How to Execute a Product Recall - II

Recall

Recalls are an appropriate alternative method for removing or correcting marketed consumer products, their labeling, and/or promotional literature that violate the laws administered by the relevant country’s legislative body.  Recalls afford equal consumer protection but generally are more efficient and timely than formal administrative or civil actions, especially when the product has been widely distributed.  Manufacturers and/or distributors may initiate a recall at any time to fulfill their responsibility to protect the public health from products that present a risk of injury or gross deception, or are otherwise defective. Firms may also initiate a recall following notification of a problem by regulatory or statuary organization of the specific country or a state agency.

The executing a recall plan is not that easy, if you already read the first part of the How to Execute a Product Recall I, then this is later part of execution plan. Otherwise it is recommended to read the first part of the document before you read this to learn very first basic steps you need to know about it.

3. Isolation of Warehouse Stocks of Recalled Product

Identify and clearly mark stock of recalled products located in your warehouse or other storage facilities. These products should be isolated and segregated from other stock to prevent distribution.

Information should be made available to identify each product affected by the recall such as:

Description;

Style;

Colour;

Brand;

UPC code;

Lot number;

Item number;

Date of manufacture or date of import.

4. Tracking of Distributed Products

A product recall usually involves the following steps, which may differ according to local laws:

The manufacturer or dealer must notify the authorities that responsible for the type of recalled product of the company’s intention to conduct a product recall.

Consumer hotlines or other forms of communication channels must be established. The scope of the recall will provide: which serial numbers or batch numbers etc. are recalled, and is often specified.

Product recall announcements are released on the respective government agency’s website (if applicable), as well as in paid notices in the daily newspapers. In some cases, heightened publicity will result in news television reports advising of the recall.

When a consumer group learns of a recall, it will also establish a notification process to notify the public by various means.

In standard cases, the consumer is advised to return the goods, regardless of condition, to the seller for a full refund or replacement.

Avenues for possible consumer compensation will vary depending on the specific laws governing consumer trade protection and the cause of recall.

A defect could be the result of a manufacturing or production error; or it could result from the design of, or the materials used in, the product. A defect could also occur in a product’s contents, construction, finishing, packaging, warnings, and/or instructions.

Not all products that present a risk of injury are defective.

5. Determination of the consumer Action

“Instruct customers to remove the product from sale immediately. Determine whether the recalled products will be repaired, replaced, or destroyed. Determine whether customers will be instructed to return the recalled products to your warehouse or other location.”

6. Preparation and Distribution of e Recall Notice to Your Customers

The company has to be creative in the event of reaching owners of recalled products and have to motivate them to respond. The following are examples of types of notice that may be appropriate. This list is meant as a guide only, and is not all-inclusive. Companies should check for new and innovative methods of notice and means of communication that become available, such as use of the Internet, the staff encourages their use.

A joint news release from CPSC and the company;

Targeted distribution of the news release;

A dedicated toll-free number and/or fax number and/or email address for consumers to call to respond to the recall notice;

Information on company world wide web sites;

A video news release to complement the written news release;

A national news conference and/or television or radio announcements;

Direct notice to consumers known to have the product -- identified through registration cards, sales records, catalog orders, or other means;

Notices to distributors, dealers, sales representatives, retailers, service personnel, installers, and other persons who may have handled or been involved with the product;

Purchase of mailing lists of populations likely to use the product;

Paid notices via television and/or radio;

Paid notices in national newspapers and/or magazines to reach targeted users of the product;

Paid notices through local or regional media;

Incentives such as money, gifts, premiums, or coupons to encourage consumers to return the product;

Point-of-purchase posters;

Notices in product catalogs, newsletters, and other marketing materials;

Posters for display at locations where users are likely to visit, or retail stores where items are purchased, etc.

The Compliance staff must review and agree upon each communication that a company intends to use in a product recall before publication or distribution. It is, therefore, imperative that companies give compliance staff advance drafts of all notices or other communications for distribution to the media, customers, and consumers.

