ISO 22000 clause 7.1.2: provide competent people and define expert support

What clause 7.1.2 requires in practice

Clause 7.1.2 contains two requirements about people. The first is that the people who must run and look after an effective FSMS have the necessary competence. Competence itself is addressed in clause 7.2, so this clause adds the question of whether such people exist, are assigned and are available for the work.

The second applies where outside experts help with developing, implementing, running or assessing the system. In that case the organisation keeps, as documented information, evidence of agreement or contracts that define the experts' competence, responsibility and authority.

The two requirements together keep external help accountable. An expert may contribute knowledge, but the arrangement states what the expert may do and what remains with the organisation. The outputs are competent people assigned to system roles with cover, and a retained agreement for each external expert. The clause does not prescribe a form for the agreement, and a résumé or certificate alone does not show what was agreed.

Identify which responsibilities need people

Begin with the work required by the system rather than job titles alone. Who evaluates relevant changes, operates the hazard control plan, performs verification and responds to a concern? Consider coverage across shifts, sites and absences. A role can be assigned without the person being available when a decision is needed.

Use clause 7.2 to establish and evaluate the necessary competence. Education, training and experience can contribute, but their relevance depends on the actual task. A general food safety briefing does not by itself establish competence to validate a specialist process.

Clarify how different contributors work together. Production knowledge, equipment knowledge and technical food safety expertise may be held by different people. The resource arrangement should allow the food safety team to obtain those contributions at the appropriate time.

Define what an external expert is authorised to do

An agreement should make the expert's relevant competence, responsibilities and authority clear. Describe the activity, expected outputs and the decisions the expert can make or recommend. A broad statement that a consultant will “handle food safety” creates uncertainty about both technical limits and internal accountability.

Identify what information the organisation must provide. An expert cannot make a reliable assessment from an incomplete description of products, equipment or actual practice. Establish how uncertainty or an issue outside the agreed competence will be raised and resolved.

Retain the agreement as documented information. It can be part of a suitable contract or other documented arrangement; the clause does not prescribe a single form. A résumé or course certificate alone does not define the work and authority being agreed.

Why competent people and defined expert roles matter

A food safety system is operated by people, and its quality is limited by their ability and availability. An assigned role without a capable person behind it is a hidden weakness, and it tends to appear on the night shift or during holidays. External experts bring valuable knowledge, but unclear boundaries can leave the business believing that someone else owns a decision. Defining the expert's authority protects both sides and helps the organisation retain the knowledge once the engagement ends. Customers and auditors often probe this area, because it reveals whether the business understands its own system or relies entirely on advisers.

How to provide competent people and define expert support

Start from the work of the system and make sure each task has a capable person, with cover, and a clear boundary for any outside help. Keep internal ownership at the centre, so that specialist help strengthens the team and does not replace it.

1. List who evaluates changes, operates the hazard control plan, performs verification and responds to concerns.
2. Check each task has a named person with the competence required under clause 7.2, and a trained deputy.
3. Look at shifts, sites and absences to find tasks that would have no competent person at some times.
4. Before engaging an outside expert, write down the activity, outputs, decisions they may make or only recommend, and what information you will supply.
5. Agree how issues outside their competence will be raised and resolved.
6. Retain the agreement as documented information and review it when the engagement changes.
7. Before reducing external support, check that internal people can carry the responsibilities.

Illustrative food-manufacturing example

Illustrative catering example

A caterer uses external support while developing internal competence at a new site. The arrangement defines the expert's involvement, the local supervisor's responsibilities and how decisions are obtained during service hours. Training is linked to the tasks the internal team will perform.

Before reducing external support, the organisation checks whether the local team can carry out its responsibilities and recognise when further advice is needed. Completion of the initial project is not automatically proof of independent capability.

Evidence and common mistakes