Costco, Walmart and Trader Joe’s are all affected
Peaches are one of the fruits being recalled.
The U.S. Food and Drug Administration has stated that a recall of favorite summer fruits, such as peaches, plums, pluots and nectarines, is now in effect. Wawona Packing Co. is recalling fruits from major chains due to a potential listeria contamination.
The Cutler, Calif.-based company, which sells produce to large stores such as Costco, Trader Joe’s, Kroger and Walmart. is pulling almost three dozen brands of bulk and packaged fruits nationwide.
Any products bearing the name Wawona, Sweet 2 Eat or Harvest Sweet are being recalled; full list of the products being recalled can be found on the Wawona website. The recall is voluntary and started after internal company testing forced them to shut down potentially contaminated packing lines and sanitize the plant.
So far there have been no reported illnesses, and all subsequent tests on the factory have come up negative.
Listeria moncytogenes can cause serious, sometimes fatal, infections, especially in younger children, the elderly, and those with weakened immune systems. Infections can be especially harmful for pregnant women.
10 Dirty Secrets From Your Supermarket Produce Departments
The scary details will have you sprinting to the farmer's market.
When one of our writers published a confession that she never washes her produce, the response from our readers was immediate&mdashand people were appalled. Many were typical grocery shoppers who diligently rinse their fruits and veggies, but some commenters had juicy details to share from their days as supermarket employees or chefs who regularly bought from produce vendors. As we dug for more information, we very quickly lost our appetite for fruit salad. Here's the hard truth about the produce at your local supermarket.
Medtronic recalled more than 322,000 insulin pumps because a missing or broken component can lead to over- or under-delivery of insulin. The problem was linked to one death, according to the U.S. Food and Drug Administration.
Gourmet International recalled nearly 2,000 Butlers Irish Whiskey Dark Chocolate 3.5-ounce tablet bars because of high levels of milk not listed in the ingredients, posing a danger to people with allergies. The chocolate bars were sold in California and more than a dozen other states.
The decline of public breeding
As populations shifted to urban areas and demands on state and federal budgets increased, financial support for these breeding programs dwindled, forcing many to shut down.
Private fruit breeding flourished, and plant patents steadily increased to 1,250 annually in recent years. Many breeders, such as Floyd Zaiger, the creator of Pluots ® , make most of their varieties available to the public in return for royalties collected by nurseries other proprietary programs, such as Driscoll’s ® berry breeders, restrict access to their discoveries to growers for one company.
In recent decades, state fruit breeding programs, typically attached to land-grant universities, have become less eager to share breeding material freely struck deals with private breeders to license potentially valuable material pursued out-of-state and international licensing and, in general, acted less like public researchers and more like businesses.
Meanwhile, the state cooperative extension programs that have historically provided essential horticultural advice to farmers have slowly atrophied as a result of public disinvestment.
One important measure, USDA grants for agricultural extension programs, declined 38% in constant dollars, from $263 million in 1993 to $163 million in 2014, said Rick Klemme of the Assn. of Public and Land-grant Universities. Increasingly, farmers who can afford it hire private agricultural consultants, he told me.
The defunding of cooperative extension in California has been especially severe.
“The whole system is broken,” said Ben Faber, a University of California Cooperative Extension farm advisor for Ventura, Santa Barbara and San Luis Obispo counties. “When I was hired in 1990, UCCE had nearly 500 advisors now we’re down to under 200.”
'Perfect' Apple Pushed Growers Into Debt
Nearly a half-century ago, the farmers in these dun-colored valleys east of the Cascade Mountains set out to create the perfect apple. It would be lipstick red broad-shouldered uniform in size, color and crispness a health food that would look as dazzling as an ornament on a Christmas tree.
In time, they refined the Red Delicious apple into an American icon, fit for a teacher's desk, a child's lunch box, a dieter's dash out the door. The growers produced these apples like widgets coming off a factory line -- far more than they could ever sell. And while many people raved about the apples, other consumers complained that the fruit did not taste like the original Red Delicious.
Losses piled up. And now the bill has come due. Last month, Congress approved and President Clinton signed the biggest bailout in the history of the apple industry, after the government reported that apple growers had lost $760 million in the last three years.
But while apple farmers blame their woes on a variety of troubles -- unfair competition with foreign growers, oversupply, low prices paid by wholesalers -- many of them now talk openly about their own role in the collapse of one of the last sectors of American agriculture still dominated by family farms.
