Global Food Safety Initiative

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Global Food Safety Initiative

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1. Global Food Safety Initiative

2. An independent global parity-based Consumer Goods network Over 400 Members Representing 150 countries Over 5 continents

3. Global Food Safety Initiative GFSI launched at the CIES Annual Congress in 2000, following a directive from the food business CEOs. Food Safety was then, and is still, top of mind with consumers. Consumer trust needs to be strengthened and maintained, while making the supply chain safer. Managed by The Consumer Goods Forum At this time, food safety was top of mind with consumers due to several high-profile recalls, quarantines, and negative publicity about our industry. The retailers and manufacturing CEOs agreed that consumer trust needed to be strengthened and maintained, while making the supply chain safer.At this time, food safety was top of mind with consumers due to several high-profile recalls, quarantines, and negative publicity about our industry. The retailers and manufacturing CEOs agreed that consumer trust needed to be strengthened and maintained, while making the supply chain safer.

4. GFSI Vision “To be the global benchmarking organization delivering equivalence and driving continuous improvement in food safety schemes from farm to fork”  

5. GFSI Mission “Continuous improvement in food safety management systems to ensure confidence in the delivery of safe food to consumers”  

6. GFSI Objectives Convergence between food safety standards through maintaining a benchmarking process for food safety management schemes Improve cost efficiency throughout the food supply chain through the common acceptance of GFSI recognised standards by retailers around the world Provide a unique international stakeholder platform for networking, knowledge exchange and sharing of best food safety practice and information

7. How does GFSI work? Benchmarks existing food safety schemes, including pre-farm gate schemes against the GFSI Guidance Document. Determines whether a scheme is equivalent to the Guidance Document requirements. Helps and encourages food safety stakeholders to share knowledge and strategy for food safety and to develop best food safety practice in a common global framework. In the past Retailers performed inspections or audits themselves or asked a third party to do this on their behalf, oftentimes to food safety schemes that lacked international certification and accreditation, resulting in incomparable auditing results No new standard When we started work, we realized writing a new standard is a long procedure There was no existing standard qualified as “global” And so to distinguish standards, a benchmark model needed to be developed to determine equivalency, whilst leaving flexibility and choice in the marketplace. In the past Retailers performed inspections or audits themselves or asked a third party to do this on their behalf, oftentimes to food safety schemes that lacked international certification and accreditation, resulting in incomparable auditing results No new standard When we started work, we realized writing a new standard is a long procedure There was no existing standard qualified as “global” And so to distinguish standards, a benchmark model needed to be developed to determine equivalency, whilst leaving flexibility and choice in the marketplace.

8. What GFSI Does NOT Do Make policy for retailers or manufacturers Make policy for standard owners Undertake any accreditation or certification activities Have involvement with an area outside the scope of food safety i.e. animal welfare, environment and ethical sourcing The GFSI simply provides a benchmark documentation for standards to be compared against. The GFSI simply provides a benchmark documentation for standards to be compared against.

9. New GFSI Governance Model and Activities

10. GFSI Stakeholders Wider group of food business stakeholders Annual meeting in February during the Global Food Safety Conference Opportunity to influence GFSI strategy Share knowledge and best practice with other food safety experts in keeping with the GFSI mission Open invitation The Global Food Safety Initiative needs input from our industry stakeholders. This is accomplished by the GFSI Stakeholder Group, which is an international forum open to interested parties such as retailers, manufacturers, Certification Bodies, Accreditation Bodies, Standards owners, Food Safety experts and consultants. This forum is held annually, usually prior to the Global Food Safety Conference, and provides a platform for open debate on food safety issues. One of the Group’s roles is to provide the GFSI Board with recommendations for future work items. The next meeting of this group is in Washington on 3rd February 2010.The Global Food Safety Initiative needs input from our industry stakeholders. This is accomplished by the GFSI Stakeholder Group, which is an international forum open to interested parties such as retailers, manufacturers, Certification Bodies, Accreditation Bodies, Standards owners, Food Safety experts and consultants. This forum is held annually, usually prior to the Global Food Safety Conference, and provides a platform for open debate on food safety issues. One of the Group’s roles is to provide the GFSI Board with recommendations for future work items. The next meeting of this group is in Washington on 3rd February 2010.

