensure the safety of our consumers, and to
              sustain and grow our reputation in this vital area?"


              Bryan Wilson, Head of New Zealand Food Safety,
              Deputy Director-General, Ministry for Primary Industries, Regulation and Assurance


              "A thriving food industry underpins New Zealand's economy and our future prosperity.
              Food safety is critical to trust and confidence in our products and services. Boards and
              directors have a key role in driving excellence in food safety governance to ensure the
              long term sustainability of their organisations and industries. I encourage directors to
              make sure food safety is on the board agenda and to use this guide to help ensure we
              raise food safety standards in New Zealand".


              Liz Coutts ONZM, CFInstD, President, Institute of Directors




              1 Dairy Capability Working Group (2015) It’s our future: building food safety capability in the dairy sector.
                Dairy Capability Working Group, commissioned by the Director-General of the Ministry for Primary
                Industries; Wellington. www.foodsafety.govt.nz/elibrary/industry/dairy-capability-working-group-report.
                htm. Accessed 10 October 2018.
FOOD SAFETY GOOD GOVERNANCE GUIDE FOR DIRECTORS




INTRODUCTION                                                                                                      03


Food safety has always been important for
New Zealand’s food producers, manufacturers and
                                                           The ground is shifting. Food safety
marketers. Our consumers have a legitimate
                                                           expectations continue to grow, food supply
expectation that our food is safe, and our local and
                                                           chains are becoming longer and more
international reputations depend upon excellence
                                                           complex. There is an increasing array of
in food safety outcomes. We have an enviable
                                                           food products with ingredients not thought
reputation and track record, features that we must
                                                           of a decade ago and food safety incidents
protect, nurture and enhance.
                                                           quickly attract international attention. And
Food safety, similar to workplace health and               there is the shadow of difficult-to-predict,
safety, is now a business essential. Once seen as a        malicious behaviour targeting foods.
cost burden, the reality is that the cost of having
unsafe food is greater.
                                                           safety risk profiles. In response, leading food
Food safety failures can be costly in terms of direct
                                                           companies are continually building and developing
costs, such as lost production time and product
                                                           food safety capability to keep pace with change
recalls, but other costs such as loss of business
                                                           and to remain competitive.
focus, reputation and consumer trust can weigh
more heavily. Collectively, they can lead to               The changed market environment and increased
company failure. The efficient response is to              legal responsibilities mean that boards of
develop organisation-wide systems and                      directors must also increase their collective and
organisational culture that can recognise, evaluate        individual oversight of food safety in their
and prevent or mitigate these issues. Done well –          company.
food safety can lead to a competitive advantage.           This document will help directors to understand
Done poorly – it is a disaster waiting to happen.          the importance of food safety governance, their
The business environment in which the food sector          responsibilities and role in assuring food safety
operates is changing. The Animal Products Act              performance. It will also discuss the tools to
19992 (APA) and more recent Food Act 20143 have            monitor and verify food safety system
moved from prescription-based to risk-based                performance; the essentials of good food safety
legislation, and now companies are required to set         governance. This document, while largely written
out and implement their strategies for achieving           for directors and boards, is equally relevant to
safe food.                                                 senior executives and business owners in the
                                                           wider food industry.
The legislation also applies to many hospitality,
institutional and food service businesses,                 This guidance document is set out in two parts.
including tourism and travel operators where food          Part I: Food safety – the board’s role – sets out
is prepared and sold.                                      the case for food safety governance, the legislative
Other changes, such as evolving international              requirements, and the leadership role that boards
market requirements, improving analytical                  of directors must play in the governance of food
technology and testing sensitivities and the               safety.
recognition of new hazards, are affecting food             Part II: a Director’s briefcase – includes a
                                                           director's food safety checklist, sets out the legal
                                                           environment, key roles in food safety regulation,
2 Animal Products Act 1999. www.legislation.govt.nz/act/   what comprises a food safety system, examples of
  public/1999/0093/105.0/DLM33502.html. Accessed 10        food safety performance measures, and an
  October 2018.
                                                           introduction to food safety risk.
3 Food Act 2014. www.legislation.govt.nz/act/
  public/2014/0032/75.0/DLM2995811.html. Accessed 10
  October 2018.
NEW ZEALAND FOOD SAFETY




04    PART I: FOOD SAFETY – THE BOARD'S ROLE

      Food safety – the issues and
      the risks                                                 RISK
      Why is food safety an issue today?                        The combination of hazard and exposure
      Food safety has always been an important issue,           to the hazard is called risk. Without
      but similar to workplace health and safety its            exposure, a hazard remains a hazard.
      profile is growing. Assuring food safety, has
                                                                For example, in summer, midday sun is a
      become more complex with new consumer-ready
                                                                hazard, but if you stay inside and there is
      products being sold in many new international
                                                                no exposure, it is not a risk.
      markets, new production technologies,
                                                                (Refer to page 25 for more on risk).
      lengthening supply chains, multiplicity of
      ingredients and suppliers, and growing potential
      for malicious behaviour. The immediacy of media       pathogenic bacteria (e.g. Salmonella), fungi or
      and social media mean that a local incident can       naturally occurring toxins (e.g. tutin or marine
      become global overnight.                              biotoxins) and parasites. Chemical hazards
      Company reputations can be quickly damaged by         include naturally occurring food allergens
      a food safety incident, and restoring reputation      (e.g. peanut, milk), chemical contaminants and
      and trust in the marketplace can be a lengthy and     undeclared food additives or introduced
      costly task. Food safety, once the domain of          contaminants such as agricultural residues.
      technical and production functions, has become a      Physical hazards include foreign matter such as
      company-wide, end-to-end business                     glass or metal.
      responsibility and consequently must become
                                                            For an unsafe food to cause illness or an adverse
      part of board oversight of company activities and
                                                            health effect there must be exposure to the
      performance.
                                                            hazard, usually through consumption of the food,
      Positives arising from excellence in                  sufficient to cause an adverse effect. Conversely,
      food safety                                           where the hazard is present at non-significant
      While the headlines may focus on a few high           levels and/or the food consumption is low,
      profile food safety events, the New Zealand food      adverse effects are less likely.
      industry has a sound history of producing and
      marketing safe foods. Safe food and our known         Food safety – a risk that can
      food safety systems are part of the New Zealand
                                                            bring lasting harm to consumers
      story – a competitive advantage – and this brings
      many opportunities for international trade. It also
                                                            and families
      allows New Zealand to work cooperatively with its     Foodborne illness or adverse health effects can
      many customers and efficiently resolve any            cause lasting harm to consumers and to families.
      issues that arise.                                    There are many local and international incidents
                                                            that have resulted in serious harm, some leading
      What do we mean by unsafe food?                       to fatalities.
      Changes in our food supply and lifestyle have led
                                                            In 2008, melamine adulteration of infant foods in
      to a broader range of causes for, and
                                                            China resulted in more than 50,000 children being
      consequences of, unsafe food. Unsafe food takes
      many forms but is generally recognised as food
      where a biological, chemical or physical hazard is
      present and where that hazard could lead to an
      adverse health effect. Biological hazards include
      microbiological contamination such as
FOOD SAFETY GOOD GOVERNANCE GUIDE FOR DIRECTORS




