What role does staff play in a farm's biosecurity?

In biosecurity, people play a crucial role. Their behaviour, training, and commitment are the real engine of prevention. José Casanovas, veterinarian and biosecurity advisor for pig farms, examines the crucial importance of the human factor and how to build a strong, shared culture within the production environment.

José Casanovas, veterinarian and biosecurity coordinator. Photo: J. Casanovas.

What role do people play in the day‑to‑day biosecurity of a farm?
Biosecurity rests on three pillars: the farm's location, the design and condition of its facilities, and its staff. Of these three, the human factor is undoubtedly the most decisive because it is the most dynamic, the one that changes most easily, and the one with the most significant day‑to‑day influence. The farm's geographic location is almost unchangeable once chosen. Facilities can be improved or adapted, but not always quickly or effectively. Staff, on the other hand, have an immediate and sustained impact on overall system management and biosecurity, specifically. A helpful analogy is road safety: the road and the vehicle matter, but ultimately, the driver determines the risk of an accident. Likewise, on a farm, the "driver" of the biosecurity system is the human team.

What are the most common human errors that can compromise biosecurity?
One of the most common mistakes is overconfidence. Again, the road‑safety analogy is instructive: few people admit to being poor drivers; most believe they drive well and, when an accident occurs, we tend to blame the other party. Something similar happens with biosecurity. Thinking we are immune or that the problem lies only with others is a grave error. Excessive confidence leads to unnecessary risks, relaxation, and liberties that have no place in such a sensitive environment. This brings us to a key concept: self‑control. Biosecurity does not depend solely on written protocols or physical barriers but on the attitude and commitment of the team managing it. If staff do not internalise their responsibility, the entire system weakens. Becoming permissive is dangerous. Another frequent error is believing biosecurity is solely the farmer's or barn staff's responsibility. It is not; many more factors are at play. We all share responsibility. Biosecurity must be understood as a cross‑cutting commitment throughout the production pyramid.

Does ongoing training really change staff habits? How should it be approached?
I am a firm believer in training and devote much time to it because it is essential to avoiding mistakes. The main reason something is done wrong is not knowing how to do it right. To be effective, we should utilise every tool at our disposal, from on-farm training meetings and more structured classroom sessions to informal channels such as WhatsApp groups, where we can share real-world examples, both good and bad, and generate information dynamically, accessibly, and constantly. That said, although training is essential, there is something even more important: education. Training is only one part of education. Education is lived every day, how we behave, how we convey values, how we handle routine situations. That is where habits are truly formed and a solid biosecurity culture is built. A single talk or a slideshow is not enough; we must escort, reinforce, model, and follow up continuously.

How vital is facility design in encouraging good staff behaviour?
Facilities are elemental. Good design makes compliance much easier. You can sketch a boundary with a painted line on the floor, but if that line is a physical fence, compliance is more intuitive and mandatory. A clear example is farms with filtered‑air systems, which usually have a very high health rate. These environments often produce a "bunker effect": when someone enters, it is immediately apparent they are in an isolated, controlled place, where the boundary between clean and dirty zones is precisely defined at every point, without ambiguity. That has a direct impact on staff and visitors. Such facilities not only improve technical biosecurity but also reinforce the educational component we discussed, helping staff internalise rules and act more responsibly.

How can we motivate teams to comply with protocols consistently?
First, protocols must be workable and straightforward. If measures are complicated or challenging to apply in daily routine, consistent compliance is unlikely. Sometimes, in trying to improve biosecurity, changes are proposed that are impractical in the real work context. Therefore, protocols must be clear, simple, and adapted to farm operations. Second, information is vital. Teams need not only to know what happens on their farm but also what is happening elsewhere, in other barns, in the broader health context, across the sector. A wider perspective of risk leads to greater awareness and engagement. Visual examples of real‑world situations, like the road‑safety campaigns many people know, often make a stronger impression than theoretical explanations, reinforcing motivation and commitment.

José giving a training session on biosecurity. Photo: José Casanovas.

How do you know if a person truly understands and applies biosecurity measures correctly?
I do not. In fact, I think some staff do not fully understand it. What matters most is that each person is in a position where the rest of the team has understood and applied the measures correctly. Context heavily influences individual behaviour. Consider what happens during a flight: when the crew explains safety rules, some passengers may not pay attention or fully understand. As long as most people do, and can act accordingly if needed, the system works. Biosecurity is similar. Ideally, everyone would learn every protocol in depth; however, what is crucial is a well-trained environment and a culture of compliance.

In times of a health crisis, what is the most decisive human factor?
Organisation and clear, defined protocols. The point is not to improvise or overreact when a health problem arises. The significant error is "tightening" biosecurity only when an alert arises, say, an ASF outbreak in another country, or when risk feels high. Biosecurity measures must always be active and applied as rigorously as possible, all the time, not only in perceived crises. There are no "special measures" for emergencies; there are protocols and resources, and they must be applied consistently, day after day. Think of it like a car airbag: it makes no sense to deactivate it and switch it on only when there is fog.

How do you build a strong biosecurity awareness on a farm?
It isn't easy. The key is to recognise that it goes beyond technical training, it is about educating. That means working daily to convey values, attitudes, and commitment. It is not enough to teach protocols; leaders must set the example, shaping a way of thinking and acting that aligns with biosecurity concepts in every decision. Everyone must feel part of the endeavour. It cannot be imposed top‑down. Each team member should have the opportunity, and the responsibility, to get involved, to contribute, to correct and be corrected. We must monitor one another constructively, as a team working toward a shared goal. Only with daily work, consistency, and collective involvement can an authentic biosecurity culture take root.

What advice would you give newcomers to the swine sector?
The same advice many football coaches give their players before a big match: "Go out there and enjoy it." The swine sector is vital, engaging, and full of opportunity. We are the world's third‑largest producer, and that is no accident. There is a wealth of knowledge, innovation, and collective effort behind it. There is much to do. Health is more complex now, but we also have more tools, more technology, and better resources than ever. The game has changed, and not necessarily for the worse. The challenges are different, but so is the preparation of new professionals, who arrive with training, vision, and a desire to transform the sector. My advice: get involved, learn every day and, above all, enjoy the journey. Finally, all knowledge generated on biosecurity must be shared openly across the sector, because during a health crisis, the consequences will not affect only a single farm or company; they will impact the entire production line. We must foster a culture of collaboration and transparency. Biosecurity is not the sole responsibility of one party; it is a collective commitment involving every link in the system: producers, veterinarians, managers, administrative staff, health authorities, consumers, visitors, and more. Only by working together can we build a sector that is more resilient and better equipped to face sanitary challenges.