 Y cyfnodd gwahodd, lleidio, a'r ffresiliad yn y Lai'r six-month. Mae'n meddwl i'n meddwl i'r cof, o'r lluniau sy'n meddwl i'r cof i 19 o'r eu rhan o'r pwysloedd. Mae'n meddwl i'r holl yn y gweithio i ddechrau trefnodd gyda'r Lai Lai'r Coffin, gael Gwyllt, South and West Wales, felly i'n meddwl i'r lluniau neu'r cael ei meddwl i'r chael y byddai'n meddwl i'r holl ychydigol, ac i'n meddwl i'r cwestiynau. We aim for the session to last no more than 45 minutes. So, if we aren't able to answer any of your questions on the list, we will collect them and publish them together with the answers and a recording of the session on our Food Innovation Wales website, which I will discuss a little bit later on. So here is the agenda and this is basically the running order today. So, y ffarsfydliadau ymlaen, yw'r garrosnwch, yw'r ddechrau teulu mewn ffarsfydliadau. Felly hynny'n fod, mae'n ddysgu garrosnwch. Felly hefyd yw'r ddechrau mewn ffarsfydliadau. Fy enw i'n gweld am ymddir i'r ddweud i'r hefyd, dwi'n golygu y ffarsfydliadau o'n gweithredu a'r ymwylo'r ddechrau i'r ddechrau. ar y pwyllt yw'r rai gwyfwyr o'r rai sy'n gweithio ffyrdd yn y pwyllt yn fwyllt. Rydyn ni'n ffaptiwyr yn Sonzi ac rydyn ni'n ddweud ar gyfer Cardiff a Lantrysant. Rydyn ni'n gweithio'n gweithio'r cyflwyntau ar y cwrsio coronavirus, i ddwy, a'r lluniau i gael ymlaen i chi. Rydyn ni'n gweithio'r ffaith yma, mae'n gweithio'r gweithio'r gweithio. Felly, mae'n gwasanaeth, mae'n gweithlo'n wych yn ffordd. Mae'n gwahanol y mesud ein bod yn ei wneud i'r wych yn ei chymweithi. Mae'n cael ei gweithio'r sen. Felly, maen nhw i gyd, mae'r panzemig yn y gwahau arweithio hanes yw oedd y EU. Mae'n ddarllen gyda'r gweithio er mwyn i gyd i'r arweithio sy'n gweithio. Roedd y rhai yn ei gweithio hyn yn y FfF. Yn ymddangos, fel y bydd y byddwch, yw'r ysgrifennu. Mae'n rhaid i Giannwyr. Mae'n fawr o ddechrau'r rhai. Ond mae'n ddim yn ei ddweud y ffordd. Mae'n gwybod i gael rhywedd i'r rai, i'r wneud o'i gweithio'n gweithio. Ond mae'n blaenwyr i hynny i chi. Mae'n ymddechrau i chi fel y cwestiynau yn wych. Felly, mae'n gweithio'n gweithio'n gweithio'n gweithio. Mae'n ddim yn ymddangos i'r dyfodol yma,ais byddwn i'r cymdeithas y croes, a sydd yn mynd i gael i ddim yn ymddangos, yr adrodd dda, awdraeth iawn, a amddangos. Fe rwy'n ei bod yn ymdyn nhw, oeddan nhw, a mynd i bod am oedden nhw fel yr adrodd yn ymwaith ei wneud. Yn yr adrodd wedi ganddo yn ddefnyddio'r rhan o'r ffanaer, yn ddefnyddio'r adrodd i maes y chyfriddau, i'r adrodd i'n ddefnyddio'r adrodd, i'n dweud cymdeithas, sydd hwnnw i'n meddwl hyd yn wych yn rever organواeth. Rydai'r llesor i'r ffordd i'r mylliannol honno fydd o ffordd hynny, ag y gallai rhan o ddim yn ymd 사람 yn adnodd y llesor, yn gwymenu'r llangwysu hynny yn oed. Mae'n angen i ddim yn gwych yn gofynnol, mae'n gallu'n gwerthol yn gweithio nad ymddangos yn sefydlu'r cenariad oherwydd mae'n rhan o'r mewn eu gliriaeth ydyn nhw. I had a clear understanding of what the situation was and then expectations. With two things like done and full risk assessment of sites and place clear screens in between workers where possible. So way social distancing was a possible, things like packing lines. We did actually put in screens in between people similar to what you see in supermarkets. So afterwards other actions that we started putting in through as we went into March and April. So we did things like staggered start and time, finished time. So the outgoing shift would finish at 5.30. Get them all off shift and then we would bring the new shift in to make sure there was no sort of intermingling. Where we could put screens, we give visors to people, we're sort of a screening between people. So we had some roles that involved two people. So it was important that we did that. Lots of signage. We removed things like smoking shelter in before and after the first hour of shift because we found that there was a lot of congregation between staff at the start of shift, for example. Or even at the end of shift. So we took that out of the equation. We removed fingerprint recognition because obviously that's a major touch point. So we moved that just by manually and we employed four sanitizers. So one per shift, nothing apart from going around all of the different frequent touch points and sanitize them. And that's in place now. We stopped cross-site travel and non-essential workers were working from home, et cetera. We removed things like stupid curtains that frequent touch points hard to clean and open doors. All of this with a sort of trying not to sort of compromise food safety at the same time. It was like that constant battle of food safety compromise, which you can't make versus sort of health and safety and the well-being of our staff. So as May went into May, so other things that we've done. So we introduced temperature scanning within our security huts. So as more and more people were coming back into site. So we had new equipment that we just had to bring in people from Denmark and