Health and Safety in the Food & Drink industry
The chilled food sector currently employs more than 100,000 people, and the protection of their health and safety is a CFA priority. The Association has been engaged on health and safety in the Health and Safety Executive’s (HSE) Food and Drink Manufacturing Forum since its inception, and its Health & Safety Working Group is comprised of senior Health and Safety leads from CFA members.
CFA is a 
signatory to the HSE’s Common Strategy for Improving Health and Safety in the Food and Drink Manufacturing Industry and is currently developing an action plan which aligns with the strategy. It has pledged to:
- work to help industry achieve the HSE’s Common Strategy objectives
- promote the strategy
- benchmark the industry to track progress
- compile action plans to help them to address issues including: injury reduction, muscoskeletal disorders (MSD), slips and trips and occupational health.
Sharing Best Practice
The HSE’s Common Strategy is asking signatories to share their experience and knowledge.
These best practice case studies aim to further reduce the sector’s incidents of injuries and work related ill-health.
CASE STUDY 1: Key Control
The issue:
One company focussed on the control of access across its production sites. The areas needing controlled access can range from ladder stores to plant rooms and electrical sub stations to roof voids. Access can be controlled through, amongst other ways, electronic key card access systems, coded locks and door locks. Each of these processes have their advantages and disadvantages (e.g. costs, maintenance requirements, reliance on people for effectiveness). Sites were experiencing challenges with the security of these areas and with accountability due to poor key control procedures and management.
Action taken:
It was decided to introduce a “self service” system by providing an electronic key safe. 
The electronic key safe chosen allowed selected colleagues to have keys to controlled areas. Each colleague received their own unique PIN which allowed them access to the keys inside the safe. The PIN also determined which keys the colleague is allowed to remove from the key safe. Each key is attached to a peg that is held securely within the key safe. The peg can only be released when a colleague who is approved to remove the key enters their PIN. Once the key is removed the time, date and PIN of the colleague are automatically stored in the key safe memory and will remain until the key is returned. This allows for management checks to be made at any time on keys that are not returned.
The key safe also has a history function that provides information on who the last person was to take the key and when they took it. This is very useful when it comes to establishing who was the last person to have the key in the event of an area/door being found insecure/unlocked.
The system is transferrable and sustainable. The Key Safe is easy to install and is a “plug and play” system which plugs directly into a 13 amp electrical socket.
Results:
There has been a significant improvement in the security of controlled areas. The new system has also reduced the time taken to get keys from shift managers who held the key in a traditional key safe.
(Published March 2025)
CASE STUDY 2: Ale Handling
The Issue:
Ale from a local brewery is used in a selection of products. It was supplied in kegs weighing 41kg when full and 11kg when empty. The kegs were delivered on pallets to stores and, when required, individual kegs were loaded onto a separate pallet by hand and transported to the bakery intake area where they were then taken by pallet truck to an area for decanting. 
To decant the kegs into a tote bin, the kegs were lifted by two colleagues using a team lift to approximately waist / chest height (right) and placed onto a rack, the contents were then emptied into a tote bin which was taken elsewhere to be used as an ingredient. Once emptied (11kgs at this point) the kegs were then lowered and placed onto a pallet and returned to stores to await collection by the supplier. A musculoskeletal (MSD) assessment was completed and a need to reduce the risk identified.
Action taken:
A number of options were evaluated including a specialist mechanical handling company visiting site to suggest solutions:
- A mechanical aid
- Reducing the kegs from 41kg to 20kg. This would have still required some manual handling via team lifts but also would have doubled the frequency of the lifts for the teams.
The ideal solution would be total elimination of MSD risk. A visit to the brewery supplying the beer was arranged to explore options. Two colleagues attended, from stores and from the H&S team. Whilst on site they saw smaller kegs and mechanical handling devices, however what caught their eye was that the ale was also shipped in intermediate bulk containers (IBCs).
A trial delivery of IBCs of ale was arranged after engagement from site teams including procurement, operations, technical, stores etc. The trial was successful, and the decision made to only order IBCs from that point.
Results:
All manual handling of ale is eliminated which equates to the lifting of 162,000 kgs per annum.
Reduced waste as kegs always had some residue when emptied.
Labour reduced by at least 50% for the task.
When kept in IBCs the ale has a 12-day open life opposed to a 3-day open life in kegs, reducing waste.
The new process is fully sustainable with virtually no cost implications.
The team is happier now that they do not have to handle the kegs.
The photo shows IBC in use.
(Published March 2025)
CASE STUDY 3: Easier Pie Filling
The Issue:
The machine that deposits pie filling had a manually filled elevated hopper. This task involved not only climbing steps with a bucket weighing 10kg but also filling the bucket from a tote bin using
a small bowl as a scoop (right). The tote bin had to be replenished by 18kg trays of chilled pie filling from a rack and the filling decanted. A MAC (manual handling assessment chart) assessment of the tote bin filling operation identified an amber residual risk (i.e. a moderate risk meaning that a potential hazard exists that could cause harm if not addressed).The requirement to climb steps with a bucket of pie filling to load the hopper above head height was highlighted as a high-risk activity. There was clearly a need to design out these risks.
Action taken:
The whole process was re-designed, with employees involved throughout equipment trials to ensure shared ownership of the improvement.
The initial change was to bring the pie filling to the production line in a tote bin. This eliminated the need to decant the trays from the rack.
To transfer filling from the tote bin to the depositor hopper, the “hopper topper” is manoeuvred on wheels into position by the line leader. The hopper topper’s compressed air pump transfers the filling from the tote bin into the hopper.
