Purpose: The methods for embedding good food safety behaviour are complex and varied. This study aimed to evaluate a specific knowledge transfer model on the practices within 32 private food sector businesses.
Methods: A structured knowledge transfer model was developed to facilitate the embedding of food safety knowledge from a learning provider into the private sector food business via a suitably qualified food graduate. A four phase food safety management programme was used as the benchmark. Fifty such programmes were run in 32 companies. Ten food companies were interviewed at Director level to establish impact on performance.
Results: Sampling of food safety monitoring controls showed 88% of companies experienced increases in the measurement of food safety controls within their process. The intervention also resulted in a 16% reduction in the number of missed food safety measurements (e.g., CCP at set time intervals). Thirty per cent of companies gained new 3rd party accreditation with 90% of the sample companies indicating that the 4 phase structure employed in embedding food safety practices and behaviour had been critical to improved technical performance. Prior to the introduction of the phased programme, which included the definition of systems / controls, training, Internal Audit (via verification) and validation (reverent), the area for largest non-conformances was found to be in the training phase of the programme. This will be discussed.
Significance: Impacts of the study are wide ranging from behavioural change through a clearer understanding and accountability to commercial advantage gained through 3rd party accreditations. Fifteen companies gained BRC Global Food Standard and sales rose by $60,000,000 as a result of improved technical performance and increased customer confidence.