The coronavirus pandemic came has a huge surprise for many, but it really should not have. Public health experts have been sounding the alarm for years. Now that we have been living and working for more than a year in the pandemic, what have we learned and how do we best move forward? By Judi Lazaro, Global Director, Food Safety, AIB International To better understand the impacts of the resulting COVID-19 disease on the food industry and the outlook on what is next, we surveyed 325 food and beverage executives globally and interviewed an additional 16 about what COVID-19 has cost their companies and how they are preparing for the next pandemic. What we found is startling – 30% of food industry executives think we will see another pandemic in the next four years, while half say they still feel unprepared for the next pandemic. This demonstrates not only the importance of current COVID-19 protocols, but also the need to critically examine their pandemic preparedness plans for the future. Following, we will examine the food and beverage industry’s readiness for COVID-19, how COVID-19 impacted their companies and how they reacted. Finally, we will look at how food and beverage executives are planning for the future. The Food & Beverage Industry Was Not Prepared for COVID-19 The majority of companies (61%) say they were not adequately prepared for the current pandemic. While most had plans in place prior to COVID-19 (63%), a third of them said these plans did not adequately address COVID-19 and its effects. Thirty-eight percent said they did not have pandemic preparedness plans at all prior to the pandemic. You can read the rest of this article in the May-June Issue of European Baker & Biscuit magazine, which you can access by clicking here.

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Read more at RefrigeratedandFrozenFood.com Demographic changes and consumer behavior are driving increased demand for refrigerated and frozen foods. Even the pandemic has had an influence on their consumption. As many restaurants have closed or reduced their seating, more shoppers are reaching for frozen pizza, ice cream and other foods they can enjoy at home. This makes it increasingly important to ensure not only the safety of the food being produced, but also its packaging. Almost every refrigerated or frozen food product must be stored, transported, and sold with suitable packaging. For manufacturers and retailers, that packaging must enable damage-free transport, ensure stability, be easy to stack, and be lightweight to keep transportation costs low. For consumers, packaging must be easy to handle and practical, be environmentally friendly, protect the food from damage, and must not release harmful substances into the food. The right packaging also makes these products easier to promote, merchandise, and for consumers to select. These diverse demands require a variety of different packaging materials. Typical materials can include plastic, glass, paper, and cardboard, as well as natural materials like cork, jute or cotton, and aluminum or tinplate. Many solutions even call for varied combinations of these and other materials. Walking the grocery aisles, consumers can choose from a wide range of packaging material that includes menu trays, PE bags, steamer bags for vegetables, traditional waxed cardboard packages, and cans for beverages. But too often, the importance of packaging in regard to its food safety benefits can be an afterthought. Food packaging material must be appropriate to the extraordinarily high sensitivity of prepared foods, as these foods can be exposed to numerous opportunities for spoilage from the time they are packaged until they are prepared by a consumer. Packaging material keeps harmful environmental influences such as light, oxygen and moisture away from the product, while reducing potential contamination and damage. This reduces the spoilage caused by microorganisms, as well as flavor changes and vitamin loss. Packaging also limits foreign odors and helps maintain freshness for an extended period. In addition, packaging communicates important information to the consumer, including allergen statements, ingredients and nutritional facts, and the best by date. In this way, packaging helps ensure the quality and safety of food products. For refrigerated and frozen foods, temperature requirements and humidity can prompt additional challenges. In many cases, the packaging material must withstand not only cold temperatures, but also the microwave oven that allows for fast and convenient preparation. This presents yet another food safety consideration, as heating food in the package can lead to migration from the packaging material into the food. To ensure food safety in these conditions, the demands on packaging are even higher. Because food packaging materials are also food contact materials, they must be inert, which means that no substances that would impair food safety may be transferred from them to the food. Accordingly, these materials must be manufactured in accordance with what are known as "good manufacturing practices," or GMPs. As a result, their production must be carried out within the framework of documented quality assurance systems and according to defined specifications, which are commonly referred to as certification standards. Depending on a variety of factors, including the country of destination of the food being packed, and often the demands of the retailer, these standards can be very diverse. Choosing the right standard and audit scheme for the operation can help ensure that food safety and quality programs meet internationally recognized requirements, which in turn increases the chances of doing business within the food industry. When assessing the different standards to help prove that the implemented quality management system is sound and strong, it makes sense to choose one of the GFSI benchmarked schemes. It is important to emphasize that only those programs with an on-site component are currently benchmarked. The four programs in place are IFS PacSecure, BRCGS, SQF, and FSSC 22000. Both IFS and BRCGS under the accreditation of ISO 17065 have a strong focus on quality, food safety, and legality. The SQF code also under ISO 17065 has three certification levels. Level 1 is entry level and for low-risk products only. Level 2 is GFSI benchmarked, focused on food safety and is the most often used SQF Level, while Level 3 also incorporates quality. FSSC 22000 targets primarily food safety and legal compliance. Out of the four, FSSC 22000 is the only standard under the management systems’ accreditation without a graded result. IFS PacSecure and BRCGS do have a straight-forward one step certification process in place, while SQF and FSSC 22000 each require a two-stage audit process. The importance of packaging for refrigerated and frozen foods cannot be overlooked. The standard that best suits the needs of the packaging manufacturer largely depends on the customer they are supplying to and the challenge the company is willing to take on. By selecting the right audit scheme for the operation, manufacturers can help ensure the safety and quality of the product and its packaging through its demanding journey.

