const BRCGS_DATA_EXT = [{"section": 1, "title": "Senior management commitment", "clauses": [{"id": "1.1.1", "requirement": "The site shall have a documented policy which states the site’s intention to meet its obligation to produce safe, legal and authentic products to the specified quality, and its responsibility to its customers. • be signed by the person with overall responsibility for the site. • be communicated to all staff. • include commitment to continuously improve the site’s food safety and quality culture.", "interpretation": "The site’s policy must clearly state the overall aims to meet customer requirements, including the provision of safe, authentic products of the quality desired by the customer.\nThe policy will also highlight the site’s intention to improve product safety and quality culture on a continuous basis, which, as discussed (for example, in the interpretation for the statement of intent and importantly in clause 1. 1.2), is fundamental in the consistent application of product safety practices. The policy is designed to show the site’s intention, so that all staff can work towards this common goal.\nAuthenticity of products means ensuring that all products sold or purchased are of the nature, substance and quality expected. This applies not just to product claims, but includes all products and raw materials with the assurance that they meet the specification.\nAuthenticity is defined in the glossary.\nThe policy must be signed by the person with overall responsibility for the audited site, to demonstrate the commitment at senior management at site level. Where the policy is a group- or company-wide statement, the site management should endorse it; for example, by countersigning it.\nThe policy statement is only a summary and can usually be expressed in a single page.\nAlthough it does not need to be dated, it must be current and should therefore be updated when significant policies or senior management change. The policy forms the foundation for the site’s ways of working and the auditor will expect to see how the site management ensure staff understanding and engagement. This may include:\n• communication to staff (e. g. through display on noticeboards, inclusion in the induction process, availability on the company intranet, and the use of appropriate languages where the local language is not the first language of all employees. The use of dual languages may improve and speed up understanding and action)\n• inclusion of all staff, including temporary and contract staff, in the communication and engagement processes.", "requirement_fr": "Le site doit posséder une politique documentée établissant ses intentions de répondre à son obligation de produire des produits sûrs, légaux et authentiques ayant la qualité spécifiée et d’assumer ses responsabilités envers ses clients. Celle-ci doit :\n•\t être signée par la personne de plus grande responsabilité du site\n•\t être communiquée à l'ensemble du personnel\n•\t inclure l'engagement de toujours améliorer la culture de sécurité et de qualité des denrées alimentaires du site."}, {"id": "1.1.2", "requirement": "The site’s senior management shall define and maintain a clear plan for the development and continuing improvement of a food safety and quality culture. The plan shall include measures needed to achieve a positive culture change. • defined activities involving all sections of the site that have an impact on product safety. As a minimum, these activities shall be designed around: clear and open communication on product safety, training, feedback from employees, the behaviours required to maintain and improve product safety processes, performance measurement of activities related to the safety, authenticity, legality and quality of products. • an action plan indicating how the activities will be undertaken and measured, and the intended timescales. • a review of the effectiveness of completed activities.", "interpretation": "Analysis of the root causes of many non-conformities shows that a proactive, positive product safety and quality culture (hereafter referred to as culture) within a company can make all the difference in the effectiveness of the food safety and quality plan and its consistent implementation throughout the site. Culture must be led by senior management and ‘felt’ throughout the organisation, so that all aspects of the business are informed and involved. It is important to understand that the culture plan is unlikely to be successful if it is viewed as simply a technical function. It will require the input and commitment of the site’s senior leadership team and may also align with several teams around the business; for example, with human resources (HR) or personnel management activities.\nCulture can be challenging. It relies not just on measurables and specifics but an ethos and values felt by people at all levels of the site. The size and complexity (or simplicity) of the site should not be a barrier to a successful culture.\nThe site is required to develop, implement and maintain a clear plan or programme for developing and improving its culture. Such a plan should be based on the nature of the organisation, and dependent on its size, seasonality and the overall aims it has identified as important for its own culture. The clause does not prescribe the exact mechanisms that must be used; this is to allow the site flexibility to develop systems that are effective within its specific ways of working, and its current prevailing culture. It does, however, highlight the minimum scope of the plan.\nThe plan will need to consider the measures needed to achieve the intended positive culture change.\nThe plan does not need to be annual. A strategic plan could, for example, cover 5 years, with activities designed to measure current culture, implement changes and assess improvements (or where improvement was not evident, a review of why). Some aspects of the plan may occur more frequently than others. However, for the plan to be effective, the development and improvement of culture will need to be treated as an ongoing and continuous process, and the auditor will expect to see evidence that activities are being completed each year during which the plan is designed to operate. It is not acceptable to design a 5-year plan where all of the activities are completed within the final year.\nRegardless of the intended length or lifetime of the plan, it is important that it remains relevant and up to date. The site will therefore need to ensure that it is regularly reviewed and updated. At a minimum there must be an annual review.\nA wide range of activities could be incorporated into a culture development plan, some of which the company may already be conducting. As a minimum the Standard requires:\n• a clear and open communication on product safety\n• training\n• feedback from employees\n• behaviour changes required to maintain and improve product safety processes\n• performance measurement on product safety, authenticity, legality and quality related activities.\nHowever, note that culture is not simply a matter of introducing another policy, but on developing attitudes and a positive approach to product safety and product safety processes.\nFor example:\n• Ease of movement of product safety information between different levels and sections of the site can be an indication of a good culture. However, a formal communication policy is not likely to affect company culture, unless the site has considered what is communicated, in what format. For example, if all communication is finance-related and lacks information on product safety, then staff may mistakenly believe that product safety is not important, due to its lack of communication. Instead, regular, open and clear communication, involving all personnel, is needed, including expectations, benefits, product safety successes as well as deviations from what is expected or acceptable.\n• Training and staff development (e. g. the use of annual staff reviews and one-to-ones) should have a number of aims beyond just training the process or procedure (e. g. awareness of food safety issues, management techniques, and development of positive behaviours and staff development).\n• Feedback from employees (e. g. staff surveys), focusing on values and culture, can provide useful information on current mindset and culture, impact of recent initiatives and preferred direction of travel. Feedback mechanisms also provide an opportunity to identify and address staff concerns.\nchoose relevant behaviours that will have a positive impact on product safety. These relevant behaviours may be identified simply by a manager’s knowledge of the site, or identified through the results of a site survey (such as the BRCGS Culture Excellence Module), or by considering the many indicators (or artefacts) of the behaviours, beliefs or attitudes that exist at a site. These can provide an indication of the prevailing culture and could be used in this part of the plan. An artefact of culture is described as an existing product safety activity that is not culture itself, but is indicative of the site’s prevailing culture (i. e. the site’s attitudes towards the value or importance of a specific product safety activity, and its compliance with that activity, is often indicative of the culture of the site). These behaviours or attitudes are often identifiable by the site and useful in the maintenance and improvement of product safety culture and can therefore be built into the culture improvement plan. Many fundamental product safety processes could be considered artefacts of the culture; for example:\n• food safety policy\n• objective setting and management review\n• food safety in management meetings\n• food safety resources\n• risk awareness (e. g. for HACCP development)\n• effectiveness of corrective and preventive actions\n• internal audits\n• training.\nRemember that these activities are not the culture themselves; they are artefacts – indicators of the prevalent product safety behaviours at the site.\n• Performance measurement – this is different from clause 1. 1.3. There, the objectives are used to directly improve food safety, whereas the aim of this clause is to consider the impact of the results and learnings on product safety culture. For example, if an objective is always met, or always missed, or the objective remains unchanged every year, this may indicate a site attitude towards the objectives and provides site leadership with an attitude to focus on. In other words, is the site attitude to develop and continuously improve food safety using the objectives as one of the tools, or are the objectives set only to meet the requirements of the Standard?\nAlong with the activities, the culture plan must also include information indicating how activities will be undertaken, the intended timescales for completion, plans for measurement (including results from previous activities) and a review of the effectiveness of completed activities.\nThis information should be used to review the plan to ensure it remains up to date and relevant for the site. It also has the bonus of creating a history of improvements and impacts.\nThis information can be used, for example, to train new employees, inspire existing staff and further inform the types of activity/implementation that are most effective at the site and those which are more likely to struggle.\nCulture is often considered to be subjective and therefore difficult to audit. It must be emphasised that auditors are not expected to audit ‘food safety culture’ of the site, but the evidence of compliance with the requirements of the clause. The auditor will therefore examine evidence of conformity with this requirement during both the audit of the facilities and the documentation audit. This will be achieved using a number of auditing techniques;\nfor example:\n• a review of the documented plan and records – is it complete, does it contain all the relevant information, how were the activities and objectives set, are the monitoring and review processes operating correctly and have they been used to review and update the plan to ensure it remains relevant for the site?