June: 2019
FOOD SAFETY MANUAL
ISO 22000:2018 COMPLIANCE
This document provides basic information demonstrating how the food safety
management system of Bahari (T) Company complies with ISO 22000 standard
requirements, regulatory requirements as well as our customers requirements.
Author: Bahari (T) Company Management
Version 7 – June 2019
P h y s i c al A d d re s s : S hi ma n zi A r e a , M w a t a t e S t r e e t M o mb a s a
Bahari (T) Company Ltd
Food Safety Manual V 7
Page 1 of 52
Approval Page:
________________________
Amended & Reviewed by
FSTL
Bahari (T) Company Ltd
Food Safety Manual V 7
________________________
Approved For Implementation by:
M. D.
Page 2 of 52
Issue No: 7
INTRODUCTION
The Food safety manual of Bahari (T) company sets out the principals of operation,
control and code of practice which is provided as a practical interpretation and a guide to
good product handling, storage practices and procedures to be followed throughout the
product chain. This manual forms the referral point for all the procedures which are
aimed at giving product safety, legality, regulatory and quality requirements. Bahari’s
integrated food safety system borrows its foundation from ISO 22000, HACCP standards
and procedures, which gives us the confidence of conformance to international food
safety standards.
In implementing food safety systems, Bahari hopes to improve its profile and credibility,
win customer confidence and have a competitive advantage in the market. Our aim is to
achieve satisfactory and consistent safe products of the right quality which is compatible
with the customer needs and market expectations.
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Food Safety Manual V 7
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TABLE OF CONTENT
ITEM
PAGE
1
Food safety policy
5
2
FSMS requirements - General
6
3
Context of the organization
9
4
Management responsibility
11
5
FSMS Planning (Risks & FSMS Objectives)
13
6
Support (Resources, Awareness, Communication, doc info)
16
7
Planning & realization of safe products
17
8
Preliminary steps to hazard analysis
21
9
Hazard analysis
24
10
Flow diagram
29
11
Hazard identification table
30
12
Hazard assessment & control measures
31
13
Decision Tree
35
14
Hazard control plan
36
15
Performance evaluation
39
16
Improvement
41
17
Warehouse procedures
42
18
Training
50
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Food Safety Manual V 7
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FOOD SAFETY POLICY
Bahari (T) Company Ltd is committed to supplying high quality tea products
which are safe and meet the most stringent of our customer specifications.
The company is committed to the adherence of the food safety requirements
underpinned by ISO 22000:2018, compliance with local food related legislations
as well as food safety requirements of destination as advised by our customers.
Operational risks are identified and controlled.
Our operations personnel effectively manage communication throughout the food
chain to ensure the availability of necessary information that demonstrates
compliance of our operations to the food safety norms in general and specific
industry practices as necessary.
To ensure continual improvement the company has provided the necessary
resources and ensured personnel remain competent to manage food safety
through continuous training programs. Specific objectives and targets have been
established to enhance performance.
All Bahari (T) Company employees have a responsibility to uphold best practices
in warehousing and handling of tea in order to guarantee the achievement of our
objectives, targets and policy commitment to the benefit of all industry
stakeholders.
Signed by: …………………………………
(Chief Executive)
Date: ……………………………….
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Food Safety Manual V 7
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FSMS REQUIREMENTS - GENERAL
1. Scope and Application
The Food Safety Management system of Bahari (T) Company Ltd describes all the
process that take place within the premises. This includes offloading of tea as sent by
the producers, storage, sampling, blending and loading it to buyers.
Its principles aims are:
 Offer warehousing, transit and shipping services that conform to the relevant
national, EU and international food registrations and regulations
 Demonstrate compliance with the requirements of ISO 22000:2018 Food Safety
Management System which ensure product safety
Since the company is dynamic and capable of performing other activities related to tea,
these will be incorporated after following the safety procedures to ensure product safety.
The food safety team will be informed of the changes in a timely manner and the
information will be included in updating the food safety management systems.
2. Out-sourced Services
Bahari (T) Company Ltd does outsourcing of the external services from credible
suppliers who conform to the company requirements as pertaining to food safety
management.
The following is a selection of companies supplying various services to Bahari (T)
Company ltd:
1. Vectorcorn
- pest management
2. Avery Scales
- Scales calibration and maintenance
3. Fumigation of pallets
- Merchant Inspection Services
4. SGS Kenya Limited
- third party audits
If they must enter the warehouse, they have to comply with the warehouse code of
practice. The company exercises control over their processes to ensure compliance.
3. Definitions
1. Acceptable level - level of a food safety hazard not to be exceeded in the end
product provided by the organization.
2. Action criterion - measurable or observable specification for the monitoring of
an OPRP
3. Audit - systematic, independent and documented process for obtaining audit
evidence and evaluating it objectively to determine the extent to which the audit
criteria are fulfilled
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4. Competence - ability to apply knowledge and skills to achieve intended results
5. Conformity - fulfilment of a requirement
6. Nonconformity - non-fulfilment of a requirement
7. contamination - introduction or occurrence of a contaminant including a food
safety hazard in a product or processing environment
8. Continual improvement - recurring activity to enhance performance
9. Control measure - action or activity that is essential to prevent a significant food
safety hazard or reduce it to an acceptable level
10. Correction - action to eliminate a detected nonconformity
11. Corrective action - action to eliminate the cause of a nonconformity and to
prevent recurrence
12. Critical control point – CCP – step in the process at which control measure(s)
is (are) applied to prevent or reduce a significant food safety hazard to an
acceptable level, and defined critical limit(s) and measurement enable the
application of corrections
13. Critical
limit
-
measurable
value
which
separates
acceptability
from
unacceptability
14. Documented information - information required to be controlled and maintained
by an organization and the medium on which it is contained
15. Effectiveness - extent to which planned activities are realized and planned
results achieved
16. End product - product that will undergo no further processing or transformation
by the organization
17. Flow diagram - schematic and systematic presentation of the sequence and
interactions of steps in the process
18. Food - substance (ingredient), whether processed, semi-processed or raw,
which is intended for consumption, and includes drink, chewing gum and any
substance which has been used in the manufacture, preparation or treatment of
“food” but does not include cosmetics or tobacco or substances (ingredients)
used only as drugs
19. Food chain - sequence of the stages in the production, processing, distribution,
storage and handling of a food and its ingredients, from primary production to
consumption
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20. Food safety - assurance that food will not cause an adverse health effect for the
consumer when it is prepared and/or consumed in accordance with its intended
use
21. Food safety hazard - biological, chemical or physical agent in food with the
potential to cause an adverse health effect
22. Significant food safety hazard - food safety hazard, identified through the
hazard assessment, which needs to be controlled by control measures.
23. Interested party (preferred term) / stakeholder (admitted term) - person or
organization that can affect, be affected by, or perceive itself to be affected by a
decision or activity
24. Lot - defined quantity of a product produced and/or processed and/or packaged
essentially under the same conditions
25. Management system - set of interrelated or interacting elements of an
organization to establish policies and objectives and
26. Measurement - process to determine a value
27. Monitoring - determining the status of a system, a process or an activity
28. Operational prerequisite programme – OPRP – control measure or
combination of control measures applied to prevent or reduce a significant food
safety hazard to an acceptable level, and where action criterion and
measurement or observation enable effective control of the process and/or
product
29. Outsource - make an arrangement where an external organization performs part
of an organization’s function or process.
30. Prerequisite programme – PRP – basic conditions and activities that are
necessary within the organization and throughout the food chain to maintain food
safety
31. Risk - effect of uncertainty
32. Traceability - ability to follow the history, application, movement and location of
an object through specified stage(s) of production, processing and distribution
33. Validation - obtaining evidence that a control measure (or combination of control
measures) will be capable of effectively controlling the significant food safety
hazard
34. Verification - confirmation, through the provision of objective evidence, that
specified requirements have been fulfilled
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4. CONTEXT OF THE ORGANIZATION, INTERNAL/EXTERNAL ISSUES AND
INTERESTED PARTIES
Context of the organization
Bahari (T) Company Ltd is a tea handling company situated in shimanzi area, Mombasa.
We operate as a warehousing and blending facility within the black tea food chain
receiving teas from the factories and from other warehouses purchased through the
Mombasa auction.
Our role within the food chain is to process teas whether through straight line shipment,