Read more at BakingBusiness.com Training employees in any food manufacturing operation is challenging. There is not only a moral responsibility to produce safe food but also a legal responsibility in complying with the current GMPs. Specific sections of the Food Safety Modernization Act going into effect as recently as 2020, coupled with challenges associated with the pandemic have also created difficulties in staffing enough trained personnel to work all scheduled shifts. If employees are not following proper food safety protocols and regulations, even a small bakery could have an impact on thousands of consumers. Effective training of both full-time and temporary staff is necessary and can be accomplished in several different ways to help avoid food safety issues. Some facilities start each shift with a brief training session, focusing on key best practices or opportunities for improvement. Training that addresses not only “how” to do something but also “why” can be particularly effective. There are also several cost-effective online courses that guide entry-level, temporary and even seasoned full-time employees through essential food safety practices. Reminders should then be reinforced throughout shifts by line leaders and can also be posted in key locations such as breakrooms and restrooms. While they are being trained, temporary employees should be utilized in areas that may not have as much of an impact on food safety. They can also be supervised and closely monitored by full-time employees who provide guidance in situations that may pose a food safety risk. The Food & Drug Administration does not separate findings or violations depending on whether employees are full-time or temporary. Thus, it is the responsibility of the company to ensure all employees working with food products are trained so thatthose foods are prepared, packaged and handled in a manner that does not put consumers at risk.

Read more at FoodProcessing.com Half of food company executives say they feel unprepared for the next pandemic – which 30% say will happen within the next four years, according to a survey from AIB International. The poll of 325 North American food industry executives showed that 61% of respondents say they were not adequately prepared for COVID-19, even though 63% said they had a pandemic plan in place. Of those, one-third said their plans proved inadequate. As for effects of the pandemic, 62% of companies experienced increases in operating costs, which averaged 11%. One in three companies experienced a decrease in revenue, averaging 27%. The biggest reason for the increased operating costs was having to spend on personal protective equipment and changes to the work environment, cited by about three-quarters of respondents. Other major expenses were sanitation, employee training and supply chain sourcing. Employee absenteeism was the top problem of the pandemic, cited by half of respondents. A little less than half cited canceled or reduced orders. Perhaps most surprising is that 30% of executives said they expect another pandemic in the next four years, and 50%, in the next 10. “For companies that had preparedness plans in place before COVID-19 struck, almost all said they had revised their plans due to this pandemic,” the report says.  

Read more at FoodManufacturing.com The COVID-19 pandemic has been especially disruptive to the food & beverage industry, causing impacts that range from shutting down meat factories last spring to major consumer demand swings that caused shortages of certain products and oversupply of others. This has also resulted in higher operating costs for many suppliers and has many of them reasoning their preparedness for the next pandemic, even as we’re still making our way through the current one. This was evidenced by a new AIB International study of 325 senior level North American executives at leading food and beverage manufacturing companies, retailers, distributors and other supply chain partners. The survey’s findings were led by the stat that 30 percent of executives expect another global pandemic within the next four years, with 50 percent expecting one in the next decade. Meanwhile, 78 percent of them said they are actively preparing for the next global pandemic. Other key findings from AIB’s study included: 61 percent of executives said their company didn’t have an adequate plan in place to deal with the COVID-19 pandemic when it began Respondents from companies with revenue of less than 250 million dollars felt less prepared than larger companies for COVID-19. 76 percent of companies with annual revenue of at least $1 billion reported an increase in operating costs, compared to 62 percent of companies overall. 19 percent of companies have seen an increase in operating costs and a decrease in revenue during the COVID-19 pandemic, while another 43 percent have seen increased operating costs but no revenue decline. Leadership from companies with higher annual revenues and those in food processing/manufacturing were more likely to believe another global pandemic will happen within the next four years. The survey findings illustrate the level of pandemic unpreparedness felt throughout the food & beverage industry. But one would think that as these companies make their way through the remainder of COVID-19, they’ll continue to make action plans for a future pandemic. Because history has shown that it’s not a matter of if another pandemic will occur, but a matter of when.

Read more at QualityAssuranceMag.com This week, AIB International released some figures from a study, revealing food and beverage industry sentiment on COVID-19 impacts and an outlook on future pandemic preparedness. The data is interesting to say the least. According to the study, 78% of food and beverage executives say they are actively preparing for a future global pandemic, with 30% expecting another one within the next four years and 50% expecting one within the next decade. The study surveyed 325 senior-level North American executives at leading food and beverage manufacturing companies, retailers, distributors and other supply chain partners. We caught up with Steve Robert, global vice president, sales, marketing and product innovation at AIB International, to talk about the findings and some practical takeaways for the food industry. Quality Assurance & Food Safety magazine: The 30% and 50% numbers really leap out at you. What do you think is behind those figures? Steve Robert: Maybe the 30% of those folks expecting one in the next four years have some pretty compelling reasons to believe what they do. Maybe it’s the lack of preparedness they endured. Maybe it’s the haunting memories of having to not sleep for months on end and trying to get ready and get their organization teed up with supplies and the things that they need to keep their businesses operating and keep their employees safe. I think those are some of the natural things that kind of surfaced from my perspective. QA: What are some ways these folks can prepare for a future pandemic if and when it happens? SR: It’s especially important that facilities not just rely on the corporate office but look at their own operations because corporate will typically give a framework but not specifics at the plant level. When the pandemic hit, there were emails, internal meetings, phone calls. There was a plethora of information kind of going back and forth, but many didn’t have a central repository, and people really had to reference back to these prior communications rather than have access to a well-documented and cohesive plan. The plant level kind of abandoning their own protocols and really kind of focusing on that corporate communication isn’t what you want. You want those two to kind of work in harmony. The bottom line is prioritizing employee health and well-being to help keep the supply chain moving while ensuring food safety. It’s just that simple. QA: In the study, companies with revenue of less than $250 million said they felt less prepared than larger companies for the COVID-19 pandemic. Why might that be? SR: The bottom line is companies of all sizes can adequately prepare. It’s really all about the commitment of the team to make it happen. Make sure that there’s alignment, that you’re not working in silos — the team is leaning in together to drive a cohesive plan. I don’t think there’s anything preventing us from doing our very best. It’s really all about the commitment and making sure you have the resources to execute against it. QA: What are some of the lessons learned from all of this? SR: The majority were not prepared. We had a plethora of customers and non-customers coming to us for guidance. The crisis plans for many of the companies in the food and beverage supply chain were really specific to food safety — how to shut down the line, how to initiate a recall. And occupational safety was considered, but a pandemic wasn’t on their radar. That’s a huge issue. It just needs to be a singular, cohesive approach that folks can all access. QA: What statistic really jumped out at you? SR: For me, that 30% percent of [those surveyed expected a pandemic in four years], that was very, very powerful and is the one that resonates with me the most. QA: AIB is doing a webinar May 12 to share more of the findings of the study. What all will be covered? SR: We’ll be going through the findings of the research that we did, and it’s really kind of covering the details and going a little bit deeper into those stats. We’re going to have Anne Coulter, managing director, Research Strategy Group, and her team, who led the research, really come through and provide the details on the questions asked and the associated responses to give a better perspective of what the industry truly faced when the pandemic hit and what people are thinking about as they prepare for future situations.