The introduction of the hopper topper has eliminated the manual handling required to fill the hopper with the transfer bucket and removed the action of bending down into a tote bin to collect the mix. A level sensor has been installed to help maintain the product level in the hopper, eliminating the need to climb the steps and visually check the level. The gentle pumping mechanism allows product to be moved mechanically, substituting the manual handling in all areas.
Trials were performed to determine the most suitable piece of equipment available to eliminate manual handling, while making sure that the product was still of the best quality.
Results:
Incorporating the hopper topper (pictured right) into the process has meant a major reduction in the amount of equipment required to service the pie line.
Racks and transfer buckets are no longer needed, increasing workspace around the pie line. The process is more efficient with
reduced labour demands and manual handling.
Employees feedback includes:
“Removing the steps reduced the strain on my body, as I always struggled with my posture as I was carrying the bucket whilst climbing the steps”
“Having the pump means that I don’t have to bend and lift the pie mix anymore”
(Published March 2025)
CASE STUDY 4: Sushi Production: a Recipe for Innovation, Safety and Sustainability
The Challenge:
Behind every delicious sushi roll was a hidden strain. Manually piping fillings like cheese, blended peppers, and chives had become a physically demanding, repetitive task for operators. Despite job rotation efforts, the process continued to pose the potential risk of Work-Related Upper Limb Disorders (WRULDs), prompting increasing concern from employees. It was clear: something had to change – not just to improve efficiency, but to protect the people at the heart of the operation.
The Solution:
In response, the company took action, investing in four state-of-the-art, custom-built extruding machines to fully automate the filling process. This didn’t just streamline production – it transformed it.
Where once six operators manually piped ingredients for California and futomaki rolls, the extruders now handle the task seamlessly, reducing physical strain and freeing up employees for more varied roles. Those affected by the change weren’t left behind – instead, they were retrained to operate and maintain the new machinery, supporting their development and ensuring smooth integration.
The benefits didn’t stop at health and safety. The switch to automation also drastically reduced the use of plastic piping bags, cut down on food waste, and supported the site’s broader sustainability goals.
The Results:
The transformation has been nothing short of remarkable. WRULD risks related to this task have been completely eliminated. The production line is now faster, safer, and more efficient than ever before. The risk of plastic contamination has been significantly reduced, and hygienic design ensures the machines are easy to clean and operate.
A thorough assessment under the Provision and Use of Work Equipment Regulations 1998 regulations led to even greater safety enhancements, including an emergency stop and interlocked guarding at the hopper. All equipment complies fully with British Standards and relevant safety legislation.
A Culture of Care
This project wasn’t just a technical upgrade – it was a cultural shift. Senior leaders actively listened to frontline workers, championed the initiative from day one, and collaborated closely with USA-based equipment designers to build a solution tailored to their team’s needs.
By turning operator feedback into action, the company has strengthened its safety culture, built trust across teams, and set a new standard for employee wellbeing and innovation. What began as a challenge has become a shining example of what’s possible when people, purpose, and progress align.
Sushi handling before and after introduction of extruding machines:
(Published April 2025)
CASE STUDY 5: Handling with Care
The issue:
Musculoskeletal disorders associated with manual handling activities (including repetitive tasks) were identified as an issue for one CFA member company. This was leading to high levels of absence and an increase in employers liability claims. The roles involved repeated movements including: stacking and de-stacking of cases and trays of products and raw materials, packing products, fast-paced high dexterity work such as putting products into packs, manual movement of heavy loads and so on.
Action taken:
In consultation with managers and operations directors an MSD reduction strategy and standard were developed. This included a range of solutions including: specific training; the re-assessment of specific tasks after training; a programme of muscle stretching exercises; mechanical lifting aids for heavy loads; job-specific manual handling training; job rotation procedures and tool box talks on manual handling for shop floor employees.
A best practice library was set up on the company’s intranet and systems put in place to allow employees not only to report manual handling concerns but to also suggest solutions.
The strategy and standards were endorsed by the Chief Operating Officer and supported by the leadership team in funding and the allowing of colleagues to take time away from their normal work activities.
Results:
The company has seen a 16% reduction in MSD related incidents, a 5% reduction in absence associated with MSD incidents, a 9% reduction in associated claims and increased worker morale and engagement due to job rotation allowing them to carry out different tasks in different areas.
(Published 2018)
CASE STUDY 6: Slippy Stairs
The issue:
Even after thorough cleaning, residues of mayonnaise were remaining on the stairs leading to the coleslaw mixers in a CFA member’s site. The busy stairway is used for access to add ingredients and also for hygiene and maintenance of the machine. Over 12 months the company had four accidents and four near misses with operators slipping on the stairs.
This posed two challenges – keeping the stairs clean while reducing the risk of slipping.
Action taken:
Operators, hygiene and engineering colleagues worked together to research different materials and treatments. A physical solution was identified involving a raised profile nosing bolted to the front edge of each step. Because the nosing locks in between the ridges in the soles of anti-slip wellingtons it does not cause a trip risk. But it does prevent slipping.
The solution reached had to be capable of being cleaned effectively and to not allow material to build up on the stair tread against the nosing. The profiled nosing were made of stainless steel to meet high care standards.
The group presented the solution to the site management team who agreed the capital needed (£3.5k). After two weeks of testing on one set of stairs there was a positive response from operators – no one felt at risk of slipping on the modified stairs.
Results:
The profiles were installed on all three sets of stairs and there have been no accidents, or near-miss incidents. They are so successful that the company are installing them in a new factory where coleslaw is to be manufactured.
(Published 2018)
Further information on the HSE’s Food and Drink Manufacture Health and Safety Forum is available on its website.