\n• discussion with senior management on the development and implementation of the plan (refer to clause 1. 1.11).\n• discussions may be conducted across all levels of personnel on an informal basis. The auditor would expect to find an awareness of food safety culture, how individuals can impact it, and the company’s objectives.\n• evidence of the site completing the activities in its action plan.\n• timescales and evidence that they have been met.\n• monitoring and review processes, and results from previous activities.\nBRCGS provides a number of services that can support a site’s development of its culture plan, including:\n• an additional voluntary module in product safety culture excellence which helps sites measure the current culture and identify areas for improvement.\n• a guideline on product safety culture which may be purchased from the BRCGS Store or viewed online at BRCGS Participate.\n• a training course explaining culture and its implementation.\nNon-conformities To ensure expectations are understood relating to compliance with clause 1. 1.2, its consistent application at certificated sites, and assessment during audits, BRCGS has trained auditors and certification bodies to apply the following non-conformities, where sites are non- compliant:\n• Major non-conformity Where the site does not have a documented plan for food safety and quality culture. In this context a plan is more than a short statement of intent, but is documentation incorporating all of the requirements of the clause.\n• Minor non-conformity Where a documented plan exists, but:\n• is of poor quality (e. g. lacks detail such as timescales for completion or clear action plans)\n• does not cover all the relevant areas or staff\n• is not fully implemented (e. g. some activities are not implemented or are not completed to a predefined schedule).\nThe final bullet point in the clause requires sites to undertake a review of the effectiveness of completed activities. However, it is possible that this review of the success of the programme would not always be implemented in year 1 (since a review cannot be completed until there are activities to review). Therefore non-compliance with this bullet point is not considered a non-conformity at the site’s initial audit, but will be assessed from the site’s second audit to the Standard onwards.\nThe site is expected to complete corrective action, root cause analysis and preventive action plans in accordance with section 2. 3 of the audit protocol prior to certification, and any non- conformity will be included in the calculation of the site’s grade.\nExample Food safety and quality culture plan The company decides to implement a culture plan. Based on the requirements of the Standard it identifies six key areas to include:\n• Enhanced training Beyond just managing critical control points (CCPs), to an understanding of the reasons for the current product safety processes and involving staff in corrective actions.\n• Communications Regular staff updates in addition to the traditional internal message boards. Updates are used to communicate production, incidences of non-conforming product, customer complaints and their corrective actions, and improvements in product quality. They also focus on company strategy and product safety objectives.\n• A clear feedback process To initiate communication ‘up’ to management, so that communication is not seen just as management ‘telling staff’.\n• Recognition Management instigates ‘employee of the month’ awards as rewards for successful process improvement ideas.\n• Behaviours to maintain and improve product safety The site identifies two areas it would like to focus on:\n• Previously the site had developed reporting and whistleblowing systems which allow staff to feed back concerns relating to product safety, in accordance with clauses 1. 1.\nand 1. 2.3 of the Standard. However, staff feedback has identified a lack of use of the systems due to:\n• a lack of encouragement to report errors and product safety concerns\n• a lack of trust, and a feeling that it is not safe or comfortable to report problems\n• a belief that problems will not be taken seriously or that nothing will improve.\nSenior management therefore decides to include staff reporting and concerns about the current system in the culture improvement plan, and look for ways to build trust and encourage use.\n• Internal audits are an extremely useful site-based tool for monitoring and improving systems. However, the site notices that many departments undervalue the audit programme, with several reports reflecting a negative attitude towards the programme.\nSenior management also notes that internal audits require effort and resource to complete robustly and effectively, which have not always been available. In fact, at a previous management meeting the senior leadership had considered the potential to further minimise the internal audit programme (e. g. by resorting to tick-box exercises, reducing the number of audits or auditors, and completing the minimum activity possible, rather than reviewing the actual risks).\nThe culture plan therefore includes activities to build belief in, and use of, the internal audit programme, starting with education about the programme and its importance, training for new internal auditors, communication of audit results (positives as well as non-conformity), using the management review programme to consider learnings from the programme which can further benefit the site.\n• KPIs The site’s quality KPIs have remained constant for a prolonged period. The site decides to use its annual customer reviews as an opportunity to review the quality KPIs to establish their continuing appropriateness.\nExample To ensure that the activities proceed according to the plan (and in accordance with the Standard), the site management:\n• assigns timescales for the start of each activity\n• nominates leaders for each activity with responsibility to lead the activities identified\n• makes progress against the product safety culture plan an agenda item at the quarterly senior management team meetings\n• schedules a follow-up staff survey for 12 months’ time which will specifically be used to assess the effectiveness of the planned activities\n• sets a review date for the complete plan.", "requirement_fr": "La direction du site doit définir et suivre un plan clair pour le développement et l'amélioration continue d'une culture de sécurité et de qualité des denrées alimentaires. Le plan doit inclure les mesures nécessaires pour parvenir à un changement de culture positif.\nCette procédure doit inclure :\n•\t des activités définies impliquant toutes les sections du site qui ont une incidence sur la sécurité des produits. Au minimum, ces activités doivent inclure :\n•\t une communication claire et transparente sur la sécurité des produits\n•\t la formation\n•\t les retours des employés\n•\t les comportements à adopter pour maintenir et améliorer les processus de sécurité des produits\n•\t des mesures de performance lors d’activités relatives à la sécurité, l'authenticité, la légalité et la qualité des produits\n•\t un plan d'action indiquant comment les activités seront réalisées et mesurées, ainsi que les délais prévus\n•\t un examen de l’efficacité des activités réalisées.\nLe plan doit être réexaminé et mis à jour au minimum une fois par an."}, {"id": "1.1.3", "requirement": "The site’s senior management shall ensure that clear objectives are defined to maintain and improve the safety, authenticity, legality and quality of products manufactured, in accordance with the food safety and quality policy and this Standard. • documented and include targets or clear measures of success. • clearly communicated to all staff. • monitored and results reported at least quarterly to site senior management and all staff.", "interpretation": "Senior management must set objectives concerning food safety, authenticity, legality and quality that help to achieve the stated policy (see clause 1. 1.1).\nThe objectives must be communicated so that staff understand what is required from them. The setting of these objectives also helps the allocation of suitable budgets and resources. Auditors will look for evidence that the objectives are in place and have been communicated.\nGood objectives are usually:\n• Specific Objectives should be clear and directly related to the site’s aims or goals for product safety and quality.\n• Measurable Objectives should be measurable so that the site can assess progress.\n• Achievable Targets that stretch the company are acceptable but it is important that they are realistic and that sufficient resources will be available.\n• Relevant Objectives should be designed to maintain and improve product safety and quality.\n• Time-bound Objectives can be long-term (e. g. throughout the period of certification) or shorter-term (e. g. within the next 3 months); however, the timescales or deadlines should be clear to enable the site to review progress and, if necessary, amend activities.\nThere are many examples of objectives that could be included. For example:\n• reductions in customer complaints, non-conforming products and/or customer rejections or returns\n• reductions in audit failures or audit non-conformities – include both internal and external audits, but ensure that all audits are still completed to a thorough, rigorous quality\n• improved product safety training\n• improvements to the management of product authenticity\n• increases to product testing.\nIn each of these examples it would be necessary for the site to consider how to make the objective specific and measurable (as discussed above); for example, 10% fewer customer complaints to be achieved by year end.\nObjectives associated with product authenticity are likely to be formed differently; for example, they may be linked to:\n• improvements to the traceability systems or traceability testing (section 3. 9)\n• evolution of product monitoring processes such as product testing (section 5. 6)\n• outcomes from the vulnerability assessment (section 5. 4)\n• updates to the supplier approval mechanisms and the ongoing monitoring of suppliers (section 3. 5).\nA similar situation exists for objectives associated with legality, as these will also need to be formed differently from those commonly used for product safety. For example, where there is proposed legislation in the region where the company operates, then possible targets may relate to ensuring that relevant staff are trained in a timely manner.\nProgress against targets must be reviewed and reported to senior management at least quarterly. It may, for example, be included in management meetings (e. g. those scheduled for clause 1. 1.4), or it may be the subject of a separate review or included in a report to management. Auditors will look for documented evidence of communication and the quarterly progress review.\nThe Standard also requires communication to staff (including all employees and agency- supplied staff). The Standard is not prescriptive on the methods of communication used to meet this clause. For example, any of the following could be used: meetings, briefings, cascades, huddles, electronic media (e. g. email), and company noticeboards.\nIndependent sites or facilities that are part of a large group with company-wide objectives can adopt the company-wide objectives, but are required to ‘own’ the objectives and carry out the implementation, monitoring, review etc. at site level.", "requirement_fr": "La direction du site doit s'assurer que des objectifs clairs sont définis afin d'établir et d'améliorer la sécurité sanitaire, l’authenticité, la légalité et la qualité des produits fabriqués, conformément à la politique de sécurité et de qualité des denrées alimentaires et à cette Norme. Ces objectifs doivent :\n•\t être documentés et inclure des buts ou indicateurs clairs de réussite\n•\t être communiqués clairement à tous les employés\n•\t être contrôlés, et leurs résultats doivent être rapportés au moins une fois par trimestre à la direction du site et à l’ensemble des employés."