Is Food Safety Culture Becoming a Check-the-Box Program?

In recent years, we’ve witnessed a troubling trend in food safety: major foodborne illness outbreaks and recalls despite years of progress with the Food Safety Modernization Act (FSMA) and Global Food Safety Initiative (GFSI) implementation. With all the advanced programs in place – from Hazard Analysis Critical Control Points (HACCP) to Current Good Manufacturing Practices (cGMPs), Preventive Maintenance (PMs), Master Sanitation Schedules (MSS), sanitation protocols, and robust supplier programs – why are food safety incidents still so prevalent?

One must ask: Are these programs truly operational, or are they just well-documented? There’s a gap, and that gap may very well lie in the concept of Food Safety Culture.

The Difference Between Programs on Paper and Programs in Practice

It’s easy to establish a food safety protocol – nearly every food manufacturing company has some sort of program written up. But is the program operational? A functional food safety program goes beyond documentation. It’s not enough to “check the box” in passing an audit or government inspection. True food safety is embedded in the day-to-day actions, attitudes, and decisions of every employee, from top management to front-line workers.

Let's examine the role of audits and inspections in fostering food safety culture:

• Government Inspections and 3rd-Party Audits: These evaluations are designed to ensure compliance, but they’re often snapshots of a facility at a single point in time. Audits can’t capture day-to-day practices, nor do they consistently reflect a culture of food safety. Inspectors and auditors typically follow checklists, which can lead to a “pass-or-fail” mindset rather than promoting continuous, company-wide vigilance.
• GFSI and HACCP: These programs are essential for preventing contamination and hazards, but they are only as effective as the people implementing them. When companies prioritize “passing the audit” over “doing the right thing every day,” they lose sight of the true purpose of these programs.

This “check-the-box” mentality can lead companies to focus solely on meeting regulatory requirements, rather than integrating food safety into their culture. Food safety must be a continuous practice – not just something to be done when an auditor is watching.

Are We Relying Too Much on Audits to Drive Food Safety?

If we rely on government inspections or 3rd-party audits to enforce food safety culture, we’re already behind. Food Safety Culture should be alive every minute of every day. It’s not about simply passing an inspection; it’s about doing the right thing when no one is looking. An authentic food safety culture doesn’t rely on external enforcement – it comes from within, driven by leadership and embraced by every employee.

Examples of current food recalls and outbreaks tell us that the industry isn’t quite there yet. From recalls in packaged salads and frozen fruits contaminated with Listeria to Salmonella outbreaks in popular food brands, we’re reminded of the critical need for an operational food safety culture. Each recall or illness linked to a food product represents a breakdown in systems that should have been designed to prevent them.

What Should a Food Safety Culture Look Like?

Building a strong food safety culture requires commitment from every level of an organization. Top management sets the tone. When leadership prioritizes food safety over profit, it creates a culture where employees feel empowered to “do the right thing” without fear of reprisal. Here are a few strategies that can help foster an authentic food safety culture:

1. Empower Front-Line Workers: Employees on the floor often have the most insight into potential issues. They need to feel that their observations and concerns about food safety will be heard and acted upon. This means establishing open communication channels and incentivizing employees to report issues without fear of repercussions.
2. Continuous Training and Education: Food safety training shouldn’t just happen once a year. Ongoing education that reinforces the why behind food safety practices keeps the topic relevant and top-of-mind. When employees understand the risks and how they’re personally responsible for mitigating them, they’re more likely to act in the company’s – and the public’s – best interest.
3. Leadership by Example: Food safety culture starts from the top. Leaders must “walk the talk” by following food safety practices themselves and by visibly prioritizing safety in company goals and policies. When leaders visibly prioritize food safety, it sends a powerful message to the rest of the company.
4. Accountability and Recognition: Rewarding good food safety practices reinforces their importance. On the other hand, holding employees accountable – fairly and constructively – for lapses is essential to maintaining high standards.
5. Integrated Food Safety into Business Metrics: Food safety should be as essential a business metric as financial performance. By embedding food safety goals into performance reviews and business objectives, it becomes a measure of a company’s overall success.

Moving Beyond Check-the-Box Compliance

Our industry must shift from a compliance mindset to one that actively values and nurtures food safety. Every step in the food manufacturing process should be viewed through the lens of “How does this impact the consumer’s safety?” It’s time to move beyond audits as the primary motivator and instead create a culture where food safety is ingrained, not just enforced.

Consumers deserve the peace of mind that comes from knowing the food they eat is safe, handled by companies that prioritize food safety over ticking boxes. An operational food safety culture ensures that safety isn’t just about compliance – it’s about responsibility.