from France that just had to bring them in to sort of commission this new equipment. More and more people bringing in. We put this temperature scan just as an added sort of barrier. Return to work forms for holidays. That was really important. We're changing which we did. We now bring facial recognition on for operators. So it now clocks them in, clocks them out, but it's all to do with facial recognition and temperature scanning at the same time. Managery face masks issued them out. We do COVID swabbing, very high traffic points throughout the factory. So we started that last month. We'll continue to do that on both sites on a monthly basis now just to ensure that due diligence. It's things like sanitiser push pads. I don't know if you guys have anyone seen them, but there's pads that you can get to put on the doors. You can get ones on handles as well. So we've introduced a lot of those. They are quite costly, but we find that they've been very, very effective. Tools for communication. Things like wireless headsets and radios to prevent people from removing masks to talk or shouting across the lines. It was important that we gave them tools to be able to communicate easily whilst on a noisy, busy factory floor. So our main challenge is that we sort of faced from outside. It was things like testing availability. First few months lack of testing availability was a real problem. So we had over 40 employees that were self-isolating and we were really reliant on casual labour as a result because we needed to continue to service the orders that were coming through the door at an increasingly high level. That just increased the risk. The more casual labour you bring in, the higher the risk. So we did purchase antibody tests. So now anyone come back into the business, we were allowing them to do an antibody test. Actually, I would say approximately 1% of those that have been off self-isolating as she came back with a positive antibody test. So it's very low, but it was just something that we thought was a good tool to have to sort of help steer our future strategy. Lack of basic PPE, chemical availability, we all would have found that trying to get home to things was very, very difficult. Panic buying was a problem because our orders just went through the roof from the end of February all the way through to probably May, we had our busiest two, three months on record. So that was a problem. And sort of key absences, so things like engineering departments that it probably wasn't coronavirus, but a bug would have gone through a shift of engineers and you end up with no engineers on shift. Similarly within technical, at one point in one of the factories, I had one person that was fit and well, all the rest were isolating, which was the right thing to do, but it obviously is a challenge. So things that were internal that was difficult, it was more complex, the social distancing was a problem. You'd tell staff until you blew in the face, but unfortunately they creeped together and even myself when on the shop floor, you'd find yourself slowly, slowly, slowly getting to within past that two metres, it's just natural you can't help yourself because it's a change in which way we work. So we had to bring in mandatory masks because of that. Complacency, again, you'd bring in the rules and very, very quickly, but over the period of weeks, those rules were slowly sort of not be flaunted but be forgotten so you'd have to reinforce them. Car sharing was an issue. Many, many employees share cars to and from work. So outside of work was a problem. We can only control what we can control. Outside of work was a risk and many days to be a risk. And employees believe in what they read on the internet so masks are no good. Two metre rule is no good. They'd rather believe what they would read rather than what the government was telling them or what we were telling them. How we interacted with other businesses, so we made contact with the EHO, we spoke to them. They were happy with what we were doing. We've had contact with the HSE, all this over the telephone. We've proactively done our BRC extensions. Since in July, we've had a Tesco audit. It was all announced. We've had an unannounced audit from one of our other customers which was slightly naughty at the time. We got through. We allowed them in. We did think about it. We did allow them in. I think it's the right thing to do for the time being. As we get back to more normality, more and more people are back in the office now. We've managed to clean the desk before and after. Cleaner stations. Work from was still in place, but rotation around the office. We're still using things like Microsoft Teams as for day-to-day meetings rather than being in big offices. Even if we are in our own offices, we're in a different office within the same premises. It just works. I think it will continue to work. What will we do differently? I think I would introduce managing face coverings sooner, but we didn't want to do that