hospitalised and six deaths.4 Many children who                                                                                  05
were hospitalised face ongoing medical care.
                                                                     SANLU
In Australia, in 2012–2013 Listeria contamination
in cheese was linked to three deaths.5                               This milk powder contamination scandal
                                                                     caused 290,000 consumers to be affected
In New Zealand (July 2012) Listeria contamination
                                                                     around the world, more than 50,000
of food supplied to a hospital was linked to two
                                                                     hospitalisations and six deaths in China.
deaths and two other people were affected.6
                                                                     (Jiani Yan, Lincoln University, 2011.)
Food allergen incidents can occur rapidly and
without warning, and have resulted in several
deaths in Australia and New Zealand over the last              In Australia in 2015, frozen berries were linked to
decade7.                                                       hepatitis A contamination, and the brand was
                                                               discontinued soon after the incident.9
Food safety – a risk that can bring                            The melamine incident in China resulted in
lasting damage to companies                                    bankruptcy and business failure of Sanlu.
Food safety incidents can also bring lasting
                                                               The fallout from food safety incidents is not
damage to companies. Recalls, legal
                                                               readily contained and can have flow on effect on
proceedings, penalties and the ensuing publicity
                                                               other operators in a particular sector, and more
can result in loss of earnings, loss of reputation
                                                               broadly a whole industry or country. This was
and loss of consumer trust in brands or local
                                                               demonstrated in an outbreak of pathogenic E. coli
authorities. There are many instances around the
                                                               in bean sprouts in Europe (summer 2011) which
world where food safety failures have led to
                                                               resulted in more than 3,000 infections and
business failure.
                                                               50 deaths. The health, social and economic
The New Zealand Campylobacter contamination                    consequences were tragic to those people
of a town water supply (2016)8 resulted in large               affected.
numbers of residents seeking medical attention,
                                                               Following this event, there was a significant loss
loss of trust in local authorities and worldwide
                                                               in confidence in the supply of perishable foods
media attention. (Not strictly classed as a food
                                                               and consequential economic loss to the food
safety event, drinking water is covered under the
                                                               service sector and producers in that region.10
Health Act 1956 and the Health (Drinking Water)
Amendment Act).                                                The manner in which companies respond can
                                                               play a significant role in public and consumer
                                                               perception. Company responses and
                                                               responsiveness can result in reputations being
4 Yan, J (2011) Fonterra in the San Lu milk scandal – a case   enhanced, or severely damaged in the event of a
  study of a New Zealand company in a product-harm crisis.
  Dissertation; Lincoln University, Canterbury. http://        food safety crisis. The first 24 hours are critical in
  researcharchive.lincoln.ac.nz/handle/10182/4200.             this regard.
  Accessed 10 October 2018.
5 ABC News (11 February 2013) Third listeria death linked
  to Jindi cheese. www.abc.net.au/news/2013-02-10/third-
  death-linked-to-cheese/4510440. Accessed 10 October
  2018.
6 Stuff (26 June 2015) Napier company guilty of supplying      9 ABC News (8 December 2015) Patties Foods takes first
  Listeria-infected meat to hospital. www.stuff.co.nz/           steps to drop its frozen fruit brands after Hepatitis A berry
  dominion-post/news/69728964/napier-company-guilty-             scandal hits profits. www.abc.net.au/news/rural/rural-
  of-supplying-%20Listeriainfected-meat-to-hospital.             news/2015-12-07/patties-foods-drops-creative-brands-
  Accessed 10 October 2018.                                      berries/7006966. Accessed 10 October 2018.
7 Stuff (1 June 2009) Man dies after restaurant meal. www.     10 Burger, R (2012) EHEC O104:H4 in Germany 2011: Large
  stuff.co.nz/national/2457419/Man-dies-after-restaurant-        outbreak of bloody diarrhea and haemolytic uraemic
  meal. Accessed 10 October 2018.                                syndrome by shiga toxin–producing E. coli via
8 TVNZ OneNews (20 August 2016) Hastings, Flaxmere               contaminated food. Institute of Medicine (US). Improving
  water supply found contaminated as infections rise.            food safety through a one health approach: workshop
  https://www.tvnz.co.nz/one-news/new-zealand/hastings-          summary. National Academies Press (US); Washington,
  flaxmere-water-supply-found-contaminated-infections-           DC. www.ncbi.nlm.nih.gov/books/NBK114499/. Accessed
  rise. Accessed 10 October 2018.                                10 October 2018.
NEW ZEALAND FOOD SAFETY




06    A recall can be one step away from                                                       REASONS FOR FOOD RECALLS IN
      a serious food safety event                                                              NEW ZEALAND 2016 (25 RECALLS)
      Recalling food is one way of reducing risk,
                                                                                               10 undeclared allergen
      through reducing consumers' exposure to the
      hazard. Recalls are "after the fact" and                                                 10 microbiological (pathogens)
      consumers may have already been exposed
                                                                                               4 foreign matter
      to harm.
                                                                                               1 unapproved processing aid
      Each food safety event has the potential to cause
      serious harm to consumers. In 2016 there were                                            Source: MPI website

