Page 1 Index
Page 2 Introduction
Page 3 Section 1 ??“ How food safety management procedures ensure compliance with current legislation and codes of practice.
Page 4 Defences
Page 5 Section 2 ??“ An Explanation of how I as a manager of Blooms cafe, can establish, monitor and verify food safety management procedures.
HACCP preliminary tasks
Page 7 HACCP decision tree (Ladder)
Page 8 Monitoring and verifying the procedures
Page 10 Section 3 -A critical analysis of an incident when a food safety management procedure failed ??“ including details of the corrective actions taken and an explanation of how these were communicated to ensure food safety in the future.
Page 12 Conclusion
Page 13 Bibliography and Appendices
Page 14 Appendix 1
Page 15 Appendix 1 cont
Page 16 Appendix 1 cont
Page 17 Appendix 2
Page 18 Appendix 3
Page 19 Appendix 4
Page 20 Appendix 5
Page 21 Appendix 6
Page 22 Appendix 7
Page 23 Appendix 8
Page 24 Appendix 9
Page 25 Appendix 10
Page 26 Appendix 11/12
Page 27 Appendix 13
Page 28 Appendix 14
Page 29 Appendix 14 cont
Page 30 Appendix 14 cont
This assignment focuses on our ???Food Safety Management Policy??? here within Blooms and on which all food businesses must comply.
The two most important food hygiene regulations are:
??? Regulation (EC) No 852/2004 on the hygiene of foodstuffs
??? The food Hygiene (England) regulations 2006 (equivalent regulations in Scotland, Wales and Northern Ireland)
Every food business must put in place a Food safety management procedure based on the principles of HACCP (Hazard Analysis Critical Control Point) and these must also be kept in place permanently, up-to-date documents and records relating to the procedures and we must review these procedures should we change what we produce or how we work.
HACCP should cover all controls including personal hygiene, cleaning and disinfection, maintenance schedules, pest control and waste control.
Above all these procedures that we have in place we as caterers know that the most import thing is ???Healthy Customers are Happy Customers!???
Section 1 ??“ How food safety management procedures ensure compliance with current legislation and codes of practice.
In January 2006 the law with regard to food safety was changed and the Food Safety (General food hygiene) regulations 1995 and the food Safety (Temperature Control) regulation 1995 were replaced by The food Hygiene (England) regulations 2006 (equivalent regulations in Scotland, Wales and Northern Ireland) of which the most important regulation, Regulation (EC) No 852/2004 on the hygiene of foodstuffs were introduced.
The basic term ???Food hygiene??? in my understanding of it is thus, a controlled procedure to ensure high standards of food safety and quality, trained and competent staff with continual refreshers on the policy, comprehensive due diligence showing temperature records and cleaning schedules all available for inspection.
Along with the Food Safety Management Policy we can expect visits from inspectors these are unannounced and it is against the law to refuse access to them. Along with inspecting your premises they will also inspect the due diligence sheets ensuring that they are fully completed and accurate. Should an inspector find problems on premises they have the power within the new regulations to issue the premises with improvement notices or in fact close the business until such time as to correct the offence that was made.
Along with the unannounced checks, we at Blooms also consult the FSA (Food Standards Agency) website and industry guides to ensure that we are always up to speed with the ever changing policy.
If a court finds someone guilty of an offence under the regulations, it can impose:
??? A fine up to ?5000 on a summary conviction (magistrates??™ or sheriff court)
??? An unlimited fine or imprisonment for up to two years for convictions on indictment (by a higher court, such as crown court).
In addition, the offence of obstructing an officer or giving false or misleading information is punishable by a ?5000 fine and or three months imprisonment.
Regulation 10 & 11 of the new law states that there are only two main defences:
1. That the offence was the fault of another person.
2. Due Diligence
To prove that due diligence is in place we must demonstrate that every possible reasonable step has been made to achieve food safety and that we have record to support it. Our HACCP principles, staff training records, temperature checklists, cleaning schedules, supplier??™s specifications, traceability systems, pest control measures and proof of remedial action where food safety problems have arisen.
As well as maintaining high standards in line with the regulations there are also many in-house benefits such as higher profits, turnover, staff moral and less wastage which all should be taken into account.
Section 2 ??“ An explanation of how I as a manager of Blooms cafe can establish, monitor and verify food safety management procedures.
HACCP involves identifying the food hazards, assessing the risks and establishing controls that either stop the hazards or reduce the risk from these to a minimum.
The HACCP system consists of seven activities which are known as principles.
Principle 1 Carry out a hazard analysis.
Principle 2 Decide which points in the food production process are Critical Control Points (CCPs).
Principle 3 Establish Critical Limits (tolerances or target levels)
Principle 4 Set up a system for monitoring the control of the CCPs.