without sort of being sure of our supply. That was important, but I would like to have done it sooner. We'd like to engage the workforce sooner as well. We did whole staff forums. We were worried about doing that first and foremost, but it was a good step forward. It made them feel as though they were part of the decision-making. It made us be able to get our message on to the shop floor. Communication was a big thing. What can say as if I got for the future? As we go into the autumn and winter, will we have access to or control of the testing and speedy turnaround? It would be really good as a business. Rather than rely on operators to say, I haven't got a test, is there someone we can control that as a business so we can put our staff forward for testing? Is there proactive testing that we can be doing? Something like a tracking trace could completely decimate a whole shift. Localised lockdowns, what would that mean? Shielding, will that have to come back in? As we grow, we have to bring more and more people into our business. So, thank you for your time. I'm sure if you've got any questions, you can forward them on to Leanne and Helen and the team and they will forward them on. All right, thanks. Thank you, Gareth, for sharing the details of how FEI foods have implemented their COVID-19 controls. I'm sure the attendees will all have questions for you a bit later. Okay, on to our next speaker. This is a gentleman called Steve Meek from a company from Rowan Foods, and he is the head of technical. Over to you, Steve. Hi, my name is Steve Meek. I've been at Rowan Foods for 26 years working technical and I've agreed to tell you about how COVID affects us, probably one of the biggest challenges that we've all faced. I intend to cover a brief introduction about Rowan Foods related to COVID to put it into context. I'll describe the approach to COVID-19 and why we took it, look at what controls introduced at lockdown and then improvements we made as more information and guidance became available. I'll describe what happened, the consequences when the outbreak hit the factory. And finally, we'll discuss briefly some of the challenges and learnings that were taken from it all. A bit of background to our business before we start. We're based on Rexham Industries State three miles from Rexham with public transport links and employ up to 1500 people, mainly from the town. Car sharing has actually been promoted as part of our environmental drive. We operate 24-7 with 13 labour-intensive production lines producing approximately 2 million children meals a week. We employ some ages workers all from a dedicated provider. I have a large European contingency in many living close together in Rexham and many whole family members employed. So what was our approach? On day one, we set up a group daily COVID meeting to agree best practices across the sites. Did the normal technical thing and carried out a risk assessment. Like most people invested heavily in physical measures, screens, visors, canteen alterations. We communicated with the environmental health our social distancing plan on day one and continue to communicate throughout. Communicated with the police over car sharing on day one and how best to manage the risks about being stopped and primed. We followed government guidelines as our mantra as many mixed messages with conflicting advice. So what were the measures that we introduced at lockdown? All staff who could work from home did 14 permanently and 36 rotating with only direct manufacturing supervision and management not doing so. 30 people furloughed to enable them to shield or sell by slate. Only business critical visitors allowed on the site. 20,000 men in levels reduced by running slow for complex products and some even delisted. Shift times changed to reduce the number of staff arriving on leaving site at any one time. Additional sanitising points were put in place throughout the site. Doors through the site were held open or removed where possible reduced contact. Guidance on safe car sharing and any associated risk for staff was communicated. Staff guidance documents were put between canteen and all walls. They were given to work checks were introduced. Corridors were all marked out with distance markers. Six dedicated social distance champions introduced in all areas with no responsibilities. They generated distance observations and numbers reported a version of behavioural health, safety. Screen on assembly lines introduced where two metres was simply impossible. Bagging of coats was introduced. It would probably keep this going even when COVID has long gone. Mae'r cantyn was opened up, distance markers on-floor, one-way system, car payments, and every other seat used. A no-flow cantyn cost is no marquee in the yard was introduced, together with increased smoking area, with floor signage and a separate vaping area. We purchased a thousand visors at Shiropper to all colleagues who wanted them. It didn't stop there, so new information