In trying to create the perfect apple for major supermarket chains, these farmers say, they may have sacrificed taste to cosmetics. The growers say their story is like a fable with lessons for how the nation produces its fresh food.
''Nobody should feel sorry for us -- we did this to ourselves,'' said Doyle Fleming, a lifelong apple farmer who has been gradually replacing his Red Delicious trees near this village along the Columbia River with newer varieties. 'ɿor almost 50 years, we've been cramming down the consumer's throat a red apple with ever thicker skin, sometimes mushy, sometimes very good if done right, but a product that was bred for color and size and not for taste.''
Mr. Fleming's son, Tye, sliced open a big Cameo apple with just a blush of color and an intense, juicy core. It had just come off the tree, and the flavor was something rarely found in a supermarket apple.
''Good apple, huh? Tell you what: It's not red enough to get the highest grade that brings the best price,'' he said. 'ɻut if we go any redder with this apple, it starts to lose something.''
Across the river from the Fleming farm, smoke rose from an old Red Delicious orchard that a farmer was burning, after going broke. By some industry estimates, up to 20 percent of American apple farmers will go out of business this year -- even with a just-approved package of federal relief that will pay up to $30,000 each to people who have raised apples for at least two of the last three years, regardless of whether they made money.
''What happened was, a whole growing system evolved around color and shape, because that's what the big buyers wanted,'' said Steve Fox, the marketing director of a fruit packing and storage company here in the heart of apple country. ''So they made the apples redder and redder, and prettier and prettier, and they just about bred themselves out of existence.''
The growers say they established color, size and firmness standards in response to the major supermarket chains, who wanted a consistent product that caught the eye of the harried shopper. Many apple farmers have started to grow popular new varieties like Fujis, Galas and Granny Smiths, but most orchards are still producing the old standbys, at huge losses.
To watch the last of this year's plump, rosy-looking apples being picked and packed off to storage on golden afternoons in November, it seems incongruent that this industry could be in such trouble. Apples are heralded as a health food, a source of antioxidants, linked in recent studies with inhibiting the growth of colon cancer and reducing the risk of lung cancer. Apples are also rich in pectin, which has been shown in some studies to lower blood cholesterol.
But while Americans have been eating more fruits and vegetables over the last 10 years, per capita consumption of apples has remained flat.
In creating an apple that packs well, looks terrific, shines to a glossy polish and can live year-round in cold storage, the growers have produced something many of them no longer recognize.
''I was in Israel recently and bit into a Red Delicious apple grown there, and I just about fell on my back,'' said Paul Thomas, a retired winemaker whose family has been growing Washington apples since the early 1900s. ''I thought, 'This is what it used to taste like.' They pick the apple and put it on the grocery shelf the next morning.''
More than 2,500 apple varieties are grown in the United States by about 9,000 growers, though 15 varieties account for 90 percent of the crop. This year's harvest, estimated at 10.6 billion pounds, is close to the record yield of 1998.
But in the face of such plenty is calamity. 'ɿor sale'' signs are ubiquitous in apple country, and bankruptcies are common. The $138 million in government money is bittersweet relief. Unlike other agricultural producers, who are accustomed to getting taxpayer aid not to grow crops or to make up price differences, apple farmers have long been a fiercely independent lot who boast of their freedom from federal subsidies.
This year, the farmers are lining up for checks in time for Christmas, with most of the money going to growers in the three biggest apple-producing states -- Washington, Michigan and New York. Some of the money is for crop loss from hail and other storms that hit farmers hard, particularly in New York.
But the biggest portion will go for direct payments to farmers for what the government classifies as ''market loss,'' which means not selling apples at a profit. Red Delicious growers, for example, are receiving about 30 cents a pound for apples that cost up to 40 cents a pound to produce, though they sell for roughly $1 a pound in stores.
Farmers and the apple trade associations say the bailout will not do a thing to solve the underlying problems of the industry. By encouraging some marginal farmers to hold on, the government may even be prolonging the problems, some growers say.
''Those farmers who say, 'My grandpa was a Red Delicious grower, and my dad was a Red Delicious grower, and I'm going to stay with Red Delicious' -- those guys are going to die,'' Mr. Fox said.
''I'm going to be right there in line to get my money, but it will not change a thing -- it's a Band-Aid,'' said Bruce Grim, chairman of the Washington Apple Commission. ''Until we change the economics of this industry, we're going to be in trouble.''