Principle 5 Establish corrective action to be taken when monitoring system shows that a CCP is out of control.
Principle 6 Create procedures to verify that the HACCP system is working as planned.
Principle 7 Set up a documentation system to record all of the above.
Creating a team
The first of the process is to create a team with sufficient expertise to formulate the HACCP plan. Most importantly a representative of the management team who can make decisions and drive the project forward.
Each member of the HACCP team should be aware of the principles of HACCP, and at least one person should have undertaken a specific training on the subject, ideally having level 4 (advanced or manager level) in food safety.
Describing the product
Before the hazard analysis can be carried out (Principle 1), the team need to describe each product used; each description needs to cover such things as ingredients, all the processing methods, packaging and storage requirements, shelf life and instructions for consumers.
Identifying the intended use and the consumers of the product
It is important to establish both the intended use of each product and its most likely consumers, as the same type of product could be used, or abused, in various ways before consumption, or could be eaten by people in the ???at risk Group???.
Constructing a flow diagram
Before carrying out a hazard analysis on any product, the team need to create a flow diagram which needs to show ALL the steps in the process from purchase of the raw ingredients, through all the stages of storage and preparation to the sale to the consumer. It is very important to include all the process steps no matter how minor they may seem.
Verifying the flow diagram in the workplace
The team needs to confirm the flow diagram on site, ideally by walking the route of the process steps and talking with the staff involved. This will highlight any steps that have been overlooked or if the process needs to be done in a different way. It is vital for the flow diagram to reflect the process exactly because should this not be the case than that is when you get a food safety hazard.
At Blooms we employed the company Perry Scott Nash (PSN) who with the catering management team compiled several flow charts for us within store to follow, an example of one such flow chart (Appendix 1). With each flow chart we in store regularly ???Walk through??? each flow chart on a regular basis to ensure that the principles of HACCP are still relevant and reliable.
Monitoring and verifying the procedures
The monitoring of the Food safety management policy is done by way of the different checklists completed on a daily basis by the people who work in the cafe, and by myself to ???check the checker???. We have in place at Blooms an almost idiot proof checklist system where all the checks we need to be made are sectioned on the checklist so as a manager I see an area that is blank then I know the check has not been completed and can rectify the problem immediately.
Firstly we have the Food safety diary (Appendix 2). This sheet covers the probe calibration check, Which is done once a week with boiling water and ice and water, High risk food delivery check covering all our food deliveries the day in which they arrive the company, temperature of the van and all the checks with regard to damaged packaging, dates and labels and time taken to put away. Following these are the fridge/ freezer temperature checks. All the checks on this sheet require the initials of the people who carry out the tasks allowing me to go back to that person if I find any problems, such as a delivery not put away within the 20 minutes allowance.
On the second sheet (Appendix 3) again has a fridge temperature record sheet, but for the servery side of the operation. Next are the hot food cook temperatures showing three food temperature checks both Am and Pm There is then the Servery and display temperature check showing timed temperatures taken on hot holding food, and whilst I don??™t have within Blooms in Solihull a carvery we do hot hold breakfast items in the kitchen so use this to monitor those. At the bottom of this sheet is where I as the manager whilst checking throughout the day then sign at the end of each week to verify that I have checked the checker!
We also have a cook chill record sheet (Appendix 4) This monitors any food that we cook and chill for service at a later stage i.e.:- Roasts are cooked on Saturday chilled and refrigerated ready for the following day. On the sheet we show what temperature we cook the product to (75?°C>) the time cooling commenced, ended the date labelled and who by.
The following three sheets are our cleaning schedule sheets, whilst the first one (Appendix 5) is the Wyvale cleaning schedule which is a generic schedule that the staff complete showing whom and when the task shown was done, I have also attached more specific cleaning schedules to reflect our business at Blooms Solihull Appendix 6 ??“ Kitchen, Appendix 7 ??“ Cafe).
Finally, the cafe manager/ supervisor has a closedown checklist to complete at the end of everyday verifying that all paper work has been completed correctly all tasks completed and that the cafe is secure for the evening, (Appendix 8). This again is an in-house form that I created to run in conjunction with all the above forms and ensures that ALL checks have been made and by whom.
By means of verifying the procedures all staff are trained and have to complete a food safety workbook (Appendix 9) this workbook ensure that all staff are aware of HACCP and it principles and tests that knowledge throughout. I also pop quiz staff on a regular basis to ensure that that knowledge is still fresh in their minds.
Along with all of the above we at Blooms also have not only regular EHO inspections but as part of the contract with PSN (Perry Scott Nash) they also visit unannounced at regular intervals and audit out working practices and food safety management implementations.