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Read more at BakingBusiness.com By Jesse Leal, Food Safety Professional Pro Tip: Detailed training, reminders and team meetings can keep GMPs top of mind for employees. Although all GMPs in food manufacturing facilities are important, there are a few that everyone should understand. Some of the most frequent and basic issues noted during inspections and investigations are violations outlined in section CFR 117.10 – Personnel practices This includes handwashing, which is even practiced by everyone at home every day. It also includes the use of hair and facial coverings, removing unsecured jewelry, confining the use of tobacco products and eating and drinking to designated areas, maintaining personal cleanliness, and even the proper use and control of gloves. When asked to give examples of GMPs, most employees will usually select one of these key practices, demonstrating an understanding of their direct impact on food safety. It may also be an indication that they do not understand or are not familiar with the many other GMPs that are also important. Other violations are often found in section CFR 117.35 – Sanitary operations. This includes pest control, which was the leading regulatory issue noted from 2006-17. Additional regulatory findings are often found in section CFR 117.40 – Equipment and utensils, which details the conditions and maintenance of the equipment and utensils used in the facility. There are numerous ways to manage these and other GMPs. First, detailed training when onboarding new employees will ensure they start with an understanding of both how to apply these practices and why they’re so important. Reminders of key food safety practices should then be posted in areas where employees will see them, such as entry ways, breakrooms and near the time clock. Brief team meetings before starting each day’s production can also serve as an opportunity to address issues noted during an inspection and provide training. Taking such an ongoing approach will help make sure your team doesn’t develop bad habits.  

Read more at ProvisionerOnline.com AIB International, a global leader in food safety and quality, today announced Dan Martin as President and CEO, starting April 1. He succeeds Andre Biane, who has led the company for the past eight years and announced in 2020 his plan to retire. Martin is a food and beverage industry veteran who launched his own consulting practice in 2020, working with numerous food and beverage companies to drive profitable topline growth. Prior to that, Martin was CEO of Twinings North America for 15 years, leading them to become the fastest growing tea company in North America. His career began in 1988 with Kraft Foods, where he held numerous positions of increasing responsibility in the sales and marketing organizations. He also then held various leadership roles at Eight O’Clock Coffee and Green Mountain Coffee Roasters. “Following decades of experience with CPG companies and also then consulting with several companies, I am particularly excited to now join AIB International. The company is well-positioned for growth and continued leadership in the industry,” said Martin. “I look forward to drawing on my experience to support the team in its quest to help the global food and beverage industry continually improve food safety and quality programs.” “The culmination of a thorough global search, the Board and I are proud to name Dan as the next President and CEO of AIB International. Dan is a seasoned professional with a wealth of global CPG and industry leadership experience, making him the right person to lead the company forward,” said Brad Allen, Chair of AIB’s Board of Trustees. “We believe Dan will help maximize the company’s potential and accelerate its future growth, broadly benefitting the food and beverage supply chain.” “It has been a tremendous honor to lead AIB International for the past eight years and I am incredibly proud of everything we have accomplished,” said Biane. “The Board and I are confident that Dan will continue to build upon the momentum we have started and develop new opportunities globally. Our customers around world should continue to expect exceptional quality of service and attention from AIB International.”

Read more at QualityAssuranceMag.com Yeast manufacturer Lesaffre’s North American corporate office in Milwaukee, Wis., is the first location in the world to achieve certification to AIB International’s new Pandemic Prepared Certification for Corporate Offices. Achieving this certification, according to AIB, demonstrates that Lesaffre has prioritized employee health, well-being, and safety, which will build employee confidence and support for their return to working in the office. Based on the Pandemic Prepared Certification for Food and Beverage Supply Chains that AIB launched in July 2020, this new certification is rooted in a standard developed with input from the latest COVID-19 information and industry best practices. As employers prepare to welcome employees back to in-person work in office settings, this independent certification requires that protocols are established to recognize and mitigate COVID-19 risks in these workplaces. “At Lesaffre, there is no higher priority than safety. Taking on this demanding certification demonstrates our commitment to the health and safety of our employees, and our business partners. Through AIB International and their Pandemic Prepared Certification for Corporate Offices standard, we are proud to take a leadership role in this area,” said Tom Benner, president and CEO, Lesaffre. “By achieving this certification, our employees will know that we have elevated critical planning for workplace safety to a best-in-class standard. We believe this will help build their confidence for returning to in-person work, and then help maintain morale once they have returned.” According to a survey conducted by the Pew Research Center, 64% of workers would feel uncomfortable returning to the office. For those who work from home even though their workplace is available to them, 57% express concern over being exposed to the coronavirus as a major reason for this. After spending the past year working from the comfort and safety of a remote location, it is clear that employees expect a fundamentally safer work experience than the one they left. “Before opening their doors to in-person work, employers should first prove they are prioritizing the health and well-being of their employees by putting a plan in place that mitigates COVID-19 risks at the office,” said Steve Robert, global vice president, sales/marketing and product innovation, AIB International. “By establishing and maintaining the best practices found in the Pandemic Prepared Certification for Corporate Offices, Lesaffre has successfully demonstrated that they are reducing risks associated with COVID-19. This will create the conditions for their employees to feel safe and empower them to return to in-person work with confidence.” Requirements in the Corporate Offices standard address specific challenges unique to office settings. This includes the top five concerns employees have expressed about returning to the workplace, including ensuring people entering the office are not sick; maintaining social distancing; adequate and frequent cleaning and sanitation; plans and protocols on quarantining employees if they start to show symptoms; clear employee communication.