      25 food recalls in New Zealand, with undeclared
      allergens and microbiological contamination
      being the leading causes. Efficient recalls are                                       Findings from the dairy industry
      dependent on good traceability and usually a high                                     capability study
      percentage of foods being recalled are removed                                        The Dairy Capability Working Group was charged
      from the market, thereby avoiding further                                             with assessing current and future food safety
      consumer harm. But recalls are not always                                             capability needs across the dairy value chain and
      100 percent effective and there is always an                                          making recommendations to ensure that those
      elevated risk to consumers until the recall                                           needs are fully met.
      is completed.
                                                                                            The Dairy Capability Working Group reported
      During a recall, the company’s reputation is at                                       back in December 2015. The study concluded that
      risk and crisis management and communications                                         the best companies:
      processes during this event are critical in
                                                                                            • put consumers at the centre of food safety;
      protecting consumers, and in protecting the
                                                                                            • recognise and lead culture as a key
      business. This is a high risk situation for the
                                                                                              determinant of food safety;
      business – a situation that boards should
      consider as a key risk and develop risk                                               • separate food safety decisions from the
      management strategies accordingly.                                                      commercial imperative;
                                                                                              know how to respond to difficult decisions – the
                                                                                              “grey area”;
                                                                                            • know that with the right culture in place – the
                                                                                              right decisions get made;
      Figure 1. Food safety model: Producing safe food
      and protecting consumers                                                              and recognise that:
                                                                                            • food safety continues to evolve – from HACCP
                                                                                              to risk management programmes, to food
                                                                 Su                           security and now food defence.
                                                                   pp
                              Formulation
                                                 Food
                                                 Fraud
                                                                     l                      It is MPI’s view that these findings can be applied
              h




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                                                                                            to the other primary products and broader food
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                                                                                            New Zealand legislation
                                  Ris




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                                                     ion




                                           for
                                       consumers              Traceability
                 Allergens                                                                  New Zealand's food industry is primarily
                                                                                            governed by the APA (primary industry focus) and
                                                             Micro
                                                           -biological
                                                                                            the Food Act 2014 (focused on food for sale),
                       Chemical                                                             along with secondary legislation including food
                                            Physical                                        standards, orders in council, regulations and
                                                                                            notices issued under those Acts. There are also
                                  Food Safety
                                                                                            food safety provisions in industry specific
                                                                                            legislation including the Wine Act 2003 and the
FOOD SAFETY GOOD GOVERNANCE GUIDE FOR DIRECTORS




Agricultural Compounds and Veterinary                                                                           07
Medicines Act 1997.                                    OBLIGATION AND
Legal obligations under the APA are:                   ACCOUNTABILITY
• to produce and sell foods that are fit for           Unsafe food is bad for consumers and bad for
  intended purpose;                                    business.
• to develop, register and operate an end-to-end
                                                       As food producers, we are morally, ethically and
  or through-chain RMP, and have it
                                                       legally obliged to produce and sell safe food,
  independently verified.
                                                       always. Obligations fall on the body corporate and
Legal obligations under the Food Act 2014 are          extend to directors and senior management.
similar:
                                                       Directors and executives may face legal action
• to produce and sell foods that are safe and          following a serious food safety event. Penalties
  suitable;                                            under the APA and Food Act can be up to $500,000
• to develop and use risk-based measures               for a company and up to $100,000 and five years
  (usually a Food Control Plan (FCP) or National       imprisonment for individuals, including Directors.
  Programme) to ensure food is safe and
  suitable. Where larger, complex food
  businesses choose to develop and operate an        The food safety governance model (Figure 3, page
  end-to-end or through-chain FCP that plan          8) describes how boards of directors can take an
  must be registered and independently verified.     active and productive role in assuring food safety
                                                     in their company.
Penalties under the APA and Food Act can be up
to $500,000 for a company and up to $100,000         Governance, risk and its
and five years imprisonment for individuals,         relationship with food safety
including executives and directors.
                                                     Risk is one of the key matters that boards of
Directors’ liability                                 directors are required to address (refer to
                                                     Figure 2).
Under the APA and Food Act, directors and senior
managers can be held to account for failures in      The New Zealand Institute of Directors
food safety, such as a product safety event that     publication The Four Pillars of Governance Best
has caused harm, or failure to meet requirements     Practice 2017 identifies both culture and risk
of the Acts. Further detail can be found in Part 2   management as a key focus for board. 11
of this document.                                    It defines risk management as a process of
                                                     identifying and prioritising risk, establishing
                                                     a risk management plan and monitoring
Figure 2. Governance model                           implementation. It also notes the importance
                                                     of a culture that values ethical behaviour.
                                                     The purpose of food safety risk management is
                                                     to protect consumers (and users) of food products
                     Governance
                                                     through identifying and managing risk. This will
                                                     be familiar to directors because risk and risk
                Assurance                            management is a core activity of boards. Risk just
                                                     comes in different forms.
              Risk            Control




                                                     11 Institute of Directors in New Zealand (2017) The four
                                                        pillars of governance best practice. www.iod.org.nz/
                                                        FourPillars. Accessed 10 October 2018.
NEW ZEALAND FOOD SAFETY




