NSF Food Safety Roadshow 2026: Protecting People, Profit and Brand

Food businesses today face increasing operational, financial and reputational risks. From internal loss and external crime to evolving regulatory expectations and customer complaints, the risk landscape continues to grow in complexity.

At the NSF Food Safety Roadshow 2026 in London, industry experts shared practical insights and real-world examples to help businesses strengthen controls, protect teams and safeguard brand reputation.

Mitigating loss from within

Internal loss remains one of the most underestimated risks in food and retail businesses. As highlighted by Steve Nelson, hidden losses can quietly erode margins — and addressing an issue once does not mean it is resolved permanently.

“Don’t assume if it’s fixed once that you fixed it permanently.”

Cash risks are evolving

While many businesses are reducing cash use, losses are shifting into new areas rather than disappearing.

Key risks include:

• Cash reconciliation not being reviewed or investigated
• IOUs still taking place in cash-based environments
• Cash collections taking longer
• Forged £50 notes entering circulation

Strong cash controls remain essential and must be actively monitored and challenged.

Stock control: understanding loss, not just inventory

Weekly stock takes confirm what is on hand but do not always explain why stock is missing.

Common loss routes include:

• Stock being hidden in rubbish
• Items disappearing after delivery
• Losses written off as customer retention gestures
• Misuse of discounts and promotional codes

Discount programs should be properly measured and assessed, rather than assumed to be low risk.

Walkouts and AI-driven reporting

Walkouts are increasing, requiring businesses to design environments that make theft more difficult.

At the same time, AI is transforming loss reporting by enabling a shift from reactive reviews to more proactive, real-time insight. However, data only creates value when:

• Someone is accountable for reviewing it
• Insights lead to clear action

Emerging labour risks

With reduced staffing and pressure on training budgets, responsibilities such as refunds and voids are often delegated to less experienced employees — increasing the risk of loss if controls are not maintained.

Strong systems depend on well-trained teams, supported by clear processes and active use of data.

Managing external crime and supporting frontline teams

External crime continues to increase across the UK, with organised retail crime becoming more sophisticated and more confrontational.

With UK retail losses exceeding £2.2 billion, effective prevention strategies are more important than ever.

“The environment, behaviour and partnerships all have their part to play.”

Three pillars of crime prevention

Environment

• Effective CCTV coverage
• Controlled entry points
• Risk assessments for new sites

Behaviour

• Regular floor walks
• Early engagement with customers
• Clear escalation processes
• Consistent reporting and information sharing

Partnerships

• Engagement with local police
• Collaboration with councils and BID teams
• Intelligence sharing with neighbouring businesses

When these elements are aligned, teams are better supported and more confident in handling incidents.

Preparing for Martyn’s Law

The Terrorism (Protection of Premises) Act 2025 introduces new responsibilities for certain venues, with implementation expected in 2027.

• Standard tier: 200–799 capacity
• Enhanced tier: 800+ capacity

One-off events exceeding 200 people may also fall within scope.

“Preparedness builds confidence in your teams, before, during and after.”

Preparing effectively

Recommended early actions include:

• Reviewing emergency response plans
• Clarifying evacuation and lockdown procedures
• Delivering basic hostile threat awareness training
• Assigning a responsible senior lead
• Testing communication and escalation processes

Preparation reduces uncertainty, strengthens leadership and improves response under pressure.

Using complaints data to protect your brand

As outlined by Xenia Jacques, complaints are no longer just a customer service issue — they are a critical component of risk management and due diligence.

“A happy customer tells a friend. An unhappy customer tells the world.”

Complaints in the digital age

Complaints now spread rapidly through:

• Online reviews
• Social media
• Media coverage

Poor handling can lead to regulatory scrutiny, enforcement action and reputational damage.

Emerging challenge: AI-generated complaints

AI-generated images and fabricated claims are increasing, requiring businesses to demonstrate:

• Robust processes
• Clear documentation
• Evidence of preventative controls

Due diligence in action

A real case highlighted the impact of poor complaint management:

• 29 reported illnesses
• Confirmed Salmonella outbreak
• £40,000 in fines
• National media coverage

Early complaints were dismissed, allowing the issue to escalate.

What regulators expect

Environmental Health Officers will review:

• Historical records (not just the incident day)
• Staff training and understanding
• Previous unresolved issues
• CCTV, samples and documentation

“Due diligence is your strongest defence.”

Using data effectively

Valuable sources include:

• Second- and third-party audits
• Regulatory insight
• Customer feedback
• Media monitoring

Audits should be used as an early warning system to identify risks before they escalate.