}, {"id": "1.1.4", "requirement": "Management review meetings attended by the site’s senior management shall be undertaken at appropriate planned intervals, annually at a minimum, to review the site performance against the Standard and objectives set in clause 1.1.3. • previous management review action plans and timeframes. • the results of internal, second-party and/or third-party audits. • any objectives that have not been met, to understand the underlying reasons. This information shall be used when setting future objectives and to facilitate continual improvement. • any customer complaints and the results of any customer feedback. • any incidents (including both recalls and withdrawals), corrective actions, out-of-specification results and non-conforming materials. • the effectiveness of the systems for HACCP, food defence and authenticity, and the food safety and quality culture plan. • resource requirements.", "interpretation": "The purpose of the management review meeting is to take an overview of the food safety systems. It should therefore be a full and detailed examination of what has happened and what should happen in future. It is not the ongoing management of an issue or concern (although the agenda may include a review of any such concerns) and it is not just incident/ non-conforming product management (processes for these activities are covered in the relevant sections of the Standard; for example, in sections 3. 8 and 3. 11).\nThe format of the meeting should reflect company size.\nThe Standard identifies specific agenda items that must be included within the meeting;\nhowever, additional relevant subjects should also be included where appropriate. As a minimum the meeting agenda should therefore consider:\n• minutes of the previous management reviews and actions agreed. For example, the previous meeting may have set actions and timescales for their completion; however, if actions were not completed on schedule or have failed to be effective, further investigation and actions will be required\n• what has been achieved or not been achieved and progress against objectives (see clause 1. 1.3); for example:\n• if an objective has been met the site can consider future targets based on achievements to date\n• if an objective has not been met the site can consider why. This can be very informative and allows future objectives (or other actions such as the product safety culture plan) to focus on areas where relevant, achievable actions can take place. This review need not be exhaustive (such as a full root cause analysis) but the site should be able to understand why objectives were not met. The outcome would not be preventive action but continual improvement, allowing the site to refine its future targets\n• internal, second-party and/or third-party audits, and subsequent actions. As a minimum the Standard requires a summary of the results from the internal audit programme to be reviewed at these meetings (see clause 3. 4.3). This provides two opportunities for the senior management team:\n• a review of non-conformities, corrective actions, root causes and preventive actions, with a focus on any outstanding concerns or additional actions required (individual issues should have been identified and acted upon at the time they were identified and where necessary, escalated to the management team during the year)\n• review of the overall performance and key trends should facilitate continuous improvement (e. g. changes to the frequency of auditing particular areas, training needs or suggestions for improvements or further developments of the internal audit programme) Similarly, second- or third-party activities (including customer audits, regulatory authority visits) could be summarised to facilitate further discussion and identify any actions or improvements that need to be made\n• progress against the product safety and quality culture plan and the effectiveness of completed actions\n• product safety incidents, complaints, out-of-specification results or non-conforming products, to ensure these have been fully actioned, to assess any trends and identify any additional follow-up actions or improvements needed as a result of these incidents and non-conforming situations\n• the management and effectiveness of product safety systems such as HACCP, food defence and product authenticity, along with any existing or emerging issues relating to these topics\n• identification of targets and areas of improvement for the coming year\n• changes to resource requirements.\nIt is important that sufficient information is presented to the meeting to enable a full and meaningful discussion and, where appropriate, actions to be agreed.\nSenior management is considered to consist of managers who have the authority to make decisions on food safety objectives and/or the provision of adequate human and financial resources. The management team would usually include the site manager and those managers responsible for production, technical operations, purchasing, engineering and human resources. For large, multi-site organisations the management review meeting may include head office representatives, but this decision should be driven by the senior management on site. It may also include representatives from any departments responsible for specific product safety activities or for specific agenda items.\nGood practice is to ensure that the meeting is put into all attendees’ diaries sufficiently early to maximise attendance and that agendas and papers are circulated in advance.\nThe auditor will be looking for evidence that, for each agenda item, sufficient information has been provided to allow an informed discussion to take place leading to appropriate action plans. This may be demonstrated through a review of the inputs to the meeting, minutes of the discussion of the items and, where necessary, agreed action plans. To demonstrate that, for example, senior management has reviewed the management of the HACCP system, the minutes should contain a general summary of the HACCP review meeting (see section 2. 12. 3) and a record of its outcomes (these would be inputs into the management review meeting), together with any actions requested during the senior management meeting (i. e. outputs of management review meeting).\nOne of the outputs from the meeting is a review of performance against the objectives (clause 1. 1.3) and the establishment of new or amended targets and objectives for the following year. This should be clearly documented within the minutes of the meeting.\nThe outcomes from the review meeting must be communicated to the relevant staff to ensure implementation. It should be evident to the auditor how this has been achieved (e. g. cascaded through staff briefings or posted on noticeboards). It should also be evident that actions are followed up and completed. For example, evidence of completion could be added to meeting records, or assessment of actions could be added to the internal audit programme.\nThe Standard requires an annual review, such as a regular annual management review meeting. However, it is important that meetings are scheduled correctly and of sufficient frequency to maximise the value of the meeting and allow timely actions. Many companies opt to make a review or partial review more frequently (e. g. every 6 months or each quarter), either addressing all the points in summary (after other review meetings) or addressing one or two points in depth in each meeting. The number of meetings and the individual agendas should be based on company need, providing all relevant topics are covered within the 12-month period. Where meetings are scheduled with a large intervening period (e. g. annually) the site needs a process to ensure that any matters needing consideration can be completed in a timely fashion; for example, by incorporating them into management meeting agendas (see clause 1. 1.5).\nSpecial consideration should be given to seasonal and temporary sites to ensure meetings occur at an appropriate point in the season and that actions, targets or objectives can be completed. Some sites therefore opt for two meetings; for example, one at the start of the season, to allow objective setting, and one at the end of the season, when the season’s information can be assessed. Alternatively, a management meeting shortly after an external audit allows any non-conformities to be included in the discussion and relevant corrective actions to be agreed.\nAll sites should have a predefined schedule so all participants are aware, in advance, of when the meetings will take place.", "requirement_fr": "Des réunions d'examen de la gestion, auxquelles la direction du site assiste, doivent être planifiées à intervalles réguliers et au moins une fois par an. Elles seront l'occasion d'examiner les performances du site dans le cadre de la Norme et des objectifs fixés dans la clause 1.1.3. Le processus d'examen inclura l'évaluation :\n•\t des plans d'action et des délais définis lors de l'examen de la gestion précédente\n•\t des résultats d'audits internes réalisés par une seconde ou tierce partie\n•\t de tout objectif n'ayant pas été atteint, afin de comprendre les raisons de cet échec. Ces informations doivent être utilisées pour définir des objectifs futurs et pour faciliter une amélioration continue\n•\t toute réclamation de clients et les résultats de retours éventuels de clients\n•\t tout incident (rappels et retraits inclus), action corrective, résultats non conformes et matériaux non conformes\n•\t l'efficacité des systèmes relatifs aux plans HACCP, de protection de la chaîne alimentaire et d’authenticité des produits, et de culture de sécurité et de qualité des denrées alimentaires\n•\t des exigences en matière de ressources.\nDes enregistrements de la réunion seront rassemblés et utilisés pour revoir les objectifs, encourageant une amélioration continue. Les décisions et actions prises lors du processus d'examen doivent être communiquées de manière efficace au personnel concerné, et les actions seront mises en place dans les délais prévus."}, {"id": "1.1.5", "requirement": "The site shall have a demonstrable meeting programme which enables food safety, authenticity, legality and quality issues to be brought to the attention of senior management. These meetings shall occur at least monthly.", "interpretation": "The objective of this clause is to ensure that there is a mechanism that enables the site to learn and react to available information from both internal (within the site and/or company) and external sources (e. g. wider industry, media, etc), allowing food safety, authenticity, legality and quality issues to be raised and discussed at a senior management level within the site. The meeting could include, for example:\n• review of successes/failures relating to product safety, authenticity, legality and quality and the lessons that can be learnt from these\n• any ongoing concerns\n• review of corrective actions, root causes, preventive actions and the effectiveness of these\n• review of information relating to publications, known recalls of similar products, information from regulatory authorities, media stories and potential implications/learnings for the site. This could include information obtained as a result of activities to comply with clause 1. 1.\n• overview of KPIs, complaint levels or other relevant metrics.\nMeetings will need to include management of a seniority to make decisions, and where appropriate, take actions.\nMost sites have weekly or monthly management meetings and the inclusion of safety, authenticity, legality and quality as an agenda item within this meeting is one way to meet the requirements of this clause.\nA schedule for the meetings needs to be in place.