7. Verification of Effectiveness of the Recall

Follow-up with your customers to be sure that they have:

Received the recall notice;

Removed the products from sale; and

Completed the recall action as specified in the notice.

8. Notification of Consumers

There are many ways to notify consumers, however following are the most generic ways of doing it.

News releases

Recall news releases must include the following:

The name and location of the recalling company

The name of the product

The number of products involved

A description of the hazard

The number of deaths, injuries, and incidents involving the product

Detailed description of the product, including model numbers, colors, sizes, and labeling

A line drawing or photograph of the product

Major retailers and where and when the product was sold

Complete instructions for consumers on how to participate in the recall

Other Forms of Notice

Other sources used to communicate a recall can range from news releases and posters, letters, advertisements, bulletins and newsletters.  Each notice must provide sufficient information and motivation for the reader or listener to identify the product and to take the action requested. They should be written in the appropriate language for the intended audience.

Letters or other communications should be specific and concise.

The words “Important Safety Notice” or “Safety Recall” should appear at the top of each notice and cover letter and should also be on the lower left corner of any mailing envelope.

Notices to retailers and distributors should explain the reason for the recall, including the hazard, and must contain all the instructions needed on how to handle the product inventory, as well as instructions for displaying posters or notices, providing information to consumers, and disposing of returned products.

All letters and other notices to consumers should explain the reason for the recall; including injury or potential injury provide complete instructions on what should be done with the recalled items once collected.

9. Decide What to Do with the Returned Products

All recalled items must be disposed in a way that will ensure that unsafe products do not make their way back into the marketplace. Disposal of products must be carried out in a manner that is in compliance with municipal and provincial waste disposal requirements. If products are repaired or corrected, verify compliance with regulatory requirements before they are redistributed. All repaired or corrected products must be clearly distinguished from the recalled products.

10. Termination of a recall

Termination of the recall may be considered after all reasonable efforts have been made to remove the affected products from commerce, including reconciliation, recall effectiveness, and disposition.

A termination of the recall may be requested by submitting a written request to the regulatory authorities.

Mock Recall

In addition to an annual verification of the recall plan, the company may conduct a mock recall annually or whenever there are significant changes to the plan or personnel. The mock recall must  include the following elements:

Selecting a product which has reached the consumer market.

Tracing the product from the raw ingredient (e.g. source) level to the finished product in the marketplace.

Verifying communications systems (e.g. contact information, test emails and faxes, etc.) to outside contacts.

Modifying the recall plan to correct any problems encountered during the test.

Records of these mock recalls will be documented and filed appropriately.

Reference:

Recall Handbook: http://www.cpsc.gov//PageFiles/106141/8002.pdf

Sample Recall Plan: http://www.cdph.ca.gov/pubsforms/Documents/fdbRIgde23.pdf

Product Recall Guide: https://s0.hfdstatic.com/p/losscontrol/files/private/1287778604098.pdf

Regulatory Procedures Manual: http://www.fda.gov/ICECI/ComplianceManuals/RegulatoryProceduresManual/ucm177304.htm

http://blog.matthews.com.au/index.php/product-recall-withdrawal-7-facts-every-manufacturer-know/

Developing a Product Recall and Withdrawal Program for Your Organization 

How to Execute a Product Recall - I

How to Plan a Product Recall

A company that undertakes a recall should develop a comprehensive plan that reaches throughout the entire distribution chain to consumers who have the product. The company must design each communication to reach affected consumers, motivate people to respond to the recall and take the action requested by the company. No matter how reliable your manufacturing processes are, you need a formal recall plan to ensure your customers’ safety and your brand’s reputation. Many major retailers stipulate that their suppliers must have separate written procedures identifying the difference between a product withdrawal and a product recall and how they both should be handled.

