Questionnaire-Chefs (Restaurants and Hotels)

This questionnaire is mainly made in order to the extensibility of Farm to Fork concept and
its sustainability in Indian kitchen, please answer all the questions.
Name: Chef Srinubabu
Place of Work: Green College of catering & Hotel Management
Designation: Asst. professor
Years of Industrial Experience: 12 yrs
Signature:
1. What do you know about farm to fork concept?
In simple from sprouting/harvesting/processing to serving or consumption

2. Do you think farm to fork is a necessity or a trend?

Its a mandatory & necessary to serve safe food

3. Where does your establishment source ingredients from?

The local Vendors/suppliers/super markets /few imports of proprietary ingredients
from trustable certified vendors
4. According to you is sourcing ingredients locally beneficial? And how his the
competition in this field?
Vegetables, Fruits, Meats, Dairy Products,

5. What can be done to improve the adaptability of this concept in future?

Strict Adhering following. Knowledge & Awareness by culinary colleges about the
benefits to the budding chefs

6. What advantages and disadvantages of this concept do you see?

Advantages- Serving safe and wholesome food, easy to track ,record , amend any
mistakes happened/performed
7. What according to you, will determine your customer satisfaction in terms of
food?
Serving hygiene & safe food with great nutritional value and obviously with fantastic
taste
8. Do you think sustainability in food security can be achieved in farm to fork
concept?
YES
9. What challenges do you see in adapting the said concept?
Most of the hotels are presently following the F2F concept; still a small generation
gap persists.
Soon its clear evident that culinary educated budding Hospitality joiners will fulfill
the barrier
Supply chain issues. The federal Food Safety Modernization Act (FSMA) requires
monitoring and inspection for farm operations of a certain size. Smaller food suppliers not
covered by FSMA are less scrutinized. This doesnt mean local suppliers lack safety
procedures, just that they are less regulated. This could increase the potential risk of tainted
foods entering the supply chain.
Workforce safety awareness. Many restaurants tend to attract a transient work force:
individuals between other jobs, students, retirees and those who are new to the workforce.
Many of these individuals lack a background in food safety and might be supervised by
managers who themselves have limited industry experience. This limited awareness raises the
risk of fresh foods being mishandled on-site, during storage or preparation.
Regulatory and brand risk. With the increasing popularity of social media, issues are
rarely resolved discreetly. A bad customer experience or a foodborne illness linked to a
particular operator or supplier can go viralin every sense of the wordin minutes.
Regulators and the public know about the problems instantly. With higher levels of scrutiny
at the federal, state and local levels, operators need to know how to assess and report
problems promptly, lest ramifications become even more significant. More important,
problems go beyond the regulatory level. Customers and the media will demand to be

informed. A faulty crisis communications strategy can result in severe damage to brand
identity and overall reputation if rumors and wrong information capture and stick in the
publics mind.
Operators know about the risks. Our discussions with them focus on how farm-to-table makes
business sense so long as you tackle those risks in a systematic way, rather than as unrelated
parts of an operations manual.
Smart operators manage risks with a layered approach, building food safety into daily
operations. Thats not a new message, but the trend toward locally sourced products and the
related focus on food safety assumes new urgencyparticularly for smaller middle market
operators that might lack the brand loyalty to survive the fallout resulting from a major food
safety issue or related botched communication. A three-step framework addresses each trend:
1. Prevention. Reassess your training approach (and trainers) to ensure you cover essential
practices and explain why they are important. Have refresher courses to emphasize safety for
all, not just new hires. Look at your food handling cycle and note potential gaps related to
staffing trends. Where are the more transient staffers. Where has turnover been most
significant? Visit vendors in your supply chain to check their safety practices; pay special
attention to new vendors or those not covered by the FSMA. Also critical: Create a locationlevel crisis response plan and include it in training so staffers know their roles before an
emergency hits. The plan should cover everything from standardized signage that alerts
customers about temporary closings (avoid ad hoc, scribbled signs taped to doors) to contacts
with regulators, whose requirements vary by state and must be tailored by location.
2. Detection. Have systems in place to identify issues quickly; monitor equipment for
temperature and cleanliness; provide customers with ways to alert you to problems.
3. Remediation. If problems happenand they may well happen despite everyones best
effortstake immediate corrective steps in conjunction with top management and alert
regulators who must know. Launch the crisis response plan mentioned above. Talk with
insurance carriers, legal counsel, crisis communications advisors and others who need to
weigh in and manage the ramifications. Take a multipronged approach to fix the safety
problem and consider the broader implications. Assess what caused the problem and how it
can be prevented; update all safety processes and measures to reflect what you learned. On
the brand side, think about how to reassure consumers that youve resolved the issue and that
they can be confident in a positive dining experience. What market misinformation demands
a clarifying response?