AIB International Debuts Pandemic Prepared Certification for Corporate Offices Lesaffre’s Milwaukee Office is First to Achieve Certification by Prioritizing Employee Health, Well-Being Contact: Mark Crouser, mcrouser@aibinternational.com, (816) 582-8839 (Download release: AIB International Lesaffre Achieves Certification To Pandemic Preparedness For Corporate Offices FINAL) Manhattan, Kan. (March 30, 2021) – Lesaffre’s North American Corporate Office in Milwaukee, Wis. is the first location in the world to achieve certification to AIB International’s new Pandemic Prepared Certification for Corporate Offices. Achieving this certification demonstrates that Lesaffre has prioritized employee health, well-being, and safety, which will build employee confidence and support for their return to working in the office. Based on the Pandemic Prepared Certification for Food and Beverage Supply Chains that was launched in July 2020, this new certification is rooted in a clear, actionable, and rigorous standard developed with input from the latest COVID-19 information and industry best practices. As employers prepare to welcome employees back to in-person work in office settings, this independent certification requires that protocols are established to recognize and mitigate COVID-19 risks in these workplaces. “At Lesaffre, there is no higher priority than safety. Taking on this demanding certification demonstrates our commitment to the health and safety of our employees, and our business partners. Through AIB International and their Pandemic Prepared Certification for Corporate Offices standard, we are proud to take a leadership role in this area,” said Tom Benner, President & CEO, Lesaffre. “By achieving this certification, our employees will know that we have elevated critical planning for workplace safety to a best-in-class standard. We believe this will help build their confidence for returning to in-person work, and then help maintain morale once they have returned.” According to a survey conducted by the Pew Research Center, 64 percent of workers would feel uncomfortable returning to the office. For those who work from home even though their workplace is available to them, 57 percent express concern over being exposed to the coronavirus as a major reason for this. After spending the past year working from the comfort and safety of a remote location, it is clear that employees expect a fundamentally safer work experience than the one they left. “Before opening their doors to in-person work, employers should first prove they are prioritizing the health and well-being of their employees by putting a plan in place that mitigates COVID-19 risks at the office,” said Steve Robert, Global Vice-President, Sales/Marketing and Product Innovation, AIB International. “By establishing and maintaining the best practices found in the Pandemic Prepared Certification for Corporate Offices, Lesaffre has successfully demonstrated that they are reducing risks associated with COVID-19. This will create the conditions for their employees to feel safe and empower them to return to in-person work with confidence.” Requirements in the Corporate Offices standard address specific challenges unique to office settings. This includes the top five concerns employees have expressed about returning to the workplace, including Ensuring people entering the office are not sick; Maintaining social distancing; Adequate and frequent cleaning and sanitation; Plans and protocols on quarantining employees if they start to show symptoms; and, Clear employee communication. # # # About Lesaffre® Yeast Corporation and Red Star® Yeast Company Lesaffre Yeast Corporation and Red Star Yeast company are both part of the Lesaffre Group. As a global key player in yeasts and fermentation, Lesaffre designs, manufactures and markets innovative solutions for Baking, Food taste & pleasure, Health care and Biotechnology. With a turnover of 2 billion euros, Lesaffre employs 10,000 people in 78 subsidiaries based in 50 countries. About AIB International For more than 100 years, AIB International has partnered with our clients to bring the enjoyment of safe, high-quality food to consumers everywhere. Through customized Training, Inspections & Consulting, Regulatory assistance and Certification services, our global team of food safety and quality professionals has grown to service more than 120 countries and is committed to helping food and beverage supply chain companies to apply the highest standards of integrity. Visit www.aibinternational.com for more information.

