With over 20 years of experience spanning government inspection, retail, laboratory science, and food manufacturing, Tanja Dinić has become a leading voice in food safety. As the founder of Qualitad – Center for Education in Food Safety, she now mentors and trains professionals to help organizations embed continuous improvement into their food safety systems. We sat down with Tanja ahead of her presentation at the European Food Sure Summit to discuss her journey, the evolution of auditing, and what the future holds for the industry.

Q: What changes have you seen in the industry since you first joined?

A: Through my experience, I’ve had the opportunity to witness how significantly the industry has evolved — not only in terms of technology and regulation, but also in mindset and maturity.

When I started, food safety was largely reactive — focused on quality control and final product inspection, rejecting non-conforming goods. It was limited to identifying defects, often too late in the process to drive meaningful improvement.

Over time, the industry shifted toward quality assurance, which introduced a more proactive, systematic approach. Today, leading companies have embraced Strategic Quality Management, where food safety is no longer a department, but a shared responsibility  embedded into company’s culture and strategy.

One of the most important developments has been the focus on food safety culture. Leadership now plays a critical role in setting the tone, and companies are actively working to measure and improve their internal culture to support long-term quality objectives.

Q: You’re speaking at the Food Sure Summit on fostering a culture of continuous improvement in food safety audits. Why is this such an important topic?

A: In today’s complex and demanding food industry, food safety must not be seen as a fixed goal — it’s a dynamic, evolving process. Audits are often seen as compliance checks, but their real value lies in becoming tools for continuous learning, improvement, and risk prevention.

Continuous improvement means shifting the mindset from “passing the audit” to using audits as opportunities to strengthen system resilience and in turn, improve food safety. This practice allows food safety professionals to:

• Promote proactive risk management
• Strengthen food safety culture
• Link audits to operational improvements
• Encourage innovation and collaboration

Audits should be seen as a source of feedback, not a threat. When approached this way, they become catalysts for meaningful change.

Q: What are the current challenges facing auditors, and how can they be overcome?

A: One challenge I often observe is audit fatigue. In many organizations, audits are seen as a burden, rather than an opportunity. Repetitive findings can lead to disengagement and resistance to change.

To address this, we need to invest in auditor training — not just in technical skills, but in communication and change management. Auditors need to help organisations see audits as collaborative processes rather than control mechanisms.

Another challenge is time and resource constraints. Auditors are often under pressure, with increasing documentation demands. This limits their ability to analyse systemic issues and drive meaningful improvement.

Most importantly, leadership engagement is critical. Without active support from management, audits risk becoming routine exercises rather than strategic tools.

Q: What does ‘good’ look like when it comes to auditing best practices?

A: A good audit goes beyond checklists. It’s structured, objective, and risk-based — but also flexible and tailored to the organization’s context.

Effective auditors:

• Ask thought-provoking questions
• Observe real processes, not just documentation
• Identify root causes of non-compliance, not just symptoms

Ultimately, a good audit adds value. It drives change, reduces risk, and builds trust in the food safety system.

Q: How can companies adopt a culture of continuous improvement?

A: By integrating it into daily operations and making it part of the organisational culture. Food safety should not be a one-time activity — it must be ongoing and inclusive.

Leadership plays a key role here. When leaders set an example and allocate the necessary resources to drive change, continuous improvement becomes a natural part of everyday work.

Q: Looking ahead, what do you think will be the hot topics in food safety over the next 5–10 years?

A: We’re on the brink of a major transformation driven by digitalization, automation, and a stronger focus on prevention rather than control. I predict some key advances will include:

• AI and real-time data to help us identify risks before they become actual problems.
• Advanced sensors and portable testing devices to enable on-site, real-time microbiological and chemical analysis.
• Remote and continuous auditing to become more common, with digital platforms enabling real-time monitoring and earlier interventions.

I personally hope to see a more personalized approach to auditing — where audits are not stressful events, but opportunities for mentorship, development, and strategic alignment.

This shift will foster trust, transparency, and a shared goal: safe food and continuous improvement.