\nSeasonal sites are not expected to have monthly meetings when the site is closed and not operating, but scheduling should consider the length of the season and processes to ensure that food safety, authenticity, legality and quality issues can be discussed in a timely manner.\nFor example, the first meeting could take place shortly before the season begins, with further meetings monthly or even weekly throughout the season, and a final meeting at the end of the season.\nThe audit will confirm whether:\n• the meetings occur at a defined frequency (e. g. a schedule, diary bookings or agendas)\n• previous meetings contained relevant discussions (e. g. agenda and minutes for the meetings which clearly state conclusions and any additional actions).\nGood practice is to ensure that any decisions and actions agreed are communicated to appropriate staff, and that there is a system to check that actions are implemented within agreed timescales.", "requirement_fr": "Le site doit posséder un programme de réunions vérifiable qui permette de porter les problèmes de sécurité, d’authenticité, de légalité et de qualité des denrées alimentaires à l'attention de la direction. Ces réunions doivent avoir lieu au moins une fois par mois."}, {"id": "1.1.6", "requirement": "The company shall have a confidential reporting system to enable staff to report concerns relating to product safety, authenticity, legality and quality. The mechanism (e.g. the relevant telephone number) for reporting concerns shall be clearly communicated to staff. The company’s senior management shall have a process for assessing any concerns raised. Records of the assessment and, where appropriate, actions taken, shall be documented.", "interpretation": "In 2018 a report from the Association of Certified Fraud Examiners found that reports from employees and outside parties are by far the most common method of detecting wrongdoing. It is therefore vital that all sites facilitate effective communication methods allowing staff to report any concerns. Ideally, this will be achievable using procedures developed to meet clause 1. 2.3. However, from time to time it may be necessary for individuals to report on hazards or infractions anonymously and confidentially (e. g. if a staff member felt that a genuine concern raised through other mechanisms, such as those covered in clause 1. 2.3, had not been adequately addressed), so the site (or company) should have a system in place to manage this. Although the aim of the Standard is to ensure these reporting systems relate to product safety, authenticity, quality and legality, the company may choose to incorporate all staff concerns into the system, and not limit it to concerns related to the scope of the Standard.\nAs a minimum, the system used must ensure that the confidentiality of the employee reporting the concern is maintained (i. e. the employee’s identity is not known or released to the site or company management) to protect any staff using it, and the confidential and anonymous nature of the system should be clear to all staff. An email or telephone call to an on-site manager, for example, is unlikely to be anonymous or confidential as the manager is likely to know the employee’s email address or recognise their voice. Therefore this would not be considered a confidential system.\nMany food processors will also have whistleblowing systems established by the brand owners and retailers for which it produces. Where this is the case, the site is still required to have its own system as affected products may not relate to the specific brand owner.\nAdditionally, in some areas, local relevant regulatory authorities will have facilities for confidential reports about a site but this also does not mitigate the need for a site (or company) to have a system.\nAs well as gathering information, the site is required to collate and act on it. The auditor will expect to see a system in place, and transparency about the content of any reports and actions, although not the source of the original concern.\nWhere possible, sites might consider an independent system that receives and processes any concerns raised with appropriate promptness. For example, where quality, safety or conformity of the product is at risk, action should be immediate. This might be by using an independent consultant or a professional organisation that can act as an intermediary.\nWhere local legal requirements prohibit certain activities around confidentiality or such reports, the site will need to ensure the system employed meets these legal requirements.\nThis will also be acknowledged by the auditor and compliance with this clause noted within the context of the legal framework.\nIt is not uncommon for larger companies to base the management of their confidential reporting systems at head office, rather than at each individual site. This is acceptable and the audit process is explained in Appendix 4 of the Standard.\nBRCGS operates the independent ‘Tell BRCGS’ facility (available online). This has been designed so that BRCGS can receive information from any interested party about the status of certificated sites or the certification process. Therefore, when feedback is received, it will be investigated and this may, for example, identify the need for a compliance audit at the implicated site to ensure that it is operating legally and in compliance with the Standard.\nThis is different from the aim of this whistleblowing clause, which is to provide the site/ company management with an opportunity to receive and address any concerns raised by employees without the site being subject to an external review. Therefore, a site using the Tell BRCGS system without its own confidential reporting system will not achieve the intended aim of the clause, although it could be used for situations where an employee has tried other site-specific options and is still sufficiently concerned to raise the matter with BRCGS.", "requirement_fr": "L'entreprise doit disposer d'un système de signalement confidentiel, qui permette au personnel de signaler tout problème relatif à la sécurité, à l’authenticité, à la légalité et à la qualité des produits.\nLe mécanisme (c-à-d. le numéro de téléphone à appeler) de signalement des problèmes doit être clairement communiqué au personnel.\nLa direction de l’entreprise doit disposer d’un processus d'évaluation des problèmes soulevés.\nLes enregistrements de l’évaluation et, le cas échéant, les mesures prises doivent être documentés."}, {"id": "1.1.7", "requirement": "The company’s senior management shall provide the human and financial resources required to produce safe, authentic, legal products to the specified quality and in compliance with the requirements of this Standard.", "interpretation": "Sites must have sufficient financial and human resources to be able to maintain the food safety, authenticity, legality and quality systems.\nAlthough a review of resources forms part of the management review process (clause 1. 1.4), it should not be restricted to a single annual discussion if there is a need to make changes to resource allocation during the course of the year.\nAs well as looking at the minutes of the management review meeting, auditors will also look at the type, number and root causes of non-conformities identified at the audit, as the ability of the site to meet the requirements of the Standard will partly demonstrate that the appropriate resources and skills are available.\nThe auditor will examine this requirement during both the audit of the facilities and documentation. The auditor will expect the site to demonstrate that it is adequately resourcing its product safety, authenticity, legality and quality activities, which may include capital expenditure (e. g. for repairs or new equipment), staff levels and staff training.", "requirement_fr": "La direction de l'entreprise doit apporter les ressources humaines et financières nécessaires à la production d'aliments sûrs, authentiques, à la qualité spécifiée et conformes aux exigences de cette Norme."}, {"id": "1.1.8", "requirement": "The company’s senior management shall have a system in place to ensure that the site is kept informed of and reviews: • scientific and technical developments. • industry codes of practice. • new risks to authenticity of raw materials. • all relevant legislation in the country where the product will be sold (where known).", "interpretation": "Food safety issues and legislative requirements are constantly changing. The objective of this clause is to ensure that sites remain up to date, are able to meet legislation and can adapt their food safety systems to protect against new threats. The company must be able to demonstrate that it maintains up-to-date knowledge of relevant legislation, scientific and technical developments, potential risks to raw materials (e. g. to the authenticity of the raw material) and industry codes of practice, such as Codex Alimentarius. Activities to achieve this may include:\n• membership of a trade association that provides this service\n• subscription to a service provider supplying legal updates\n• help from government officials or local enforcement offices\n• regular review of identified websites covering legislation and standards.\nIn addition to information relating to food safety, the site must also have a system to obtain and review information relating to the authenticity of raw materials and the potential for substitution or dilution of the ingredients. This information will, for example, be required to demonstrate compliance with clause 5. 4.2.\nThe company needs to demonstrate that it can readily access, either directly or through a third party, legislation relating to the product in the country, state or territory where the product is sold to the ultimate consumer (if known, or where it can reasonably be expected to be sold). Good practice is also to consider the country where the product is manufactured.\nThe auditor will therefore look for evidence of systematic checking and of the process for ensuring the information is transferred into action as necessary.", "requirement_fr": "La direction de l'entreprise doit avoir établi un système garantissant que le site est informé des aspects suivants et les examine :\n•\t avancées scientifiques et techniques\n•\t codes d'usage de l'industrie\n•\t nouveaux risques associés à l'authenticité des matières premières\n•\t toute législation pertinente applicable au pays où le produit sera vendu (lorsqu'il est connu)."}, {"id": "1.1.9", "requirement": "The site shall have a genuine, original hard copy or electronic version of the current Standard available and be aware of any changes to the Standard or protocol that are published on the BRCGS website.", "interpretation": "The aim of this clause is to ensure the site has easy access to all the relevant requirements for compliance and certification to the Standard. The site must therefore have an official copy of the Standard available in either paper or electronic form. Either a free or paid-for PDF copy of the Standard demonstrates compliance with this requirement. A subscription to BRCGS Participate provides an online version of the Standard (and interpretation and other guidelines) and therefore also meets this requirement.\nThe site will also need copies of any additional voluntary modules to which they are certificated.\nIn addition, during the lifetime of the Standard, the BRCGS technical advisory committee (TAC) may be asked to:\n• review the wording of a requirement in the Standard or audit protocol\n• provide an interpretation for a requirement\n• rule on the grading of a non-conformity against a clause.\nPublished TAC opinions are defined as ‘position statements’. Position statements are binding on the way that the audit and certification process is carried out and are considered to be an extension to the Standard. Sites must therefore be aware of any published position statements and, where necessary, ensure the information is transferred into action. Position statements are published on the ‘Food Safety Help and Guidance’ page of the BRCGS website and available on BRCGS Participate. They are communicated via the BRCGS newsletter. This newsletter is sent to all certificated companies. Position statements are also communicated to certification bodies via the bulletin.", "requirement_fr": "Le site doit posséder un exemplaire authentique de la Norme actuelle, soit le document original en format papier, soit une version électronique. Il doit également être au courant des modifications éventuelles apportées à la Norme ou au protocole publiées sur le site Internet du BRCGS."