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Read more at ProduceProcessing.net By Chuck Mead, Food Safety Professional, AIB International Many good horror stories end with some version of “…and they disappeared without a trace.” Coincidentally, disappearing without a trace is a different kind of scary in the produce industry. That is because recalls in the U.S. are increasing at a rate of approximately 10% annually. There is real danger in not having a plan for the traceability of ingredients, which will help foster an effective recall program, a crucial component of food safety. A plan can help keep consumers safe, strengthen customer relationships and maintain the reputation of the business. Traceability is the ability to follow (trace) an ingredient, packaging material, processing aid or finished product from harvest or receiving, through production and to the first delivery point away from the facility. Recall is the ability to get that item or material back or put it on hold until it can be retrieved and or dispositioned. Having a traceability and recall plan is a necessity that supports the growing complexity of the supply chain, better detection of food safety issues, and more efficient mandated reporting by manufacturers and processors. It is also a regulatory requirement in a food safety plan and should include management’s strategy to take quick and effective action when experiencing a recall. Importance of a traceability plan Processors track their products through all stages of harvest, packaging of field-packed produce, production, processing, distribution and retail. They use recorded information to store and share information about specific fields, harvest crews, ingredients, packaging and other raw materials. Even though a facility or grower may have a traceability program in place, the difficulty is often in ensuring such a program is effective. Employees may not understand the reason for a traceability system, mistakenly believing the procedures are meticulous and burdensome, and that the information is needed only when a problem occurs. An effective traceability plan should define the team’s actions through four stages: Identification: The ability to track and trace a product through the entire process and supply chain with a lot or ID number; Recording: This number is recorded throughout the life of the product, including each time it is received, transferred, utilized as an ingredient and as a finished product; Establishing links: The lot numbers are the thread that ties the food material to all phases of its life, from seed to store, butcher to barbecue, plant to package; and, Communication: Food processors can then map the material through the supply chain and use that information to find it at any given point in the process. Define the recall plan It is also a requirement to have documented procedures and defined responsibilities for carrying out a recall due to the multi-faceted nature of the process. As a first step, it is important to have an established HACCP, Food Safety, Recall or Crisis Management team that should include company management, outside consultants and legal representatives. It will be their decision whether to initiate either a market withdrawal or the recall process. Though this differs by country, in the U.S., the FDA shall be notified in accordance with the Reportable Food Registry program. The FDA can force a recall if they feel the processor is not acting in the best interest of the public. Notification to all entities that may have product in their possession is key to performing a successful recall. Customer/contact lists must be continually updated, so the right personnel can be promptly notified. Once quarantine of the product has been communicated, obtain the quantities of product in storage for each individual consignee. Arrangements for the return or verified destruction of product should be completed in a timely manner. The quantities of product will be verified once again for reporting to regulators, while also calculating effectiveness of the recall. Depending on the type of hazard and class of recall, product may be dispositioned. If the product were contaminated with a pathogen or undeclared allergen, the likely disposition would be destruction. However, in some cases the product could be reprocessed if the hazard could be effectively removed and the product would be rendered safe to consume. All of this must be documented and completed by the Recall or Crisis Management team. Evaluate the plans Once traceability and recall plans are written, the team’s preparedness should also undergo an unbiased and comprehensive review. This process will assess traceability and recall exercises in practice, evaluating each aspect of the plans, while determining whether employees are challenging themselves and taking any necessary corrective actions. This allows for a real-time trace and recall exercise, providing a deep dive into the site’s performance and team-member expertise. Throughout the process, the team’s ability to execute will be evaluated, including keeping track of the time it takes to perform the collection and communication of information at each step. This will confirm the effectiveness of the plan and team, while identifying gaps in their application and execution. Any resulting corrective actions will help support more effective future performance. The success of these plans is largely dependent upon the knowledge and skills of those executing on it. For this reason, the selection and training of the traceability and recall team members is a critical activity in their development and execution. It may be best to first identify the activities that must be covered throughout the process before identifying team members, which may help dictate responsibilities for those activities. Further, education and ongoing training is paramount, ensuring the team’s preparation. While detailed planning and execution is involved in each of the necessary steps, when the ingredients or finished products processors are responsible for are traceable and can be recalled, dangerous problems can be caught and quickly mitigated, possibly saving lives in the process. Will these plans ever be needed? Hopefully, not. But when they are, it is a high-stakes situation with critical consequences. And by having written and tested traceability and recall plans, processors will be able to leave any surprises to books and movies.  

AIB International Announces Dan Martin as New President and CEO Martin’s Selection Follows Andre Biane’s 2020 Retirement Announcement Contact: Mark Crouser, mcrouser@aibinternational.com, (816) 582-8839 (Download release: AIB International Announces Dan Martin As New Pres And CEO FINAL) Manhattan, Kan. (March 23, 2021) – AIB International, a global leader in food safety and quality, today announced Dan Martin as President and CEO, starting April 1. He succeeds Andre Biane, who has led the company for the past eight years and announced in 2020 his plan to retire. Martin is a food and beverage industry veteran who launched his own consulting practice in 2020, working with numerous food and beverage companies to drive profitable topline growth. Prior to that, Martin was CEO of Twinings North America for 15 years, leading them to become the fastest growing tea company in North America. His career began in 1988 with Kraft Foods, where he held numerous positions of increasing responsibility in the sales and marketing organizations. He also then held various leadership roles at Eight O’Clock Coffee and Green Mountain Coffee Roasters. “Following decades of experience with CPG companies and also then consulting with several companies, I am particularly excited to now join AIB International. The company is well-positioned for growth and continued leadership in the industry,” said Martin. “I look forward to drawing on my experience to support the team in its quest to help the global food and beverage industry continually improve food safety and quality programs.” “The culmination of a thorough global search, the Board and I are proud to name Dan as the next President and CEO of AIB International. Dan is a seasoned professional with a wealth of global CPG and industry leadership experience, making him the right person to lead the company forward,” said Brad Allen, Chair of AIB’s Board of Trustees. “We believe Dan will help maximize the company’s potential and accelerate its future growth, broadly benefitting the food and beverage supply chain.” “It has been a tremendous honor to lead AIB International for the past eight years and I am incredibly proud of everything we have accomplished,” said Biane. “The Board and I are confident that Dan will continue to build upon the momentum we have started and develop new opportunities globally. Our customers around world should continue to expect exceptional quality of service and attention from AIB International.” # # # About AIB International For more than 100 years, AIB International has partnered with our clients to bring the enjoyment of safe, high-quality food to consumers everywhere. Through customized Training, Inspections & Consulting, Regulatory assistance and Certification services, our global team of food safety and quality professionals has grown to service more than 120 countries and is committed to helping food and beverage supply chain companies to apply the highest standards of integrity. Visit www.aibinternational.com for more information.