11. GFSI Foundation Board of Directors Hugo Byrnes, Royal Ahold, The Netherlands Marcos Campos, Bertin SA, Brazil Kevin Chen, China Resources Vanguard, P.R. China Carol Ciszek, Kraft Foods, USA D.V. Darshane, Coca-Cola, USA Bryan Farnsworth, Hormel Foods, USA Hervé Gomichon, Carrefour, France Cenk Gurol, Aeon Global, Japan Cory Hedman, Hannaford, USA The Global Food Safety Initiative Foundation has a Board of Directors which is responsible for providing strategic direction and supervision of the GFSI and governance to the GFSI Technical Working Groups. The Board is made up of the following individuals…The Global Food Safety Initiative Foundation has a Board of Directors which is responsible for providing strategic direction and supervision of the GFSI and governance to the GFSI Technical Working Groups. The Board is made up of the following individuals…

12. GFSI Advisory Council A body of experts composed of academics, non-government organization members and government members. Will provide further expertise to the GFSI Board in their decision making process on matters related to the mission, objectives and goals of GFSI. Will be in place during the first half of 2010. The Global Food Safety Initiative Foundation has a Board of Directors which is responsible for providing strategic direction and supervision of the GFSI and governance to the GFSI Technical Working Groups. The Board is made up of the following individuals…The Global Food Safety Initiative Foundation has a Board of Directors which is responsible for providing strategic direction and supervision of the GFSI and governance to the GFSI Technical Working Groups. The Board is made up of the following individuals…

13. GFSI Technical Working Groups

14. Governance Structure

15. Convergence Means Confidence Benchmarking work was originally carried out on four food safety schemes (BRC, IFS, Dutch HACCP and SQF) to reach a point of convergence. All schemes were completely aligned with the GFSI Guidance Document Version 5 requirements. This meant increased confidence in the schemes and comparable audit results. One of the objectives of the Global Food Safety Initiative is convergence between food safety standards. Presently, benchmarking work has been completed on 10 food safety management schemes. These schemes have been formally benchmarked and recognized by the GFSI Board. These schemes are completely aligned with the GFSI Guidance Document, Version 5 requirements. This results in increased retailer confidence in these schemes and comparable audit results.One of the objectives of the Global Food Safety Initiative is convergence between food safety standards. Presently, benchmarking work has been completed on 10 food safety management schemes. These schemes have been formally benchmarked and recognized by the GFSI Board. These schemes are completely aligned with the GFSI Guidance Document, Version 5 requirements. This results in increased retailer confidence in these schemes and comparable audit results.

16. GFSI Recognised Schemes

17. Development of Schemes

18. GFSI Guidance Document the Guidance Document 5th Edition represents a multi-stakeholder approach for food safety best practice in the form of key elements for safe food production : Food Safety Management System Good Practices & HACCP Requirements Requirements for the delivery of food safety management systems provides guidance on how to seek alignment for existing scheme owners provides a framework for benchmarking provides guidance on the operation of certification processes The Guidance Document sets out the key elements for production of food as requirements for food safety management schemes and gives guidance to schemes seeking compliance with it. Key elements include: Food Safety Management System Good Practices and HACCP Requirements for delivery of the food safety system The Document provides a framework in which food safety management schemes can be benchmarked. It also sets out the requirements for the delivery of conforming schemes and contains guidance on the operation of certification processes. This document is available on the Web site for free – www.ciesnet.comThe Guidance Document sets out the key elements for production of food as requirements for food safety management schemes and gives guidance to schemes seeking compliance with it. Key elements include: Food Safety Management System Good Practices and HACCP Requirements for delivery of the food safety system The Document provides a framework in which food safety management schemes can be benchmarked. It also sets out the requirements for the delivery of conforming schemes and contains guidance on the operation of certification processes. This document is available on the Web site for free – www.ciesnet.com

19. The Accredited Certification Process Proven concept in many industries, including food Accreditation and certification are: Internationally recognized concept Widely practiced outside of North America Checks and balances are employed at all steps in the process Strong verification and results-based procedures, focused on Accreditation Certification Standards Auditing Ongoing Accreditation and certification are proven concepts in many industries, including food, and they provide a framework for assessing the competence and compliance of FSMS. They are widely practiced and accepted outside of North America due to the checks and balances employed at each stage in the process. They have strong verification and results based procedures Accreditation and certification are proven concepts in many industries, including food, and they provide a framework for assessing the competence and compliance of FSMS. They are widely practiced and accepted outside of North America due to the checks and balances employed at each stage in the process. They have strong verification and results based procedures