}, {"id": "1.1.10", "requirement": "Where the site is certificated to the Standard, it shall ensure that announced or blended announced recertification audits occur on or before the audit due date indicated on the certificate.", "interpretation": "The audit due date is indicated on both the audit report and the certificate issued to all certificated sites. The responsibility for scheduling the next audit rests with the site.\nAnnounced audits may be taken in the 28 calendar days up to and including the audit due date. Blended audits may commence within the 56 calendar days prior to the audit due date.\nLate audits are likely to result in a gap in certification and a major non-conformity will be awarded unless exceptional circumstances occur as identified in the audit protocol section of the Standard (II, section 2. 7.2). This includes situations where the site is:\n• situated in a specific country, or an area within a specific country, where there is government advice not to visit and there is no suitable local auditor\n• within a statutory exclusion zone that could compromise food safety or animal welfare\n• in an area that has suffered a natural or unnatural disaster, rendering the site unable to produce or the auditor unable to visit\n• affected by conditions that do not allow access to the site or restrict travel (e. g. heavy snow)\n• producing seasonal products where production is delayed by a late start to the seasons (e. g. due to weather or product availability).\nLack of personnel is not an acceptable reason for adjusting the audit date. It is expected that the site will appoint adequate deputies and established systems of working to ensure the smooth operation of the site in the absence of individual managers. Nor is the undertaking of building work an acceptable reason for delay unless the site is not in production while the building work is carried out.\nWhere a site has an unannounced audit, either by opting into the voluntary unannounced scheme or due to the requirement for a mandatory unannounced audit, it becomes the responsibility of the certification body to ensure this requirement is met.", "requirement_fr": "Les sites déjà certifiés dans le cadre de la Norme doivent s'assurer que les audits de recertification annoncés ou annoncés mixtes ont lieu à la date d'échéance d'audit indiquée sur le certificat ou à une date antérieure."}, {"id": "1.1.11", "requirement": "The most senior production or operations manager on site shall participate in the opening and closing meetings of the audit for certification to the Standard. Relevant departmental managers or their deputies shall be available as required during the audit. A member of the senior management team on site shall be available during the audit for a discussion on effective implementation of the food safety and quality culture plan.", "interpretation": "For a site to successfully complete a BRCGS audit, it will be necessary to involve a range of different site colleagues, including senior managers, section heads and staff responsible for completing specific activities. Involving a range of site colleagues in this way has a number of advantages, including:\n• It allows the individuals that are responsible for, or who complete, specific activities to explain them and discuss any questions the auditor may have, ensuring that the auditor receives detailed, up-to-date information, and can observe the activity in action.\n• It allows members of the team who are not currently needed for the audit to complete other duties, either as part of their normal work or preparation for other parts of the audit;\nfor example, compiling the information for the vertical audit.\n• It indicates a positive product safety culture, where management encourages staff of all levels to be involved in the audit process.\nAs a minimum the most senior production or operations managers on site (i. e. those who are responsible for the hands-on, daily running of the site) must participate in the opening and closing meetings of the audit. The objective is to ensure that non-conformities are effectively understood and agreed; therefore this site representative will need to be sufficiently senior to make decisions regarding any non-conformities and the corrective action to be taken.\nThe auditor will also need to discuss food safety and quality culture and the site’s implementation of its plan to improve the culture with this manager or an appropriate member of the senior management team.\nIt may be the case that the most senior operations managers within the company are absent on the day of the audit because of other commitments, especially where an audit is unannounced; however, there must always be a nominated deputy available (clause 1. 2.1).", "requirement_fr": "Le responsable de production ou des opérations le plus haut placé dans l'entreprise doit participer aux réunions d'ouverture et de clôture de l'audit pour la certification à la Norme.\nLes responsables des services concernés ou leurs adjoints doivent être disponibles durant l'audit, selon les besoins.\nUn membre de l'équipe de direction doit être présent sur le site et disponible pendant l'audit, afin de discuter de la mise en place efficace du plan de culture de la sécurité et de la qualité des denrées alimentaires."}, {"id": "1.1.12", "requirement": "The site’s senior management shall ensure that the root causes of any non-conformities against the Standard identified at the previous audit have been effectively addressed to prevent recurrence.", "interpretation": "An important aspect of the Standard is to encourage continual improvement of product safety processes (e. g. see the statement of intent for section 1. 1) and the prevention of non- conforming situations is one aspect of this. Therefore, non-conformities identified in the previous certification audit must have been fully and effectively rectified (i. e. corrective and preventive actions completed) and these will be checked during the current audit. Therefore, for each non-conformity at the last audit, the auditor will expect to see:\n• Corrective action The site will have completed its corrective action within 28 days of the last audit. The auditor will therefore expect to see this action in operation (e. g. that the updated procedure submitted to the certification body as evidence of corrective action is in use, or that repairs have been completed and remain effective).\n• Preventive action At the time when the certificate was awarded, the site will have submitted a preventive action plan, but may not have completed all of the preventive action. The auditor will therefore expect to see evidence that the site implemented preventive action and that recurrence of the non-conformity has therefore been effectively prevented.\n• Root cause analysis Root cause analysis is used to identify the fundamental or root cause of a non-conformity, and is therefore a key activity in establishing appropriate preventive action. Although the site submitted the root cause analysis following the previous audit, the auditor may need to review this; for example, if preventive action has been ineffective at preventing the non-conformity.\nThis process is detailed in II of the Standard, section 2. 3.2.\nMany sites have found it useful to retain copies of records and documents implicated by non-conformities with the audit records. This allows quick and easy reference to the specific document while reviewing, investigating and correcting the non-conformity. (The original copy of the document, should, of course, be returned to the appropriate place in the site’s quality system.) Note that additional information on preventive action and root cause analysis, and non- conforming situations which require their use, is detailed in I, section 3. 7 of the Standard, and especially clause 3. 7.2.\nA site’s attitude towards preventive action may also indicate its product safety culture. For example, minimal follow-up, or preventive action that is just seen as a necessary document to pass an audit, may be a sign of a poor culture.\nBRCGS has published a guideline to understanding preventive action and root cause analysis which explains some of the techniques available for identifying the cause of non-conformities and preventing them from recurring. The guideline is available from the BRCGS Store or viewed online at BRCGS Participate.\nIf effective corrective or preventive action has not been introduced (e. g. it has been ineffective at preventing recurrence), a non-conformity may be raised against this clause, in addition to a non-conformity against the clause that has the recurring issue.", "requirement_fr": "La direction du site doit s'assurer que les causes fondamentales de toute non-conformité identifiée lors de l'audit précédent dans le cadre de la Norme ont été prises en compte de manière efficace afin d'éviter toute récurrence."}, {"id": "1.1.13", "requirement": "The BRCGS logo and references to certification status shall be used only in accordance with the conditions of use detailed in the audit protocol section (Part III, section 6.7) of the Standard.", "interpretation": "Sites that have gained certification against any of the BRCGS Standards are entitled to demonstrate their pride in their achievement and use the BRCGS certification logo for marketing purposes. This means the logo can be used on websites, letter headers, business cards, etc.\nHowever, the logo is not a product certification mark, so it (or words stating that the product was produced in a BRCGS-certificated site) cannot be used on product packaging. The rules around logo use are highlighted in the protocol of the Standard (II, section 6. 7) and further guidance is available in the Brand Guidelines on the BRCGS website.\nWhere an auditor finds consumer-facing packaging with any BRCGS logo or wording during an audit, they will raise a non-conformity.", "requirement_fr": "Le logo des Normes du BRCGS et toute mention du statut de certification doivent être utilisés conformément aux conditions d'utilisation détaillées dans la section du protocole d'audit (Partie III, section 6.7) de la Norme."}, {"id": "1.1.14", "requirement": "Where required by legislation, the site shall maintain appropriate registrations with the relevant authorities.", "interpretation": "In countries, states or territories where there is a legal requirement to register premises as food production sites, there must be documentary proof that the site has been appropriately registered.\nThe clause is not limited to food defence, but to all requirements for food manufacturing, food safety, authenticity, food defence, etc. However, the clause does not cover other legal registrations related to personnel, health and safety (such as fire regulations) or employment law, as these are outside the scope of the Standard. Examples of registration include:\n• EU requirements detailed in EC Regulations No. 852/2004 on the Hygiene of Foodstuffs, Article 6(2) and No. 853/2004 for animal products processing\n• FDA registration requirements in the US\n• registration with the local authority in the UK.\n1. 2 Organisational structure, responsibilities and management authority The company shall have a clear organisational structure and lines of communication to enable effective management of product safety, authenticity, legality and quality.