08    Food safety has its own language and                     • The best RMPs or FCPs take a broader
      methodologies.                                             approach where as well as product
      • Food safety risk is present when a foodborne             manufacture and supply chain processes, key
        hazard (biological, chemical or physical) is             relevant activities in business support
        combined with exposure to the hazard, usually            functions such as sales and marketing,
        through consumption of food containing the               research and development, human resources
        hazard.                                                  management and finance are also considered
      • Current legislation and industry best practice           as valuable contributors to food safety, and are
        require that risk-based measures are                     brought into the risk-based programme.
        developed to ensure food is safe and suitable          • Food production and processing is inherently
        or fit for purpose, in which:                            variable. Raw materials vary, climatic
         ͷͷ food safety risks are assessed and controls          conditions vary in turn influencing processing
            developed using a structured process                 conditions. Product specifications vary, staff
            HACCP, and that controls are implemented             responses may vary, and so on. Producing safe
            and records are maintained;                          and consistent product is an ongoing challenge
        ͷͷ the HACCP process is applied through-                 to staff, processing equipment and to food
          chain,that is, throughout all operations               safety systems. Design of control systems must
          that can impact directly and indirectly on             recognise and cater for that inherent variability.
          product safety;
                                                               • A culture supportive of food safety is an
        ͷͷsystems effectiveness is verified. Auditing            essential element of sustainable food safety
          is part of that process.                               where “being proactive about food safety is the
      • A wide array of technical, social and                    way we do things around here!” The board has
        environmental factors can affect risk. Risk is           an important role in leading food safety culture.
        ever evolving and food safety systems must be
        refreshed on a regular basis.                          Introducing the food safety governance model
                                                               A food safety governance model (Figure 3) has
                                                               been developed to help boards in their food safety
        Food safety governance: Assuring                       activities. In this model, the board has two
        that food safety risks are identified,                 principal roles in governance of food safety.
        understood and controlled, and that                    The first role is that of creating the right
        this occurs within in a supportive                     environment in which food safety can operate
        organisational culture.                                successfully. The second is that of holding
                                                               management to account for implementation of



        Figure 3. Food safety governance model




                                              Monitor system      Commit to
                                             design and           food safety



                                                             41
                                             company              governance
                                         performance



                        Holding
                        management
                                         Assure risk is
                                          identified,
                                             assessed and
                                                             32     Lead food
                                                                    safety culture     Creating the
                                                                                       food safety
                        to account             effectively                             environment
                                                  managed
FOOD SAFETY GOOD GOVERNANCE GUIDE FOR DIRECTORS




     the food safety system.                                    Step 3 – Assure food safety risk is identified,            09
                                                                assessed and managed – covers the practical
     Creating the food safety environment                       steps required to assure that risk is being
     Directors have the responsibility to create the            assessed and mitigation or management
     right environment through committing to food               measures are developed and applied to reduce
     safety governance, and leading food safety                 risk. Risk is always evolving and it is essential
     culture. These are the foundations of food safety          that directors recognise the need for regular
     governance and there must be clearly articulated           review of risk to ensure that the risk-based
     expectations of directors and management, and              measures are maintaining pace with change.
     of system performance outcomes.
                                                                Step 4 – Monitor system design and performance
     Holding management to account                              – comprises the ongoing processes of assuring
     – exercising due diligence                                 that the system design is fit for purpose and that
     In holding management to account, directors are            the food safety system is responsive to the
     required to assure that risk is actively assessed          information and data generated from the risk
     and managed and that system design and                     management activities.
     company performance is satisfactory.
                                                                Cyclic activity – The food safety governance cycle
     These two principal roles have been developed              should be continued as boards and companies
     further as an expanded food safety governance              seek continual improvement in food safety
     model presented in Figure 4.                               governance and outcomes and respond to
                                                                changing business conditions.
     Step 1 – Commit to food safety governance – sets
     the policy foundation or framework for food                In the following pages, the 4 step food safety
     safety governance in the food business.                    governance model (refer Figure 4) is expanded to
                                                                provide more detail for directors to consider.
     Step 2 – Lead food safety culture – is about
     creating a supportive environment, one in which
     food safety can become part of the company
     “DNA”.




Figure 4. Food safety governance model (expanded)

• Ensure robust reporting using both                                                • Be informed about food safety
  lead and lag indicators                                                           • Develop food safety governance
• Monitor outcomes and audit results                                                  framework, document important
                                               Monitor system                         considerations
• Verify where necessary. Conduct             design and          Commit to
  annual review                              company              food safety       • Set food safety policy and goals



                                                         41
• Ensure adequate resourcing                performance           governance        • Discuss risk appetite
• Ensure material conflicts are avoided

 Holding management to account

• Know your greatest risks
                                             identified, 32
                                            Assure risk is

                                              assessed and
                                                                  Lead food
                                                                                      Creating the food safety environment

                                                                                      • Communicate expectations
                                                                  safety culture
• Ensure risk reviewed regularly               effectively                            • Keep food safety on board and other
• Ensure fit for purpose risk                   managed                                 key agendas
  management strategies are in place                                                  • Ensure directors and staff are trained
• Ensure there is opportunity for risk to                                               in food safety
  be raised by all staff                                                              • Recognise outstanding performance
• Ensure crisis management and                                                        • Survey culture
  communication plans are in place
NEW ZEALAND FOOD SAFETY




010    STEP 1: COMMIT TO FOOD SAFETY
       GOVERNANCE
       Commitment can be demonstrated through:                 • expecting constancy from senior management
       • ensuring directors are informed about food              in handling food safety matters;
         safety;                                               • understanding the appetite for risk (e.g. what
       • including food safety in the Board Charter;             will we never do; what will we always do, how
       • considering food safety from a consumer's               do we want the difficult issues to be handled
         perspective and potential impacts on health             such as the “grey zone” where product is only
         and wellbeing in personal and family settings;          "just outside" or “just inside” the rules). While
                                                                 management will make the calls in most
       • developing a food safety governance
                                                                 cases, directors should be aware of the
         framework that provides a template and
                                                                 importance and nature of these important
         guidance for directors in discharging their food
                                                                 decisions, and the risk being taken on their
         safety responsibilities, including “turning one’s
                                                                 behalf;
         mind to matters of food safety” and
         documenting outcomes;                                 • holding management to account for
                                                                 implementing food safety strategy and driving
       • preparing business-wide food safety policy and
                                                                 food safety implementation and improvement
         goals, and setting clear expectations such as
                                                                 initiatives;
         progress in implementing food safety
         programmes, audit results and company food            • ensuring organisational strategy and capital
         safety culture.                                         programmes include initiatives that can
                                                                 improve food safety outcomes; and
       Commitment can be reinforced by the board by:
                                                               • communicating commitment widely to staff.
       • having food safety as a standing item on the
         important agendas with consumer focus in
         mind;




                                                                                              ?
           QUICK QUIZ
           Q1. Do I feel conversant with food safety principles and current issues?
           Q2. Do I feel confident in discussing food safety matters with
               management, staff, auditors?
           Q3. Is there adequate reporting on food safety matters?
FOOD SAFETY GOOD GOVERNANCE GUIDE FOR DIRECTORS