All this trouble is prompting a kind of soul-searching rarely seen among farmers. ''We pride ourselves on independence from government,'' said Kraig Naasz, president of the United States Apple Commission, the industry's major trade group. ''In order to ask for help, you have to admit that things are going worse than you ever imagined.''
In the ruins of the nation's apple industry, some farmers see a renaissance by returning to the days before supermarket chains dictated uniform size and color. In Wisconsin, for example, the state's 300 growers have held on by selling directly to consumers everything from antique varieties to new strains of apples. Many growers in New York's Hudson Valley are doing the same thing. These apples may be bicolored or striped or come in odd sizes.
''Most apple farmers in Wisconsin are very close to the consumer,'' said Anna Maenner of the Wisconsin Apple Growers Association. ''People like the odd strains. There's no one-size-fits-all.''
And even among Washington farmers, who produce about 60 percent of the nation's fresh apple crop, growers are racing to plant new and old varieties.
''The apple industry is reinventing itself,'' Mr. Naasz said. ''Whether it is effectively reinventing itself or not remains to be seen.''
And in the Cameo apple, some growers see nature leading them out of their problems. The apple appeared by chance in a Washington orchard, a hybrid that seems to be a cross between Red Delicious and Golden Delicious. It is freckled with white and red, and has a somewhat thin skin.
Because of its odd size and color, it would not be accepted as the high-grade, industry-approved standard Red Delicious. 'ɻut a lot of people say this is just what the old Red Delicious apple used to taste like,'' Doyle Fleming said.
Fruit Recall Hits Major Supermarket Chains - Recipes
We pride ourselves on going to great lengths in order to provide each of the communities that we serve with the flavors that they love and recall from “back home.” In fact, it is our passion! We devote aisles of space to international and mainstream groceries, dairy/frozen items, a full-service fish market within most of our stores and a custom cutting meat department. Our stores are located in many different neighborhoods, each vibrant with numerous ethnicities and nationalities, and their corresponding cultures and flavors.
In addition, we make it our priority to enter so-called “underserved” communities that other major supermarket chains flee from. While those chains may not be interested in providing these communities with high-quality products at low prices, we make it our duty because we know that everybody deserves to feed their families with high-quality, affordable food.
We don’t just sell groceries. Instead, we take the time to learn the intricacies of the many cultures that we serve. Not every community is the same. Thus, as examples, we are able to provide the Peruvian family with papa seca in order to make a comforting dish of carapulca and the Guatemalan family with plantains in order to create rellenitos de platano. If a family from Mexico requires huitlacoche to make tamales the way they did back home, we actively seek it out and provide it! We understand that “Home” is not just a fading memory of a distant land, but something that can be re-created and experienced every night at the family dinner table. That’s why we’re always searching for new connections throughout the world in order to bring the highest-quality ingredients to our customers. And when these tenacious efforts are successful, it makes us feel that we have given special meaning to the phrase “Welcome Home.”
While we take a great deal of joy in tracking down hard to find items from all over the world, we also provide staple items, which can be found in most mainstream supermarkets. We have our own line of high-quality products under the Bogopa Private Label, such as macaroni and cheese, rice, canned mixed vegetables and tomato ketchup, to name just a few. So we are able to serve as a one-stop shopping experience for our customers.
We believe that our most important resource is our employees. Regardless of whatever else we may do right, we recognize that if we do not support and develop our employees, our business cannot survive. Therefore, we compensate our family of employees competitively. We provide health coverage that is funded 100% by the company, paid vacations, sick days, personal days and skills training classes. In addition, our department managers and higher management representatives participate in an annual, leadership conference located at an area resort. Some of the other programs we provide for our employees include: the monthly Employee Newsletter,a Wellness Program, Employee Birthday Celebrations, the Bogopa Soccer Tournament, the Employee Holiday Party and the annual Bogopa Family Picnic.
We are an equal employment opportunity employer that does not discriminate on the basis of race, age, sex, religion, disability or any protected classification. Our Bogopa Corporate Code of Ethical Conduct guides all of our employees. We respect the efforts of our employees, and fully expect them to respect the customers, vendors/suppliers and each other. For this to happen consistently, we know that we must uphold the Code in all of our dealings with them.
Our culture is one of hard work and a deep commitment to serve the rapidly growing, and often neglected, diverse ethnic communities within the New York, New Jersey and Connecticut metropolitan areas. As one of the leading, privately owned, ethnic supermarkets in the northeast, we have an insatiable drive to “get the job done” with respect to tracking down hard to find items for our customers.