Section 3 ??“ A critical analysis of an incident when a food safety management procedure failed ??“ including details of the corrective actions taken and an explanation of how these were communicated to ensure food safety in the future.
Whilst at Blooms I had a kitchen inspection from our area manager, and she found some cheese in the fridge that had passed its ???Use by??? date by one day. This was caused by the FIFO (First in, first out) principle not been used when putting away the delivery.
Immediate corrective action taken
The first step was to remove that cheese and discard it, I was then tasked with implementing a system where the fridges were checked on a daily basis by not one, but three separate people (as per Appendices 6 and 8, highlighted).
Luckily, it was a check done as part of the area manager??™s audit and not by the EHO (Environmental Heath Officer) as we would be facing a fine of up to ?5000 for the infraction.
To avoid this situation arising the Area manager tasked me to implement a fool proof system to ensure this didn??™t happen again.
Firstly, I got all the chefs together who are the people who sign in the deliveries and put it away. I asked them ???How they think the order should be put away??? Their answer was to remove any stock present, put the new stock at the back and then put the old stock back in the fridge. Whilst their answer was correct I questioned ???Why the cheese had been missed and placed under the new stock??? Of which there was no reply. I then went through the HACCP workbook (Appendix 9) paying special attention to pages 13 and 14 which deals with the issue of FIFO and day dots, as I felt that the whole issue of stock rotation and shelf life needed to be addressed to ensure their full understanding of the situation and what the consequences would be if the EHO had found the cheese.
I then, used the Food management Policy stock rotation sheet (Appendix 10) which I copied and highlighted to make it easy to follow showing what day dot is needed and how long products have before they need to be removed from use. I also brought in some ???Use First??? labels (Appendix 11) so when new stock came in and old stock was still in the fridge then it was clear and obvious which product needs using first.
Alongside the use first stickers I got some generic labels (Appendix 12) for when food that had been opened such as a large block of cheese that wouldn??™t be used at one time showing what the item is, when it needed to be used by, how much was left, the date it was opened, the self life, which employee opened it and signed off by myself to say that I was aware of it. There is also space for a day dot sticker to give an initial indication as to it??™s used by day. Twice weekly the chefs or I also complete a vulnerable foods list (Appendix 13) to highlight any foods that are coming close to their best before or use by dates and ensures that they are either used or removed.
Having communicated the correct procedure to the chefs I then did this with the front of house staff ensuring that on the rare occasion that they signed in and put the delivery away on the correct procedures to be followed and also if they remove anything from the fridge to put things back in the same way as they found them.
After the in house training that I gave the staff I ensured that they were all booked onto their Basic Food Hygiene course so they had a deeper understanding of what ???Could or Would??? happen had the date on the cheese not been noticed and it was served to a customer.
Also for several weeks after the incident, with every delivery that came in I did one to one training with each member of staff so that they saw the process we should all be following when putting the delivery away to ensure that it did not happen again.
Since this incident there have been no audits or EHO visits but, I as the manager complete a manager??™s weekly checklist (Appendix 14) alongside the daily closedown (Appendix 8) and have found no such incidents happening again. I question the staff constantly on our principles of HACCP to keep things fresh in their minds so complacency does not occur again.
Whilst Blooms, who as part of the company Wyvale have had the resources to employ a company to compile our HACCP procedures in our Food safety Management Policy, the necessity and legality is no different even for small companies.
When you consider the costs not only financially but also human safety HACCP must be present in all catering businesses to protect customer and business.
Having seen how complacency can occur with the cheese incident, I as the manager have to be vigilant at all times and keep the staff on their toes and HACCP in the forefront of everybody??™s minds, as the cost of poor food hygiene are not worth thinking about, the benefits, however, such as increased profit, good reputation, high staff moral, less sickness and less waste keep us all on the straight and narrow HACCP path.
1) Wyevale Garden Centres Food Safety Management Policy
2) Website www.foodstandardsagency.co.uk
3) Website www.food.gov.uk
4) Managing food safety ??“ Dagmar Engel, Donald MacDonald and Claire Nash (contributing editor)
5) Food Hygiene ??“ A Guide for businesses ??“ FSA Guide
6) Food Law Inspections and your business ??“ FSA Guide
1) HACCP flow chart
2) Wyevale weekly food safety diary
3) Wyevale weekly food safety diary cont.
4) Cook Chill Record sheet
5) Wyevale generic cleaning schedule
6) In-depth kitchen cleaning schedule (Homemade)
7) In-depth cafe cleaning schedule (Homemade)
8) Cafe manager/ supervisor closedown checklist (Homemade)
9) Wyevale Food safety workbook
10) Wyevale stock rotation policy sheet
11) Use first
12) Generic food label
13) Vulnerable foods list (Homemade)
14) Wyevale managers weekly checklist