Food Crime Risk Profiling Tool: Statements

On this page are the statements that are included in the food crime risk profiling tool questionnaire.

Policy

1. My business has considered critical risks including food crime as among those genuine threats to our business and documented a set of policies which clearly detail our commitments and intentions, this includes careful considerations for food crime risk.

Rules

2. My business has documented rules which reflect our understanding and consideration of critical risks such as food crime and which direct us to reduce our food crime threats and vulnerabilities.

Standards

3. My business has carefully considered food crime risk and has defined operating standards in appropriate areas that reduce the risk of us becoming victims of food crime.

Investment

4. My business has committed realistic resource, investment or allocated budget spend to address gaps in our food crime risk to reduce our vulnerability.

Accreditation

5. My business has made a strategic decision to identify external accredited or independently audited standards that consider or challenge our food crime risk management strategy and our implementation of it.

Integrated Systems

6. My business has digital, documented or otherwise recorded systems that allow the capture and integration of information and processes that helps us understand and reduce our food crime risks.

Processes

7. My business incorporates food crime prevention processes that ensures we operate in a way that reduces our vulnerability to food crime.

Practices

8. My business has designed and implemented specific practices which consider and reduce the risk and vulnerability of becoming a victim to food crime.

Resources

9. My business has identified the roles and resources critical to our ability to reduce our food crime risk and the specific objectives necessary to consider food crime threats and reduce our vulnerability as a business.

Alignment

10. My business has an approach to the management of food crime risk which sees functional supply chain commitment across areas, such as operations, procurement, transport, logistics, as well as product development, all working together regardless of functional responsibilities to ensure we recognise threats and act to reduce our vulnerability.

Performance is how a business manages information, data and reporting, what it chooses to target, measure, audit, assess and its response to feedback. 

In order for a business to fully recognise food crime as a genuine risk to food defence, brand integrity and profitability, it must consider the risk within business performance measures.

Data

11. My business captures and records data related to our understanding and management of food crime risk and details its intentions to reduce those vulnerabilities.

Reporting

12. My business understands the value of capturing emerging risk and horizon scanning information related to food crime that could remove or reduce our vulnerability. 

Indicators

13. My business has identified key food crime indicators relevant and appropriate to our business sector and where we source our materials from. We review these regularly and ensure they are acted upon when they present a food crime threat to our business.

Information

14. My business has access to relevant food crime Information that we use to help us make informed decisions in relation to reducing our food crime risk.

Targets

15. My business has set realistic and manageable targets to improve our understanding of food crime and implements measures to continuously reduce our vulnerability.

Objectives

16. My business sets objectives designed to recognise our opportunities to improve our approach to critical risks such as food crime and has developed plans and actions aimed at continuously reducing our vulnerability in this area.

Specifications

17. My business uses carefully considered and precisely documented internal and external specifications to clearly identify what materials and services are sourced. We specify all aspects of our materials and service requirements, including food safety, material functionality, as well as health and safety in order to minimise our vulnerability to food crime and legal compliance.

Observations

18. My business captures and records observations in relation to food crime risk or vulnerability as a proactive measure to identify opportunities to improve our resilience.

Assessment/Analysis

19. My business has risk assessed protocols in place for sampling and testing of materials to monitor for evidence of non-compliance to specifications. We actively and routinely assess our inbound materials, specifications and compliance to operating standards.

Feedback and Networks

20. My business engages with our operational network, such as suppliers, service providers, trade associations, transport and distribution networks, customers and regulators in the sharing of data, information and reports related to food crime in the interests of reducing vulnerability in our supply chain.

Organisation is how a business structures resources, determines competency, allocates responsibility, authority and supports development and credibility. 

In order for a business to fully recognise food crime as a genuine risk to food defence, brand integrity and profitability, it must consider its structure, the organisation of its resources and how it allocates authority and responsibility for the management of food crime risk.  

Structure

21. My business is structured and organised to ensure that it's strategy, which includes critical elements such as food crime risk, is clear, understood by leadership and is effectively translated into businesses objectives for staff to manage.

