This article is written to meet the following sections of the Standards:

BRCGS Food Safety Issue 81.1.7 Resources
1.2.1 Organisational chart
1.2.2 Roles and responsibilities
BRCGS Packaging Issue 61.1.4 Resources
1.3.1 Organisational chart
1.3.2 Work instructions
BRCGS Agents & Brokers Issue 31.1.6 Resources
1.2.1 Organisational chart
1.2.2 Roles and responsibilities
BRCGS Storage & Distribution Issue 41.1.3 Resources
1.3.1 Organisational chart
1.3.2, 1.3.4 Roles and responsibilities
1.3.3 Job descriptions
11.1.1, 11.1.2 Cross-docking responsibilities
FSSC22000 Version 5.1ISO 5.1c and 5.1h Leadership and commitment (resources)
IFS Food Version 71.2.1 Employee responsibilities
1.2.2 Resources
1.2.3 Organisational structure
1.2.4 Processes
SQF Edition 92.1.1.3 Reporting structure
2.1.1.4, 2.1.1.5 SQF Practitioner responsibilities
2.1.1.6 Resources
2.1.1.7 Continuity
contents

Contents

Your compliance solutions for managing resources

Everything you need to implement an effective and BRCGS compliant system is here:

To make it super simple for you we would recommend the eDocs and the super course – then you’ve got everything you need to comply with all of section 1 (including managing resources).

The requirements

Provision of resource

Management must provide the resources needed to process product, which is safe, legal, authentic, to the quality agreed with its customer and in compliance with the requirements of the Standard.

External resource

Where an external consultant is the main source of technical knowledge, the business must be able to demonstrate that they are readily available – so that the product isn’t compromised. The day-to-day technical activities must remain the responsibility of in-house staff.

People management

Management must:

  • Ensure that all staff are aware of, and understand their roles and responsibilities.
  • Provide training and documented instruction to staff.
  • Ensure that staff can demonstrate that they’re competent in their activities.
  • Review staff performance.

Specific responsibilities

It must be documented who’s responsible for:

  • Food-related legislation and standards.
  • Activities relating to product safety, legality, authenticity and quality.
  • Leading the product safety team.

Organisational structure

An organisational structure must be in place, which clearly shows the management roles and the reporting lines of the business.

The name of the person who’s responsible for each management role must be documented and who will deputise for them.

Group function

The group function must be clearly documented detailing:

  • The links between group and local roles.
  • The responsibilities for each.

Off-site activities

Where activities are certified through a group certificate, the responsibility for local sites remains that of the certified address, including:

  • Compliance of the local sites to the group standard.
  • The group management system.
  • Providing local site compliance documentation for audit.
  • Communicating the requirements to the sites and retaining evidence of such communications.

Introduction

The following extract from the mini training on managing resources explains why BRCGS want certified businesses to manage their resources:

“In order for a business to be successful, resources need to be:

  • Managed so that they’re under control.
  • Provided in sufficient quantities.

A business which controls its resources will more likely be profitable and less likely to lose money. Also, when it provides sufficient resources – it should be able to meet the expectations of its customers and so would be more likely to retain and expand its business.

The aim of managing resources is to ensure that the product is safe, legal, authentic and to the quality agreed with the customer. Managing resources also provides benefits, such as:

  • Preventing financial losses.
  • Reduction in ‘firefighting’.
  • Staff retention.

Resource allocation for continuous improvement.”

mini training managing resourcesImagine a business where resources are provided in just the right amounts and not wasted. Where you don’t have to fire fight every day and there’s enough time and money for improvement and to reward staff for their hard work. The mini training managing resources will teach you how you can do just that, in less than an hour.

What do BRCGS mean by ‘resources’?

Resources always have a value and are needed to complete a task, such as:

  • Human resources (people).
  • Expertise, knowledge or skill.
  • Machinery, equipment or tools.
  • Hardware and software.
  • Consumables, such as chemicals or cleaning materials.
  • Utilities, such as water, electricity or gas.
  • Materials which make up the product.

mini training managing resourcesThe mini training – managing resources teaches you how to manage your businesses resources by implemeting an effective people management system.

Resources

The business’ senior management must provide the human and financial resources needed to process product safely and in compliance with the requirements (listed in the sources e.g. the standard, legislation and customer codes of practice).

If the site uses an external consultant as its main source of technical resource, they must be able to demonstrate that the consultant is readily available, and that product safety and legality is not compromised by using external help. The day-to-day responsibilities must be controlled by the business.

Responsibilities

The senior management within the business, must ensure that all staff are aware of the responsibilities of their role. They must ensure that there’s a process in place to review staff performance. This could be through the measuring of objectives or an appraisal system.

Senior management must also provide clear direction. This means that they need to provide documented work instructions for staff responsible for carrying out activities. And it’s up to the management team to make sure that staff can carry out the activities detailed in these work instructions.

Roles

There are certain responsibilities that must be applied to those present on the business premises. This is to ensure that all the requirements for compliance to the standard are met.

This includes ensuring that someone or a team of people is responsible for:

  • Reviewing and updating the business on legislative and other issues.
  • Product safety, integrity, legality and quality.
  • Leading the product safety team.

Those who are responsible for the above, must also have deputies. You need to be able to look at a document, whether it be a job description or an organisational chart and be able to see who is responsible for what. And, that person(s) needs to know they’re responsible for it, so you need evidence that they do.

Ownership

This subject comes up a few times in senior management commitment sections of the standards. When a business is governed by a head office or group function, the standard really enforces the need for them to take ownership of group lead direction, locally. This is to ensure that the business can’t say that it’s not their responsibility. Think about where group are responsible for certain parts of your management system, and make sure that you have enough detail to be able to present it locally. You must be able to show that you ‘own it’ at your location.

Where cross-docking takes place, the standard states that the business that’s audited, must take ownership of the cross-docking locations. And that it must have overall responsibility for the management system that’s adopted at those locations.

Organisational chart

The business must have an organisation chart which clearly shows the management structure and the reporting channels within it.

The chart needs to include the names of people who occupy the roles. If it doesn’t, this must be documented somewhere else.

Your next steps

To make the process as quick as possible, we would recommend you complete the senior management commitment super course and use the senior management commitment eDocs. The eLearning and eDocs contain everything you need to comply with BRCGS section 1 for senior management commitment, which includes managing resources.

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