\nThis section has three key objectives, to:\n• facilitate clear communication of the roles and responsibilities for food safety, authenticity, legality and quality, and ensure that staff are aware who has these responsibilities\n• ensure responsible individuals have the knowledge and ability to fulfil the role\n• empower staff to communicate any concerns relating to product safety, authenticity, legality or quality to the relevant individuals, to facilitate a timely response where action is required.", "requirement_fr": "Lorsque la loi l'exige, le site doit être enregistré de manière appropriée auprès des autorités concernées.\n1.2 Structure organisationnelle, responsabilités et pouvoir de gestion L'entreprise doit posséder un organigramme et des axes de communication clairement définis afin d'assurer une gestion efficace de la sécurité sanitaire, de l’authenticité, de la légalité et de la qualité du produit."}, {"id": "1.2.1", "requirement": "The company shall have an organisation chart demonstrating the management structure of the company. The responsibilities for the management of activities which ensure food safety, authenticity, legality and quality shall be clearly allocated and understood by the managers responsible. It shall be clearly documented who deputises in the absence of the responsible person.", "interpretation": "An organisational chart must be available, clearly indicating reporting lines for all managers on the site and, where applicable, relationships to the company head office roles. The chart would normally be expected to show both a position and the named person occupying that position. Where the chart shows job titles only, other documents must indicate the person occupying each position.\nThe chart or associated documentation needs to clearly indicate the responsibilities of each relevant member of staff with responsibility for the management of food safety, authenticity, legality or quality. Examples include technical managers, quality assurance staff, section heads/managers (e. g. those accountable for overseeing production and cleaning activities (i. e. those responsible for ensuring the correct standards are maintained)), any on-site laboratory staff and product development teams.\nResponsibilities must be defined for key aspects of the food safety and quality management system, including, for example, decisions on corrective actions, non-conforming products, process deviations, finished product release, document control and customer complaints.\nIt is usual for specific responsibilities to be defined within the job descriptions of key staff (especially for management and supervisors); however, they may instead be described within site procedures (e. g. responsibility for decisions on corrective action may be incorporated into the site’s corrective action procedure).\nIt must be clearly documented who is expected to deputise in the absence of a manager.\nDeputies would usually be identified on the organisational chart and/or in job descriptions, but documentation could also be in the form of an additional table. The responsibility may be assigned to either a more senior or more junior person, as long as the deputy has the knowledge and ability to adequately cover for the absent manager. Deputies may be appointed for the whole role or particular responsibilities may be deputised to different people; as long as this is clearly defined.\nThe auditor will be looking for both documented responsibilities and evidence that the responsible person is able to fulfil the role (clause 7. 1.7 requires the company to review the competencies of staff and ensure that any necessary training, mentoring or experience is provided).", "requirement_fr": "L'entreprise doit posséder un organigramme mettant en évidence la hiérarchie de l'entreprise.\nLes responsabilités relatives à la gestion des activités garantissant la sécurité, l’authenticité, la légalité et la qualité des denrées alimentaires doivent être clairement distribuées et comprises des responsables. Les suppléants des responsables doivent être clairement désignés."}, {"id": "1.2.2", "requirement": "The site’s senior management shall ensure that all staff are aware of their responsibilities and demonstrate that work is carried out in accordance with documented site policies, procedures, work instructions and existing practices for activities undertaken. All staff shall have access to relevant documentation.", "interpretation": "The objective of this clause is to ensure that all staff, including temporary staff and employment agency staff, are able to work effectively and ensure that food safety, authenticity, legality and quality are maintained.\nConsistent application of these systems relies on the correct and established processes being documented, accessible by relevant staff and used in practice. This will usually be established by the auditor discussing roles with the employees themselves during the audit.\nThere is no requirement for a detailed job description; however, staff should be aware of their particular responsibilities. Where the role or an activity that makes up part of the role covers a food safety, authenticity, legality or quality issue described within a procedure (e. g. a CCP or prerequisite programme), the staff must understand what is expected and be able to access the relevant procedure.", "requirement_fr": "La direction du site doit s’assurer que tout le personnel est conscient de leurs responsabilités et démontrent qu’ils effectuent leur travail conformément aux politiques, procédures, instructions de travail et pratiques existantes documentées du site. Tout le personnel doit avoir plein accès aux documents pertinents."}, {"id": "1.2.3", "requirement": "Staff shall be aware of the need to report any risks or any evidence of unsafe or out-of-specification product, equipment, packaging or raw materials, to a designated manager to enable the resolution of issues requiring immediate action.", "interpretation": "Where a food safety risk is identified by a staff member, the reporting function and subsequent activity should be sufficiently rapid and effective to mitigate any food safety risks.\nIdentified risks may be associated with, for example, raw materials, work in progress, final product, packaging or equipment. Good practice is to encourage staff to report as wide a range of situations as possible, including out-of-specification results, damage, errors or when the staff member is concerned that something does not look right or as it normally does.\nThe transfer of information from staff to senior management regarding unsafe or out-of- specification situations is an example of a good food safety culture. If staff feel supported and empowered to identify and report issues and make positive changes, this will typically be reflected in the effectiveness of the site’s product safety management systems.", "requirement_fr": "Tout le personnel doit être conscient de l'importance d'informer un supérieur désigné de tout risque ou de toute preuve de produits, d’équipements, d’emballages ou de matières premières dangereux ou non conformes, afin de permettre la résolution des problèmes requérant une action immédiate."}, {"id": "1.2.4", "requirement": "If the site does not have the appropriate in-house knowledge of food safety, authenticity, legality or quality, external expertise (e.g. food safety consultants) may be used; however, the day-to-day management of the food safety systems shall remain the responsibility of the company.", "interpretation": "Where external food safety consultants have been used as the main source of technical knowledge for a specific activity (e. g. to lead the development of the food safety plan or HACCP plan) it is essential that day-to-day responsibilities are under the control of the site and that it has personnel in place with working knowledge of the product safety systems, who can operate effectively even when the consultant is not available.\nFor example, the requirements of clause 1. 2.1, regarding deputies and documented procedures, apply even where a food safety consultant is used.\nA food safety consultant is seen as a service provider to the site and is therefore subject to the requirements of section 3. 5.3.", "requirement_fr": "Si le site ne dispose pas des connaissances adéquates en matière de sécurité, d'authenticité, de légalité ou de qualité des aliments en interne, il peut avoir recours à des compétences externes (c-à-d. des conseillers en sécurité des denrées alimentaires). Cependant, la gestion quotidienne du système de sécurité des denrées alimentaires doit être du ressort de l’entreprise.\n2 Plan de sécurité des denrées alimentaires – HACCP Fondamental L'entreprise doit disposer d'un plan de sécurité des denrées alimentaires pleinement opérationnel et efficace incorporant les principes HACCP du Codex Alimentarius.\n2.1 Équipe de sécurité des denrées alimentaires HACCP (correspondant à l’Étape 1 du Codex Alimentarius)"}], "statement_of_intent": "The site’s senior management shall demonstrate that they are fully committed to the implementation of the requirements of the Global Standard Food Safety and to processes which facilitate continual improvement of food safety, quality management, and the site’s food safety and quality culture.", "group_intros_fr": {"1.1": "La direction du site doit démontrer qu'elle est pleinement impliquée dans la mise en place des exigences de La Norme Mondiale de Sécurité des Denrées Alimentaires et des processus permettant de faciliter l'amélioration continue de la gestion de la sécurité et de la qualité des denrées alimentaires, et de la culture de sécurité et de qualité des denrées alimentaires du site.", "1.2": "L'entreprise doit posséder un organigramme et des axes de communication clairement définis afin d'assurer une gestion efficace de la sécurité sanitaire, de l’authenticité, de la légalité et de la qualité du produit."}, "group_intros": {"1.2": "The company shall have a clear organisational structure and lines of communication to enable effective management of product safety, authenticity, legality and quality.", "1.1": "The site’s senior management shall demonstrate that they are fully committed to the implementation of the requirements of the Global Standard Food Safety and to processes which facilitate continual improvement of food safety, quality management, and the site’s food safety and quality culture."}}, {"section": 2, "title": "The food safety plan – HACCP", "clauses": [{"id": "2.1.1", "requirement": "The HACCP or food safety plan shall be developed and managed by a multi-disciplinary food safety team that includes those responsible for quality assurance, technical management, production operations and other relevant functions (e.g. engineering, hygiene). The team leader shall have an in-depth knowledge of Codex HACCP principles (or equivalent) and be able to demonstrate competence, experience and training.", "interpretation": "For a comprehensive HACCP or food safety plan to be established, maintained and kept up to date it needs to be managed by a nominated team with suitable training, relevant skills and experience.\nThe number of HACCP food safety team members needs to be appropriate to the size and structure of the company, as the team will include representatives of each department with responsibility for the operation of the Standard (e. g. technical, quality assurance, purchasing, engineering, new product development, hygiene/sanitation and senior leadership team).\nThere will always be more than one person, since a single person does not constitute a ‘team’. The team needs knowledge of the types of operations that are carried out at the site and the hazards these operations may present to the product.\nIt is good practice to document the team members within the study, with a summary of their roles, experience and areas of responsibility within the company. Membership of the HACCP food safety team needs to be reviewed and, when necessary, updated (e. g. when job responsibilities change or personnel leave or join the company).\nThe team leader must be able to demonstrate competency and experience in HACCP/food safety processes. This can be shown by:\n• the quality of the plan\n• documented evidence of their qualification (e. g. successful completion of an industry- recognised HACCP training course)\n• demonstrable, extensive experience in implementing or training HACCP.