*1.4. COVID-19 and Technology*

COVID-19 is forcing the development of resilient food systems [28]. Digital technologies can improve resiliency of food chains and assist in optimizing outputs [22,29]; 4IR technologies such as Big Data, Internet of Things (IoT), Cloud Computing, Robotics, and Automation facilitate remote and autonomous working whilst providing transparency in operations. Galanakis [30] reinforces various aspects of digital and 4IR, specific to benefits to the sector including supply chain optimization, and faster time to market. Preiss [27] identifies e-commerce platforms as a key to surviving COVID-19. These platforms are an opportunity in Brazil. Weersink et al. [23] identifies the process of automation

to be accelerated at all levels of the supply chain in the Canadian food sector. Contactless delivery is becoming a norm from farm to store [23], requiring digital technologies.

Further consumers require more information about the products being purchased. Consumers are digitally savvy and smart devices deliver knowledge, provided for automation (personal data, searchers for choices, order management). Barcodes with embedded microscopic electronic devices such as Radio Frequency Identification (RFID) tags, genetic markers, and hyperspectral imaging used in conjunction with mobile phones would enable consumers to access information about the authenticity, freshness, ripeness, shelf life, and nutritional content of food [31]. Intelligent packaging is driving the growth of the packaging industry because it integrates an intelligent (communication) aspect to conventional packaging as it communicates information to the consumer in real-time as and when it senses, detects, or records any changes to the product [32]. Consumers are also seeking to adopt technology in advising on food to eat. This is specific to technologically centric personal analysis. *Sustainability* **2020**, *12*, x FOR PEER REVIEW 6 of 23 Further consumers require more information about the products being purchased. Consumers are digitally savvy and smart devices deliver knowledge, provided for automation (personal data, searchers for choices, order management). Barcodes with embedded microscopic electronic devices such as Radio Frequency Identification (RFID) tags, genetic markers, and hyperspectral imaging used in conjunction with mobile phones would enable consumers to access information about the authenticity, freshness, ripeness, shelf life, and nutritional content of food [31]. Intelligent packaging is driving the growth of the packaging industry because it integrates an intelligent (communication) aspect to conventional packaging as it communicates information to the consumer in real-time as and

With social distancing requirements, remote working has increased, via the use of various platforms such as Zoom and Microsoft Teams, which further enhances resiliency; business can contact suppliers and customers and develop alternative collaborative solutions. when it senses, detects, or records any changes to the product [32]. Consumers are also seeking to adopt technology in advising on food to eat. This is specific to technologically centric personal analysis. With social distancing requirements, remote working has increased, via the use of various

platforms such as Zoom and Microsoft Teams, which further enhances resiliency; business can

### *1.5. Agile Workforce* contact suppliers and customers and develop alternative collaborative solutions.

The COVID-19 pandemic has highlighted the need for a responsiveness workforce inclusive of management. It is clear that food and beverage companies must adopt to operate in a volatile, uncertain, and complex environment. Companies have to prepare for changes in operations; this includes a structured, specialized management response team as recommended by Accenture [33] (refer to Figure 2). *1.5. Agile Workforce*  The COVID-19 pandemic has highlighted the need for a responsiveness workforce inclusive of management. It is clear that food and beverage companies must adopt to operate in a volatile, uncertain, and complex environment. Companies have to prepare for changes in operations; this includes a structured, specialized management response team as recommended by Accenture [33] (refer to Figure 2).

**Figure 2.** Management response timeframe (Adopted from Accenture [33].) **Figure 2.** Management response timeframe (Adopted from Accenture [33].)

COVID-19 has also emphasized the need for an agile and elastic workforce [34]. Accenture [33] recommends the creation of an elastic digital workspace taskforce comprising of HR, legal, business, IT, marketing, sales, and communication representatives to oversee activities; a central command center. One of the most adopted techniques of an agile workforce is remote working, facilitated via collaboration platforms such as Zoom or Microsoft Teams. Accenture has identified six aspects requiring address to transition to a remote workspace [34]: Culture and adoption: It is critical that the necessary tools, training, and coaching are provided. The use of online team meetings or videos: to keep staff aware of changes and the need for the change COVID-19 has also emphasized the need for an agile and elastic workforce [34]. Accenture [33] recommends the creation of an elastic digital workspace taskforce comprising of HR, legal, business, IT, marketing, sales, and communication representatives to oversee activities; a central command center. One of the most adopted techniques of an agile workforce is remote working, facilitated via collaboration platforms such as Zoom or Microsoft Teams. Accenture has identified six aspects requiring address to transition to a remote workspace [34]:

and demonstrations/trainings sessions on the use of the digital tools. The transition to cloud: for use Culture and adoption: It is critical that the necessary tools, training, and coaching are provided. The use of online team meetings or videos: to keep staff aware of changes and the need for the change and demonstrations/trainings sessions on the use of the digital tools. The transition to cloud: for use of applications/software, creating and collaborating on documents and task management. It is also

recommended to develop recommended/best practices for remote working, such as turning off video to improve audio in team meetings or workshops.


The key is to develop a team that can respond quickly in an emergency situation [12]. This may form part of business continuity planning or can become a system centric approach. Other considerations for this strategy include the adoption of Artificial Intelligence (AI) [33], where the system is empowered via data and history to respond to the "threat."

Furthermore, in developing an agile and responsive workforce, food safety has to be inherent and inclusive of supply chains [35]. Food Safety Management Systems (FSMS) based on the Hazard Analysis and Critical Control Point (HACCP) principles must be put in place to manage food safety risks, and prevent and respond to food safety emergencies like outbreaks of foodborne diseases. Dyal et al. [36] highlights disinfecting of high touch areas, introducing outside break areas and adjusting start/stop and shift times. In developing the agile workforce and workspace, the following must be considered towards ensuring food safety:


The literature also discusses the option of companies considering labor exchange. In principal, companies create a pool of labor that can be activated based on various business constrains. The key is to have a skilled labor force that can be interchangeably used based on worker health, demand, and other factors.

Additional Human Resources (HR) aspects have to change [36]. This includes the approach to sick leave. Rewarding sick leave would drive the wrong behavior. Additional sick leave, liability benefit which is not punitive.