When it comes to recalls, companies are legally required to communicate recall information to state and/or territory government agencies and industry groups. The business is also responsible for ensuring that the public is notified of the recall. It is company’s responsibility to notify the relevant authorities.  In contrast, when a company decides to voluntarily withdraw a product from the market, there are no such legal requirements and withdrawals don’t need to be notified to authorities. That said, the company should still conduct the voluntary recall with the same level of efficiency and care as if it were a mandatory recall.

Once the staff and a company agree on a remedy to correct a product defect, the staff works with the company to put together an effective plan for public notification and implementation of the recall. The information which must be communicated to the general public must be included in the corrective action plan. A plan must include the company's agreement that the relevant authorities will publicize the terms of the plan if necessary to inform the public of the nature of the alleged substantial product hazard and the actions being undertaken to correct that hazard.

The objectives of a recall are:

To locate all defective products as quickly as possible;

To remove defective products from the distribution chain and from the possession of consumers;

To communicate accurate and understandable information in a timely manner to the public about the product defect, the hazard, and the corrective action. Companies should design all informational material to motivate retailers and media to get the word out and consumers to act on the recall.

In determining what forms of notice to use, the paramount consideration should be the level of hazard that the recalled product presents. Class A hazards warrant the highest level of company attention. Other considerations include where and how the product was marketed, its user population, the estimated useful life of the product, and how the product is most likely to be maintained and repaired.

A company conducting a recall must take particular care to coordinate the notice portion of the recall so that all participating parties, including traditional and on- line retailers, have sufficient advance notice so that they can carry out the actions agreed upon. Notice also needs to be balanced—the purpose of some elements, such as news releases, press conferences, and video news releases—is to get the media to publicize information about the recall widely. Other elements, such as advertisements and posters, ensure that the information is available to the public throughout the course of the recall and helps reaching consumers who did not hear the original announcement.

1. The Recall Coordinator

Considering the product recall as a collective effort that generates much bigger effects in customer satisfaction, a company must first identify or designate a company official or employee to serve as the “recall coordinator”. The individual must have full authority to take the necessary steps (including reporting to the Consumer Product Safety Authorities) to initiate and implement all recalls, with the approval and support of the firm’s chief executive officer who should ensure that the steps of the recall are completed by the engagement of entire staff. The recall coordinator may also act as the contact person to relay information to the relevant authorities about the recall. The recall coordinator is responsible for overseeing the complete execution of the product recall by the company and its employees as well as the external parties, who’s engagement is mandatory for carrying out the recall such as buyers or retail sellers.

The recall coordinator should have the following qualifications and duties:

Knowledge of the statutory authority and recall procedures of the any other relevant line authorities as well as ability and authority to function as the central coordinator within the company for receiving and processing all information regarding the safety of the firm’s products. Such information includes, i.e., quality control records, engineering analyses, test results, consumer complaints, warranty returns or claims, lawsuits, and insurance claims. Responsibility for keeping the company’s chief executive officer informed about reporting requirements and all safety problems or potential problems that could lead to product recalls. The person must also have the responsibility for making decisions about initiating product recalls. In addition recall coordinator must have authority to involve appropriate departments and offices of the firm in implementing a product recall and responsibility for serving as the company’s primary liaison person with line authorities.

2. Identify Recalled Products

It is unlikely that any two recall programs will ever be identical. Therefore, company should be prepared to address issues that invariably arise. For instance:

What is the defect that causes the product hazard?

What was the cause of the product defect?

Where are the unsafe products? How many are there?

Did the product fail to comply with government safety regulations? How?

Was the government or the appropriate regulatory body informed about the defect or lack of compliance?

Has the company discontinued production and shipments of affected product(s) to distributors?

Has the company notified retailers to stop selling the product and asked them to help identify consumers who may have purchased the product?

Has the company started reviewing existing databases to identify potential product owners, i.e., product registration and customer service records?

Has a press release been prepared announcing the recall?

What other forms of public notice are needed?

Has a toll-free telephone service been set up that can handle the volume of calls expected after the recall is announced?

What is the company’s estimate of the cost of the product recall campaign?