resulted in further improvements. A multiple letter to all staff from a staff site manager helped update and guide behaviour. The cantyn was made non-self service, and the screen put up in place around the serving area. A one-way system was introduced in the highest change room as our most challenging area. All office desks had perspex device introduced. COVID process flow diagrams for every product introduced for best assembly positioning with sign-offs by line leaders. All meetings moved to Microsoft's teams where two-meter distances could not be achieved. The taste panel room was revamped with screens and access limited. Flogging in the factory was increased to reduce virus levels in the environment. Additional cleaning of key touch points, e.g. handrails, are swabbing to verify clean. The social distancing team were put on the road to cover all the areas and shifts. We introduced contact tracing ahead of the government scheme. Continuous temperature monitoring introduced as colleagues entered the cantyn. COVID swabbing of key touch points completed with all negative. We allowed Welsh Government advice and introduced isolation pay. So a few examples in photographs, cantyn was made non-self services, you can see here. Changing room practices were further improved. Office desks with perspex device introduced. A 7th plan set up for 200 products. QA panel room was revamped. Factory screening was rolled out. We had highly visible social distancing champions as you can see here. So what happened? All we started OK with no cases. Flo was everything in place. Our site based in London had several cases long before us. But before contact tracing was enacted. Then two people tested positive. The weak widespread testing was made available. Immediately completed track and trace system and within three weeks, 41 people positive. Positive cases were spread randomly across factory and offices with many family members and car sharing links. Public Health Wales decided to send the army in and test everyone, 1,500 people. Mass testing resulted in another 268 cases. Over 50% of the positive results, the individual was showing absolutely no sign of COVID at all. Challenge of trying to test 1,500 people at once caused results not to be communicated quickly enough to isolate people correctly. Positive cases resulted in track and trace with isolations and more testing. Absence went to 25%. Local environmental health were extremely supportive and identified pluses of cases centered around the international community of Wrexham. A HSC two day visit was organised by Public Health Wales which concluded we were doing everything practical to control the virus and the root cause of the outbreak was not likely to be the factor. We now have no positive cases and the outbreak is closed. It was concluded that the root cause of the outbreak was communities not following social distancing measures. We had nobody to hospitalise due to COVID. So what were the key challenges? First of all just getting 150 people in and out of high risk and a timely and COVID safe way at shift change over. The shift times changed health but didn't completely resolve the problem. Managing what following the two meter rule wherever practical meant as colleagues just simply struggled to understand this. We were doing everything when we had done so much to promote it previously. Ensuring all our colleagues had accurate information when so much inaccurate information on social media. Dealing with contradictory advice on such things that's face covering, temperature monitoring. So all the key learnings. First of all employing six dedicated social distancing champion was effective and showed everyone that we were taking it seriously. Social distancing champions are a great way to change behaviour and a plan to use for other behaviour changes you want to enact. Using symptoms to prevent the spread of the virus was simply not effective. Talking to the local environmental health from day one really helped to ensure we had up to date information on the best practices. We should have got more involved in the mass testing as the army did not have the appropriate skills to ensure information was accurate. Constantly many people never got their results including me. Working with the environmental health on the track and trace meant it could be completed more effectively as we had better access to the people and appropriate interpreters for our non-English speaking colleagues. We should have had more communication with our works council prior to having any cases. We moved to weekly when the first case happened. Our colleagues were fantastic despite a large number of cases and the external pressures meaning we kept the business going and came out stronger than we went into it. The more you test the more positives you get. So in summary this was new to everyone so nobody knew what to do. The mantra of following the guidance helped us. Introducing social distancing champions was critical to changing behaviour