By Darin Detwiler and Hal King
The past year has been marked by a disturbing series of foodborne outbreaks and recalls, underscoring the systemic weaknesses of the U.S. food safety system. From Listeria-contaminated deli products to E. coli-contaminated products, these incidents are not just unfortunate; they are symptomatic 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 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 once public attention fades, many fall back to old habits. This familiar cycle is frustratingly persistent.
“I often describe this as the seemingly endless cycle of crisis and reform,” Darin explains. Hal echoes this sentiment: “When outbreaks occur, companies do their best to solve the immediate problem, but without systemic changes, the industry returns to the same practices. The cycle continues.”
It’s time to break this cycle. In this editorial, we reflect on the patterns we observed in 2024, discuss the urgent need for corporate accountability, and propose solutions for creating a more proactive, effective food safety system.
Observing the patterns of 2024
The scale of recalls and outbreaks in 2024 has been described in the news as ‘stunning’. Incidents affected nearly every sector of the food industry, including multi-state outbreaks linked to carrots, walnuts, melons, cucumbers, onions and ready-to-eat meals. The massive recalls of meat and poultry products involved millions of pounds. Worryingly, recalls for products containing heavy metals, such as lead in cinnamon, also emerged as a recurring problem.
Listeria was particularly ferocious, appearing in a wide variety of foods, including deli meats, nuts, frozen waffles, meats and even guacamole. Despite advances in detection technology, the number is enormous Listeria-related recalls indicate deep-seated problems, including poor sanitation, inadequate preventative measures and a lack of accountability.
Looking back on the past year, two important lessons stand out.
First, no company is immune to food safety deficiencies, regardless of size or reputation. Even a century-old company like Boar’s Head (founded in 1905) and a restaurant chain as global as McDonald’s suffered deadly outbreaks this year.
Second, if we think our food safety system is ‘working’, it is only because we have bought into a reactive model. The idea that our system “works” 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.
The responsibility gap
One of the most glaring problems is the lack of meaningful accountability for food companies and their executives. The historic 2015 conviction of Peanut Corporation of America executives – linked to the deadly 2008-2009 Salmonella outbreak – showed that criminal prosecution could be a powerful deterrent. Yet such responsibility has been rare in recent years. Instead, companies often pay significant fines but avoid fundamental changes in their practices.
Boar’s Head is a striking example. In 2024, the company faced more than 65 USDA critical violations and a deadly outbreak linked to its processed meats, which caused 61 illnesses, 60 hospitalizations and 10 deaths in 19 states. Despite an ongoing investigation, history suggests the outcome will likely be a hefty fine, not criminal charges.
If Boar’s Head executives can get away with paying a huge fine but without criminal charges, it sends the wrong message to the industry. Executives know they can pay a fine and get back to business as usual. Until there is personal accountability – real consequences for leaders – nothing will change.
Towards proactive solutions
To address food safety shortcomings, we must fundamentally shift from responding to crises to preventing them. Here are five critical steps we believe the food industry needs to take:
- Hold leadership accountable
Business leaders set the tone for food safety culture. When executives put profit before safety, the system suffers. Holding them personally accountable – through criminal charges, fines or other penalties – is essential to achieving change. As long as managers do not know that they will face consequences if they neglect food safety, they have little reason to change their behavior. - Maintain proactive management systems
Companies should be required to demonstrate compliance with FDA food safety plans before operations can begin. A licensing system that requires food manufacturers to provide FDA-based food safety plans from FSMA, as the license is required to prepare and sell food. This would address risks up front, rather than waiting for inspections to discover non-compliance or outbreaks to expose them. Too many companies rely on corporate programs but not on factory-based food safety plans and practices, and many do not have a good food safety plan that identifies and controls all hazards. A licensing system linked to risk-based inspections would make compliance non-negotiable. - Take advantage of economic incentives
Insurance companies could play a role by charging higher premiums to companies that do not have robust safety systems, creating a market-driven incentive for compliance. When safety systems are linked to financial rewards or punishments, companies have a clear reason to invest in doing the right thing. - Integrate corporate responsibility
Food safety must become a financial necessity at company level. Involving the Securities and Exchange Commission (SEC) in food safety oversight, as currently used to ensure corporate governance and financial integrity, would be a start. Linking food safety performance to SEC oversight and resulting stock appreciation would create a powerful economic incentive for compliance. Imagine if a company knowing its compliance with the SEC, which allows it to sell stock, could be due to poor food safety practices. Investors would also demand better management of food safety integrity, and food safety would become as critical to executives as quarterly profits. - Invest in technology and processes
The technology to reduce foodborne risks exists, but is often underutilized. From rapid detection of pathogens to advanced decontamination techniques, using these tools could significantly reduce the risk of contamination. There is a need for the potential of product cleaning systems that can achieve a 5 log reduction in pathogens. Innovation is not just about developing new tools. It’s about standardizing and implementing the best existing ones.
I look ahead
The age-old claim that “we have the safest food supply in the world” seems increasingly difficult to defend in light of the alarming food safety record in 2024. Lives have been lost, public confidence eroded and the financial costs of recalls have reached staggering levels. Yet these consequences can be prevented.
We believe the U.S. food industry has the people, systems and science to do better. If we move from solely reacting to crises to proactively preventing them, we can build a food safety system that works for everyone.
At the same time, industry leaders must recognize their role in driving change. Food safety is not just a cultural issue or a compliance checkbox; it is a core responsibility of the company. Companies that invest in robust safety systems will not only protect their customers, but also demonstrate brand equity and business value to the public and their investors because of the reduced financial risk.
We also call on regulators and policymakers to take action. The tools and frameworks already exist, but they need to be enforced consistently and effectively. Whether it’s stronger licensing systems, SEC oversight or innovative technology, the solutions are within reach.
Our vision for 2025 and beyond is clear: enforce stronger accountability measures, integrate food safety governance into corporate leadership, and invest in proactive systems to prevent outbreaks before they happen. This isn’t just about protecting consumers; it’s about creating a food safety system that builds trust, saves lives and supports sustainable business growth.
About the authors
Darin Detwiler, LP.D., is the CEO of Detwiler advisory group with more than 30 years of experience in food safety policy and regulation and the recipient of IAFP’s 2022 Ewen CD Todd Control of Foodborne Illness Award and their 2018 Distinguished Service Award for dedicated and exceptional contributions to reducing the risks of foodborne illness . He is an author of several bookskeynote speaker and associate professor of food policy, corporate social responsibility and global economics of food and agriculture.
Hal King, Ph.D., is Managing Partner of Active food safetyan Advisory Services partnership for the food industry. Hal is an adjunct associate professor of infectious diseases at the University of Georgia College of Veterinary Medicine and the College of Public Health, and is the author of several books on the corporate governance of food safety management in the foodservice industry, and author of numerous food industry publications that help the industry identify risks and prevent outbreaks of foodborne illness. Hal is the recipient of the 2018 NSF International Award for Leadership and Innovation in Food Safetyand is formally Director of Food and Product Safety at Chick-fil-A Inc., where he led the Food Safety Management Program under Tom Childers for over 10 years.