When You Think It Can't Get Any Worse?

A colleague forwarded an article from CBC News, on the conditions of a Cargill subsidiary in Canada[1]. I was horrified on the deplorable state described in this meatpacking facility, reminiscent of The Jungle by Upton Sinclair.

Facing an unprecedented crisis with the Coronavirus Pandemic, it has become starkly obvious many of our meatprocessing manufacturers not only in the US, but now seen in Ireland and Canada lack the programs, skills and leadership to manage safely without constant strict Health and Food Safety oversight, especially in a catastrophe. Nor were these organizations prepared for an epidemic crisis. One Cargill president stated, the company was “hit overnight” by the outbreak. Nonsense, a company of this size lacked a Pandemic Plan.

While one can understand all the mis-steps and missed opportunities during this pandemic that governments, health organizations and companies, have painfully lived through, the reality is this is not the first outbreak impacting the food industry. Many food companies have been through several epidemics over the last several years and it is inexcusable this was not built into Business Continuity Plans for a pandemic crisis, even for this magnitude. Companies were ill-prepared, they tagged or bolted on existing inadequate programs for labor intense processes, neglecting the safety elements to protect their employees. 

Coupled with the lacking sparse programs, folks moved to think more innovatively to manage systems, manufacturing, food inspections, etc. remotely during this crisis. On the surface a wonderful idea. Continuing pressure to creatively support the food industry, many regulators and food inspection groups moved to remote formats as well. Of course, with remote management comes heightened risks.

In the case of the Cargill Ltd. facility in Alberta, inspection was held by remote video conference. This format has become the new norm for many food safety and health audits during this pandemic with global travel restrictions. Additionally, many auditing bodies and regulators have suspended onsite inspections, granted temporary extensions of certifications and passes or flexibility on compliance regulations to ease constraints to ensure food products make it to consumers tables and pantries. Of course, disruption to our food supply chain feared to strike potential panic, needed to be avoided by all means. While easing rules may work for a large number of good food processors, there are always those that do the minimal or take advantage of any laxed requirements to cut corners, push through-put.

Unfortunately, with current Coronavirus risks, these certain questionable companies have placed essential front-line workers in jeopardy, with hundreds falling ill and deaths spiking in their local communities.

Some interventions and plant closures were instituted, but many too late or insufficient to stymie the absenteeism from illness. As of May 1, the COVID-19 cases reached 4,913 at US meatprocessing plants, 945 by May 7th at Cargill Alberta site, a hard number to comprehend for a company that stands behind its’ processes. 

Root Cause Analysis

When you examine the CBC investigative article, it becomes visibly apparent even to a non-food professional on the deficiencies at the Alberta facility. Line workers with inadequate distancing, cramped breakrooms and hallways, “magic curtains”[2] for barriers, no face masks. Screening, illness control and isolation program for employees grossly lacking as well. Worker injuries were apparently extremely high and raised for investigation, compounding the congested work areas and sanitary conditions in some processing areas. Honestly, I wonder why it took a Pandemic to realize the state of the Cargill Ltd. facility?  

Crisis Planning- Pandemic

I do want to revisit this notion that companies were caught off guard. As mentioned, it boils down to leadership preparedness for Crisis Planning, especially for a Pandemic. This exercise forces companies to project for possible horizons and there are tools available, but agility to readjust over the long haul is required. Three areas Organizations should be steadfast on:

• Health and Safety: Providing a healthy and safe workplace for employees, contractors and visitors
• Incident Management Process to mitigate risks to preserve individuals, business, reputation, facilities and assets
• Business Continuity Management (BCM): Identification of critical processes of the operation and its effective mitigation through specific preparedness plans

Safeguarding our food systems is strongly tested in a crisis. Manufacturers and Food Safety professionals need to be vigilant during this protracted pandemic We are only breaking the first wave. 

Quality Assurance Strategies, LLC

Author, Gina Reo; [email protected] 

[1] Inside the Slaughterhouse, Joel Dryden & Sarah Rieger; https://newsinteractives.cbc.ca/longform/cargill-covid19-outbreak

[2] “Magic Curtains” author’s term for inadequate barrier for food safety, often used for allergen and zoning separation