\nThe team will need sufficient knowledge of HACCP processes, products manufactured on site, production processes and relevant hazards, to facilitate a thorough hazard and risk analysis and the creation of an appropriate food safety plan. This may be demonstrated by, for example, training records (see clause 7. 1.6) that show adequate training (e. g. through an industry-recognised training course or good quality internal training) has been given to all HACCP food safety team members. Any format or delivery method of training is permitted;\nhowever, the outcome should be a suitably trained individual capable of executing a HACCP or food safety plan as part of their team.\nWhere there is a legal requirement for specific training the site is expected to ensure this has been completed.\nWhere external expertise has been used in developing the HACCP or food safety plan, the site must demonstrate ownership of the identified requirements by ensuring that the day- to-day management of the food safety system remains the responsibility of the site (see clause 1. 2.4).\nAt the audit, the competency and understanding of the HACCP/food safety plan team will be assessed, as well as the quality of the resultant HACCP or food safety plan. The site should also be able to establish the training and competence of any external consultant in HACCP/food safety principles (see section 3. 5.3).\nSenior management commitment (clauses 1. 1.1 to 1. 1.14) is required to support the HACCP food safety team. This may be demonstrated by the presence of senior management within the team, policy statements referring to HACCP or food safety, or evidence within management review meetings that HACCP/food safety issues are discussed and reviewed.\nThe existence of a food safety plan does not, in itself, guarantee product safety, and it is vital that the results of the HACCP or food safety plan are implemented, applied correctly and integrated into the food safety and quality management system.", "requirement_fr": "Le plan de sécurité alimentaire, ou HACCP, doit être conçu et géré par une équipe de sécurité des denrées alimentaires pluridisciplinaire. Elle comprendra les responsables de l’assurance qualité et de la gestion des aspects techniques, des opérations de production et d'autres fonctions concernées (c-à-d. ingénierie, hygiène).\nLe chef d'équipe doit avoir une connaissance approfondie des principes du Codex HACCP (ou équivalent) et être capable de démontrer ses compétences, son expérience et sa formation.\nLorsqu’une formation comporte une exigence juridique, celle-ci doit être en place.\nLes membres de l'équipe doivent avoir des connaissances spécifiques de l'HACCP et des connaissances pertinentes des produits, des processus et des dangers associés."}, {"id": "2.1.2", "requirement": "The scope of each HACCP or food safety plan, including the products and processes covered, shall be defined.", "interpretation": "The scope of the HACCP or food safety plan must be identified. The scope should describe all the products and processes to be included within the study. In sites with a small range of similar products, it may be possible to incorporate all of the products and processes into a single HACCP or food safety plan; however, where there is a wide range of different products or processes with different hazards, it is likely that the site will need to use more than one plan.\nThe format of these plans is not prescribed by the Standard; various formats are acceptable as long as the scope for each plan is clearly defined and all activities and products are covered within the processes. For example, a HACCP or food safety plan may cover each group of products with similar process characteristics, or the plan may be split into ‘modules’ which cover specific process steps; these modules can then be used in a ‘mix and match’ structure to create a HACCP or food safety plan for any given product.", "requirement_fr": "La portée de chaque plan de sécurité alimentaire, ou HACCP, y compris les produits et les processus concernés, doit être définie.\n2.2 Programmes préalables"}, {"id": "2.2.1", "requirement": "The site shall establish and maintain environmental and operational programmes necessary to create an environment suitable to produce safe and legal food products (prerequisite programmes). • cleaning and disinfection. • pest management. • maintenance programmes for equipment and buildings. • personal hygiene requirements. • staff training. • supplier approval and purchasing. • transportation arrangements. • processes to prevent cross-contamination. • allergen management", "interpretation": "The prerequisites are the basic environmental and production conditions necessary for the manufacture of safe food and the control of generic hazards. Note that the list of examples in the Standard is not exhaustive, and others will exist in some sites; for example, utilities, air and general aspects of the production environment. Sites must therefore define the full range of prerequisites applicable to their site and operations.\nAlthough the prerequisites are usually covered by day-to-day activities such as good manufacturing or hygiene practices, it is vital that they work effectively and to the correct standards as:\n• The prerequisite programme needs to provide a solid base on which the rest of the HACCP or food safety plan can be developed.\n• The company is relying on the prerequisite activities to mitigate the identified hazards and deliver safe product (e. g. if a site identifies cleaning as a prerequisite, then it relies on the cleaning activities to adequately remove food residues and dirt that might otherwise result in hazards such as allergen cross-contamination or microbiological contamination).\nTherefore there should be a whole work stream behind each identified prerequisite to ensure that the relevant activity, procedures and policies are in place, that they are working correctly and that they continue to deliver the level of control required.\nAlthough the prerequisite programme is expected to be effective in achieving the level of control required to ensure food safety, it is not a requirement that a documented validation of every prerequisite is undertaken, as prerequisite programmes typically cover a wide range of general environmental controls, often with results that are not quantifiable. However, where a prerequisite programme is used to manage a specific hazard (e. g. cleaning regimes used to prevent allergen cross-contamination), there needs to be a documented validation that the prerequisite controls the identified hazard (see clause 2. 7.4 for further details regarding the validation). Some companies prefer to differentiate prerequisites that manage specific hazards from other prerequisites by referring to them as operational prerequisites (oPRPs).\nSites that need to meet the requirements of the US Food Safety Modernization Act (FSMA) should note that they must ensure that preventive controls are subject to validation and verification. Some of these controls may cover activities that have traditionally formed part of the prerequisite programme.\nThe clause contains references to later sections of the Standard which provide detail on the requirements for effective management of some specific prerequisites, including cleaning (section 4. 11), pest management (section 4. 14) and training (section 7. 1). These are not intended to be an exhaustive list of all prerequisites or all the relevant sections of the Standard.\nThe prerequisite programmes are often dependent on the production risk zoning (see clause 4. 3.1); for example, cleaning within a high-risk zone. Therefore it may be necessary to place greater attention on some prerequisites that are particularly important for food safety in those specific zones.\nGood practice is to review the prerequisite programmes and their management. The frequency of this review should be based on risk, but it could be included, for example, in the annual review of the HACCP or food safety plan.", "requirement_fr": "Le site doit mettre en place et entretenir des programmes environnementaux et opérationnels nécessaires à la création d'un environnement adapté à la fabrication de produits alimentaires sûrs et légaux (programmes préalables). À titre indicatif, ces derniers peuvent intégrer les points suivants, bien que la liste ne soit pas exhaustive :\n•\t nettoyage et désinfection (voir section 4.11)\n•\t lutte contre les nuisibles (voir clause 4.14)\n•\t programmes de maintenance des équipements et bâtiments (voir sections 4.4 et 4.6)\n•\t exigences relatives à l’hygiène personnelle (voir section 7.2)\n•\t formation du personnel (voir clause 7.1)\n•\t approbation des fournisseurs et achats (voir section 3.5.1)\n•\t services de transport (voir section 4.16)\n•\t processus de prévention de la contamination croisée (voir sections 4.9 et 4.10)\n•\t gestion des allergènes (voir section 5.3).\nLa délimitation des zones de risque pour la production (voir clause 4.3.1) doit être prise en compte lors de l’élaboration des programmes préalables des zones particulières du site.\nLes mesures de maîtrise et les procédures de contrôle des programmes préalables seront clairement documentées et incluses dans le développement et les révisions du plan de sécurité alimentaire ou HACCP.\n2.3 Description du produit (correspondant à l’Étape 2 du Codex Alimentarius)"}, {"id": "2.3.1", "requirement": "A full description for each product or group of products shall be developed, which includes all relevant information on food safety. • composition (e.g. raw materials, ingredients, allergens, recipe). • origin of ingredients. • physical or chemical properties that impact food safety (e.g. pH, aw). • treatment and processing (e.g. cooking, cooling). • packaging system (e.g. modified atmosphere, vacuum). • storage and distribution conditions (e.g. chilled, ambient). • maximum safe shelf life under prescribed storage and usage conditions", "interpretation": "A full description of the product is required to ensure that all aspects that could potentially affect food safety are considered. The Standard gives guidance on the factors that may be considered:\n• composition (e. g. raw materials or ingredients used, allergens, recipes)\n• origin of the ingredients (e. g. climatic conditions, culture or food safety standards may make some countries a greater risk than others)\n• physical or chemical properties that impact food safety (e. g. pH, aw)\n• treatment and processing conditions (e. g. cooking, chilling)\n• product packaging system (e. g. modified atmosphere, vacuum packing or canning)\n• storage and distribution conditions (e. g. chilled, frozen or ambient)\n• maximum safe shelf life under prescribed storage and usage conditions.\nGood practice is not to simply describe the product, but to consider the possible implications of what will be needed later in the HACCP study. For example, when considering the origin of ingredients, rather than just stating the material comes from a specific country or region, it may be useful to consider whether the potential climatic conditions, culture or food safety standards in the country change the hazards.\nProduct groups can be used where the products are similar (e. g. different pack sizes).\nHowever, where significantly different products (e. g. coated and non-coated meat products) are manufactured, these are to be treated as separate products or groups.", "requirement_fr": "Une description complète de chaque produit ou groupe de produits doit être rédigée. Elle doit inclure toutes les informations pertinentes relatives à la sécurité des denrées alimentaires.