Written by Darin Detwiler and Hal King
The past year has been marked by a series of foodborne outbreaks and recalls that have highlighted systemic weaknesses in the U.S. food safety system. From listeria-contaminated deli products to E. coli-tainted produce, these incidents are not just unfortunate events, but symptoms of a larger problem: America’s largely reactive approach to food safety.
As food safety experts with decades of experience in industry, academia, and policy, we have seen how these crises unfold time and time again. Outbreaks make headlines, recalls are announced, and regulators investigate. Companies promise to invest in food safety measures, but when public attention wanes, many companies revert to old habits. This familiar cycle is frustratingly persistent.
“I often describe this as a seemingly never-ending cycle of crisis and reform,” Dahlin explains. Mr. Hull agrees with this opinion. “When an outbreak occurs, companies scramble to solve the immediate problem, but without systemic change, the industry reverts to the same practices and the cycle continues.”
It’s time to break this cycle. In this editorial, we reflect on the patterns observed in 2024, discuss the urgent need for corporate accountability, and propose solutions to create a more proactive and effective food safety system.
Observe the pattern for 2024
News reports describe the scale of recalls and outbreaks in 2024 as “staggering.” Incidents have spanned nearly every sector of the food industry, including outbreaks in multiple states involving carrots, walnuts, cantaloupe, cucumbers, onions, and ready-to-eat foods. A major recall of meat and poultry products has cost millions of pounds. Complicating matters, recalls of products containing heavy metals such as lead, which is found in cinnamon, also came up repeatedly.
Listeria monocytogenes was particularly persistent, appearing in a wide range of foods, including deli items, nuts, frozen waffles, meat, and even guacamole. Despite advances in detection technology, a huge number of listeria monocytogenesRecalls related to , are indicative of deep-rooted problems such as poor sanitation, insufficient precautions, and lack of accountability.
As I reflect on the past year, two important lessons stand out.
First, no company, regardless of size or reputation, is immune to food safety failures. Even century-old companies like Boar’s Head (founded in 1905) and global restaurant chains like McDonald’s have faced deadly outbreaks this year.
Second, if we think our food safety system is “working,” it’s only because we’re reliant on a reactive model. The idea that our system is “working” rings hollow when you consider how often these unnecessary outbreaks and recalls occur. We have the tools to prevent them, we just don’t use them effectively.
responsibility gap
One of the most obvious problems is the lack of meaningful accountability for food companies and their executives. A landmark 2015 verdict against Peanut Corporation of America executives in connection with the deadly 2008-2009 Salmonella outbreak showed that criminal charges can be a powerful deterrent. . But in recent years, such accountability has rarely been achieved. Instead, many companies pay hefty fines but avoid making fundamental changes to their practices.
Boar’s Head is a notable example. In 2024, the company faced more than 65 major USDA violations and a deadly outbreak linked to deli meat resulted in 61 illnesses, 60 hospitalizations, and 10 deaths in 19 states. caused death. Despite the ongoing investigation, history suggests the outcome is likely to be a hefty fine rather than criminal charges.
If Boar’s Head management pays a huge fine and avoids criminal charges, it will send the wrong message to the industry. Executives know that if they pay the fine, they can get back to business as usual. Until individuals are held accountable, the real consequences for leaders will not change.
Move to a proactive solution
Addressing food safety failures requires a fundamental shift from crisis response to crisis prevention. Here are five key steps we think the food industry needs to take.
- hold leaders accountable
Company leaders set the tone for a food safety culture. When managers prioritize profit over safety, the system suffers. Holding them personally accountable through criminal charges, fines, or other penalties is essential to driving change. Until management knows they will face the consequences of ignoring food safety, there is little reason to change their behavior. - Implement a proactive management system
Companies must demonstrate compliance with the FDA’s food safety plan before they are allowed to begin operations. A licensing system that requires food manufacturers to provide a food safety plan based on FSMA FDA, as a license is required to manufacture and sell food. This allows risks to be addressed in advance, rather than having to wait for nonconformities to be discovered through inspections or the spread of infection to reveal risks. Too many companies rely on corporate programs but not facility-based food safety plans and practices, and many companies do not have adequate food safety plans to declare and control all hazards. Not yet. A permit system associated with risk-based inspections will make compliance non-negotiable. - Take advantage of economic incentives
Insurers could play a role by charging higher premiums for companies that lack robust safety systems and creating market-driven incentives for compliance. When safety systems are tied to financial rewards and penalties, companies have a clear reason to invest in doing the right thing. - Build in corporate accountability
Food safety needs to become a financial imperative at the corporate level. A first step would be to involve the Securities and Exchange Commission (SEC) in food safety oversight, as is currently done to ensure corporate governance and financial soundness. Tying food safety performance to SEC oversight and resulting stock valuations would create strong economic incentives for compliance. Imagine a company that knows its SEC compliance but also knows that the sale of its stock could be affected due to poor food safety practices. Investors will also demand better governance of food safety integrity, making food safety as important to executives as quarterly profits. - Invest in technology and processes
Technologies exist to reduce food-borne risks, but they are often underutilized. From rapid pathogen detection to advanced disinfection techniques, implementing these tools has the potential to significantly reduce the risk of contamination. The potential for produce disinfection systems that can achieve 5-log reductions in pathogens is needed. Innovation is not just about developing new tools. It’s about standardizing and implementing the best of what exists.
I’m looking forward to it
The well-worn claim that “we have the world’s safest food supply” is feeling increasingly difficult to defend given the astonishing food safety record of 2024. Masu. Lives are lost, public trust is destroyed, and the economic costs of recalls are staggering. However, these outcomes are preventable.
We believe the U.S. food industry has the people, systems and science to do better. By moving from simply responding to crises to proactively preventing them, we can create a food safety system that works for everyone.
At the same time, industry leaders need to recognize their role in driving change. Food safety is more than just a cultural issue or a compliance checkbox; it’s a core business responsibility. Companies that invest in robust safety systems not only protect their customers, but also demonstrate brand and business value to the public and investors by reducing financial risk.
We also call on regulators and policymakers to step up. Tools and frameworks already exist, but they need to be applied consistently and effectively. Whether through stronger permit systems, SEC oversight, or innovative technology, solutions are within reach.
Our vision for 2025 and beyond is clear. Implement stronger accountability measures, integrate food safety governance into company leadership, and invest in proactive systems to prevent outbreaks before they occur. This is about not only protecting consumers, but also building food safety systems that foster trust, save lives and support sustainable business growth.
About the author
Darin Detwiler, LP.D. I am the CEO of Detwiler Consulting Group He has more than 30 years of experience in food safety policy and regulation and was the recipient of IAFP’s 2022 Ewen C.D. Todd Foodborne Disease Prevention Award and the 2018 Lifetime Achievement Award for dedicated and exceptional contributions to foodborne illness risk reduction. he is the author of several bookskeynote speaker, associate professor of food policy, corporate social responsibility, and global economics of food and agriculture.
Dr. Hal Kingis the managing partner of. proactive food safetyan advisory services partnership for the food industry. Hull is an adjunct associate professor of infectious diseases at the University of Georgia College of Veterinary Medicine and School of Public Health and author of the following books: several books He is an expert on the corporate governance of food safety management in the food service industry and author of numerous food industry publications that help the industry identify risks and prevent foodborne illness outbreaks. Hal is the recipient 2018 NSF International Food Safety Leadership and Innovation Award Winnerofficially the Director of Food and Product Safety for Chick-fil-A Inc., where he led the food safety management program for over 10 years under Tom Childers.
