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The Risks – More Than Just Food Issues ?

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  1. The Risks – More Than Just Food Issues ? David I Brown Managing Director Food Quality Compliance Solutions Ltd

  2. “ What we anticipated seldom occurs. What we least expected generally happens “ Benjamin Disraeli

  3. Risk Assessment ObjectiveEnhance the ability of the business to deliver an objective by ensuring that the level of risk involved is appropriateAchieved by :-Identification of the risks that threaten the delivery of an objectivePrioritisation so that the focus is on management of risks that are unacceptably highDevelopment of plans to mitigate these risksIdentification of areas outside of management control that would provide a large upside returnDevelopment of plans to exploit these opportunities should they arise.

  4. RISK AWARE SETTLER Knows that there are risks out there. Doesn’t want to chance anything PIONEER Understands the risks. Takes chances but stays in control RISK AVERSE RISK TAKING GOPHER Doesn’t know what’s out there and doesn’t care. Stays underground where its safe COWBOY Does what he/she feels like. Doesn’t think (or care) about the risk RISK OBLIVIOUS

  5. Everything is a risk !Even substances that we think are harmless, such as water, can be harmful if drunk in large quantitiesParacelsus, often called the “Father of Toxicology” wrote in the 16th century: “All things are poison and nothing is without poison, only the dose permits something not to be poisonous”

  6. A few thoughts about risk Risk means different things to different people We juggle risk inconsistently – through ignorance or a willingness to accept the odds – even when they are against us What might appear to be the obvious greatest risk can be over shadowed by a series of minor ones

  7. There are risks with everything but risk assessment is not pointless Risk assessments must lead to a conclusion about what matters and would do most damage to your business

  8. BP fire – Bay of Mexico Distillery fire Merseyside

  9. Carry Out a RISK ASSESSMENT List the top 10 to 15 Risks Determine Major Ones using this matrix

  10. F A C T S CRISIS SIMULATIONS AND ISSUE RESOLUTION The way of working using the FACTS process The TOOLS - Crisis Manuals + crisis team

  11. F– Establish the Facts – take the hearsay out A – Assess the Risks and Identify Actions ( use risk assessment) C – Communicate the Plans and determine the Costs and Insurance. Develop the communications plan T – Establish the Time Pressures S – Prepare Summary for Due Diligence THE FACTS PROCESS

  12. Determine whether Class I, Class II or Class III Class I is High Risk , Class III is Low risk, by determining :- The type of hazard The level of disruption Whether it can be resolved internally or more global issue Is there media interest, National issue or global How much damage to the brand equity Who should be involved and at what level throughout the business Follow the FACTS process Escalation Process

  13. The TOOLS and the Crisis Manual There is a clear Crisis Team structure which has specific roles and responsibilities, contact methods and crisis room requirements Each person has a role that needs to be understood in a crisis situation Understand the FACTS process and Escalation process and feel capable of using it in a crisis

  14. Risk and Opportunities Categories

  15. Processes that are effective , implemented and well managedTrained responsible staffclear procedures and instructions that are audited to determine compliance and allow improvement