and showing our people and external bodies that we're doing everything possible to meet the guidelines. Thank you. Thank you Steve for a comprehensive overview of the controls you've implemented. Some interesting perspectives there for us all to think about and hopefully that will stimulate a few more questions from all the attendees. Our final presentation today is from John O'Farrell who is the operations director of Kealong Henry and he's based in West Wales and we are very fortunate that John agreed to share his learnings and his ideas with us a short notice. My colleague Rhiannon spent some time asking him and interviewing and talking to him about how COVID-19 has impacted the business. So let's listen to what John's perspective is on COVID-19. Thank you John. Good afternoon John and thank you for taking the time to talk to us as part of this Food Innovation Wales event. Could you just give us a brief introduction to your business? Good afternoon Rhiannon. Our business is a beef habit to our business in crosshands West Wales where small to medium in size we slaughter about 600 predominantly local livestock have a staff of 65, 70 on our books and we work traditionally Monday to Friday it's our traditional week, 7 to 4. Okay, great. So I'm just going to ask you a series of questions about how your business has handled the challenges of COVID since the outbreak of the pandemic in March. So the first question what have been your key learnings for the business in relation to COVID since the start of the pandemic? Well, we're one of the most regulated businesses in the world of the COVID industry so generally speaking we take our instructions from outside. In this situation in March there wasn't an awful lot of information available we were all in this for the first time. I suppose the first thing we did was look at TASAP and we did a threat analysis right across our site. I suppose we had experience majority of us in this business because we come from livestock and coming from livestock we're well used of coronavirus in calves, et cetera, et cetera over the years. So good practice with livestock ended up being good practice on the site and that might sound strange but it's not really it's exactly the same criteria we would work as we would in a calf rearing operation. So our TASAP immediately was based around where the cross-contamination points are and where people were meeting. So in general our first thing we did was to try and see could we divide our team into two. We did get an outbreak it would be in team A but not in team B. We split our canteen into two we set up a second canteen we did the same with our toilet facilities we did the same with our farmers and introduced outside mobile toilets with them and parol or hauliers coming in. We decided early on to bring in temperature checking on the gate and the reason for that is to try and reassure because when your temperature is taken every morning and you know your temperature is 36.2 in my case and it's the same every morning and when it drops to 35.9 you know that as well. We felt that that would mean that our staff in general felt we were controlling and controlling the entry points was extremely important to us. We went for zero visitors absolutely nobody on site. Again any points of crossover from entering the site and pressing the buttons to let you in to using a machine, a cart machine to pay for product we done away with. We left it open, we tried anything and everything to reduce any points of contact, increased our PPE right across the site, introduced visors which didn't work the guys found them impossible to work with. We adhered to the two meter rule to the point that we actually marked the concrete outside and put circles where everyone was to stand on the entry points going in. It basically was a team effort and bringing everybody on board with it. Majority the guys were finding that their friends and neighbours were furloughed and furloughed created its own problems in that these guys were being asked to come in and their neighbours were at home safe with their families. So it was a mammoth task to make certain they felt safe. It sounds like you did a lot within your business to support that. Leading on to my next question. What do you see as the key challenges to meat slaughter and processing plants going into the winter period now and with localised lockdown in Wales? It hasn't really changed since March because looking at it currently it looks like we're going to have the second round. The biggest difference this time was the weather was very favourable to us in March and April and was actually wonderful. This time we have wet weather, cold weather on the way. That's going to be a huge challenge. The first thing we're doing as a business is we've paid for ourselves to vaccinate all our staff for the flu. We just feel it's necessary to do. We don't feel that we should walk away from our responsibility. We're basically getting everybody the flu vaccine shot