20. Accreditation & Certification are a Global Framework Accreditation Validation a certification body has the infrastructure and controls to assess conformity Verification of a CB’s compliance to its processes Certification Facility identifies its risk, validates its FSMS and processes control these risks, and has verification systems to insure control Focus on policies, programs, procedures, records, implementation, continuous improvement, verification and validation Certification Body verifies execution and compliance during the assessment/audit Objective is assurance and verification the facility maintains its control measures Ongoing annual recertification Coding of auditors Auditors only audit to designated food sectors Corrective action resolution Defined classifications of non-conformances Corrective actions planned and implemented prior to the facility receiving its certification/re-certification THIS IS AN ANIMATED SLIDE Start here: In my mind the 4 main bullet points you will see on this slide represent key, significant characteristics of certified audits. They are also some of the key differences between non-certified and certified audits. START BUILD ANIMATION Read each bullet grouping and explain. Non-certified audits Typically 1 to 4 days Focus on programs, procedures and records Typically HACCP based criteria but not benchmarked Certification audits (e.g., BRC and SQF 2000, level 2) Average 2 to 5 days onsite assessment & report writing Focus on policies, programs, procedures, records, implementation, continuous improvement, verification and validation Non-conformances are managed with the auditor and closed within deadlines for certification/re-certification to be issued THIS IS AN ANIMATED SLIDE Start here: In my mind the 4 main bullet points you will see on this slide represent key, significant characteristics of certified audits. They are also some of the key differences between non-certified and certified audits. START BUILD ANIMATION Read each bullet grouping and explain. Non-certified audits Typically 1 to 4 days Focus on programs, procedures and records Typically HACCP based criteria but not benchmarked Certification audits (e.g., BRC and SQF 2000, level 2) Average 2 to 5 days onsite assessment & report writing Focus on policies, programs, procedures, records, implementation, continuous improvement, verification and validation Non-conformances are managed with the auditor and closed within deadlines for certification/re-certification to be issued

21. To help explain accreditation and certification from our point of view as an auditing company, I am going to build a model for you. It will show you some of the differences between certified and non-certified audits and how we have to operate in the certified world. This slide shows the general framework for non-certified audits. This presentation is not at all saying that non-certified audits do not work. What we are saying is there are newer processes for completing audit assessments, for insuring standardization and equivalency and for removing some of the redundancy that is present in today’s world of auditing. Remember what you see in this slide, which is an auditing company auditing a supplier, because over the next slides we are going to expand it and show the checks and balances that occur in the certified world that may or may not occur with non-certified audits.To help explain accreditation and certification from our point of view as an auditing company, I am going to build a model for you. It will show you some of the differences between certified and non-certified audits and how we have to operate in the certified world. This slide shows the general framework for non-certified audits. This presentation is not at all saying that non-certified audits do not work. What we are saying is there are newer processes for completing audit assessments, for insuring standardization and equivalency and for removing some of the redundancy that is present in today’s world of auditing. Remember what you see in this slide, which is an auditing company auditing a supplier, because over the next slides we are going to expand it and show the checks and balances that occur in the certified world that may or may not occur with non-certified audits.

22. THIS IS AN ANIMATION SLIDE Now back to finishing the model. Recall the slide on non certified audits with only the audit companies and the suppliers. Here it is again, -- DO THE first 2 clicks for ANIMATION which brings in the supplier boxes. However with 3rd party certification systems, the plant has to apply the standard in its own operations before the audit. Bring in the arrow between the schemes and the supplier boxes. Once the facility has internally developed, validated its FSMS and verified internally that it complies with its chosen scheme, then it is ready for its certification audit. Bring in the arrow between the schemes and the CBs and the red box about audits site and issues certificate. So in the accreditation and certification model, you can see that there is a defined, standardized infrastructure above the auditing company to insure the auditing company has the systems to perform correctly and consistently and can apply this level of standardization to the food plants it audits and certifies. An important note for you to remember is that this model is routinely verified – just like your plants systems are. We are audited at least annually with surveillance audits. We have NCs and must implement corrective actions. The surveillance looks at both our programs and records as well as going out with auditor to witness their performance. This model has an ongoing loop of checks and balances, which is one of the key characteristics of 3rd party certification systems. THIS IS AN ANIMATION SLIDE Now back to finishing the model. Recall the slide on non certified audits with only the audit companies and the suppliers. Here it is again, -- DO THE first 2 clicks for ANIMATION which brings in the supplier boxes. However with 3rd party certification systems, the plant has to apply the standard in its own operations before the audit. Bring in the arrow between the schemes and the supplier boxes. Once the facility has internally developed, validated its FSMS and verified internally that it complies with its chosen scheme, then it is ready for its certification audit. Bring in the arrow between the schemes and the CBs and the red box about audits site and issues certificate. So in the accreditation and certification model, you can see that there is a defined, standardized infrastructure above the auditing company to insure the auditing company has the systems to perform correctly and consistently and can apply this level of standardization to the food plants it audits and certifies. An important note for you to remember is that this model is routinely verified – just like your plants systems are. We are audited at least annually with surveillance audits. We have NCs and must implement corrective actions. The surveillance looks at both our programs and records as well as going out with auditor to witness their performance. This model has an ongoing loop of checks and balances, which is one of the key characteristics of 3rd party certification systems.