blending, repacking, containerization and shipping. Bahari trading does not outsource its
core processes, all key activities are managed inhouse.
A number of issues influence our operations, these constitute both internal and external
and are detailed below. Specific procedures and controls have been established
whenever needed to address the issues.
Internal / External Issues
INTERNAL ISSUES
EXTERNAL ISSUES
1
Adequacy of water supply
Power outages increasing ops costs
2
Workers competence
Legal requirements
3
Availability of finances
Market availability / export
4
Workers relationships & interaction
Stringent oversees customer requirements
5
Culture & work ethics
Rainy weather affecting transport/operations
6
Availability & use of communication
infrastructure – internet, telephone,
whatsapp & potential misuse
National politics & political unrest
7
Aging infrastructure
Internal trade barriers
8
Warehousing space constraints
Poor transport infrastructure around
shimanzi
9
Insecurity
Perennial traffic jam within shimanzi area
10
Unnecessary delays in operations
Unavailability of vessels
11
Unnecessary delays in operations
Interested parties needs and expectations
INTERESTED
PARTY
NEEDS
EXPECTATIONS
i
1
Employees
2
Management
Bahari (T) Company Ltd
Healthy and safe working
environment.
ii Timely payments.
iii Conducive work
environment.
iv Management support
i Efficient output
ii Competent workers,
iii Fair trade participation
Food Safety Manual V 7
i
ii
iii
Annual bonus
Promotion
Pay increment
i
ii
Bonus,
To be a leading
company,
Page 9 of 52
iv Healthy work force
v Skilled / competent
iii
Achieve company
goals,
i
Engaging in
community
development
projects
Honesty
manpower
3
Government
i
ii
Create employment,
comply with regulation,
ii
i
4
5
6
Community
Company owners
Customer
Responsible corporate
behaviour
ii Avail employment
opportunities.
iii Environmental care
i Profitability,
ii Safe products,
iii Honesty
iv Competent & supportive
management
i
ii
iii
iv
Quality, safe product
Product availability
Fair pricing
Company certification
i
Participate in
community
development
projects
i
Cordial working
relationship
between workers
and management
i
Quick response for
any
communication.
Availability of
information when
needed.
ii
i
7
Raw material
suppliers / Tea
factories
8
Suppliers of services
& non raw material
item
Bahari (T) Company Ltd
i
ii
Quality, safe raw material
Timely payments
i
ii
Timely payments
Meeting of contractual
agreements
Good working relationship
iii
Food Safety Manual V 7
ii
i
ii
Quick response for
any
communication.
Availability of
information when
needed.
Business continuity
Positive feedback
on their services
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5. MANAGEMENT RESPONSIBILITY
5.1 Management Commitment
The company’s top management is committed to the food safety management system
that has been established and they provide the evidence of commitment by:
-
Showing food safety is supported by business objectives
-
communicating to the organization the importance of meeting the
requirements of this international standard, customer requirements relating to
food safety as well as statutory and regulatory requirements
-
establishing a food safety policy and food safety objectives
-
conducting management reviews
-
ensuring availability of resources
5.2 Food Safety Policy
The company’s food safety policy was developed by the management team under the
guidance of the Chief Executive and has full and demonstrable commitment. The
management ensures that the Food Safety Policy:
-
is appropriate to the role of the organization in the food chain and
organizational context.
-
conforms with both statutory and regulatory requirements and other
interested parties
-
is communicated, implemented and maintained at all levels of the
organization
-
is reviewed for continual suitability at the management review meetings
-
is supported by measurable objectives
-
addresses the need for competence management
Food Safety Policy is displayed on page 5 of this manual
5.3 Roles & Responsibilities
The top management ensures that the food safety management is effectively planned to
meet the minimum requirements of the standard as well as the objectives of the
organization that support food safety.
This is achieved by holding regular meetings and assigning responsibilities.
The organization has also appointed a food safety team leader who ensures that the
food safety management system is implemented, maintained and updated on a timely
basis. Personnel roles and responsibilities are defined in job descriptions maintained by
admin officer.
To ensure consistent quality, it is the responsibility of Bahari (T) Company management,
both senior and junior, to participate in such a manner that inspires everybody in the
system to think food safety and quality.
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Responsibilities and authorities are assigned to ensure effective operation and
maintenance of the food safety management system. An organizational structure is
maintained to reflect roles and responsibilities.
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6. FOOD SAFETY MANAGEMENT SYSTEM PLANNING
6.1 Risks & Opportunities
The following risks have been identified in relation to the operations of the FSMS using a
4x4 matrix as shown below. Details of the likelihoods and consequences for the
potential risks have been explained.
4 X 4 MATRIX
Likelihood
4
3
2
1
1
2
3
4
Consequences
Likelihood
1 – Very low chances of occurring, may not have been reported in the company.
2 – Low chances of happening, may have happened before, infrequent
3 – Has high chances of happening
4 – Will definitely happen
Consequences
1 – Has no impact on company image, financial loss or product safety.
2 – Has low impact to the business, other interested party financial loss or
product safety.
3 – Has significant impact to the business or its interested parties
4 – Has severe impact to the business or its interested parties
Interpretation of Risk Levels
1–3
Green – Low
4–6
Yellow – Medium/Low
8–9
Orange – Medium/ High
12
Red – High
16
Maroon – Critical
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MAIN COMPANY RISKS & OPPORTUNITIES
#
1
2
3
Risk
Root Causes
Shortage of
warehousing
space
- High season
- Slow
dispatch/shi
pments
- deficient
storage
practices
- lack of
adequate
coffee
pallets
Road
accidents
involving
personnel or
tea trucks
- Use of old
fleet
- Road works
around
kibarani
Cash-flow
constraints
- Poor
planning
from
operations
- unplanned
cash
expenditure
Probabilit
y
3
2
3
Severity
3
3
3
Risk level
9
Current controls
Proposed
additional
controls &
Opportunities
- Plan for anticipated
high season
- Notify other
warehouses to collect
their teas timely
- Arrange teas well to
free up space.
- Check possibility for
strategic space
outsourcing in high
season
- stop dealing with
customers who misuse
the warehouse
6
- Engage suppliers with
good vehicles,
- Train drivers on
defensive driving
- Train drivers to be
extra careful in road
construction areas
9
- Daily planning of
financial needs by
11am
- Planned cash
expenditure, eg
purchase of
packaging materials
to be done early
4
Warehouse
leakages
Uncooperati
ve landlord
2
3
6
- Notify landlord
before rainy season to
inspect and repair,
- carry out repair works
and invoice landlord
- Put a new roof
5
Machine
breakdown or
injury to
- Safety
noncomplian
ce
2
3
6
- Conduct tool box
talks and include
safety awareness
Bahari (T) Company Ltd
Food Safety Manual V 7
To be
reviewed in
December
2019
Opportunity
Increase
handling
capacity
None
Opportunity
Reduce
accidents,
save time,
money and
human lives
Have a
contingency
kit / float for
emergency
Opportunity
Improved
cash flow,
avoidance
of bouncing
cheques
Monitor
landlords
reaction and
change
strategy
when
necessary
Opportunity
Avoid
product loss,
prevent
customer
complaints
None
Page 14 of 52
06
personnel
- Accident
Equipment
failure e.g.
Forklift
Old fleet,
cheap
labour,
negligence
- Encourage near miss
reporting, investigation
and preventive action
implementation
3
3
9
Source for more
competent service
providers
Opportunity
Prevent
accidents,
save time,
money and
human lives
Additional
controls:
managemen
t to buy new
forklift.
Opportunity:
Timely
operations
6.2 Food Safety Objectives
The company is committed to setting measurable food safety targets against which it will
know whether or not the food safety objectives are being realized or not. If the objectives
are not being realized, the management will review the food safety team, the trainings
and the entire system.
Measurable Food Safety objectives are set each year by the top management and
reviewed at management review meetings
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7. SUPPORT
7.1 Resources
Bahari (T) company Ltd has determined and provided the necessary resources for the
operation of the warehouse including adequate space, blending facility, sanitary
provisions, office spaces and transport.
7.2 Competence
Only competent workers with experience in tea handling and other support functions in
the tea export business are hired at Bahari. Personnel job descriptions are documented
under the “Company organogram and personnel duties” manual. The food safety team
leader has ultimate responsibility for planning of food safety refresher training.
7.3 Awareness
All employees are made aware of important food safety aspects through training,
posters, notice boards and meetings. All personnel working for or on behalf of the
company have to be aware of basic food safety requirements needed to demonstrate
conformity and safety of products.
7.4 Communication
On external communication with suppliers, customers, the public and relevant
government agencies the company has relies on management and HOD to manage
such communication relevant to their areas of operation. Input from such communication
and relevant outputs are reviewed at the management review meetings.
7.5 Documented information
Bahari (T) company ltd has established requirements for managing documented
information including establishing, referencing, approval and disposal of documented
information. See procedure for documents and records control under the mandatory
procedures manual.
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8. PLANNING AND REALIZATION OF SAFE PRODUCTS
8.1 General
Planning of safe products realization is the sequence of processes and sub-processes
required for achieving the required end product. Planning of the realization process is