\nÀ titre indicatif, cette dernière peut intégrer les points suivants, bien que la liste ne soit pas exhaustive :\n•\t composition (c-à-d. matières premières, ingrédients, allergènes, recette)\n•\t origine des ingrédients\n•\t propriétés physiques ou chimiques ayant un impact sur la sécurité des denrées alimentaires (c-à-d. lepH, l'aw)\n•\t traitement et transformation (c-à-d. cuisson, refroidissement)\n•\t système d'emballage (c-à-d. atmosphère modifiée, sous vide)\n•\t conditions de stockage et de distribution (c-à-d. réfrigérés, à température ambiante)\n•\t durée de vie maximum sans risque dans des conditions de stockage et d'utilisation prévues."}, {"id": "2.3.2", "requirement": "All relevant information needed to conduct the hazard analysis shall be collected, maintained, documented and updated. • the latest scientific literature. • historical and known hazards associated with specific food products. • relevant codes of practice. • recognised guidelines. • food safety legislation relevant for the production and sale of products. • customer requirements. • a copy of any existing site HACCP plans. • a map of the premises and equipment layout. • a water distribution diagram for the site. • indication of any areas (zones) where high-risk, high-care or ambient high-care production facilities are required", "interpretation": "Up-to-date background information must be taken into account when preparing the HACCP or food safety plan. Therefore, suitable information must be collated and maintained.\nThere are many sources of information, particularly on the internet; for example, Codex Alimentarius, European Food Safety Authority, US Food and Drug Administration, or the Rapid Alert System for Food and Feed (RASFF). Sources of information must be referenced in the HACCP or food safety plan and be recoverable or available on request (using an internet search engine to find the information during an audit is not acceptable, as this implies that the information was not collected and maintained for use during the development of the HACCP or food safety plan). A list of legislation and codes of practice referenced may be helpful.\nMany membership organisations also provide useful information. Where membership information is referenced, this also needs to be available on site (either electronically or as hard copy).\nThe Standard gives some guidance on the types of information that may be considered in developing the HACCP or food safety plan. These include:\n• the latest scientific literature (good practice is to understand the source of the material; for example, peer-reviewed science may have greater validity and usefulness)\n• historical and known hazards associated with specific food products (good practice is to be as specific as possible, giving, for example, the name of the micro-organism(s) that are known hazards to the product, rather than just listing ‘bacteria’)\n• relevant codes of practice\n• recognised guidelines – for example:\n• material provided on BRCGS Participate\n• publication by regulatory authorities\n• publications available from industry experts, trade associations, etc.\n• food safety legislation relevant for the production and sale of products in destination countries, states or territories\n• customer requirements\n• existing HACCP plans; i. e. plans from products that are already in production. There are two uses for the existing plan:\n• learnings from previous plans may provide a useful reference\n• existing products, ingredients or processes within the same manufacturing area may result in additional risks that need to be managed\n• a map of the premises and equipment layout\n• a water distribution diagram\n• indication of any production risk zoning.", "requirement_fr": "Toutes les informations pertinentes requises pour effectuer l'analyse des dangers doivent être rassemblées, conservées, consignées et mises à jour. L'entreprise doit s'assurer que le plan de sécurité alimentaire, ou HACCP, est basé sur des sources d'informations globales, référencées et disponibles sur demande. À titre indicatif, cette dernière peut intégrer les points suivants, bien que la liste ne soit pas exhaustive :\n•\t dernières publications scientifiques\n•\t dangers historiques et connus associés à des produits alimentaires spécifiques\n•\t codes d'usage pertinents\n•\t directives reconnues\n•\t législation en matière de sécurité des denrées alimentaires pertinente relative à la production et à la vente de produits\n•\t exigences des clients\n•\t une copie de tout plan HACCP existant sur le site (c-à-d. pour les produits déjà en cours de production sur le site)\n•\t un plan du site et de l’agencement des équipements (voir clause 4.3.2)\n•\t un diagramme du système de distribution de l’eau du site (voir clause 4.5.2)\n•\t une description de toute zone où des installations de production à haut risque, de grande précaution ou de grande précaution pour les produits à température ambiante sont requises (voir clause 4.3.1).\n2.4 Identification de l'utilisation prévue (correspondant à l’Étape 3 du Codex Alimentarius)"}, {"id": "2.4.1", "requirement": "The intended use of the product by the customer, and expected alternative uses, shall be described, defining the consumer target groups, including the suitability of the product for vulnerable groups of the population (e.g. infants, elderly, allergy sufferers).", "interpretation": "The HACCP food safety team needs to consider and document the intended use of the products by the customer and the ultimate consumer to ensure all the risks have been assessed. For example, the team should consider:\n• the target population (e. g. does this include high-risk groups such as infants, elderly people or allergy sufferers?)\n• handling and preparation (e. g. will the product be consumed without further cooking?)\n• the customer supply chain\n• storage (e. g. frozen, or the requirement for chilled storage after opening the pack).\nWhere there is an expected alternative food use for a product, including the potential for a customer or consumer to misuse or mistreat the product in a way not intended by the manufacturer, this information should be included in the description in the HACCP assessment so that any implications can be considered as part of the subsequent hazard analysis. This alternative use may occur in the consumer’s home (e. g. consumption of a product that looks ready to eat without completing the correct cooking) or elsewhere in the supply chain (e. g. an unintended use of a raw material). A number of product recalls have occurred, for example, with frozen raw vegetables and coated/battered poultry products due to unintended use of the product. Inclusion of intended and expected alternative uses of a product can also provide a useful due diligence reference demonstrating to a customer or regulatory authority the scope of hazards that have been considered.", "requirement_fr": "L'utilisation prévue du produit par le client, ainsi que toute autre utilisation alternative prévisible, doivent être décrites. Les descriptions doivent définir les groupes de clientèle cible et spécifier si le produit est adapté aux groupes de population vulnérable comme les nourrissons, les personnes âgées, les personnes allergiques.\n2.5 Élaboration d'un diagramme de flux de processus (correspondant à l’Étape 4 du Codex Alimentarius)"}, {"id": "2.5.1", "requirement": "A flow diagram shall be prepared to cover each product, product category or process. This shall set out all aspects of the food process operation within the HACCP or food safety plan scope. • plan of premises and equipment layout. • raw materials, including introduction of utilities and other contact materials. • sequence and interaction of all process steps. • outsourced processes and subcontracted work. • potential for process delay. • rework and recycling. • low-risk/high-risk/high-care area segregation. • finished products, intermediate/semi-processed products, by-products and waste", "interpretation": "The process flow diagram provides the site with an important tool, allowing it to evaluate the possible introduction, occurrence or change of hazards at each step of the process. It should therefore be used when identifying hazards (see clause 2. 7.1) and conducting hazard analysis (see clause 2. 7.2).\nTherefore, an accurate flow diagram indicating all the process steps, including all inputs and outputs, needs to be constructed for each HACCP or food safety plan. This may be achieved with a single diagram, or it could be in a modular form with several documents compiled to provide the complete information (in this situation it must clearly identify the interaction between the process steps). The Standard lists guidance on the points to consider and include when developing the flow diagram; for example:\n• a plan of the premises and equipment layout to facilitate consideration of cross- contamination risks (e. g. allergen control)\n• raw materials – it should be clear where raw materials are stored and the routes they take into the production area; this includes the introduction of utilities and other contact materials (e. g. water or packaging)\n• sequence and interaction of all process steps (e. g. method of transportation between each step)\n• outsourced processes and subcontracted work, including, for example, off-site processing, storage, packing or transport\n• potential for process delay (i. e. how products or ingredients will be handled if a delay occurs)\n• rework and recycling\n• low-risk/high-risk/high-care segregation (i. e. clearly indicating where the different production zones are located)\n• finished products, intermediate/semi-processed products, by-products and waste (e. g. where waste products leave the production process, and the storage of intermediates and finished products).\nclause 3. 2.1 of the Standard requires the site to have an effective document control system.\nSigning and dating the approved process flow diagram is one method of demonstrating that this is occurring.\nExamples There is no set pattern or format for the diagram. However, it is important to show all the steps in the process, from raw materials through to final products, as shown in Raw Materials All Process Stages Product All products must be covered in the diagram, so if your site has a wide range of similar products or processes, a modular option may be preferable; Figures 2 and 3 show examples.\nOtherwise a separate linear diagram is needed for each product; i. e. 20 products would need 20 linear process flow diagrams.\nRaw Materials All Process Stages Product B All Process Stages Product C All Process Stages Product A Examples All Process Stages Steamed Ingredients (See HACCP Study B1) Final Products Deep Fat Frying (See HACCP Study A1) Raw Ingredients If you use a modular or generic diagram, take care to ensure that it includes all steps and all products. If your site manufactures multiple products that are considerably different or require different processes, you will need to have several separate diagrams.\nIn addition to the process steps, the diagram needs to contain:\n• all raw materials used in the manufacture of the product(s), including the introduction of utilities and other contact materials (e. g. water or packaging)\n• details of any outsourced or subcontracted process (i. e. any activity that is part of the production process but does not occur on site)\n• rework or recycling\n• low-risk, high-care and high-risk segregation\n• routes taken by waste products\n• all finished products, intermediates, semi-processed products or by-products.\nExamples of completed process flow diagrams are shown in Figures 4 and 5.\nExamples\n8. Sieving (Xμm) 9. Tempering (Ambient ≤X hours)\n5. Bulk Storage (Ambient)\n1. Flour 2. Sugar\n7. Chilled Storage (X-Yo C)\n11. Weighing Up\n12. Mixing\n13. Forming\n17. Baking (≥X C, Y minutes)\n18. Cooling (Ambient, X minutes)\n21. Packing\n23. Date Coding\n24. Metal Detection\n25. Ambient Storage\n16. Waste\n15. Rework\n6. Ambient Storage\n3. Walnuts\n10. Water\n26. Dispatch\n22. Waste\t20. Packaging Store\n19. Pre-Printed Plastic Wrap Examples\n7. Curing Brine Preparation\n6. Water 8. Injection 9. Thaw (X C for Y-Z hours)\n4. Ambient Storage\n1. Salt (NaCl) 2. Nitrite Curing Salt\n5. Frozen Storage (