Read more at FoodLogistics.com by Peg Ray, Manager, Technical Services, AIB International The word “pandemic” crept into our daily vocabulary shortly after the start of 2020. Most companies in the food and beverage supply chain did not see it coming and were not prepared for its impact. Because there was so little known about the coronavirus, it was initially difficult for companies to understand the risks and update their plans to include pandemic controls. Since then, best practices have been developed and can be applied to mitigate threats to employees while supporting business continuity. Pandemic Crisis Management To successfully navigate this unique crisis, it is essential to establish a crisis management team with the necessary backgrounds to develop comprehensive protocols. They will be responsible for the development of a crisis management plan that includes the risks associated with pandemic. To understand these risks, the team should conduct a risk assessment similar to what is done for HACCP. Instead of focusing solely on food safety, identifying who and what will be impacted by the pandemic along with the likelihood and severity for each risk is the starting point. This assessment will determine how each risk will impact your business, products, people, supply chain, operations, and customers. For every likely risk, identify the action items needed to mitigate the impact. Examples include how to manage the supply chain, identifying and procuring PPE for workforce protection, planning how to run and shut down operations during the pandemic, and measures needed to protect the workforce through the use of prescriptive practices. This written pandemic plan will need to be flexible, so it can evolve as more information becomes available and as you continue navigating through the crisis. After you create your plan, you will need to prepare your team, train your workforce, and test the plan to make sure it is ready to guide your response. Supply Chain Management Never in recent memory has supply chain management been so challenged as it has this past year. As suppliers have been impacted, manufacturers have been taxed with keeping the supplies coming in and maintaining production. But what happens when a single source ingredient is being imported from a country where all industries were suddenly shutdown to control spread of the disease? It’s no surprise that many operations started buying and even stockpiling materials, such as face masks, gloves, sanitizers, and cleaning chemicals in quantities previously never seen. This was akin to what we saw with consumers stockpiling toilet paper. This caused basic supply and demand issues like price gouging, materials shortages, substandard products like sanitizer containing methanol reaching the market and other headaches brought on by operating in panic mode. In the future, you will have to anticipate needs and manage the successful procurement of materials to keep your operation properly functioning. Supplier approval protocols must be employed to ensure that all materials brought in are safe for use from a food safety or human safety aspect, as applicable. This should also include the maintenance of alternate sources for raw ingredients, Personal Protective Equipment (PPE) and cleaning chemicals. Intermittent Operations Planning Management To meet increased consumer demand, some facilities have been running at 120 percent or more, committing everything they can to just get product out the door. Though that may be the priority, it is still critical that even during extended production runs, adequate downtime must be scheduled so required maintenance and sanitation activities can be completed. Another aspect of intermittent operations is in preparation for the shutdown of your facility. Whether mandated by a government body or to decrease viral transmission among your workforce, you will need to think through key aspects of that process. This includes everything from how you will handle raw materials to communicating with your employees about what to expect and then actually initiating a shutdown of the facility. Once you are ready to resume operations, you will need to plan for bringing the facility back online. While leadership and employee communication continue to be important during this stage, planning your start-up sequence and conducting a documented site inspection should also take place. Health Crisis Mitigation Measures and Management Proactive measures that prioritize employee health and well-being can build their confidence in your operation and demonstrate your commitment to safety. Unfortunately, employee complaints to whistleblowers have been on the rise. Maybe those employees were without proper PPE or knew of an employee who was at work while running a fever or believed that worker safety protocols were being compromised due to increased product demand or a workforce shortage. Each of those situations resulted in an investigation, placing increased scrutiny and costs on those operations. But they were unprepared and left themselves and their employees vulnerable. Having a plan in place could have prepared them to have PPE suppliers identified or proper PPE already stocked. They could have had screening measures quickly in place and increased safety protocols to support those workers. Not only is prioritizing health crisis mitigation measures the right thing to do for employees, it also makes financial sense for your operation. Pre-Requisite Program Review In order to meet the changing needs of your operation during a pandemic crisis, it is important to assess current procedures to identify any exceptions to routine practices. This should include a review of protocols for the effective management and support of food safety and employee health. You will need to identify current or necessary exceptions to routine practices and provide additional measures to prevent transmission of viral disease to the workforce and maintain food safety. For instance, new traffic patterns to promote social distancing may allow pathogens to be tracked into production and packaging areas that were previously unaffected. This will necessitate a revision of your environmental monitoring program in those areas to identify and eliminate those risks. Any changes to these and other routine practices will then need to be clearly communicated to all stakeholders. In closing, protecting your workforce and prioritizing food safety through the pandemic starts with the development, implementation, and management of a robust plan. It should include best practices for pandemic crisis management, supply chain management, intermittent operations management, health crisis mitigation measures and management, and a pre-requisite program review. Such a plan gives you and your management team the opportunity to provide the instructions, assign responsibilities, and maintain accountability to mitigate the risks imposed by the current pandemic and by future events.  

Read more at SnackandBakery.com In the midst of the ongoing COVID-19 pandemic, snack and bakery companies—many of which have instituted higher levels of production in the wake of increased shopper demands—are reviewing sanitation standard operating procedures (SSOPs). “The key to any sanitation program in a bakery environment is the master sanitation schedule. The manager needs to be diligent and thorough and ensure all master sanitation items (non-daily sanitation) are performed as scheduled and verified as being completed and acceptable,” recommends Kent Bruns, senior director of food safety, PSSI, Kieler, WI. “This will include overhead structures and deep cleaning of equipment that requires extensive disassembly and cleaning. The Sanitation Manager needs to work hand in hand with the FSQA Manager to ensure the master sanitation schedule program is effective and make changes to the program as warranted.” Jesus Madera, food safety professional, AIB International, Manhattan, KS, says some of the biggest sanitation issues we see today are also some of the most basic and easily addressed. “In bakeries, we see the improper maintenance and cleaning of overhead pipes and structures, which leads to infestations of cereal insects. In snack plants, there is often a focus on product zone cleaning, while neglecting the rest of the facility. In general, we see a lack of proper training, including qualified and certified food safety managers.” Jeff Gatto, senior manufacturing project engineer, Hixson Architecture & Engineering, Cincinnati, says that dust is one of the major sanitation challenges snack and bakery facilities need to control and manage. “Facilities must be able to contain, capture, clean and dispose of dust. Engineering controls should be designed into the process equipment to contain and capture dust, while facility design promotes proper cleaning and disposal of dust. Current codes require Dust Hazard Analyses to be performed to ensure engineering controls are in place to mitigate hazards and safeguard personnel. Good housekeeping procedures should be followed to eliminate or mitigate fugitive dust. Other benefits of dust control include the reduction of allergen spread and compliance with food safety plans,” he adds. Another sanitation issue that Hixson sees is the management and cleaning of cooking oil. “Keeping these production lines clean requires facilities to put in place the means and methods to clean all components including fryers, roasters, and exhaust hoods and ductwork,” Gatto notes. Evan Reyes, director of sales, sanitation division, Goodway Technologies, Stamford, CT, says that there has definitely been an increased emphasis on cleaning environmental surfaces. “It’s an area that hasn’t been a big focus for snack and bakery facilities, but changes in legislation over recent years requires more environmental monitoring. Instead of conducting swabs in only food-contact areas, they need to do micro swabs all over the plant. This is leading to a strong need for improved sanitation on non-food contact surfaces and outside of just the production lines,” he says. Consumers have an increased interest in packaged foods since they are staying at home, creating greater demand on production facilities, Reyes notes. “As these facilities try to keep up with demand and extend production, it is a challenge to balance an increase in output with the necessary downtime to properly clean and sanitize the entire plant. They are trying to get the same sanitation results in a lot less time. These plants are also facing a lot of pressure to stay price competitive and reduce labor costs. Not only is there an increase in sanitation standards through legislation, but COVID-19 has heightened awareness of food safety and customers are expecting an increase in both food safety and product quality.” The culmination of all these factors is creating a challenge for sanitation professionals and, Reyes is working with them to make sure they have the best solutions to quickly and effectively clean and sanitize both food-contact and non-food contact surfaces, says Reyes. “And it’s more than getting them the right equipment, but partnering together to incorporate best practices into their sanitation process and drive improvement.”