immediately. After that it's basically continuing what we've done all spring. No visitors, PPE, any place we feel that there's a risk trying to reduce it. As many as possible they can work from home will work from home and again try and keep our team into two groups. So if we get it in group A we hopefully have a group B. I would ask if at all possible the possibility of testing because at the moment that seems to be still an area that's not really that possible for flu factories to get. What I mean by testing is if we do have unfortunately somebody with it and so far we've been lucky we haven't got all the site from the testers. That will be brilliant going forward. OK, well thank you very much for taking part in this food innovation Wales event and for your time. Thank you very much. So thank you to all our speakers who have shared their insights into embedding COVID-19 control measures into their businesses. I invite you all to post any questions you may have for the panel prior to our Q&A and I will be asking Rhianon to collate them. So while you're doing that I wanted to share a resource that Food Innovation Wales team has pulled together from multiple resources, discussions with industry and working with businesses. It's our COVID-19 toolkit which can be found on our Food Innovation Wales website. This is a screenshot of it. We review and object the toolkit and aim to use this approach for future sort of information and updates. The technical group meet regularly. We first published this on the 7th of April 2020. There are currently 27 documents in the system with useful links. Of course the important thing for us is that industry use them, they're practical and applied. Currently this particular sort of part of the website has been accessed and the toolkit has been accessed over 5,000 times. So I've put a little link there on the bottom of the screen for your information. So if you want to look into it further you can. OK, we now move on to the Q&A part of our session and I've asked Rhianon to facilitate this. Thank you Rhianon. Hi everyone, good afternoon. I have a couple of questions first. So is it possible you could meet your microphone please? There you go. Afternoon everyone. Afternoon Sir Gareth. If you don't mind the first question you talked in your presentation about the COVID swabbing that had been implemented. Could you just go into a bit more detail please about hot spots, frequency and how it works in general within the factory environment please? Yeah, of course. I'm sure most of your labs will be able to provide these now. Our lab were able to probably about 2-3 months ago. So what we did we identified our high frequency points anyway as part of our sanitation program. We had those individuals cleaning those areas. On top of that then we just went through basic risk assessment to say which piece of equipment or which door which handle or what was touched the most amount of time on the shift. And it turned out to be things like changing rooms and you've had things like your computers on the shop floor so the operators on the shop floor would be using to print out pallet labels. You've got a mouse there and you've got several people all coming and using the same keyboard. So we just identified those areas and we ended up with 10 at each of the sites. So what we've now done is we've got a monthly environmental solving program. Because they're not cheap but in this climate cost isn't everything. OK, thank you for that. There's another one in relation to your presentation. He mentioned that you took part in a third party audit. How did you find that as a technical manager in industry and how did the sites meet that? Do you think it's going to continue as a technical manager? I think it will. So we do another audit on Monday at one of the sites. The audit went really well actually. I think we set everything out. We had clear communication, lines of communication with the actual auditor, not just with an audit body. So we were able to speak to the auditor at least 10 days in advance discussed with them and then when they arrived on site it was really important that we knew where they'd been, if they'd been potentially exposed to any high risk areas, any localised lockdowns for example and things like that. Any high risk industries such as the meat industry at that time was going through problems. But it worked actually really really well. I think where we've moved on to now we've moved on to things like mandatory masks so any visitors included in audits will be crested in a way to mask all the way through the process and not just on the shop floor. OK that's great, thank you very much. Could I ask you to meet your microphone now please Gareth? Please could I ask Steve from Rowan Fford to unmute if possible, thank you. Hi Steve I've got a couple of questions if that's OK with you. Obviously we've seen in the news the last couple of weeks COVID-19 measures are increasing. What are you doing as a business at the moment