Is the company prepared to deploy manpower and/or fund efforts necessary to provide replacement or replacement parts for defective products?

Has a plan been developed to ship replacement parts or new units to distributors participating in the product recall, or otherwise repair units in their inventory?

Is the company prepared to monitor the product recall and provide timely reports to the relevant authorities on the progress of the recall?

What steps if any are underway to upgrade the company’s quality control or risk analysis procedures to prevent a similar product recall in the future?

What are the other consequences company has to consider?

The given list represents some administrative and operational functions of a company involved in a product recall. In case of a product recall, a company should be prepared to respond to the questions listed above and any others that may arise.

To be Continued 

Reference:

Recall Handbook: http://www.cpsc.gov//PageFiles/106141/8002.pdf

Sample Recall Plan: http://www.cdph.ca.gov/pubsforms/Documents/fdbRIgde23.pdf

Product Recall Guide: https://s0.hfdstatic.com/p/losscontrol/files/private/1287778604098.pdf

Regulatory Procedures Manual: http://www.fda.gov/ICECI/ComplianceManuals/RegulatoryProceduresManual/ucm177304.htm

http://blog.matthews.com.au/index.php/product-recall-withdrawal-7-facts-every-manufacturer-know/

Developing a Product Recall and Withdrawal Program for Your Organization  

Developing a Product Recall and Withdrawal Program for Your Organization

What is Product Recall & Withdrawal

As a whole, businesses place their best efforts in the design, production, and the selling of a safe product. According to various consumer safety organizations, the possibility of a defective product reaching a customer still exists. If you look at the current product liability climate for manufacturing, distribution and sales environment, a product recall plan is a necessity for all businesses. Today, consumers believe they enjoy safer, better products as a result of a companies’ willingness to conduct a product recall when necessary.  With millions of products being recalled over   the years, consumers no longer view product recalls in a negative light. How well a company conducts a timely, reasonable recall of a product can have a strong influence on consumers’ attitude about the company. Successful product recalls in the past have rewarded companies with continuing consumer support and demand for the products.

A product recall removes products from distribution, sale or consumption that present a significant health or safety threat because of a product defect or contamination. This can either be at trade or consumer level. Recalling food products can happen because of a report or complaint from manufacturers, wholesalers, retailers, government or consumers. It can also occur after the business itself has run internal tests and audits.

A product withdrawal, on the other hand, is where product is removed from the supply chain, but not for health and safety reasons. For example, if something has been labeled with the wrong weight, the manufacturer may want to withdraw it. But if the same product was labeled with the wrong ingredients and allergens, this would then be a recall. Manufacturers sometimes also withdraw products as a precaution, waiting further investigation of a potential public health risk. If that risk is established, the food must be recalled.

For an example, let’s say the unthinkable has happened where you’ve discovered a problem in your manufacturing line that affects a whole batch of products. Worse still, a full supply has already left the plant and hit the store shelves. What now? Is it a “recall” or a “withdrawal”? Does it matter? Yes, it really does and this is why: if you issue a recall notification but it’s actually a product withdrawal, you could find yourself paying out for media notices and other recall costs for no reason. On the other hand, if it’s a recall and you treat it as a withdrawal, the ramifications could extend to legal action. Knowing the difference between a recall and withdrawal means you can handle the situation quickly and correctly, saving you valuable time, money and stress. Here’s a guide we’ve put together on the key differences between a “product recall” and a “product withdrawal” that every manufacturer and brand owner should know.

Thus primary goal of a food recall is to protect public health by removing products from commerce that have been determined to be unsafe. A recall plan can aid in the execution of a recall by apportioning duties, centralizing current contact information, and providing pre-written templates for communications. Key Individuals that will be participating in a company recall should review the recall plan and be familiar with the execution of the plan.

Definitions

Class I Recall – A situation in which there is a reasonable probability that the use of, or exposure to, a violative product will cause serious adverse health consequences or death.