23. GFSI Breakthrough – June 2007 The following companies came to a common acceptance of GFSI benchmarked standards In June 2007, the following companies announced their common acceptance of GFSI benchmarked standards at post farm gate level, meaning once a facility is certified by any of the benchmark schemes, the results will be recognized uniformly. This was a significant moment for the GFSI, given that the buying power this group represents is enormous, representing approximately 740 billion US dollars across 325,000 stores worldwide.In June 2007, the following companies announced their common acceptance of GFSI benchmarked standards at post farm gate level, meaning once a facility is certified by any of the benchmark schemes, the results will be recognized uniformly. This was a significant moment for the GFSI, given that the buying power this group represents is enormous, representing approximately 740 billion US dollars across 325,000 stores worldwide.

24. Benchmarking – What does this mean? « Once certified, accepted everywhere »

25. Some companies now accepting GSFI recognised schemes

26. New GFSI Model: Global Markets Committee Early 2008: Merging of 2 existing GFSI working groups: Auditing in Emerging Markets Protocols for Small Suppliers During 2008/2009 several meetings were organized: Washington, Paris, Denver, London, Amsterdam and Chicago Chicago 2009 Global Markets Committee is established: Requirements for less developed businesses and small suppliers Food Safety Knowledge Network (in progress) Three sub-groups working on: Technical Requirements (Best Practices) Guidance Protocol and Communication Database

27. Global Markets: The Definition The term “small and/or less developed businesses” (SLDBs) shall mean businesses that because of: their size, lack of technical expertise, economic resources, or the nature of their work encounter difficulties in implementing HACCP in their food business. Food Business: Manufacturing, distribution and storage of processed foods and preparation of primary products (excl. wholesale, distribution and storage in case outside the direct control of the business and primary agriculture) The term “less developed business” refers to the status of the food safety management system and NOT to the number of staff or volume of production

28. Local Sourcing – Local Manufacturing – Local Selling Manufacturing, distribution and storage of processed foods and preparation of primary products (excl. wholesale, distribution and storage in case outside the direct control of the business and primary agriculture) Suppliers should reach certification level of one of the GFSI recognized standards Model to establish GFSI recognized HACCP principles globally Cost efficiency through common and accepted assessment practices, processes, and reports

29. Global Markets Committee: The Objectives Less developed businesses and small suppliers: Develop food safety requirements (Basic and Intermediate Level) Develop a protocol and guidance for implementation Drive the continuous improvement process Facilitating market access either locally or globally Create mutual acceptance along the supply chain Food Safety Knowledge Network (in corporation with MSU): Define technical core competencies at each step in the supply chain Develop a channel to transfer and maintain knowledge Create a benchmark model for existing food safety trainings Periodical monitoring of requirements and competencies to ensure appropriateness for the marketplace Engage with industry, government, academia, local authorities, etc. to generate support and awareness to drive implementation

34. Food Safety Knowledge Network (FSKN)

35. The key to producing safe food for consumers is ensuring appropriate knowledge and skills of the individuals who are responsible for managing food safety

36. Background Supply chains are longer and more global in nature and companies are sourcing from further afield, particularly in emerging markets and from smaller suppliers. Individual competency varies from function to function throughout the food supply chain and can affect the safety of the product, depending on skills and knowledge. The GFSI Board decided, in June 2008 to initiate the Food Safety Knowledge Network (FSKN) to provide a consistent approach to training and knowledge transfer in the food supply chain. FSKN provides part of the toolkit to support the implementation of the GFSI Global Markets requirements. FSKN is a joint initiative between the Consumer Goods Forum and Michigan State University.

37. Food Safety Knowledge Network (FSKN) Goals Develop internationally recognized competences in relation to food safety for individuals at all levels and in all sectors of the food supply chain Provide a global professional food safety training programme (“toolkit”) for all functions along the food value chain Develop high-quality, low-cost training and education enabling individuals to aspire to and meet the defined competencies Promote knowledge transfer within the food safety community

38. GFSI Adding Value … Less duplication Driving continuous improvement in the content of the standards Healthy competition between existing schemes, driving continuous improvement in the delivery of the standards More cost efficiency in the supply chain Comparable audit approach and results Confidence in sourcing and safer food for the consumer In closing, the GFSI adds value in many waysIn closing, the GFSI adds value in many ways

39. For more information: Websites www.mygfsi.com www.tcgffoodsafety.com Email [email protected]

40. Contact: GFSI Global Catherine François Director of Food Safety Programmes The Consumer Goods Forum [email protected] Tel: +33 144 699 921

41. Contact: GFSI Americas Dr. Donna Garren VP Food Safety Programmes The Consumer Goods Forum [email protected] Tel: +1 571 285 5655

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