STEP 2: LEAD FOOD SAFETY CULTURE                                                                                     011


Leading food safety culture is a critical element                Food safety culture relies on strong and
of creating the right environment for food safety.               consistent role modelling including unequivocal
                                                                 support for food safety and constancy of decision
Culture is the underlying set of values and beliefs
                                                                 making – throughout the organisation – top to
that underpin everyday behaviours and decisions.
                                                                 bottom – side to side.
It is recognised that directors can have a
                                                                 The food safety Charter, statement of
profound influence on culture and this is
                                                                 expectations and policy are the foundations of
fundamental to how food safety is perceived and
                                                                 food safety culture. Once these have been set,
addressed within companies. The dairy industry
                                                                 directors can lead food safety culture through:
capability study was clear – that culture is a
critical element of the food safety system, and                  • expecting unequivocal support for food safety
directors have a clear and direct role in leading                  and requiring adherence to the food safety
food safety culture.                                               system;
                                                                 enabled by:
Having the right culture and training means that
                                                                 • ensuring all directors and staff are inducted,
directors and management can have confidence
                                                                   trained and regularly updated in food safety;
that the right decisions will be made at all times,
in all aspects of company operations, essential in               • expecting constancy of food safety decisions,
a 24/7 operational environment. Yiannas12 makes                    and constancy of messaging from the board
it clear that food safety = behaviour – and that                   and senior management;
leadership should focus on behaviour in leading                  • keeping food safety on the agenda, “walking
food safety culture.                                               the talk” at all levels and all occasions e.g.
                                                                   board meetings, site visits, customer visits.
Figure 5 from the dairy industry capability report
                                                                   When directors engage with staff, suppliers
shows the relationship between a strong food
                                                                   and vendors on matters of food safety it
safety culture and improving food safety capacity
                                                                   provides a tangible recognition and
and capability leads to future-proofing overall
                                                                   reinforcement of its importance;
food safety capability.
                                                                 • ensuring culture is assessed on a regular
                                                                   basis, and results acted upon; and

12 Yiannas, F (2010) Food safety culture: creating a behavior-   • where outstanding food safety performance is
   based food safety management system. Springer; New              found, it is recognised and celebrated.
   York.


 Figure 5. Dairy food safety capability, preparing for
 the future                                                         FOOD SAFETY CULTURE
                                                                    Food safety culture can be described as
                                                                    an alignment of values and behaviours
                                      Future-proofing               with respect to food safety, from senior
                                       DAIRY FOOD                   management through to front-line staff.
Building a                                SAFETY
   strong                                                           Food safety culture is led from the top and
                                         capability
    FOOD                                                            driven down throughout the organisation.
 SAFETY                                                             A strong food safety culture is supported
  culture                                                           through collaborative partnerships across
                                                                    the sector including regulators, industry,
                                                                    education organisations, research institutes
                                                                    and consumers. (Source: Dairy Industry
                      Improving CAPACITY and                        Capability 2015).
                      CAPABILITY to meet future needs
NEW ZEALAND FOOD SAFETY




012    STEP 3: ASSURE FOOD SAFETY RISK IS
       IDENTIFIED, ASSESSED AND EFFECTIVELY
       MANAGED
       As a board, this step is about holding management             that is, recognising that risk changes and
       to account for designing and implementing the                 asking what new risks are emerging or have
       food safety system, assuring that the food safety             emerged?
       system design is fit for purpose and that your              • assuring that incident and crisis response and
       company’s food safety risks are controlled and                communications plans are prepared and
       managed.                                                      rehearsed;
       A working knowledge of food safety principles and           • asking questions such as “has the possibility of
       practices is valuable in providing directors with             malicious attack been considered?” or “has the
       the understanding to evaluate and contribute to               entire supply chain been considered?”.
       effective food safety governance discussions.
                                                                   Risk can occur in any stage of the company’s
       Boards can achieve this by:                                 operations and risk identification, assessment and
       • members acquiring and updating their                      management processes should be applied
         knowledge of food safety practice;                        throughout the organisation where there can be
       • knowing the company’s greatest risk(s). Boards            an impact on food safety. While much of the
         should keep key risks in focus and a risk “heat           obvious risk can be assigned to manufacturing
         map”13 can be useful in representing relative             and operations, food safety risk can be found and
         risk;                                                     mitigated elsewhere.

       • including key food safety risks on the company            For example, sales and marketing risks can arise
         risk register;                                            from tight production scheduling and new
       • ensuring fit for purpose processes are in place           product-market introduction. Supply chain risk
         and operating for the business to assess,                 can arise from improper storage conditions or
         manage and report on food safety risk and                 lapses in security of product control and product
         events;                                                   data.

       • ensuring a framework is in place for matters              Similarly human resource activities, including
         relating to risk to be raised and addressed               recruitment, training, leadership and
         including considering a secure, independent               development, can all play a role in food safety risk
         channel for staff participation;                          management capability development and decision
       • ensuring a regular review of risk is conducted,           making.
                                                                   Additional material in the Director’s Briefcase
                                                                   section in Part 2 (see page 16) cof this guidance
       13 Chartered Global Management Accountant (11 June 2013)    provides information on food safety system design
          Risk heat map. www.cgma.org/resources/tools/essential-   and scope.
          tools/risk-heat-maps.html. Accessed 10 October 2018.