Class II Recall – A situation in which use of, or exposure to, a violative product may cause temporary or medically reversible adverse health consequences or where the probability of serious adverse health consequences is remote.

Class III Recall – A situation in which use of, or exposure to, a violative product is not likely to cause adverse health consequences.

Depth of Recall – The level of product distribution for the recall (consumer, retail, institutional, wholesale).

Distribution List – A product specific distribution list, which identifies accounts of customers or wholesalers, who purchased the recalled product. Requested information includes type of business, account name, addresses, and contact information.

Market Withdrawal – A firm's removal or correction of a distributed product which involves a minor violation that would not be subject to legal action by the regulatory agency or which involves no violation, e.g., normal stock rotation practices, routine equipment adjustments and repairs, etc.

Press Release – A notice that alerts the public (including regulators, retailers, consignees, other distributors, processors, and consumers) that a product presents a serious hazard to health. Not all recalls require a press release; the regulatory agency will advise the firm when a press release is necessary.

Recall – A firm's removal or correction of a marketed product that the regulatory agency considers to be in violation of the laws it administers and against which the agency would initiate legal action, e.g., seizure. Recall does not include a market withdrawal or a stock recovery.

Recall Committee – The group comprised of key staff with the expertise, authority, and responsibility to manage the recall.

Recall Plan – A written contingency plan for use in initiating and implementing a recall in accordance with stipulated law in the concerned country. The Recall Plan should be reviewed annually and revised as necessary when personnel, procedures, processes, suppliers, or as other factors change.

Recall Strategy – A planned specific course of action to be taken in conducting a specific recall, which addresses the depth and scope of recall, need for public warnings, and extent of effectiveness checks for the recall.

Scope of Recall – Defines the amount and kind of product in question.

Stock Recovery – A firm's removal or correction of a product that has not been marketed or that has not left the direct control of the firm, i.e., the product is located on premises owned by, or under the control of, the firm and no portion of the lot has been released for sale or use.

Preparing For a Product Recall

It is rare that any two recall programs will ever be identical. Therefore, companies should be prepared to address issues that invariably arise. For instance:

What is the defect that causes the product hazard?

What caused the product defect to occur in the first place?

Where are the unsafe products? How many are there?

Did the product fail to comply with government safety regulations? How?

Was the government or the appropriate regulatory body informed about the defect or lack of compliance has the company discontinued production and shipments of these products to distributors?

Has the company notified retailers to stop selling the product and asked them to help identify consumers who own the product?

Has the company started reviewing existing databases to identify potential product owners, e.g., product registration and customer service records?

Has a press release been prepared announcing the recall? What other forms of public notice are needed? Is the firm utilizing social media and digital and mobile communication platforms to get its message out?  If so, how will it do so? If not, why not?

Has a toll-free telephone service been set up that will be able to handle the number of calls expected after the recall is announced?

Has the firm’s website been modified to announce the recall and accept email requests to participate?

What is the company's estimate of the cost of the product recall campaign?

Is the company prepared to deploy manpower and/or fund an effort to provide replacement parts for defective products or to exchange them for new products that do not have the problem?

Has a plan been developed to ship replacement parts or new units to distributors participating in the product recall, or otherwise repair units in their inventory?

Has a plan been developed regarding the disposition of returned product?

How will the product be reworked, broken down for reclamation of critical components, or destroyed? Are procedures in-place to ensure proper control and tracking of all defective materials returned in the recall?

Is the company prepared to monitor the product recall and provide timely reports to the Commission on the progress of the recall?

How is the company upgrading its quality control or risk analysis procedures to prevent a similar product recall in the future?

This list addresses administrative and operational functions of a company involved in a product recall. Even if a product recall is merely potential, a company should be prepared to respond to the questions listed above.

When it comes to recalls, companies are legally required to communicate recall information to state and territory government agencies and industry groups. The business is also responsible for ensuring that the public is notified of the recall. 