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Read more at ProvisionerOnline.com Meat processors have always had to work harder than other industries to keep their employees safe. After all, when you have a processing floor full of processing machinery and knives, you have more inherent danger than, say, an accounting firm. The industry has worked to improve worker safety, but the Coronavirus has brought a new threat that the industry, not to mention the country, was not prepared to handle. The number of plant closures, mass outbreaks in plants and supply chain disruptions gave evidence to that. “Essentially, each processor and manufacturer had to establish a new culture of health and safety within their organization against the backdrop of evolving science on SARS-CoV-2 controls, inconsistent federal, state and local jurisdiction guidance, and critical supply chain shortages of PPE and sanitation supplies,” said Laura Dunn Nelson, VP Food Safety and Global Alliances, Intertek Alchemy. The smaller processors, with fewer employees and more flexibility, were better suited to enact social distancing policies more quickly than the larger plants. Over the course of a year, the industry as a whole worked to get the COVID pandemic under control and enact safety procedures that kept the workforce as safe as possible. Data from the Food and Environment Reporting Network (FERN) noted that the meat and poultry sector was reported to have an average of 19.91 new reported cases per 100,000 workers per day in December, compared to an average of 98.39 new reported cases per 100,000 workers per day in May. This 2020 data notes that reported new COVID-19 infection rates amongst meat and poultry workers were five times lower in December than in May, while rates in the general population rocketed up by nine times in the same period, as noted by the North American Meat Institute. “This certainly speaks to the continued vigilance the meat and poultry industry has exhibited in executing their health and safety protocols to protect their workforce,” Dunn Nelson adds. After a year of dealing with COVID-19, many people are longing for a return to normal. That is not like to happen, explains Steve Robert, Global Vice-President, Sales/Marketing and Product Innovation, AIB International. He points out that the World Economic Forum notes that “COVID-19 is the sixth global health crisis since the flu pandemic of 1918.” They also estimate that there are up to 827,000 “undiscovered” viruses in mammals and birds that could infect humans. “As a result, we believe there is now an urgency for operations leadership to do everything they can to mitigate the impacts of current and future pandemic events by elevating their critical planning and establishing industry-recognized best practices for supporting food safety, employee health and business continuity,” he says. In short, we will recover from COVID-19, but what about the next pandemic? The level of preparedness that companies had to establish may become standard operating procedure in the future. At the very least, companies may need to be ready to jump back into pandemic protocols at a moment’s notice. Certification for preparedness could become a requirement in the future, as they are currently for food safety or animal welfare. “Long term, those operations should be committed to maintaining those best practices, actively assessing risk management protocols, and continuously refining their plan to remain certified to the standard. Operations that do so will be recognized as bringing the highest standards of integrity to the global food and beverage supply chain,” says Robert. AIB has established a Pandemic Prepared Certification, which requires proficiency in several key areas, including Supply Chain Management and Health Crisis Mitigation Measures and Management. Similarly, Alchemy is launching a training course to establish an infectious disease plan, Dunn Nelson says, leveraging the actual experiences and established best practices of many of the food industry’s current pandemic coordinators. “In addition to training, it’s always a best practice to review your company’s response/plan to the COVID-19 pandemic and adjust your plan accordingly. What is going well? Where were the biggest challenges and opportunities for improvement?” she advises. “Many companies found their associations to be invaluable in helping to identify new resources and to navigate the evolving scientific guidance. Companies should make a concerted effort to maintain these channels of communication, along with their increased communications with city, state and federal regulators, their legal teams, scientific experts, new supply chain suppliers and other subject matter experts so that these resources and contacts stay current when needed in the future.”