consistent with the other requirements of Bahari (T) Company’s food safety
management system
This has been achieved through development, implementation and monitoring of
planned activities, maintenance and verification of control measures of the warehousing
process and through taking appropriate measures in the event of non conformities
In planning the organization has also established verification procedures and a system
for validation of control measures or combination of control measures
8.2 Pre-Requisite Programs
The organization has established implemented and is maintaining prerequisite programs
to assist in controlling:
 The likelihood of introducing food safety hazards to the product through the work
environment
 Biological, chemical and physical hazards to the products including cross
contamination between products
 Food safety hazard levels in the product processing environment
The prerequisite programs are:
 appropriate to the organization needs in regard to food safety
 appropriate to the size and type of the operation and the nature of the products
being handled
 implemented across the entire system
 approved by the Food Safety team
While implementing the prerequisite programs, the organization has identified statutory
and regulatory requirements as follows:
 the Kenya Standard for Black Tea
 EATTA rules
 ISO TS 22002-1:2009
The organization has considered the following while establishing the prerequisite
programs:
 Construction and lay-out of buildings and associated utilities
 Lay-out of premises, including workspace and employee facilities
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 Supporting services including waste and sewage disposal
 The suitability of equipment and its suitability for cleaning, maintenance and
preventative maintenance
 Management of purchased materials such as packaging, supplies, disposals and
handling of products
 Cleaning and sanitization
 Pest control
 Personnel hygiene
Verification of prerequisite programs has been planned and the same have been
modified as necessary. Records of verifications and modifications are maintained
Specific procedures related to PRPs are covered under the PRP manual.
Premises and Structure
The structure of the buildings is designed internally to reduce the risk of cross
contamination, facilitate cleaning and ensure that vermin are prevented from entering.
The Food Safety Team Leader is responsible of ensuring that all new buildings and
structures conform to the companies Food Safety Policy.
The condition of the structures and premises are assessed during hygiene inspections
and process audits.
Entry to the premises is under control and the company has contracted KK security
guards who monitors movement into and out of the premises
Presently, Bahari (T) Company has three warehouses identified as follows:
Block A
Block B
Block C
Equipment
The Food Safety Team Leader is responsible of ensuring that all new equipment
conforms to the companies Food Safety Policy
Transport
Tea is delivered to the warehouses in closed containers loaded on trucks. Transportation
is on ambient temperatures.
Hygienic conditions are preserved during transport and mingling with other products is
prevented.
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To facilitate traceability, all containers delivering products to the company are identified
by consignment numbers as assigned by the producer.
On arrival, delivery vehicles are subject to regular, recorded pre-offloading hygiene
inspections.
Storage
Tea packages are arranged on wooden pallets and stored in the warehouses at ambient
temperatures. The packages are arranged on wooden pallets during offloading for
convenience of storage, movement by the forklift and to prevent direct contact with the
ground.
Storage periods are determined by many factors, such as how soon the product is sold
and when the buyer comes for collection.
There is no defined time a package can be stored at the warehouse, but the quality of
the products is maintained as long as it is maintained in the warehouse.
A cleaning program is maintained in the company that ensures that walls, roofs and
other places where dust collects are thoroughly cleaned, and that the floors, doorways
and entrances are maintained clean always to avoid contamination of the products.
Product Supply
The product stored at Bahari (T) Company is sourced from producers who are members
of East African Tea Trade Association, an organization that governs tea trade in Africa.
The factories have also implemented quality and food safety management systems, so
as to ensure the safety and quality of the product at factory level.
The main suppliers factories of the tea stored at Bahari are:
Main suppliers of tea stored at Bahari Tea Warehouses
UGANDA
TANZANIA
RWANDA
1
Hima
Herkulu
Gisovu
2
Munobwa
Marvera
3
Mabale
Dindira
4
Mpanga
Chivanjee
5
Kakonde
Arc Mountain
6
Rusekere
New Mponde
NOTE:
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 Factories may also be referred to as Gardens
 Any changes with the gardens such as additional gardens or termination of
contracts with a particular garden are advised by the management
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8.3 PRELIMINARY STEPS FOR CONDUCTING HAZARD ANALYSIS
RAW MATERIAL / PRODUCT DESCRIPTION
i.
Tea (camellia Sinensis) also commonly called black tea, is a food product that
contains small quantities of tannic compounds (technically called polyphenols),
Vitamins A, B2, C, D and K as well as lower levels of caffeine compared to the
same amount of coffee brewed in equal-sized cups. Teas should be kept under
room temperature in a cool dry place and can have a shelf life of up to 36 months
if proper storage conditions are observed.
ii.
Black tea is usually made from the leaves of the tea plant usually 2 leaves and a
bud are picked for good quality tea. The tea processing stages after picking
include Withering, CTC (Cutting Rolling and Curling), Fermentation, Drying and
Sorting. The enzymatic oxidation process which result in the green CTC tea
turning brown, is usually called fermentation in the tea industry, although it is not
a true fermentation as it is not caused by micro-organisms, and is not an
anaerobic process. Made black tea is usually packed in papersacks with an inner
lining aluminium foil.
iii.
At a moisture content of 3.1 – 7% tea is a shelf stable product hardly affected by
microbial hazards. However good handling procedures are required since tea will
develop molds if it becomes wet and may get contamination with salmonella from
bird droppings. Due to the CTC process which uses metallic rollers, tea may
contain low levels of metal filings. In rare cases tea may be contaminated with
pesticides as a result of farming activities around tea estates in case they are
used on vegetable fields. However the Kenya Tea Development Agency has
prohibited use of any pesticides on tea plantations and in adjacent farms.
iv.
Since tea grows at high altitude in kenya’s mainly in central regions and Rift
valley and is sold through the Mombasa Auction, sealed paper sacks are
delivered to the producer / broker warehouses in Mombasa in 20 feet or 40 feet
containers. For warehouse to warehouse transfer after purchasing at the auction
the tea is mostly transported by open trucks, covered by tarpaulin.
v.
Warehouse process operations may include blending which is usually
mechanically done. Customers usually select various tea brands to be made into
a composite, repacked and shipped according to customers instructions.
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vi.
Consumption of tea as a beverage requires that about 2grams of the product is
immersed in 350mls of boiling water. Sugar, milk and spices may be added to
taste. Although tea is a healthy product sometimes it may be misused if too much
of it is drunk or too much of it is used per cup. Side effect of this may include
acute sleep deprivation. It is therefore advisable to use it moderately in order to
enjoy its benefits, just like any other food product.
Food Safety Team
The team was formed with the ultimate aim of informing the entire Bahari staff of the
importance of Hazard analysis. The management has borne the responsibility of
providing resources for training and other support, and the trainers have been charged
with the responsibility of training system drivers and monitoring the implementation of
the system among others. The team membership is renewable every year and the
selection is made by the Food Safety team leader.
The aim of the team is to collect and evaluate technical data and identify hazards and
critical control points within the product chain.
Product Intended Use
Relevant and adequate information related to the product nature and storage
requirements should be known and given to the customer to avoid post-processing
spoilage. The team considers the consumer practices and the target group by looking at
whether Bahari products are going to be consumed by the groups in the population that
are more susceptible to a given hazard.
Bahari (T) Company receives tea from certified companies that comply with ISO
specifications and maintains the quality ensuring it is not compromised during the
storage time.
Product Contact Materials
Packaging Material – (1) Papersacks. These are made from food grade kraft paper with
an inner aluminium lining. Food grade cassava glue is used at the factory level to put the
paper layers together.
(2) Polybags – are made from polyethylene strands which are approved for dry goods
use.
Sampling spike – This is made from food grade stainless steel. The equipment use is
only limited to sampling.
Blending machine – This is wholly made from stainless steel. Specific detailed
description of the equipment is covered under the Blending machine manual.
Flow Diagram
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The flow diagram for Bahari (T) Company is a step by step movement of tea from the
time it is received, stored and to the time of dispatch.
Flow Diagram Verification
The team reviews and confirms the flow diagram on site for accuracy. This is an
appreciation of the fact that variations in work practices often occur.
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8.4 HAZARD ANALYSIS
A food safety hazard is any biological, chemical or physical agent in food, or condition of
food, with the potential to cause an adverse effect to the health of the consumer.
Objective
