Food recalls can have very serious aftermath from many points of view: starting from the outbreak consequences on public health, on company’s reputation, sell-out, finance, up to putting at risk the survival of the f...Food recalls can have very serious aftermath from many points of view: starting from the outbreak consequences on public health, on company’s reputation, sell-out, finance, up to putting at risk the survival of the firm itself. From a formal point of view, a product harm crisis presents similarities with other emergency situations: both of them consist in unpredictable events, often due to unknown or undervalued causes, which can significantly alter normal business and compromise the safety of the company, of its employees and customers. Given the potential damage resulting from a dangerous product crisis, it is surprising that in the food industry alongside mere procedures (often reducible to botched manuals compiled solely because their presence reassures auditors and authorities) there is still little attention to an approach based on a method. Formal corporate procedures (manuals and crisis management plans) are important, but can cause a false sense of security and preparedness, if executives do not possess an adequate crisis management culture, which depends, as well as on experience and training, also on the ability to assume the correct behavioral posture, and which involves psychological, organizational and communicational skills that can not be undervalued. The purpose of this article is to provide a practical approach based on the experience of crisis-management (applied in emergency situations by health professionals, armed forces and civil protection) useful to support food industry during a food recall, in order to avoid the most classic errors that can undermine speed of reaction, corrective measures effectiveness and leadership, in the most delicate moments for a company life. If it is true the way a firm manages the recall affects its impact, it is necessary to assess the fundamental factors to be observed at such times: timeliness, lucidity, responsibility, leadership.展开更多
文摘Food recalls can have very serious aftermath from many points of view: starting from the outbreak consequences on public health, on company’s reputation, sell-out, finance, up to putting at risk the survival of the firm itself. From a formal point of view, a product harm crisis presents similarities with other emergency situations: both of them consist in unpredictable events, often due to unknown or undervalued causes, which can significantly alter normal business and compromise the safety of the company, of its employees and customers. Given the potential damage resulting from a dangerous product crisis, it is surprising that in the food industry alongside mere procedures (often reducible to botched manuals compiled solely because their presence reassures auditors and authorities) there is still little attention to an approach based on a method. Formal corporate procedures (manuals and crisis management plans) are important, but can cause a false sense of security and preparedness, if executives do not possess an adequate crisis management culture, which depends, as well as on experience and training, also on the ability to assume the correct behavioral posture, and which involves psychological, organizational and communicational skills that can not be undervalued. The purpose of this article is to provide a practical approach based on the experience of crisis-management (applied in emergency situations by health professionals, armed forces and civil protection) useful to support food industry during a food recall, in order to avoid the most classic errors that can undermine speed of reaction, corrective measures effectiveness and leadership, in the most delicate moments for a company life. If it is true the way a firm manages the recall affects its impact, it is necessary to assess the fundamental factors to be observed at such times: timeliness, lucidity, responsibility, leadership.