Our Corporate Core values have emerged from our Mission Statement and from our Bogopa Culture. They can best be summarized by four words: Value, Variety, Vitality and Vision.
- Value: We are committed to providing our customers with the highest-quality fresh food at a competitive price point. For us, “fresh” is not just a word, but a passion. Our motto is: if we wouldn’t buy it for our families, we won’t sell it to yours.
- Variety: We take immense pride in offering our customers the widest possible selection of uniquely ethnic food from all over the globe, as well as an extensive selection of mainstream products.
- Vitality: We go to great lengths to ensure that our customers truly enjoy shopping with us. We are constantly improving upon the Bogopa experience by incorporating state-of-the-art technology from touch-screen registers for the cashiers to handheld UPC scanners for employees on the floor. We also believe that shopping should not feel like a chore, so we provide many exciting promotions and sample tastings to awaken our customers to the many wonderful alternatives they have when preparing their next meal.
- Vision: Not only do we have the vision to anticipate the ever changing needs of our customers, but we also have the vision to support the communities in which we operate. We do this in a variety of different ways such as providing college scholarships to outstanding graduating high school students in the communities we serve, donating food and supplies to local grassroots organizations and partnering with local agencies and non-profit companies to provide food and medical care to underprivileged individuals. We firmly believe that all businesses owe an immense debt to their surrounding communities, and that no business can thrive without first helping its community to thrive.
We know that to be a decent corporate citizen we must be a good neighbor to our customers. Good neighbors try their best to help out their neighbors. We have learned that the neighborhoods we operate in are filled with local organizations that are experts at assisting underserved individuals within their own areas. Recognizing this, we regularly partner with numerous local organizations including religious, not-for-profit, educational, law enforcement, public housing, healthcare institutions, senior citizen groups, small business groups and community boards by providing them with substantial food donations year-round in support of their numerous initiatives.
The following is a partial list of the organizations that Bogopa has assisted over the years:
- Coalition of Concerned Medical Professionals
- Parent Association of P.S. 811Q
- Women In Need, Inc.
- Community Board #4 in Brooklyn
- Lefrak City Tenant’s Association
- Learning Angels After School Homework Assistance Program
- Marcus Garvey Park Village Houses Tenant Association
- P.S. 73 the Thomas S. Boyland School
- Bushwick Economic Development Corporation
- New York City Housing Authority
- Blessed Sacrament Church
- St. Aloysius Church
- 83rd Precinct Community Council
- Lefrak Merchants Association and the Bushwick Mental Health Center
Good neighbors also do what they can to have a positive impact on the youth in their communities. We do this through our annual high school seniors’ college scholarship program. Since 2001, this program has grown to offer two, four-year scholarships per year to each of the following high schools: William H. Taft High School, Franklin K. Lane High School, Thomas Jefferson High School, William H. Maxwell Vocational High School, East New York Transit Technology High School, Automotive Career and Technical Education High School, Harry Van Arsdale High School, Bushwick High School, Memorial High School, St. Joseph’s High School and Newtown High School.
As Americans Rush to Fresh Food, Supermarket Chains Follow
When it comes to sharing America’s growing infatuation with fresh, local food, Wegmans Food Markets puts its money where its mouth is.
The regional grocery chain runs a fifty-acre research farm near New York’s Canandaigua Lake specializing in sustainable, organic growing practices. CEO Danny Wegman often blogs about the five-year-old farm, and in August 2012 he finally opened it to public tours.
Sure, the Wegmansfarm can only supply veggies to two nearby stores, but it serves as a living symbol for the privately owned chain of 80 mid-Atlantic supermarkets. Its mission: Local, healthy food aimed at everyday families. To reinforce the message further, the company web site gives shoppers a running schedule when local fruit and vegetables will arrive at stores in their state.
It turns out that local apples and squash carry a hefty economic wallop. While large food chains struggle with slow sales, Wegmans thrives.
In 2011, its revenue hit $5.60 billion, up 8.7 percent. And the fastest growing segment at Wegmans markets is organic — mostly local — produce. Sales of produce have swelled at least 10 percent every year for the last five years.
It’s not alone. On the national front, Whole Foods Market , the upscale natural and local-foods grocer, is doing just as well. It posted some of the best results in its 32-year history in the third quarter, ending July 1, 2012, with net income up 32 percent.
Love them or hate them, locavores have gone mainstream, shedding their elitist, niche image. Health advocates, doctors, and First Lady Michelle Obama are convincing Americans across income groups to eat more fresh fruit and vegetables. And fresh is increasingly interpreted to mean locally grown.