The objective is to guarantee food safety by implementing a quality system, which
covers the complete product chain from the farm, processing, dispatch up to the client.
This means that Bahari (T) Company is not only responsible to the Good Warehousing
Practices within the warehouses but also reckons with possible hazards, which can
occur before and after the warehouse.
Benefits of Hazard Analysis to Bahari (T) Company
The implementation of this Management System for Bahari has made the company
overcome all those bottlenecks that are as a result of the traditional quality approach.
The traditional approach emphasized on unreliable and expensive end product testing,
technical bias in choosing sampling points, variability of biological method and long time
results.
Bahari enjoys the following benefits:
 Cost effectiveness focus of technical resources into critical parts of the process
 Increased confidence over product safety and quality by the company clients
 Reduced losses by preventing product withdrawals and stock losses through
early identification of problem areas
Understanding of Hazards
Hazard is defined as the potential to cause harm. This may be biological, chemical or
physical hazards. Operational malpractices or other operations can also constitute a
hazard if they lead to unacceptable contamination or growth and survival of
microorganism that can affect the consumer.
Biological Hazards
Biological hazards are living organisms that make food unsafe for consumption. They
may be bacterial, parasitical or viral. They maybe introduced by people handling food,
environment, packing material, e.t.c.
Microbiological safety hazards cause most of the food borne illnesses.
Tea can be affected by microbiological pathogens at any point of our procedures.
Whether the contamination by microorganisms will be hazardous will depend on the
following factors:
 Hygiene practices in the system
 Presence of controlling and preventing pathogens propagation within the chain
 Conditions of the product regarding possible microbiological growth
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Many of the microbiological food safety problems can be addressed by observing good
warehousing practices such as proper employee hygiene, adequate training and
effective cleaning of equipment and the environment.
In Bahari (T) Company, microorganisms of concern are:
 Staphylococcus aureus whose prevalence is in the nose, throat, hair and
skin
 Listeria monocytogens found everywhere in the nature
 Enteropathogenic Esherichia coli mostly found in feces
Chemical Hazards
A chemical hazard maybe the result of something naturally occurring in food or added
during processing. Harmful chemicals have been associated with acute cases of food
borne illnesses or chronic illnesses.
Naturally occurring chemical hazards are those that are natural constituents of foods and
not the result of environmental, industrial or other contamination and include aflatoxins
and mycotoxins.
Added chemical hazards are those intentionally or sometimes unintentionally added to
food such as pesticides, ingredients, cleaners or paints.
Major chemical contaminants include:
 Contamination of product with pesticides
 Indiscriminate spraying of facilities against pests
 Accidental spillage of pesticides
 Contamination of product with an allergen
 Mycotoxin emanating from molds in tea
 Contamination of product with cleaning agents
Many of the chemical food safety problems are addressed by observing good
warehousing practices such as pest control, effective cleaning program and proper
storage practices.
Physical Hazards
A physical hazard is a physical component in food that is unexpected and may cause
illness or injury to the person consuming the product e.g. glass, metal and plastic.
Causes of physical contamination include:
 Poorly maintained equipment
 Light fixture breakages
 Foreign matter introduction into the product
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Physical contamination in Bahari (T) Company occurs when foreign material like pieces
of wood, hair, dust, bird’s dropping, e.t.c. are introduced into the packaged tea.
Sources of foreign matter include:
 Pieces of wood from pallets, nails, machinery parts, e.t.c
 Glass breakage
 Human factors such as contamination with jewelry, fingernails, pens, buttons,
hair, e.t.c
 Pest entering into products and also leaving their remnants behind
Physical contamination can be prevented by putting preventative measures in place,
observing the personnel code of practice, pest control program as well as observing
good warehousing practices.
Scope of hazard analysis
The scope of our hazards analysis covers raw materials, product contact materials,
personnel, processes and process environment. Specific processes addressed include:
loading and offloading, vibration, blending, packaging, staking and storage. The three
categories of hazards are within the context.
Identification of all Relevant Hazards and Preventive Measures
Bahari’s identification of hazards takes into consideration all the three classes of
possible hazards namely: Microbiological, Chemical & Physical hazards.
Physical hazards represent the largest danger of tea in storage areas due to manual
handling of packages during offloading, handling, storage and dispatch may lead to
tearing of packages and exposing the tea.
Identify the CCPs Using the Decision Tree
Through the application of the decision tree method, Bahari (T) Company shall evaluate
hazards and their preferred control measures in order to determine if control measures
ca be categorized as oPRPs or CCPs. Relevant controls shall then be applied after the
determination.
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Establishing the Levels and the Critical Limits
For each CCP, critical limits are to be established. In addition to critical limits, it is
necessary to have another layer of control which can be done by setting up targets or
warning levels, tolerance and action or controls.
Monitoring Systems
This is a series of observations or measurements put in place to ensure that the
preventive measures are implemented correctly and that they do not deviate beyond the
set targets.
Corrective Action Plans
Since the purpose of identifying hazards is to prevent any problem from happening in the
first place, corrective action should be built in to prevent deviations from happening at
the critical points and the critical control points. The plan is therefore likely to have two
levels of corrective actions, i.e. action to prevent deviation and action to correct the
following deviation.
Bahari’s corrective action plan is based on experience and prediction to ensure that all
the likely problems have been anticipated and details of how the defective products are
handled to be specified in the HACCP scheme.
Establish Verification Procedures
Audit Approach
Bahari (T) Company applies the commonly used technique of completing a checklist,
which focuses on the critical points and the critical control points and the frame work for
the completion of the checklist provided.
System Records
The records are used to verify the systems and these include the daily inspection
records, incident records, truck inspection records, e.t.c.
Document and Record Keeping
Bahari applies an efficient record keeping for Quality Assurance system which provides
us with the confidence of product safety. Details pertaining the stored product are kept.
Additional full details of staff training, audit reports, inspection reports and procedures
are kept. Food Safety Team members are responsible of record keeping.
Review
Bahari uses the review plan to determine whether the plan is still appropriate and is
taken as an additional step to the verification procedure. Our in-house review is done by
the Food Safety Team and the entire management team.
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CONCLUSION
The company is committed to maintaining ISO 22000: 2018 certification as proof that the
systems are adequate to protect the integrity of the stored tea and offer food safety to all
its clients.
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FLOW DIAGRAM FOR TEA HANDLING IN BAHARI (T) COMPANY LIMITED
OFFLOADING
WEIGHING
VIBRATION
REPAIR OF TORN
PACKAGES
PACKAGING
MATERIALS RECEIPT
AND INSPECTION
PACKAGING
MATERIALS STORE
STAKING
STORAGE
BLENDING
SAMPLING
PACKAGING
SPILLAGES
(WASTE)
WEIGHING
SPILLAGES
(WASTE) & TORN
PAPER SACKS
LOADING AND DISPATCH
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HAZARD IDENTIFICATION TABLE
PROCESS
STEP
Physical
Offloading
Vibration
Staking
ORIGIN OF HAZARD
ACCEPTABLE
LEVELS
Dust
Environment
Not possible to fix
Oil and grease
Fork lift trucks
Not possible to fix
Pieces of wood
Wooden pallets
Not possible to fix
Other foreign matter
(non-vegetative)
Environment
Not possible to fix
HAZARD
Chemical
Smoke
Forklift trucks
Not possible to fix
Microbiological
None
N/A
N/A
Physical
None
N/A
N/A
Chemical
None
N/A
N/A
Microbiological
None
N/A
N/A
Physical
None
N/A
N/A
Chemical
None
N/A
N/A
Microbiological
None
N/A
N/A
Dust
Environment
Not possible to fix
Glass
Light tubes
Nil
Baits
Bait stations
Nil
Cleaning detergents
Cleaning detergents
Nil
Microbiological
Molds
Environment
Nil
Physical
None
N/A
N/A
Chemical
None
N/A
N/A
Microbiological
None
N/A
N/A
Physical
Iron filings / ferrous
metal fragments
Production at the
factory (CTC process)
Max 50ppm (black
tea spec.)
Physical
Storage
Chemical
Sampling
Blending
process
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Blending
Machine
Packaging
process
Chemical
None
N/A
N/A
Microbiological
None
N/A
N/A
Physical
None
N/A
N/A
Chemical
None
N/A
N/A
Biological
None
N/A
N/A
Physical
Jewelry, hair, wood
chippings and other
non-tea items
Work environment
including personnel in
charge of packing
Nil
Chemical
None
N/A
N/A
Staphylococcus
Microbiological
Salmonella
Packaging
Material
Personnel suffering
from common cold/flu
Transmitted from sick
workers (Suffering from
typhoid)
Nil
Nil
Physical
None
N/A
N/A
Chemical
None
N/A
N/A
Biological
None
N/A
N/A
The establishment of the acceptable levels of the hazards has been based on customer
requirements, statutory and regulatory requirements and the intended use of the
product.
HAZARD ASSESSMENT AND DETERMINING OF CONTROL MEASURES
The role of hazard assessment is to evaluate the list of potential hazards in order to
identify those that need to be specifically controlled, i.e. significant hazards. In
conducting the hazard assessment, the following information has been included:


Likelihood of occurrence of the hazard (e.g. qualitative and/or quantitative evaluation
of frequency of occurrence and typical levels).
Severity of adverse health effects that can be caused by the hazard.
As a help in classifying the severity of health effects and the probability of occurrence,
the Table below has be used. Significant hazards that have to be controlled are in red.
Hazards that are not considered significant (in green) are managed by PRPs or may not
need to be controlled.
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Severity of Health
Effect
5
4
3
2
1
1
2
3
4
5
Likelihood of Occurrence
KEY
Severity of health effect
1:
Almost no inconvenience
2:
Can cause inconvenience
3:
Can cause illness
4:
Can lead to serious illness
5:
Can cause fatality
Likelihood of occurrence
1:
Unlikely (once in two years)
2:
Rare (once a year)
3:
Could occur (once in six months)
4:
Likely (once a month)
5:
Frequent (once a week)
Risk Analysis
Risk = Severity x Likelihood of occurrence
Green Region: Not significant hence controlled through PRP
Red Region: Significant hence enter the decision tree for further determination
OFFLOADING OF TEA
PROCESS
STEP
LIKELIHOOD OF
OCCURRENCE
SEVERITY
OF
IMPACT
Dust
2
2
4
Not
significant
Offloading
procedure
PRP
Oil and Grease
1
2
2
Not
significant
Maintain fork lifts in
good order
PRP
Pieces of wood
and other
foreign matter
1
1
1
Not
significant
Ensure pallets are
well repaired
PRP
Molds
2
3
6
Not
Avoid contact with
PRP
HAZARD
Bahari (T) Company Ltd
RISK
SIGNIFICANC
E OF HAZARD
Food Safety Manual V 7
CONTROL MEASURE
Page 32 of 52
CONTROL
TYPE
STORAGE
SAMPLING
significant
water, offload only
in dry condition or
under a shed
Dust
2
1
2
Not
Significant
Regular dusting of
packages
PRP
Baits
1
3
3
Not
Significant
Use tamper
resistant bait
boxes
PRP
Installation of
shatter proof
covers on light
tubes
PRP
Glass
1
2
2
Not
Significant
Detergents
2
2
4
Not
Significant
Cleaning program
PRP
Molds
2
3
6
Not
significant
Avoid contact with
water, roof should
not be leaking
PRP
Coliforms
2
3
6
Not
Significant
Sampling
procedure,
PRP
Code of practice
Decision
Tree
BLENDING
Iron filings
4
3
12
Significant
PACKAGING
Physical foreign
matter (hair,
dust, wood
chippings etc)
2
2
4
Not
significant
Hygiene / personal
behavior policy
implementation
PRP
PACKAGING
Microbiological
(Salmonella,
staphyloccocus)
3
4
12
Significant
Hygiene / personal
behavior policy
implementation
Decision
Tree
Use of magnets
Many of the microbiological food safety problems can potentially are addressed by good
warehousing practices such as proper employee hygiene, adequate training, and
effective cleaning and sanitizing of the manufacturing equipment and environment.
Many chemical food safety problems are also addressed by following good warehousing
practices, such as pest control and proper storage.
Physical hazards are addressed by proper supervision of the processes and maintaining
personal and environmental hygiene standards and training of employees.
The hazard assessment has been conducted based on past experience, customer
requirements and regulatory and statutory requirements.
After conducting hazard analysis, it has been found out that control measures for
managing most of the hazards in Bahari (T) Company would be managed through
effective implementation of the prerequisite programmes. For risk level above 8, this is
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Food Safety Manual V 7
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treated as significant, requiring further determination through the decision tree as
covered below:
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DECISION TREE
Q1: Is control of the hazard
needed to obtain safe end
products?
no
Control measures
are not necessary
yes
Q2 : Does monitoring allow
determining if the limits have been
exceeded in due time for the
product to be isolated before it is
used or consumed?
no
yes
Q3 : Is frequent monitoring
needed ?
yes
no
Q4 : Lack of the control
can lead to serious risk for
health of consumers ?
no
Bahari (T) Company Ltd
Operational PRPs
yes
Hazard Control plan
Operational PRPs
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HAZARD CONTROL PLAN.
PROCESS
STEP
HAZARD
CONTROL MEASURE
BLENDING
Iron filings
PACKAGING
Potential
microbial
contamination
Q1
Q2
Q3
Q4
CONTROL TYPE
Use of magnets
YES
NO
N/A
N/A
Operational PRP
Hygiene / personal
behavior policy
implementation
YES
NO
N/A
N/A
Operational PRP
Control of Iron filings
Action criterion
Max 50ppm – Kenya Standard Specification for Black Tea revision 2013
Control measure
Use of magnets
Monitoring procedure
Pre-installed magnets are used every time of blending. Collected filings are weighed and
recorded.
Correction measures
If magnet fails to collect anything batch is stopped and magnets strength checked
Corrective action
Testing of magnets to ensure they remain strong, replacement of weak magnets
Responsible person
Blending / Warehouse supervisor
Records
Blending records
Verification
quarterly testing of tea against KS 65 - 2013
Microbiological control during packaging
Action Criterion
Any sick worker or non-compliant worker noted in process areas to be evacuated
Control measures
Hygiene procedures (Medicals for workers, proper hand washing, exemption to work)
Monitoring procedure
Warehouse / Blending supervisors to ensuring only health workers are allowed to handle
tea. They should have valid medical certificates and should not be sick on during
material day.
Correction measures
Prevent sick workers from tea handling operations, Isolate sick workers,
Corrective action
Ensure workers are sensitized on key hygiene procedures and always do implement
hygiene requirements during blending.
Responsible person
Warehouse supervisors and blending supervisor
Records
Medical screening forms
Verification
Medical records to be in place, microbial swabs at least once per year
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VALIDATION (FORMAT)
To validate the control measures categorized as operational prerequisites, Bahari (T)
Company has undertaken the following measures:
I)
IRON FILINGS
The blending machine comes with two inbuilt magnets at the tipping point and
between conveyor belt 1 and 2 herein referred to as M1 and M2. In order to verify
whether the magnets are adequate or not the company temporarily installed a third
magnet M3 at ____________________.
The following are the results recorded.
BLENDING
TEST RUN
HAZARD
CONTROL MEASURE
Iron filings collected in
grams
M1
1
Iron filings
Use of magnets
2
Iron filings
Use of magnets
M2
Comments
M3
CONCLUSION
Check test report
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II) MICROBIAL HAZARDS (Risk of microbiological contamination)
From scientific data derived from Codex
The following are the results recorded.
HAZARD
1
Microbial
contamination
CONTROL MEASURE
Hygiene / personal
behavior policy
implementation
VALIDATION LITERATURE / RESULTS
Salmonella typhi and staphylococcus aurius are common contaminants
of meat products and can be passed on to humans, causing human
diseases. Contamination back to meat products can occur if infected
workers are allowed to handle meat products. Tea is not a suitable
substrate for growth of these bacteria hence the chances of growth are
extremely low. Employees are however requested to comply with
general hygiene programmes to minimize potential contamination or
creating unhygienic conditions. These measures are more of good
manufacturing /handling practices.
Microbial analysis of tea has indicated there is no prevalence of these
bacteria in tea owing to the low moisture content of 3 - 5%
CONCLUSION
Implementation of good hygienic practices and personnel behavior policy are adequate
measures for the prevention of any product contamination. Ensuring that the tea remains
within required moisture content is also important. Supervisors to ensure personnel who
are sick are not allocated any packaging work.
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9. PERFORMANCE EVALUATION
Monitoring measurement analysis and evaluation
Before every shipment it is ensured that the products comply with the shipping
instructions of the customers. Relevant documentation is maintained which includes but
is not limited to:

Certificate of origin

KEPHIS

Container inspection

Port health certificate

Packing list

Shipping order

VGM – Verified Gross Mass

Pallet treatment report (where needed)

Outturn report
Internal Audits
Shall be planned and conducted according to the internal audit procedure at least once
per year.
Management review
The management of Bahari (T) Company is committed to maintaining all the Food safety
management systems necessary for food safety and quality of the end- products
Therefore in this respect the senior management will be meeting once per year to review
the following.
Input
a) Follow up actions from previous management reviews
b) Analyzing the results of verification activities
c) Changing the circumstances that can affect food safety
d) Emergency situations, accidents and withdrawals
e) Reviewing results of system updating activities
f) Review of communication activities, including customer feed-backs
g) External audits or inspections
h) Risks and opportunities
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Output
The output from the management review shall include decisions and actions related to:
a) Assurance of product safety
b) Improvement of the effectiveness of the management system resource needs
c) Revisions of the organization’s food safety policy and related objectives
The management reviews the input and output process analyzing current activities that
may require change and consider opportunities for improvement, including Food Safety
policy and Food Safety objectives
The members present shall be the management and the supervisory team having
responsibility for the Food Safety management system
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10. IMPROVEMENT

All nonconformities reported through the internal audit and external audits shall
be addressed through root cause identification and corrective action
implementation.

Responsible auditees shall propose the causes of the failure and subsequent
corrective action.