                                                                                               ?
          QUICK QUIZ
          Q4. Do I know and understand our greatest risk(s) and our new and
              emerging risks?
          Q5. Are they included in the risk register?
          Q6. Have we considered risk arising from malicious behaviour, that is,
              consideration of food defence?
FOOD SAFETY GOOD GOVERNANCE GUIDE FOR DIRECTORS




STEP 4: MONITOR SYSTEM DESIGN AND                                                                             013

COMPANY PERFORMANCE
This step has two main elements. The first             The second element is that of monitoring system
element is ensuring that the food safety system is     outcomes and assuring the system is effectively
able to function and perform as designed, and          managing food safety throughout the business.
there are no obvious or material conflicts. Boards     Boards will be focused on exception reporting,
may consider the following:                            and should be clear in what reporting they would
• Ensure the Chief Executive role specification        like to see. Suggestions regarding scope are
  and performance measures include food safety,        listed below, and further examples are given in
  and encourage food safety to be considered           the Directors Briefcase (page 16).
  ahead of production imperatives.
                                                       • Ensure performance management reporting
• Recognise and address possible conflict                includes food safety system reporting using
  between food safety outcomes and production            both lead (capacity building) and lag
  output measures in executive performance               (performance or outcome) indicators such as:
  incentives.                                             ͷͷ meeting legislated requirements set down
• Consider food safety responsibility and                    in the APA and Food Act;
  reporting lines. Does food safety information           ͷͷ building company-wide food safety
  get to the right level and place, in time? Does            capability, including culture, to reduce risk;
  food safety have a voice? Are reporting lines           ͷͷinvolving all aspects of the business
  conflicted?                                               essential for embedding food safety
• Ensure system capacity is balanced with                   throughout the business;
  current (and evolving) requirements. There may          ͷͷreviewing company RMP performance such
  be imbalance between food safety demands                  as serious non-conformances and the
  and system capacity e.g. when significant food            remedial action taken;
  safety issues call upon additional product              ͷͷ reviewing the number of serious non
  sampling and testing, raising and investigation            conformances outstanding and why.
  of non-conformance reports. Unrelenting              • Review outcomes from third party and
  overload can lead to errors and may be an              customer audit activities – ensure these have
  indicator of core process capability                   been actioned, and that they are reflected in an
  deficiencies.                                          updated RMP or FCP.
• Have audit findings been considered and              • Recognise that risk profiles change as
  incorporated in refreshed risk management              company activities and food safety techniques
  procedures?                                            and requirements change. Ensure that there is:
                                                         ͷͷregular review of system effectiveness; and
                                                          ͷͷperiodic system refreshment.




                                                                                    ?
   QUICK QUIZ
   Q7. Do performance measures incentivise food safety?
   Q8. How often does the board hear from the senior food safety manager?
   Q9. Is the business constantly under pressure with food safety issues?
NEW ZEALAND FOOD SAFETY




014    In discharging their duty of care, directors should   event affects the company. Companies that
       take the opportunity to "verify" what is being        have prepared effective crisis response and
       reported on key matters.                              communications plans and have tested or
                                                             rehearsed these plans periodically are better
       • Verify through taking a "deep dive" into a small
                                                             prepared if, and when, a food safety event occurs.
         number of specific important issues, asking for
         verbal reports or more information, to ensure       Where consumer health and safety concerns are
         adequate analysis and response has taken            present, the initial decisions and communications
         place.                                              are critical. Informing consumers is vital. Media
                                                             enquiries become immediate and urgent. Social
       Review and reset goals                                media can trend within minutes. It is essential
                                                             that media spokespersons (directors and
       It is recommended that periodic review and
                                                             executives) are trained for such events.
       resetting of goals is undertaken as normal
       practice. This then renews the governance cycle       While typical product recalls can be rehearsed,
       and is the opportunity to refresh all elements of     not all scenarios can be planned for. Infrequent,
       the food safety governance model.                     high impact events, sometimes termed "Black
                                                             Swan" events, can be overwhelming (see box).
       Reviewing capacity to respond to a                    Building generic capability to respond is highly
                                                             beneficial.
       food safety event
       The way in which a business responds to a food        Boards should review response capacity as part of
       safety event has a major influence on how the         their performance monitoring activities.




                                                                 BLACK SWAN EVENT
                                                                  A low-frequency, high-impact event
                                                                 that can cause significant damage,
                                                                 e.g. food safety events. Not all Black
                                                                 Swan events can be prepared for, but
                                                                 critical response capability can be
                                                                 developed, e.g. crisis response and
                                                                 communication plans. In the absence
                                                                 of an effective response plan, damage
                                                                 to product brand equity, consumer
                                                                 trust and reputation can build rapidly.




                                                                                       ?
       QUICK QUIZ
       Q10. Have we rehearsed our crisis management and communications
            plans?
       Q11. Can we provide initial media response within 1 hour or less?
       Q12. Are we able to monitor and use all media channels?
FOOD SAFETY GOOD GOVERNANCE GUIDE FOR DIRECTORS




PUTTING IT ALL TOGETHER                                                                                            015


The food safety governance model has two              Food safety – an Institute of
principal roles for boards of directors.              Directors perspective
The first is creating the right environment in        The following points have been adapted from the
which food safety can operate successfully.           joint Worksafe NZ and Institute of Directors
Directors have the responsibility to create the       publication Health and Safety Guide: Good
right environment through committing to food          Governance for Directors.14 The points have been
safety governance and leading food safety             adapted, with permission, to the subject of food
culture. These are the foundations of food safety     safety:
governance and must be clearly documented,            • Be proactive and actively engage in food safety
detailing expectations of directors and of              matters (for example, by understanding the
management.                                             business and the associated hazards and
The second role is that of holding management           risks).
to account for implementation of the food             • Be informed and involved with regard to food
strategy and food safety system. In holding             safety risks – bear in mind that risk changes as
management to account, directors are required to        the business changes.
ensure that risk is proactively assessed and          • Ensure there is robust reporting on food safety
managed and that system design and company              issues, audit outcomes and investigations, and
performance is satisfactory. In doing so, directors     that action is taken.
should understand the status of food safety in the
                                                      • Trust, but verify. Check systems are operating
company, key issues and actions being taken to
                                                        the way intended.
resolve them.
                                                      • Ensure there are appropriate resources and
If directors are uncertain or dissatisfied with         processes for dealing with food safety and that
current performance or trends in food safety            there are staff participation practices in place.
performance, they should engage constructively
                                                      • Refresh board food safety governance
and delve further to ensure that appropriate
                                                        training regularly.
action is taken. In doing so Directors ensure they
                                                      • Ensure food safety is on the agenda at board,
discharge their duty of due diligence. As with any
                                                        audit and risk sub-committee level.
significant area of risk or exposure, external
advice may be helpful if these concerns are not
able to be resolved.                                  Final points
                                                      Food safety – similar to Workplace Health and
                                                      Safety – is an investment in Enterprise Risk
Use of a director’s checklist
                                                      Management, leading to:
There is a substantial amount of information and
                                                      • protecting the health and safety of your
subject matter for questions in the preceding
                                                        customers and consumers;
material. A director’s checklist has been
                                                      • protecting and building your business
prepared to help directors and boards. This can
                                                        reputation and brand value;
be found on page 16.
                                                      • ensuring the ongoing success and enterprise
                                                        value of your business;
                                                      • performing your duties as a director; and
                                                      • sustaining the reputation and commercial
                                                        success of NZ Inc.