To be continued 

Reference:

Recall Handbook: http://www.cpsc.gov//PageFiles/106141/8002.pdf

Sample Recall Plan: http://www.cdph.ca.gov/pubsforms/Documents/fdbRIgde23.pdf

Product Recall Guide: https://s0.hfdstatic.com/p/losscontrol/files/private/1287778604098.pdf

Regulatory Procedures Manual: http://www.fda.gov/ICECI/ComplianceManuals/RegulatoryProceduresManual/ucm177304.htm

http://blog.matthews.com.au/index.php/product-recall-withdrawal-7-facts-every-manufacturer-know/

Communication in the Context of Food Safety

What is Communication?

Communication is simply the act of transferring information from one place to another. In the realm of biology in general, communication often occurs through visual, auditory, or biochemical means. Human communication is unique for its extensive use of language. Non-human communication is studied in the field of bio-semiotics. Although this is a simple definition, when we think about how we may communicate the subject becomes a lot more complex. There are various categories of communication and more than one may occur at any time.

The process of interpersonal communication cannot be regarded as a phenomenon which simply 'happens', but should be seen as a process which involves participants negotiating their role in this process, whether consciously or unconsciously. Senders and receivers are of course vital in communication. In face-to-face communication the roles of the sender and receiver are not distinct as both parties communicate with each other, even if in very subtle ways such as through eye-contact (or lack of) and general body language. There are many other subtle ways that we communicate (perhaps even unintentionally) with others, for example the tone of our voice can give clues to our mood or emotional state, whilst hand signals or gestures can add to a spoken message. In written communication the sender and receiver are more distinct. Until recent times, relatively few writers and publishers were very powerful when it came to communicating the written word. Today we can all write and publish our ideas on the Internet, which has led to an explosion of information and communication possibilities.

What is Workplace Communication?

The provision and passing of information and instructions which enable a company or any other employing organization to function efficiently and effectively and employees to be properly informed about developments. It covers information of all kinds which can be provided, the channels along which it passes; and the means of passing it.

Why Good Workplace Communications are Important?

It is a two-way process between people at all levels, within all functions and disciplines which takes place upwards, downwards and sideways and ensures efficiency and success. Managers have a responsibility to communicate which creates trust; especially when employees are involved in developing systems and procedures. The communication facilitates job satisfaction and it is vital in employee relations/industrial relations consultation, information exchange, negotiation etc., which reduces misunderstandings. It involves people – staff wants to know what is happening and why? The way their jobs can contribute to organizational prosperity and effectiveness with the future prospects of the organization. On the other hand, there are legal obligations in organizations with union recognition

where employees are able to contribute.

Who is Responsible for Communications?

It involves everyone, but management is primarily responsible who should ensure a positive lead from the ‘top’, where policy is put into practice and that practice is properly maintained. The top management is responsible for policy and practices are regularly reviewed while that adequate facilities and opportunities exist. It must ensure that adequate feedback is obtained, where chain of communication is clearly understood by those involved and to keep the chain as short as possible;

The larger the organization, the more likely specialize functions. e.g. personnel, as well as line managers, will take an active interest in employee communications – possibly involving direct responsibility. The principal links would be line managers/supervisors/team leaders  depending  upon  the structure of organization.

What Should be Communicated?

There are lots of information to be communicated, however information on conditions of employment, written statements, especially disciplinary procedures as well as grievance procedures and itemized pay statements are more important. In addition arrangements of employee representation, information about the job, operating and technical instructions and job descriptions are vital for the employees since it give lots of insight to the job functions. On the other hand, company must provide health and safety information, general information about workplace and background information about organization information with work objectives and performance targets expected. Information about the organization also play a vital role while mission, objectives, policies etc., provides clear cut idea of what is been targeted. Company’s past and present performance and progress with future plans and prospects, (e.g. financial performance, state of the market, investment, sales, profit and loss, assets and liabilities.) can have a big impact on the outsiders as well as insider’s minds with positive attitudes. 

