1. Chain control project Pilot Projekt 2014

2. Plan of Presentations  Why having chain control project ???  Pilot project start  Practical part of the pilot project  Appointment of coordinators  Preliminary Meeting  Inspection of head office  Inspection of retail units  Evaluation

3. Why Chain control project  A wish from the chain stores af the food branch  A wish from Food Administration Denmark  Increased uniformity  Inspection takes places where responsible lies  A sanction leads to correction in all the chain's units  Double Inspection is avoided

4. Pilot Project Start A work group was established to find challenges. Some of the main challenges are:  When does a Food business have chain status  When are you allowed to have a head office  Which activities should be in the head office  What are the experiences of other EU countries. Netherlands, Sweden and the UK  Definition of food activities. When is something a food activity?  Economy: Is inspection more expensive?

5. Pilot Project Start Advantages:  Inspection is carried out where responsibility lies  Detection of offenses and guidance's are leads to corrections in the entire chain.  Is increased uniformity of inspection and assessments  More confidence for Inspector in retail units. Disadvantages:  Risk of consultant role for businesses  Who should be sanctioned?  Inspectors may be exposed to great pressure from the head office  Control expenses is higher

6. Practical part of the pilot project  Appointment of coordinators and chains  Preliminary meeting with chain head offices  Development of inspection plans head office  Inspection of head office  Development of inspection plans in retail units  Meeting with the inspector of the retail units  Inspection of retail units

7. Appointment of coordinators and chains  4 chains were identified: three chains of food and a chain of feed. All three food chains are represented all over Denmark. Compass Group, Mc Donald, Dansk Supermarked A/S (Netto, discount supermarket and Føtex supermarket)  4 coordinators selected. They were selected by the Head of Offices, control-units in the department where the head office was located.

8. Premilinary meeting There was a meeting with representatives from the different chains: The following were reviewed.  A reconciliation of expectations, including clarification of the rules to be checked at the head office  Presentation of appointed coordinators  A cooperation agreement were reviewed and signed  A presentation of how the practical control will take place

9. Development of control plans head office The starting point for inspection plans was the agreement from the preliminary meeting, Examples of areas:  Traceability,  Withdrawal,  Risk analysis,  Marketing,  Labeling,  Prescriptions,  Education/training.

10. Inspection of head office The inspection was announced. The advantages for announced inspection:  Time saving: two inspectors of approximately 4 hours  People we need to talk to are present  Documents are prepared  The inspection is of documents / procedures and not physical inspection

11. Development of control plans retail units  10 units were identified in each of the chains.  Coordinators for the chain prepared three inspection plans, covering all legislative areas.  Plans was drawn from experiences from the inspection at the head office.  Plans were sent to the inspectors who usually have inspection of the retail unit.  A meeting was held with the inspectors that would conduct inspections of retail units

12. Inspection of retail units Inspections is always unannounced, but in the pilot project, it was decided that quality managers from head offices was offered to come with three inspections  Inspections was between 1 hour and 1 ½ hours and carried out by 1 inspector  The inspections of the retail units were carried out over a period of 2 to 3 months  A site on the internet was created to inssure the coordinators and inspectors in retail unit could communicate. Mail and phone were of course also used.

13. Evaluation  Very few violations of rules, which was expected  Important that inspection in head office can be announced and is made by two inspectors  Inspections of retail units must be unannounced, as it is the control of the implementation of the procedures  Important with the possibility of fast communication between coordinators and inspectors in retail units  Uniformity and plan to inspection all relevant legislation could be better managed  Double-checking can be minimized and perhaps even eliminated