                                                      14 Institute of Directors in New Zealand and WorkSafe New
                                                         Zealand (2016) Health and safety guide: good governance
                                                         for directors. www.iod.org.nz/healthandsafety. Accessed
                                                         10 October 2018.
NEW ZEALAND FOOD SAFETY




016    PART 2: DIRECTOR’S BRIEFCASE

                  This section comprises information and support tools that may be helpful when
                  developing food governance capacity:
                  • Director’s checklist;
                  • the legal environment;
                  • key roles in food safety regulation;
                  • what the food safety system comprises;
                  • examples of food safety performance measures;
                  • introduction to food safety risk;
                  • principles and examples of HACCP;
                  • food defence;
                  • glossary of terms;
                  • references.



       DIRECTOR'S CHECKLIST

       1. Commit to food safety                              Documentation
       governance                                            • Do our board minutes reflect our commitment
                                                               to, and consideration of, food safety?
       • Do I understand my food safety obligations and
         liabilities?
       • Do I have sufficient understanding about food
                                                             2. Lead food safety culture
         safety basics and the risk management               • How confident am I about the depth and
         programme (RMP) and food control plan (FCP)           breadth of commitment to food safety in our
         structure to enable informed and productive           company?
         engagement?                                         • How does food safety fare when difficult
       • Is food safety in the Board Charter and are           decisions have to be made?
         expectations established. Are these known by        • When I do site visits, does food safety come up
         all staff?                                            in discussion? Do I feel confident to raise it?
       • Is food safety a standing item on our board         • Do we assess food safety culture through a
         agenda, and is there true engagement about            staff survey? Are we acting on the findings?
         issues, performance, capacity building? How         • What is the status on food safety training
         do we listen to customer feedback including           across the business?
         audits?
       • Does food safety feature in our strategy and
                                                             3. Assure risk is assessed and
         capital works programme?
                                                             managed
       Policy and goals
                                                             • Do I understand our key food safety risks? Does
       • Is there a company food safety policy and are
                                                               the Risk Register include food safety risk?
         goals established? Are these known by all
                                                             • Has there been a review of food safety risk
         staff?
                                                               recently? Does it reflect changes in risk
       • Has the board discussed risk appetite? Has the
                                                               profile?
         executive team been involved?
FOOD SAFETY GOOD GOVERNANCE GUIDE FOR DIRECTORS




• Am I assured that there are adequate                 status and issues, and how they are being        017
  business-wide food safety management                 handled?
  processes, controls and reporting in place?        • Have we considered benchmarking our
• Does food safety involvement extend across the       performance?
  whole business? Have we considered upstream        • Do I know what types of food safety decisions
  and downstream activities provided by other          will be referred to the board?
  parties?
                                                     • How are we performing in verification and
• Have incident and crisis response and                customer audits? Are we learning from them?
  communication plans been prepared and
  rehearsed?
                                                     Incident and crisis response
                                                     • Has our crisis management and
• Does the communication plan identify who can
                                                       communications plan been rehearsed recently?
  say what? Is there a back-up spokesperson?
                                                       ͷͷDid we learn from it?
                                                       ͷͷWas it truly testing?
4. Monitor system design and                           ͷͷWere there independent observers?
performance
                                                     • Am I confident that our media response will be
Design                                                 appropriate? Do we have a trained alternate if
• Does the senior food safety manager have             the primary media person is unavailable?
  ready access to the Chief Executive Officer
  (CEO)?                                             Types of food safety decisions that
• Has the senior food safety manager reported to     the board may consider
  the board recently?
                                                     • Setting the board Charter food safety
• Does food safety have a place in CEO
                                                       statement.
  performance incentives? Is there conflict
                                                     • Setting food safety expectations including
  between food safety and other performance
                                                       culture and key performance measures.
  measures?
                                                     • Contributing to food safety policy.
• Is system capacity balanced with
  requirements?                                      • Setting risk appetite for food safety:
                                                       ͷͷthings that we will always do;
• How do we address tension between food
  safety and other objectives e.g. production          ͷͷthings we will never do; and
  throughput, sales and marketing or research          ͷͷa process where issues are not clear cut –
  and development?                                       the "grey areas".
• Have we thought about malicious or criminal        • Reviewing food safety situations where
  attacks on our business?                             decisions are not clearly covered by the risk
                                                       appetite statement.
Performance
                                                     • Setting strategy with respect to food safety.
• Is reporting balanced with a mix of lead and lag
  indicators coupled with performance reporting      • Authorising and approving capital investment
  on specific matters?                                 and major maintenance decisions where food
                                                       safety is a decision factor.
• Do I have a clear picture of our food safety
NEW ZEALAND FOOD SAFETY