The Process of Workplace Communications

Effective workplace communications must be clear, concise and easily understood presented objectively in a manageable form to avoid rejection while it must be regular and systematic as relevant, local and timely as possible. It must be open to questions being asked and answered

Methods of Communication:

Face-to-face:

Group meetings,

Cascade networks,

Large-scale meetings,

Inter-departmental meetings,

Conferences and seminar,

Audio-visual aids

Team briefings

The written message

Employee handbooks,

Employee reports,

House journals and newsletter,

Bulletins,

Notices,

Individual letters to employees

How to Maintain Effective Communications

Monitor,

Review,

Communicators know their roles,

Appropriate information available,

Information reaches all who need or want it,

Information not unnecessarily restricted,

Communication bringing desired benefits,

Practice matches policy;

Which will depend upon;

Appropriate training,

The extent of employee co-operation,

The quality of management decision-making,

The level of involvement by senior managers,

The employee relations climate.

Communication is one of the key skills for the competent manager. A commonly agreed definition of management is ‘achieving results through people’. In order to do this we need to practice the whole range of management competences and fulfill a variety of roles. These are all predicated on our ability to communicate with our colleagues at work (and sometimes with ourselves).

If we examine the management sequence– it becomes clear that communicating is involved at every stage of the process.    It is therefore a critical component of almost every management skill. In this sense it can also be defined as a dimension of personal effectiveness. ranging,  from  the  ‘grapevine’  heavily  laden  with  rumour,  to  formalized  systems  such  as  joint consultative committees (JCCs) or works councils. They can operate at the localized level of the shop floor or office between supervisor and staff and the staff themselves, or at a distance by means of representatives such as union officials or messages from the boardroom or the chief executive to various branches or subsidiaries of large and complex organizations. They can be one-way or two- way, top-down or down-up as well as across the organization.

Communications can operate at a personal level and informal level as well as through formal channels such as those cited above. Thus the following examples can equally be categorized as organizational communications and can contribute as much to the efficiency or inefficiency of the organization.

Communication for Food Safety Programs

External Communication

To ensure sufficient information concerning food safety aspects is available the organization who shall establish channels of communication with

Suppliers, vendors and contractors

Customers

Food authorities

Relevant organizations and other interested parties.

The communication shall provide adequate data and information of food safety aspects among all stakeholders participating in the food chain, where necessary to ensure food safety. Adequate records shall be maintained all requirements from customers or regulatory authorities shall be recorded. Only appointed personnel shall communicate information concerning food safety externally.

Internal Communication

The organization shall establish channels of communication to ensure sufficient internal information concern food safety aspects to and from employees with jobs and tasks affecting food safety. Procedures shall ensure that the food safety team is informed in a timely manner of changes in

Procedures of new products

Raw materials and/or products/services

Production systems/equipment

Production premises, location of equipment, surrounding environment

Cleaning and dis-infection programmes;

Packaging storage and distribution systems;

Personnel qualification level and/or allocation of responsibilities;

Anticipated consumer usage and consumer groups

Regulatory requirements;

Customer, sector and other requirements which the organization has undertaken to observe;

Relevant enquiries from external interested parties

Complaints indicating health hazards associated with the product;

Other conditions which have an impact on food safety.

The food safety team shall ensure that has information included in the updating of the food safety management system.

A good communication system includes both internal and external lines of communication. It is important that employees and those outside the company (such as investors, customers, suppliers, shareholders, the authorities and the general public) are aware of the organization’s commitment to sound food safety management.

A positive communication process improves the organization’s image, facilitates future business relationships, increases employee satisfaction and pride in working for the company and encourages public understanding and acceptance of the company’s efforts to improve its performance.

Since employees are often an excellent source of information and ideas, create ways for staff to communicate their ideas. Keep in mind that external help is also available from sources such as consultants and other companies.  Communicate progress as it is made.  A good internal and external communication system helps build trust and gain support.

Barriers to Effective Communication

Lack of preparation

Lack of clarity

Lack of openness

Assumptions

Premature evaluation

Differing cultures and backgrounds