What is an example for a recall procedure?

Introduction

It is essential to strictly follow this recall procedure in case of calamities (illness, death of customers, safety aspects). 

Report from the customer 

If it appears that someone reports sick customers or the death of customers, the person must immediately transfer to the quality service. 

When internal abnormalities are found, this is taken to the quality service.

If there is no answer, always contact the management. 

Crisis team

The crisis team should consist of at least: 

• Quality Service; 
• Managing board; 
• QAssurance advisors. Tel: 0342-415724 and after 17:00 06-15314552 (iMIS Food Helpdesk, forwarded to a consultant who is on standby).

Supplemented with any other department heads. 

The person who is the first to hear about the calamity brings the crisis team together. 

Crisis team tasks

The crisis has the following tasks, which must be carried out immediately or at a later stage. All steps are detailed further on in this document. Those responsible are listed for each step. The steps do not need be worked on in chronological order. Depending on the crisis, it can be decided to take a few steps earlier or later. However, this is determined by the crisis team.

The very first step is to determine any actions via the reporting guide and possibly by NVWA:

1. Communication (crisis team). 
2. Determining the raw material, additives, and end products used (quality service). 
3. Discontinuing production and logistics (quality service). 
4. Informing suppliers (quality service). 
5. Finding alternative products (purchase). 
6. Recalling products and / or warning customers (quality service). 
7. Arranging alternative products for the longer-term / alternative production location (crisis team). 
8. Evaluation (crisis team). 
9. Aftercare for customers (quality service / management). 
10. Costs (accounting). 
11. Evaluation of recall procedure (crisis team).
12. Determining the risk (crisis team).

Based on the customer’s report, an assessment must be made of whether the report relates to many products or an isolated problem. This is done on the basis of the notification and the data provided by the customer. When it comes to an incident, it is not necessary to follow to follow the recall procedure. The steps to be followed can then be determined in consultation with the customer. 

If it concerns a larger problem, the steps described must be followed. 

Performing a recall

1. Communication

The crisis teams determines how to communicate with:

• The customers; 
• The press; 
• Competent authorities, see reporting guide! 
• Internal. 

However, the following breakdown preferred:

Management: Communication towards the press and internally. Quality Service: Communication towards customers and competent authorities. 

The crisis team determines what can and can not be said to the press. When it is decided to issue a press release, the message is prepared in consultation with the crisis team. It is also determined in which newspapers this message is to appear. 

There must be internal communication with the staff (if necessary) about the seriousness of the recall and the associated obligation to remain silent. In addition, it must be VERY clear who is conducting the communication. All interactions should be recorded individually from telephone and email correspondence. It must also be confirmed in writing as much as possible. 

The recall telephone numbers of suppliers, customers, service suppliers, certification, government, and media partners must be used. This list should be updated annually during the recall test and enclosed as an appendix. It is important to involve the trade association in the event of a major calamity. Even if there is no membership, this association will represent the interests of the industry. 

From the moment the recall takes effect, no more calls may be diverted to production. When calls seem “suspicious” or f called are made by strangers, they can only be transferred to a member of the crisis team. When it comes to press, the transfer may only be made to the person responsible for press communication. 

In addition, the department heads and departments are only allowed to answer internal phone calls. External calls may not be answered. 

In the event of a calamity, the competent authorities must be informed. If this is the case, all steps to be taken are discussed with the competent authorities. The advice and measures imposed by the COMPETENT AUTHORITIES are also always followed. 

Customers must be informed. This is done by the quality service. This is done by the quality service. If others have contact with the customers, the crisis team prepares a document in advance with what may and can be told.

In addition to the competent authorities and customers, the certification body is also informed within 3 working days. See details of certificate / exchange of letters for this. The certification body must be notified of any significant food safety incident, such as a product recall or legal food safety non-conformity. See also, communication. 

2. Determining the raw material, additives, and end products used (quality service)

3. Discontinuing production and logistics (quality service).

If there is a danger that risky products may still be delivered or made, then production (relevant department) must be stopped. Risky products must also be prevented from being delivered further. 

Stop the logistics process or inform the drivers. Two decisions can be made here:

1. All drivers to stop delivering and return. 
2. The risky products are removed from the orders by the drivers. 

To what extent production must be stopped or certain products can no longer be made depends on step 2. 

4. Informing suppliers (quality service)

Step 2 shows the raw materials and additives with the corresponding supplier. The supplier must be informed of the calamity so that they can also take the desired actions. 

5. Finding alternative products (team / sales office)

In order to be able to provide customers with products, it Is important to be able to supply alternative products as quickly as possible. The alternatives are selected by the direction of the crisis team. 

6. Recalling products and / or warning customers (quality service)

Step 2 shows which products were delivered to which customers and when. 

Using these lists, the customer must be contacted to cease selling and return the products. An alternative can also be offered if known.

Before the products are retrieved and the customers are informed, the crisis team will draw up a list. The list specifies which information may and can be given to the customer. This includes: 

• Reason for recall; 
• Consequences by consuming;
• What actions should be taken after consuming;
• What the follow-up actions are, etc. 

7. Arranging alternative products for the longer-term / alternative production location (crisis team)

If it appears that no products can be delivered for an extended period of time, then alternative production sites or suppliers should be looked into.

8. Evaluation (crisis team).

After the recall of the products, delivery of alternatives, etc. the recall must be evaluated by the crisis team. It should be examined how the steps were followed. However, the most important thing in this first evaluation is to assess whether any products have been forgotten. 

Should this happen, this problem must be solved as soon as possible.

The evaluation should be performed the same day as the above steps! Make sure that the insurer is also involved in time by any recall and determine, in consultation with the lawyer, who should be held liable. Also arm yourself against any product liability issues from the customer. 

9. Aftercare for customers (quality service / management)

After all products have been retrieved from the customers, it is important to reassure the customers through aftercare. Everything can be discussed properly again without any stress from the recall itself. The aftercare must have taken place within two weeks and can be carried out by, for example, management. Who does the aftercare is determined by the crisis team. 

10. Costs (accounting)

The cost of the recall must be identified. These are the costs for: 

• Products; 
• Logistics; 
• Alternative products; 
• Outsourcing; 
• Man hours; 
• Etc. 

The costs partly determine whether the recall was successful. In addition, they provide input for possible further automation or changes in traceability. 

11. Evaluation of recall procedure (crisis team)

After the conclusion of the recall, the recall procedure will be evaluated. The shortcomings must be adjusted in the procedure.

The recall procedure is tested annually and is based on the traceability test. 

A balance test (mass, number) takes place together with the recall test.