Auditors shall review corrective actions and close out the NCs.

Where necessary system updating activities shall be undertaken to ensure
nonconformities do not recur.
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WAREHOUSE PROCEDURES
01 - Receiving of tea
This is the procedure to be followed when offloading tea from the trucks on arrival at the
warehouse.
i.
At the site of offloading, gather all the equipment that will be required during the
exercise.
ii.
Ensure all the pallets are intact, with no hanging pieces or nails.
iii.
The pallets should be weighed and the weight of each pallet marked on the sides
of the pallet
iv.
Lay tarpaulin / nylon paper to ensure that poly bags that fall accidentally do not
land directly on the ground when the truck is opened.
02 - Inspection of the Container
i.
Inspect the container for foreign odors, holes that allow leakages, flaking paints,
wet paints or any other non-conformances.
ii.
If the container is found with any of the nonconformities, the warehouse
supervisor and the Food Safety Team Leader are contacted immediately. They
will assess the extent of the nonconformity and decide whether the tea will be
offloaded or not.
iii.
The decision will be based on the nature of the nonconformity and the
significance of the effect to the safety of the product.
03 - Dealing with the Seal
i.
Break the seal and note the seal number
ii.
In the event that the seal is tampered with, report immediately to the warehouse
supervisor who will then contact the company administrator.
iii.
The company administrator will investigate or form a team to investigate the
matter and will decide whether the container can be offloaded or not.
iv.
Company administrator will inform the M. D. and the client and shall advise on
the way forward.
04 - Actual Offloading
i.
Offload the packages one by one and check that they are in good condition, with
no tears, water stains or other non-conformities.
ii.
Offload only in dry conditions or under a shed to prevent potential wetting of tea
packages
iii.
For minor tears on the paper sacks, they will be gum-taped. This will only apply if
the product has not been tampered with.
iv.
Packaging material liner shall be put in place to prevent direct contact of tape
with tea
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NB: all major non-conformities should be communicated immediately to the Food Safety
Team Leader who will assess their significance to the safety of the product and decide
whether the product will be accepted or not.
05 - Palletizing
i.
Identify each package by its garden, grade and invoice number. Packages of
similar details are arranged together on the same pallet. Pallet arrangement
should be as follows:
A. For paper sacks, pallet arrangement should not exceed 20 packages
B. For poly bags, they should not exceed 20 packages on both big pallets (coffee
pallets) and on small (ordinary) pallets.
ii.
If the number of packages on an invoice is not in the multiples of 20, the excess
packages are placed on pallets of their own. Packages of different invoices
should not be placed on the same pallet.
iii.
For good balancing on the pallets, the packages are arranged in a criss-crossing
pattern
iv.
The clerk in charge of offloading should ensure that all the packages on a pallet
are of the same Garden, package type, Invoice number and grade
06 – Weighing & Recording
i.
Weigh each of the pallets counterchecking the weight against the weight
indicated on the packing list.
ii.
The packages are then stored in the warehouse in the area specified for each
garden.
iii.
The following information should be noted for each pallet after weighing:
 Garden
 Garden Invoice Number
 Package type
 Grade
 Gross weight
 Pallet weight
iv.
The Inward Tally form is then completed at the end of the exercise; and the form
is signed by the clerk overseeing the offloading, the security guard, the
transporter and the warehouse supervisor.
NB: every container being offloaded is identified by container number.
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07 – Blending
This is the process of mixing different types or grades of tea as per customer
specification. The process is accomplished using a blending machine which also sieves
out physical foreign matter as well as metal fragments and filings that may be inherent
within the product. The blender product contact parts are made of stainless steel which
is food grade. The blender is also installed with dust extraction system. Tea is sampled
and tested to confirm if the blend is as per customer requirements. Once this is achieved
the tea is transferred into the hoper which releases the tea directly into the paper sacks.
Paper sacks are made in such a way that they are automatically sealed once full.
Records maintained include the blender out turn report and the magnet report where all
metal fragments and filings collected are weighed and recorded.
08 - Reporting
i.
The report of each consignment is then sent to the stock clerks who send the
information to both the producers and the brokers
ii.
If the details of the consignment do not correspond with the details given in the
packing list, the information is communicated to by the stock clerks to the parties
concerned, verifying the correct details of the packages that have been received
in the warehouse.
iii.
The offloading exercise will involve the following:
 Warehouse supervisor (to oversee)
 Clerk in charge
 Fork lift driver
 Security Guards
 Casual workers, assigned as per number of packages in a truck
 Stock clerks
iv.
The following records shall be maintained:

Inward Tally form

Garden Stock books

Truck Inspection Form
09 - Vibrating
i.
Identify all the packages to be vibrated and place them near the vibrating
machine.
ii.
Put the packages on the vibrating machine one by one.
iii.
After they are vibrated, the packages are then arranged on pallets once more, as
per the invoice numbers.
iv.
When arranging pallets on the pallets, layer pads are placed between the pallets
and the bags (bottom capping).
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v.
The packages are then ready for staking
10 - Stacking (Vertical Arrangement v/s Horizontal arrangement)
i.
This refers to arrangement of pallets one on top of another and sideways
ii.
Every garden is allocated a segment in the warehouse, for easy retrieval. Once
the tea has been vibrated, it is stored as per the gardens
iii.
For paper sacks, a maximum of two pallets should be staked together.
iv.
For poly bags, a maximum of three stacks is allowed.
v.
For every row, two pallets are stack together.
vi.
A space of two feet is left in between each row. This allows movement for easy
allocation and easy movement during cleaning.
vii.
For every column, a maximum of four pallets are stacked
viii.
A space of two feet is left between each pallet and the walls.
ix.
The clerks inspects every morning before work commences for any fallen bags or
slanting stakes so they can be redone
Key Personnel Involved:
 Supervising clerk
 Forklift driver
Key Records Maintained:
 Warehouse daily inspection form
 Incident Records
11 - Sampling
This procedure shall apply to gardens for which samples are not sent from the factory,
for reprints or on special request from customers.
i.
Sampling is to be done as per the sampling instructions received from the
brokers or on request from customers.
ii.
Label all the sampling bags to indicate:
 Garden
 Grade
 Invoice number
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iii.
Locate all the invoices to be sampled, matching and placing each sampling bag
on the corresponding invoice number.
iv.
Gather all the sampling equipment
v.
Using the sampling knives, draw the amount of sample required, as per the
sampling instructions. For 4kg samples, four bags are sampled for each invoice
vi.
Remove the sampling pipe and then gum tape paper sacks and mend poly bags.
vii.
Label the sampled bags “S” for invoices being sampled for the first time and “R” if
the invoice is being sampled a second, third or so time as a reprint.
viii.
Gather all the samples together and verify the weights with a weighing machine.
Any excess teas are collected together as sweepings.
ix.
Seal all the samples with a gum tape, ready for delivery
x.
The clerk then verifies all the samples and writes a delivery note, and the
samples are ready for delivery
Key Personnel involved:
 Sampling personnel
 Clerk
 supervisor
Key Records
 Printing details
 Sample delivery book
12 - Releasing Procedure
i.
When a buyer buys tea and the sale confirmation is sent to the respective parties
including the warehouse, the stock clerks invoice the buyers so they can make
the payments.
ii.
Once payment has been done, the buyer sends a copy of the Delivery Order
(non-negotiable copy) to the warehouse.
iii.
The Delivery Order must be endorsed (by the buyer), stamped by the buyer or
his agent and signed by the broker’s authorized personnel. The delivery order
contains the details of the tea that has been bought:
 Lot number
 Invoice number
 Garden
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 Number of packages bought
 Grade
 Type of Package
 Weight of the tea
 Packing Weight
iii.
The buyer sends his transporter to the warehouse for collection of the tea with
the original Delivery Order and Loading instructions. The transporter presents the
documents to the reception.
iv.
The personnel at the reception checks whether the DO corresponds with the
non-negotiable copy received in advance, and whether it has been signed by
authorized personnel. They check whether the details in the DO correspond with
the details of stock in the system. If the details tally, the personnel therefore
releases the tea from the stock systems and stamps the delivery order.
v.
The DO and Loading Instruction are taken to the warehouse clerk. The clerk
counterchecks the DO to ensure that the details of tea indicated in the DO tally
with the tea in the warehouse. They also check the Loading Instruction for truck
details and the personnel collecting who should be authorized by the buyer or his
agent. The Loading Instruction should also have the details of the tea as stated in
the Delivery Order.
vi.
The warehouse clerk then allocates the tea in the warehouse. It is picked by the
fork lift driver and then weighed before it is loaded on the buyer’s truck. The tea
is weighed in the presence of the driver collecting the tea to verify the weight.
The warehouse clerk indicates the weight realized (gross weight and pallet tare
weight) on the delivery note.
vii.
The warehouse clerk prepares the Delivery note and indicates the details of the
tea collected. The Delivery Note is then signed by the warehouse clerk, fork lift
driver, security guard and the truck driver.
viii.
The Delivery Order, Loading Instruction and copy of the delivery note are passed
to the warehouse supervisor who verifies the details.
ix.
The documents are then taken to the stock clerks who knock off the collected tea
from the system stock.
x.
In the event that the details do not correspond at any of the stages, the issue
should be raised to the warehouse supervisor immediately.
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NB: the buyer communicates to the warehouse details of his signatories, their
signatures, his transporter details and any changes when they occur.
Records:
 Release Orders
 Delivery orders
13 – Loading and dispatch
i.
When the warehouse clerk receives the loading instruction from the transporter,
they locate where the tea is in the warehouse, and assign the forklift driver to
remove the pallet.
ii.
The clerk counter checks that all the information in the packages is as indicated
on the loading instruction.
iii.
NB: the warehouse clerk must verify that the transporter is authorized by the
buyer, and the truck as indicated on the packing list.
iv.
The pallet is weighed and the weight recorded.
v.
If the buyer sends any specific additional packaging instructions, then the
packages are packaged as specified.
vi.
The clerk fills in the Local Delivery Note
vii.
The packages are then loaded in the buyers’ truck and both parties sign for the
release of the tea
viii.
For teas to be shipped, they are loaded in closed containers. The container is
inspected by the warehouse clerk before loading and the container inspection
form filled.
Key Personnel involved:
 Clerk
 Forklift driver
 Security guard
Records:
 Local delivery note
 Loading instructions
 Garden Stock books
 Container inspection form (for shipments)
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14 – Stock Taking Procedure
i.
The company recognizes effective stock control as an important exercise of
managing Food safety. The Food Safety Team Leader ensures that physical
stock checks are carried out on a monthly basis and reconciliations done when
variations occur.
ii.
Stock movement records are maintained on a daily basis, indicating the daily
opening stock, receipts and deliveries and the closing stock. It also includes
details of the receipts and the deliveries.
iii.
The daily stock movement record are filled in by the warehouse clerks, checked
by the warehouse supervisor and verified by the Administrator / Food Safety
Team Leader
iv.
The stock details are given on a daily, weekly and monthly basis.
Daily Stocks
i.
The daily stock report shall be compiled by the warehouse clerks for every day
reflecting:
 The day’s opening stock
 Receipts of the day
 Deliveries of the day
 The days closing stock
ii.
The delivery notes will then be handed to the warehouse supervisor for
counterchecking. He will also confirm the teas that have been received as
indicated in the inward tally.
iii.
All the inward tallies and delivery notes shall be delivered to the stock clerks on a
daily basis for updating the system stocks.
iv.
The daily stock report given by the warehouse clerks and the stock clerks should
tally on a daily basis
Weekly Stocks
i.
The warehouse clerks on a weekly basis shall prepare the stocks indicating the
teas they have received and delivered within the week.
ii.
They shall also carry out physical stock checks to ensure the figures in record
rhyme with the book records
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iii.
The stock clerks shall prepare weekly stocks that reflect the teas that have been
received within the week and their status (allocations)
iv.
The warehouse supervisor shall prepare a weekly stock report that will be
confirmed and signed by the various parties as indicated on the report.
Monthly Stocks
i.
Physical stocks shall be carried out on a monthly basis, invoice by invoice, by the
warehouse clerks.
ii.
The figures given shall be matched by the figures recorded in the daily stock
books and the system stock, and reconciliation done.
iii.
The warehouse supervisor shall be responsible of the reconciliation exercise
Records
 Daily Stock movement records
 Physical stock records
 System stock records
 Reconciliation report
15 – Training Procedure
i.
Training will be organized at three different levels:
 Management level
 Clerks
 Casual workers
ii.
All directly employed staff at supervision level and above will be expected to
have necessary professional qualifications relevant to the job they do.
iii.
On being engaged to work, they will undergo a three months training on job
induction to learn about the processes and systems used in the warehouses,
standard procedures and operations as set before assuming full responsibilities
of their duties.
iv.
Thereafter, training needs will be evaluated annually and appropriate training
organized.
v.
All regular clerks will be trained in all areas relevant to their work through short
training sessions. Such areas of training will include personal hygiene, food
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hygiene, operating procedures and work instructions, Good Warehousing
Practices and any other relevant training. Such training will be carried out by
senior staff. Trainings using external sources on areas deemed necessary will
also be carried out.
vi.
Refresher trainings on all casual workers will be organized on a regular basis at
least once in three months or as deemed necessary. The trainings will be carried
out by the senior staff.
vii.
All new temporary employees will have to be given at least half hour training
session before starting to work to explain to them what is expected of them, work
instructions, hygiene requirements and basic Good Warehousing Practices.
Within the month of employment, they will have to undergo training sessions on
personal hygiene, food hygiene, GWPs, operating procedures and any other
relevant training at the time
viii.
Where deficiencies are identified during normal daily operations, regular short
trainings will be organized
RECORDS
 Training program
 Training records
 Records for evaluation of training
16 – Management of Change
Bahari T Company Ltd operates a Food safety management system that is coordinated
by the food safety team and team leader. The food safety team has the primary
responsibility to introduce changes to the system through their periodic reviews, food
safety team meetings and through the management reviews. Changes that do not affect
food safety may not necessarily be controlled by the food safety team but by heads of
respective departments. It is incumbent upon the food safety team and respective HODs
to ensure that changes are adequately reviewed to prevent undesirable outcomes.
Changes may also be discussed and endorsed/approved during management reviews.
All changes critical to food safety must be endorsed by the FSTL and shall be minuted in
the food safety team meetings. Minutes shall be kept by the food safety team leader and
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shared to the Admin Secretary. Any unplanned changes shall be deliberated upon as
and when they occur and records, including emails shall be filed by the Admin Secretary.
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