Responsibility

22. My business ensures that the responsibility for managing critical risks such as food crime is allocated across all functions and roles. Roles within the supply chain such as operations, procurement, transport, logistics and product development are responsible for ensuring they risk assess changes to ensure critical risks such as food crime threats are acted upon.

Credibility

23. My business ensures that those with the responsibility for delivering reductions in critical risks such as food crime are well supported, their purpose is valued and their relevance and importance within the organisation is fully recognised.

Authority

24. My business allocates authority proportionately and appropriately to the needs of our critical risks. Those responsible for managing food crime risk have the necessary authority to allocate reasonable resources and take proportionate actions to remove or reduce vulnerability.

Competence

25. My business ensures that those roles with responsibility for overseeing or active engagement in managing critical risk such as food crime, are trained, competent and capable of understanding their responsibilities and carry them out effectively.

Capacity

26. My business ensures that those roles with responsibility for either overseeing or active engagement in managing critical risk such as food crime, are given the time, capacity and resources to carry them out effectively.

Training

27. My business has identified relevant food crime prevention training that enables us to have an appropriate level of knowledge across all relevant roles, so that we can make informed decisions supporting our commitment to reducing our vulnerability to food crime.  

Assurance

28. My business operates a structured approach to the assurance of supplied materials and securing of services, which considers critical risks such as food crime. This involves using fully assessed, approved and/or accredited suppliers of both materials and services, routine surveillance of materials and auditing against agreed standards.

Agility

29. My business has the capability to adapt and respond positively and effectively when internal or external situations, demands or challenges arise which require us to operate outside our normal routine processes. We can respond without compromising critical standards, taking unnecessary business risks or increasing our vulnerability.

Response

30. My business is well prepared and appropriately organised to manage unexpected events. There exists a defined escalation process enabling effective management of events ranging from out with specification incidents through to a full business crisis.

A business's culture is its philosophy, practices and attitudes. A positive business culture can be set by the daily behaviours of everyone in the organisation.  

Leadership

31. My business always demonstrates positive and committed leadership when it comes to making decisions with respect to food crime risk. Our business or organisation leadership creates a positive and engaging environment within which we can discuss, agree and resolve challenges that create food crime vulnerability.

Values

32. My business has clear, well communicated and positively demonstrated values that it commits to, regardless of the pressures from the supply chain. Our values reflect our commitment to the management of critical risks such as food crime, working positively to ensure that our products are safe and always meet all expectations.

Relationships

33. My business relationships are fundamental to the way we operate and in ensuring we manage critical risk such as food crime. We have trusted relationships and partnerships with those critical to our supply chain, across our suppliers, service providers, transport, distributors and customers. The way we work together in our business and interact with each other creates a positive working environment.

Behaviour

34. My business actively promotes positive behaviours in our work environment and in the way we interact with partners throughout our supply chain. We are always comfortable highlighting issues or concerns related to any critical risk such as food crime and we all work together to resolve them and learn.

Motivation

35. My business creates a working environment that motivates us to deliver to our best standard. Once standards are agreed for critical risk such as food crime we always do everything we can to ensure nothing is compromised and ensure that positive recognition is applied.

Conduct

36. My business creates a working environment that only encourages conduct which supports fair, respectful and valued behaviours. Once standards are agreed for critical risk such as food crime our collective conduct guarantees we always do everything we can to ensure nothing is compromised and that is always recognised positively.

Collaboration

37. My business actively promotes an environment that allows collaborative working to assess and manage critical risks such as food crime, encouraging collective responsibility and response to deliver effective outcomes.  

Accountability

38. My business expects us all to be accountable for those responsibilities related to our roles and for delivering agreed outputs. This means there is a clear and fair assessment of accountability where roles are appropriately tasked with the right objectives and people generally accept, agree with and deliver against what they are accountable for.

Positivity

39. My business creates a positive work environment where doing the right thing is encouraged, the values are clear, and these resonate through our decisions. When there are challenges and the pressure is on, we still manage to maintain a positive, collaborative and encouraging environment. We support each other to overcome adversity and we always ensure we don't compromise standards and critical risks are not increased.

Encouragement

40. My business positively encourages the identification of critical risks such as food crime. We recognise efforts and actions to control and reduce food crime vulnerability within our supply chain.