Read more at ProgressiveGrocer.com Last December, Industrial Packaging, a Webster, Massachusetts-based customized contract packaging manufacturer, technical services provider, and packaging materials and machinery supplier for manufacturers and distributors of foods, consumer and industrial goods, became the first packaging company in the world and the first U.S.-based company to achieve Pandemic Prepared Certification (PPC). To find out more about what this certification entailed, Progressive Grocer spoke with Steve Robert, global VP, sales/marketing and product innovation at Manhattan, Kansas-based AIB International, the food and beverage consultant that offers the PPC program. Progressive Grocer: Why do you offer Pandemic Prepared Certification? Steve Robert: We developed the Pandemic Prepared Certification because the food and beverage supply chain were ill-prepared for a global pandemic and the associated disruption it created in nearly every aspect of business operations worldwide. The AIB International Pandemic Prepared Certification is a proactive measure to help companies across the supply chain prepare for the future with the only best-in-class protocol benchmark. Certified operations are recognized as bringing the highest standards of integrity to the global food and beverage supply chain. This results in not only internal and social benefits, but also business continuity, and significant bottom-line impacts due to their demonstrated commitment to decreased risk. PG: What does a packaging company need to do to receive this kind of certification? SR: To achieve Pandemic Prepared Certification, companies need to demonstrate proficiency in five distinct areas: Pandemic Crisis Management, Supply Chain Management, Intermittent Operations Planning Management, Health Crisis Mitigation Measures and Management, and a Prerequisite Program Review. The Pandemic Prepared Certification provides assurance for the food and beverage supply chain and consumers that your company is committed to establishing and maintaining best practices. Once certified to this standard, customers will know that you have best practices in place and can be confident in your ability to deliver, even under the most difficult circumstances. It also provides the supplier with a distinct marketing advantage when they can publicly communicate that their pandemic planning and protocols are certified as best-in-class by a third party. PG: What effect is such certification for packaging likely to have on retailers and consumers? SR: Throughout 2020, the pandemic has impacted the supply chains of so many operations, leaving some store shelves bare and consumers in need. Certification to the Pandemic Prepared standard provides assurance for the food and beverage supply chain, consumers and employees that your company is committed to establishing and maintaining best practices for supporting safety, employee health and business continuity. In addition to proving elevated corporate social responsibility and providing assurance that products are made in a clean and sanitary environment, certification can enhance your business’ ability to mitigate the risk of being negatively impacted by the pandemic. According to a report on director and officer (D&O) insurance costs from global credit-rating agency AM Best, they are expecting “triple-digit rate increases in a post-COVID-19 world.” This underscores the need for those companies in the food and beverage supply chain to put proactive measures like certification in place, which can build bottom-line resiliency and can unlock insurance benefits because of their demonstrated commitment to decreased risk. As a result, certified suppliers, processors and manufacturers can keep their supply chains moving, and retailers can be confident that their shelves will be stocked and ready for consumers to purchase their favorite products. PG: Do you think this type of certification is likely to outlive the current pandemic? Why or why not? SR: Unfortunately, a Gallup Poll conducted Nov. 16-29 indicates that public distrust of vaccines remains high. They note that “the end of the pandemic is now tied at least in part to the speed with which sufficient numbers of Americans can get vaccinated.” Further, in a Dec. 9 story from The New York Times, Marc Lipsitch, professor of epidemiology and director of the Center for Communicable Disease Dynamics at Harvard’s T.H. Chan School of Public Health, notes that the vaccine might never fully rid the world of COVID-19. “I can’t conceive of its disappearing,” he said. “Viral infections this widespread don’t disappear on their own that I’m aware of, unless they’re out-competed by some new strain.” As a result, we cannot forecast whether or when the pandemic will be “over.” While few could have foreseen the impacts of this pandemic, it is not an isolated incident. The World Economic Forum notes that “COVID-19 is the sixth global health crisis since the flu pandemic of 1918.” They also estimate that there are up to 827,000 “undiscovered” viruses in mammals and birds that could infect humans. As a result, we believe there is now an urgency for operations leadership to do everything they can to mitigate the impacts of current and future pandemic events by elevating their critical planning and establishing industry-recognized best practices for supporting food safety, employee health and business continuity.

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Industry Veteran Stephanie Lopez Announces Departure from AIB International VP of Operations, Americas Spent Nearly 17 Years with the Company Contact: Mark Crouser, mcrouser@aibinternational.com, (816) 582-8839 (Download release: AIB International Industry Vet Stephanie Lopez Departs For Second Career FINAL) Manhattan, Kan. (Jan. 6, 2021) – Following two successful stretches and nearly 17 total years with AIB International, Stephanie Lopez, Vice President of Operations, Americas, will be departing the company next month. Lopez has chosen to venture outside the food safety industry and take steps toward what she is calling a “second career.” She will continue working with the Operations team and our customers through her last day, which will be Friday, Feb. 5. “While deciding to pursue a second career has been a difficult decision, I know that now is the right time to challenge myself in pursuing this life goal. I’m departing with confidence that the global AIB International team is up to any future challenges and our customers are in good hands,” said Lopez. “I have such gratitude for the many mentors, colleagues and customers who have afforded me the opportunity to grow, learn, travel and build success these past two decades. Together, we’ve been able to equip our customers with knowledge and support the delivery of safe, high-quality food around the world.” During her nearly two decades with AIB International, Lopez’ work has been recognized by customers, colleagues and peers, including having authored The AIB GMP and Prerequisites Guide Book; Led the establishment of the wholly owned subsidiary and certification body AIBI-CS and served as its first president; Developed numerous seminars and webinars, while teaching several hundred of them; and Served as SME for the best-selling e-learning courses HACCP Online, and our Food Safety and Sanitation Distance Learning Course. Lopez also served customers around the world, including those in North America, South America, Europe, and Asia. Within the organization, Jeff Wilson has been promoted from Vice President of Operations, EAA, into the role of Global Vice President of Operations, where he will be absorbing Lopez’ responsibilities. In this Global role, Wilson will help focus the development of key operational initiatives, supporting both our team and customers, wherever they may be located. “In my almost 20 years with AIB International, Stephanie has been such an incredible resource and mentor to me and countless others across the organization. She and I collaborated on so many different Operations initiatives that we were given the nickname ‘Jeff-anie’ by the team, so I’ll carry fond memories of work together,” said Wilson. “In this new Global role, I’ll be working to take our learnings from 2020 and put them into practice, while also focusing on the continuous improvement of our team and their service to customers. Given the composition of the team we have in the Americas, EMEA, APAC, LATAM and China, I know we are up to the task.” “For decades, Stephanie’s work has been highly regarded by our customers and team, highlighted by her many positive contributions to the industry. While we know that her leadership will be missed, we’re also proud to support her in pursuing a life goal and trying something completely new,” says Andre Biane, president and CEO of AIB International. “With Jeff now taking on this Global role, we will maintain continuity with the Operations team and customers, while also broadly implementing our strategy for future growth. I look forward to the beneficial impact his efforts will have with our Operations team and how that will translate to even better service quality for our customers around the world.” # # # About AIB International For more than 100 years, AIB International has partnered with our clients to bring the enjoyment of safe, high-quality food to consumers everywhere. Through customized Training, Inspections & Consulting, Regulatory assistance and Certification services, our global team of food safety and quality professionals has grown to service more than 120 countries and is committed to helping food and beverage supply chain companies to apply the highest standards of integrity. Visit www.aibinternational.com for more information.

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