1. Strategic Plan 2013-2016

2. We operate in a challenging environment Challenging macro- economic environment Consumer confidence Transfer of cost towards suppliers Growing concentration retailers Responsible sourcing Product copying by Private Labels Unfair commercial practices Local vs EU retailers HD growth E commerce Responsible marketing Evolving customer landscape PL v4.0; sophisticated & innovative value propositions Shopper behaviour: less frequency, smaller basket size Difference in price vs other EU countries, vs PL Mature marketsPrice perception

3. This is impacting BABM’s role in the next 3 years 1.Be the prime forum for brand manufacturers across all sectors 2.Generate a deep understanding of the contribution of brands to consumers, society & the economy 3.Provide the authoritative voice for brand manufacturers in Belgium 2000/20122013/20142015/2016 1.Be the prime forum for brand manufacturers across all sectors 2.Generate a deep understanding of the contribution of brands to consumers, society & the economy 1.Be the prime forum for brand manufacturers across all sectors

4. Areas of focus for BABM: OPERATIONAL ROLE 22% NETWORKING OPPORTUNITY 21% INFORMATION PROVIDER 20% EXTERNAL COMMUNICATION 19% LEGAL INITIATIVES 14% We are building on a solid foundation BABM Mission Members feedback on role BABM AIM Strategic Plan 2012-2016 Political & Stakeholder focused Strategic trust; Sustainable Growth through Trusted Brands Interel Communication Plan BABM’s mission is to build the optimum climate for A-brands to deliver value and choice to consumers, through constant innovation and free and fair competition. BABM represents the branded goods industry in Belgium on key issues which affect the ability of brand manufacturers to design, distribute and market their brands. BABM wishes to cover areas where other associations are not active.

5. Successfully representing A brand product manufacturers and giving them a credible voice in the debate with policy makers & other stakeholders. Successfully representing A brand product manufacturers and giving them a credible voice in the debate with policy makers & other stakeholders. And jointly defined what success looks like by 2016

6. Strategy Objectives Tactics Build & advocate the story of A brands Identify & align with credible 3rd party spokesperson(s) Build credibility on the Sustainable Value Chain as USP Assess potential of signature of Charter Build routine with Comeos, Fevia & VBO/FEB Assess collaboration with other associations & federations Strengthen our defense line on allegations against A brands (re- active) Reconfirm trust in A brands (pro-active) Build solid partnerships Prepare rebuttal message on economic, social, sustainability & consumer issues Build rapid response team Calculate economic/social impact study Identify & align with credible 3rd party spokesperson Our nb1 objective is a credible & strong representative voice… Be THE reference, a credible & strong voice in the debate impacting A brand manufacturers

7. Objectives Tactics Assess interest with members Organise Info-Sessions and/or Working Groups covering supply chain, e-commerce, CSR & other possible key topics Build alliances with experts & partners in the areas of these key topics Build an open knowledge platform on key topics for A brand manufacturers Identify & partner with key external experts & academics Asses collaboration options with other associations Be THE reference, a credible & reliable source of information & expertise in key topics, closely related to the USP of A brand manufacturers Attract new members Clarify scope of membership Deliver additional services ‘à la carte’… Strategy …complemented by building our reputation & credibility

8. We will measure success along the journey New positive media references Continued meetings with stakeholders in function of agenda Well targeted exclusive info-sessions & tribunes Specific operational initiatives namely linked to ECR / GS1 Advices & actions provided on legal issues Follow-up & support of actions undertaken by AIM within the multistakeholder dialogue New members Increase in satisfaction (to be measured in members satisfaction survey)

9. Need to increase external communication & lobby expertise Our plan may require a decision in capability & resource allocation Model I – InhouseModel II – Shared Service Model III – Consulting agreement Model IV – Member Support 1 Sr FTE extra Shared Service agreement with AIM? Other federations? Dedicated consulting support Rapid Response team with rotating chair Extra budgetExisting budget