Abstract

In the age of permacrisis, business and society continue to be characterised by high levels of uncertainty, fragility and unpredictability. Set in the UK, this paper offers an analysis of how managers in the British food manufacturing sector are tackling a succession of challenges caused by reces- sion, Brexit and Covid-19. Alongside job cuts and revenue loss, managers in the food manufacturing sector operate with the constant threat of food contamination, and the negative consequences of year-on-year increases in the number of people affected by or dying from food contamination. Such errors are damaging brand identity, causing further revenue loss and potential termination of operations. Using an eth- nographic case-study approach, we identify how managers can build resilience by integrating a three-part stratagem of control–co-operation–communication, which can assist in developing a progressive food safety culture. Moreover, we argue that this approach will help managers prepare for the imminent recession.