Last Updated on November 26, 2025 by Melissa Lazaro

Understanding BRC V9 Senior-Management Commitment Requirements

If there’s one thing that consistently determines whether a site achieves BRCGS certification with confidence—or struggles through corrective actions—it’s leadership involvement. Over the years supporting food manufacturers, distributors, and packaging sites, I’ve seen a very clear pattern: when senior management treats BRC as “a quality department project,” the system falls apart. But when leadership owns it, the results speak for themselves—stronger compliance, fewer recalls, and a much smoother audit.

So if you’re here because you’re preparing for BRCGS Version 9, trying to understand what’s changed, or simply need clarity on what auditors now expect from top management—you’re in the right place.

By the end of this guide, you’ll have a clear, actionable breakdown of:

• What Section 1 of BRC V9 really requires from leadership.
• How to demonstrate commitment in a way auditors recognize as evidence—not just intention.
• Real examples, common pitfalls, and practical tools you can use immediately.

Clear Leadership Accountability — Roles, Responsibilities & Governance Requirements

One of the biggest shifts in BRC V9 is auditor focus. They aren’t just asking whether leadership is committed—they’re asking how you can prove it.

Here’s what that looks like in practice:

• Responsibilities are documented and clearly understood.
• Authority is defined—not implied.
• Leadership actions connect directly to compliance outcomes.

A simple tool I’ve seen work well is a RACI chart. It removes ambiguity and helps prevent that scenario I’ve watched unfold in too many audits: everyone assuming someone else handled the requirement.

Common mistake:
Senior leadership signs the food-safety policy… and that’s where their involvement ends.

What works instead:
Visible engagement. Things like leading management reviews, approving budgets, reviewing KPIs, and participating in internal audit summaries.

A client recently told me, “I thought my role was symbolic.” After their first audit under V9, they realized their role is operational.

And honestly—that realization changes everything.

Food-Safety Culture Strategy — Turning Compliance Into Behavior

Food-safety culture isn’t a poster on a wall or a one-off awareness week. Under BRC V9, it needs to be planned, measured, and reviewed.

Here’s the simplest structure to follow:

1. Assess your current culture.
2. Define goals.
3. Implement targeted actions.
4. Measure progress.
5. Review and adjust.

Things like culture surveys, employee interviews, and KPI dashboards don’t just tick a box—they give you measurable insight into how people think and act on the floor.

Pro tip:
When cultural expectations are tied to onboarding, annual training, and performance evaluations, the mindset shift becomes real—not optional.

One site I worked with achieved a B grade for years. Once leadership linked behavior expectations to performance reviews, their next audit result jumped to AA. Not because the system changed—but because the culture finally supported it.

Resource Allocation & Competency — Providing What the System Needs to Work

Auditors aren’t just checking if training exists—they’re checking whether leadership has provided enough support to make compliance sustainable.

That includes:

• Enough trained staff.
• Budget for maintenance and calibration.
• Equipment and facilities fit for purpose.
• Time for people to actually complete audits, training, and improvements.

A surprising number of non-conformities come from lack of resources—not lack of knowledge.

Common pitfall:
Trying to justify poor compliance with “we’re busy.”

In BRC, resourcing isn’t optional. It’s a leadership responsibility.

When sites treat budgets for preventive maintenance, training, and system improvement as non-negotiable—not “nice to have”—audit performance improves dramatically.

Communication, Engagement & Review — Making Leadership Visible in the System

BRC V9 expects communication to flow both ways—top-down and bottom-up.

Leadership should:

• Share goals, updates, and improvements regularly.
• Attend meetings or floor walks—not just once a year.
• Encourage feedback and address concerns.

When employees see leadership participating—not just observing—engagement skyrockets.

One facility I supported implemented monthly “quality huddles.” At first, leadership joined reluctantly. Six months later, operators were reporting issues proactively and solving problems earlier. That shift didn’t come from policies—it came from consistent, visible leadership.

Continuous Improvement & Review — Closing the Loop

Leadership involvement doesn’t stop at approval—it continues through data review, improvement planning, and accountability.

Under BRC V9, management review should cover:

• Internal audit results
• Non-conformities and corrective actions
• Customer complaints
• Recall or withdrawal outcomes
• Food-safety culture metrics
• Resources and training needs

A well-structured review isn’t just an audit requirement—it’s the steering wheel for your food-safety system.

A quick method I recommend: align your management review agenda with BRC clause numbers. It saves time, ensures coverage, and keeps the review audit-ready.

FAQs

Q: Is leadership required to attend the audit?
Yes. Auditors expect senior management to be present, engaged, and able to speak confidently about the system—not just delegate everything to QA.

Q: Can culture be informal if the site is small?
No. You can scale it, but it must still be measurable, documented, and reviewed.

Q: Is signing a policy enough to show commitment?
Not anymore. Evidence must demonstrate active involvement and ownership.

Conclusion — Leadership Isn’t Optional in BRC V9

Senior-management commitment isn’t a formality. It’s the backbone of the entire BRCGS system. When leaders participate, provide resources, communicate effectively, and drive continuous improvement, certification becomes smoother—and the system becomes stronger.

If you need templates, checklists, or guidance to align your leadership approach with BRC V9 expectations, the next step is simple: build the structure once, train your team, and make it sustainable.

Your audit will reflect the effort.