As a result, local foods sales are booming. They grew from $4 billion in 2002 to $5 billion in 2007 to $11 billion in 2011, according John Ikerd, University of Missouri agriculture economics professor emeritus. Three-quarters of specialty food retailers say that “local” is the most influential product claim in 2012, according to the National Association of the Specialty Food Trade.
Dept. of Agriculture data backs it up: retail sales of fresh produce averaged growth of 15 percent a year between 1997 and 2007, while sales of organic fruits and vegetables increased over fourfold from 1997 to 2008, to $21.1 billion in 2008. (Not all organic food is local.)
Why go local? Produce you buy at the grocery store typically travels more than 1,500 miles from farm to table, says Harvard Medical School’s Center for Health and the Global Environment. But a road less travelled could mean better nutrition.
Big and Small Winners
“Even with the best handling standards, fresh food that spends significant time on the road loses nutrients and flavor,” according to the center. (Food advocates usually define local as food grown up to 100 miles away the federal government defines it as up to 400 miles away.)
Market for Farmers' Markets
Even the USDA has gotten into the local act with its"Know Your Farmer, Know Your Food" program, connecting consumers with nearby farmers' markets. “We strongly support local food systems as a way to address the challenges of obesity and hunger … which both stem from limited access to healthy food,” states Kathleen Merrigan, USDA deputy secretary on the site.
Indeed, more than 7,100 farmers' marketswere operating in the U.S. at the end of 2011, a 20-percent increase over the year before, per the USDA. So it should be no surprise then that big discount and grocery chains want to get a slice of the local-food pie.
Wal-Mart , for example, hopes to double sales of fresh produce from local farms in its US stores by the end of 2015 and is spending more than $1 billion globally to move fresh food to stores faster.
Safeway, a chain of 1,700 markets in the U.S. and Canada, is also revamping its "Lifestyle" format stores to give more space to organic selections and fresh produce.
Major retailers have a golden opportunity to woo local-food fans, say experts, but often it is young grassroots companies that are driving innovation.
Take Good Eggs Inc.in San Francisco, Calif., for example. Co-founders Alon Salant and Rob Spiro launched a web site in July 2012 that is a multi-purpose, user-friendly “storefront,” for people to buy food directly from farmers and vendors in the city.
Food is hand-delivered by vendors or available for pickup at neighborhood hangouts like shops and bookstores.
Many Good Eggs vendors are “full-time, small scale operations with $100,000 to $1 million in sales — and very slim profit margins,” said Spiro.
The startup hopes to expand to the greater San Francisco Bay Area, Detroit, Los Angeles, Brooklyn, NY and Portland, Ore.
Across the country, near downtown Beaufort, S.C., is the SILO-Beaufort market. Founded in July 2011, it offers a web site where local food producers list what they have to sell each week.
Registered buyers place their online orders and then go to the SILO market storefront on Friday evenings to pick up their food. Sales are forecast to hit some $250,000 for mid-2012 to mid-2013, says co-founder Patrick Kelly.
It’s no coincidence that both Good Eggs and SILO have strong community-building components. They both offer recipes, prepared foods by local chefs, in-person tastings and cooking classes. They also recommend nearby food festivals and restaurants that use ingredients from the local food vendors.
In today’s world many people see buying what they eat, “as a service that involves relationships, service and accountability,” says Good Egg’s Spiro. “For that, local food has an inherent advantage.”
Cut Melon From Major Stores May Carry Salmonella
SATURDAY, April 13, 2019 (HealthDay News) -- Pre-cut, packaged melon distributed by major grocery chains across 16 states have been tied to an outbreak of salmonella illness, the U.S. Food and Drug Administration warned Friday.
The outbreak has so far involved 93 cases of Salmonella Carrau illness, including 23 cases so severe the patients required hospitalization, although no deaths have been reported, the FDA said in a statement.
"Salmonella Carrau is a rare type of salmonella and has been historically seen in imported melon," the agency noted.
All cases were linked to the consumption of pre-cut cantaloupe, honeydew or watermelon "packaged in clear, plastic clamshell containers under several different brands or labels." They were sold at grocery chains such as Kroger, Target, Trader Joes, Walmart and Amazon/Whole Foods.
The tainted melons were distributed by Caito Foods LLC from its facility in Indianapolis, with cases being diagnosed between March 4 and March 31. So far, cases have cropped up in nine states: Alabama, Illinois, Indiana, Kentucky, Michigan, Missouri, Minnesota, Ohio and Wisconsin.