018    THE FOOD SAFETY LEGAL ENVIRONMENT
       New Zealand's food safety legislation is set out     • describe the steps the business operator will
       primarily in two Acts, the Animal Products Act         take to confirm that the programme is working
       1999 (APA) (primary industry focus) and the Food       effectively;
       Act 2014 (focused on food for sale), along with      • provide for appropriate corrective actions
       secondary legislation including food standards,        (including recall of product) to be undertaken
       orders in council, regulations and notices issued      where the product may not be fit for intended
       under those Acts. There is also supporting             purpose or not in accordance with its labelling
       guidance such as codes of practice.                    or identification;
       There are also food safety provisions in industry    • set out appropriate and auditable
       specific legislation including the Wine Act 2003       documentation and record keeping; and
       and the Agricultural Compounds and Veterinary        • make appropriate provision for verification
       Medicines Act 1997.                                    activities.
       The Acts are similar in that they require            Offences involving endangerment of human or
       companies to develop and use risk-based              animal health include:
       measures to ensure where foods are produced          • failing to comply with the APA knowing that the
       and sold they are "fit for purpose" (APA) or "safe     contravention or failure would or is likely to
       and suitable" (Food Act).                              endanger the lives or health of the public, or
       The Ministry for Primary Industries (MPI)              the life or health of any individual;
       administers these Acts including implementation      • where an operator of a risk management
       and enforcement.                                       programme or a regulated control scheme,
       In the following paragraphs a number of excerpts       contravenes or fails to comply with any
       have been taken from the Acts to illustrate their      provision of this APA knowing that the
       requirements. As excerpts they are incomplete          contravention or failure:
       and are not intended to interpret or summarise         ͷͷmay create, directly or indirectly, a risk to
       the Act(s). Where necessary boards should seek            human or animal health; or
       independent legal advice to ensure compliance.         ͷͷmay, directly or indirectly, increase the
                                                                likelihood of an existing risk to human or
                                                                animal health.
       Animal Products Act 1999
                                                            • sale of non-complying animal material or
       The APA makes it clear that foods must be "fit for
                                                              product (abridged):
       intended purpose". This is a broad term
                                                              ͷͷfailure to meet specification;
       comprising:
                                                              ͷͷfailure to be processed in accordance with
       • using a registered RMP for animal products
                                                                an RMP or regulated control scheme.
         such as dairy, meat and seafood processing,
         packaging, and distribution;                       Penalties (depending on the offence)
       • applying any relevant standards or regulations;    • Corporations – up to $500,000 fine.
         and                                                • Individuals – up to five years imprisonment,
       • ensuring that the product including packaging        and up to $100,000 fine.
         and labelling is suitable for the purpose for
                                                            Liability
         which the product is specifically stated.
                                                            Where the body corporate is found guilty of an
       An RMP must:                                         offence the liability may flow on to senior
       • set out the procedures the business operator       managers and directors.
         will use for identifying, controlling, managing,
         eliminating, or minimising risk factors;
FOOD SAFETY GOOD GOVERNANCE GUIDE FOR DIRECTORS




Food Act 2014                                         Companies operating in other countries                 019
                                                      While many countries are moving to risk-based
Food sold in New Zealand is subject to the Food
                                                      food safety requirements there are differences in
Act. MPI administers this legislation. The Food
                                                      structure and application. Directors, executives
Act takes a similar risk-based approach to the
                                                      and business owners should be aware of and
APA.
                                                      respond to specific country requirements.
Legal obligations under the Food Act 2014 are
similar:
                                                      Companies Act 1993
• to produce and sell foods that are safe and
  suitable;                                           The Companies Act includes relevant provisions
                                                      for directors’ behaviour and conduct – including
• to develop and use risk-based measures
                                                      clauses related to "acting in good faith and in
  (usually a FCP or National Programme) to
                                                      best interests of company", "reckless trading"
  ensure food is safe and suitable. FCPs must be
                                                      and "duty of care". While risk analysis and risk
  registered and independently verified.
                                                      management are not specifically mentioned or
The Food Act applies to food sold in New Zealand      defined in the Companies Act, board practice
and covers food manufacturing and retail,             typically includes active consideration of risk, and
catering, quick service restaurants, food service,    the development and management of a company
hospitality and tourism and some logistics            risk register. Food safety risk is increasingly
businesses.                                           being included in the risk register.
Safe means a condition in which food, in terms of
its intended use, is unlikely to cause or lead to     Ministry for Primary Industries
illness or injury to human life or public health.     website
Suitable includes matters not related to food         The MPI website has a great deal of information
safety but that could make food unacceptable e.g.     relating to the APA and the Food Act. There are
mislabelling, faulty packaging, composition           many threads to follow once you have "landed" on
issues.                                               the opening pages:
                                                      www.mpi.govt.nz – use keywords such as:
Penalties (depending on the offence)
Liabilities and penalties are similar to those of     • Animal Products Act;
the APA in that corporations can be fined,            • Food Act .
individuals and directors fined and/or subject to a
term of imprisonment:
• corporations – up to $500,000 fine;
• individuals – up to five years imprisonment and
  up to $100,000 fine.
NEW ZEALAND FOOD SAFETY




020    WHAT ARE THE MAIN ROLES IN FOOD SAFETY
       REGULATION?
       The current legislation is based on companies            Regulator (NZ Ministry for
       taking responsibility for managing their food            Primary Industries)
       safety risks. This is done using a systematic
                                                                • Provides policy advice to the Government.
       process of risk assessment, risk mitigation and
       risk management including validation and                 • Administers law.
       verification of the risk-based plans, that is, it is     • Issues codes of practice and guidance.
       up to the company to identify and manage risk.           • Supports and monitors implementation.
       The regulator's role is to provide information on        • Undertakes audits of the system.
       how the legislation works, to ensure food                • Undertakes enforcement.
       companies are using a recognised risk
       management scheme, to oversee verification               Company
       activities and carry out enforcement activities.
                                                                • Prepares and validates through chain risk
       Verification is typically carried out by a third party     based systems e.g. an RMP required by the
       within a regulatory framework that is developed            Animal Products Act 1999 and/or an FCP
       by the regulator. The regulator has power to               required by the Food Act 2014.
       intervene where food safety risk is considered to        • Obtains verification that the RMP and/or FCP is
       warrant special and immediate action.                      compliant with legislation (through an
       There are three main roles in food safety                  independent registered verifier).
       regulation as shown in Figure 6. The roles of each       • Registers the RMP and/or FCP with the
       party are described below.                                 regulator.
                                                                • Operates the RMP and/or FCP.
                                                                • Reports specified product non-compliances to
                                                                  verifier and regulator.
                                                                • Arranges ongoing third party verification
                                                                  activities and close out of the RMP and/or FCP
                                                                  non-conformances.


                                                                Verification (third party verifier)
                                                                • Verifies RMPs and/or FCPs are compliant with
         Figure 6. Main roles in food regulation                  the law.
                                                                • Responds to product non-compliances and
                                                                  verifies corrective actions.
                                                                • Maintains recognition or accreditation as a
                                Regulator
                                                                  verifier.
                                  (MPI)




                     Verifier          Company
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