to reinforce your control measures? To reinforce control measures. We continue with our works council that's key we see. We're upgrading the social distancing champions and we've got Steve Meller our social distancing champion the supervisor so we've made it an actual department he's going around and training everybody so he's put together a training pack he's going around and talking to people I think the biggest thing is probably through the works council weekly works council and we're feeding back both the information from the government from what we're seeing and trying to persuade people to do the right thing outside of work as well because that's obviously a big issue and then like everybody else we're going through the mask thing and stopping and limiting visitors and that type of thing as well so it's obviously getting ready for the next wave because it's barely coming. On the shop floor as well what have you found that the best methods to encourage staff behaviours and encourage social distancing rules on the shop floor during a busy working environment and ship patterns? I think it's the social distancing champions they are walking around continuously walking to people and just with the screens that we've got up and just persuading people it's actually just getting people to do the right thing themselves that's the key they've got to take personal responsibility and we've got to try and persuade people making sure that they're wearing visors, wearing them properly it's just reminding people it's not about being kicking people necessarily, it's just reminding people as they go through the changing room that they'll wash their hands it's the basics we're not doing anything particularly special we're doing similar to the sort of free use we've done the swabs and everything that helps with getting the message over to people communicating that information back to everybody it's really it's here to stay and we've got to come up with a resolution for it and get through it all together OK, thank you very much thank you for answering those questions can I ask you to mute your microphone please now and if I could ask John O'Farrill from Kikalon to unmute if possible please Go ahead Hi John, thanks for joining us this afternoon I've just got a third question or two for you that's OK as you're coming into the winter period now what additional controls have you or are you going to be putting in place for the winter period with protecting staff and ensuring needs met for health and safety it's very little more we can do than we've currently done all spring it's as I said we're vaccinating for the flu I would imagine that the next thing I'm going to have to do again because we're a small site is look at the social welfare payments if we have somebody that is legitimate out and there are 94 pounds from the government for the two weeks we've got to top it up there's no point in thinking we're going to get people that are generally speaking on low income or on tight earnings to take the time out if they feel financially that they haven't got enough food to put on the table for their family so I think that's going to be a huge issue for us because there's no point in thinking otherwise there's a £500 grant for the two weeks that will help some but we were entitled to it and that's another question but I think we genuinely have to pay and keep the people going that are out for that 14 day period because otherwise you're going to encourage people to lie and that's hugely important to us because otherwise we will look after them while they're out Thank you for that Thank you Rhianon Thank you Rhianon and our speakers for sharing your thoughts on those questions I think we may have a few more questions that haven't been answered but we will report back to you on that and ensure that we answer all of the questions Finally, it falls to me to wrap up our session today and say a few thank yous Firstly, I'd like the speakers I'd like to say thank you to the speakers for sharing their experiences and taking part in the Q&A We greatly appreciate your time and contribution today Secondly, all those in the Food Innovation Wales team who have contributed to co-ordinated Sport is Today's events and support our industry in Wales Finally, all of you who have attended today's session we hope you have found it useful and will be implementing something from today's session in your businesses going forward to make them even more co-ordinated We will ensure you have access to copies of today's presentation for your reference Thank you to Project Helix and the UK Association of Food Protection for Support in the event this afternoon and I would encourage you all to contact your regional food centre for support The details can be found on our Food Innovation Wales website and obviously it's on the slide now So, I hope you've all enjoyed today's session and we're happy to facilitate more sessions in the future So, like I say, please contact us and thank you very much