"Upon learning that this outbreak is likely linked to pre-cut melon from a Caito Foods' facility in Indiana, the FDA began working with the company and retailers to promptly recall the product and prevent further exposure to consumers," said FDA Deputy Commissioner for Food Policy and Response Frank Yiannas.
"We are continuing to aggressively investigate the source of the product in order to determine where the melons were sourced from and how they became contaminated," he said. "As our investigation unfolds, we're advising consumers to take action now by discarding any implicated pre-cut melon product that may still be in their fridge or freezer."
Because the Caito melon products were sold at various supermarket chains, different labeling might be seen on the recalled products, the FDA noted. Here's a list to check if you have the recalled pre-cut melon in your refrigerator, from:
- Kroger under the Renaissance Food Group label, and under Boar's Head Private Label,
- Target under the Garden Highway Label,
- Trader Joes under the Trader Joes label,
- Walmart under a Freshness Guaranteed label,
- Amazon/Whole Foods under the Whole Foods Market Label
"If consumers have any of the recalled product they should dispose of it or return the product for a refund," the FDA said.
In the meantime, watch out for the signs of salmonella illness and see your doctor if they arise, the agency said.
"Symptoms include diarrhea, fever and abdominal cramps that typically develop within 12 to 72 hours of exposure and last for about 4 to 7 days," the FDA noted.
The 16 states where the Caito pre-cut melons were distributed are: Illinois, Indiana, Iowa, Kansas, Kentucky, Michigan, Minnesota, Missouri, Nebraska, New York, North Carolina, Ohio, Pennsylvania, Tennessee, West Virginia, and Wisconsin.
Meat Recall Hits Walmart
Meat is a hot subject as the fallout from Rancho Feeding Corporation product recalls spreads across America and Canada. Over 8 million pounds of meat will be recalled, hitting big chains like Walmart, Kroger and Sam’s Club. Consumers were urged to return household favorites like beef jerky and frozen Hot Pocket sandwiches. The food distributors involved have jumped from just 100 to over a 1,000 in the past few days.
It is estimated that over 29 states will be affected by the recall, though the total number has not been completely established. The slaughterhouse involved – Petaluma Boulevard North, CA – also supplies Canada through various distribution channels. Up to five provinces in Canada have also been affected by the recall.
It all started when the Department of Agriculture raised the red flag that diseased and unsound animals were processed without the necessary inspections. While there have been no reports of consumer illness, the investigation continues.
The company is now facing a 2 tier investigation from the USDA, including the Inspector General and its Food Safety and Inspection Service. The owners claim they underwent the recall out of caution, but declined to comment further on the investigation.
Other regional chains to be impacted by the fallout include: Kroger, Food 4 Less and Fred Meyer as well as Raley’s. Nestlé also announced a voluntary recall of Hot Pocket sandwiches. However, it asked customers to first check barcodes to help the company determine the origins of the meat and the processing plant involved. Philly Steak and Cheese Hot Pockets, produced in a Californian plant were also listed in the Nestlé recall. While the company does not purchase meat directly from Rancho, it admitted that the meat was purchased at some point in the supply chain.
Supermarket giant Walmart followed suit asking customers to return Hot Pocket sandwiches. This was on top of a larger frozen hamburger recall to hit Jensen Meat Company, which distributes to Walmart branches in 16 states.
Supply chains are often complex and not always transparent. A major recall impacted Britain in October of last year, when supermarket giant Tesco was accused of sourcing horse meat from Eastern European slaughter houses. Up to 29 percent of the meat found in the store’s hamburgers was made up of horse meat. British consumers were understandably outraged and frustrated at the lack of transparency and regulation in supply chains. Arguably, the greatest crime was not concealing the origin of the meat, but the gross abuse of animal welfare.
Over 8 million pounds of meat will be recalled, hitting big chains like Walmart, Kroger and Sam’s Club.
One of the main issues in the European investigation was pinpointing when mislabeling occurred. Similarly, the main issue in the Rancho recall will be to understand how diseased beef was processed without the necessary inspections.
Jensen Meat Company reports it has ceased all business with Rancho, claiming that the product recall came as a shock given the company’s strong commitment to food safety. Chief operating officer, Abel Olivera said they expected the same level of commitment from its vendors. CBS recently announced Arizona Walmart branches were the latest to be hit by meat recalls.
Meat Recall Hits Walmart added by Simone Innamorati on February 20, 2014
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