FCPC Impact Report 2017

WHO IS OUR MOST DEMANDING CUSTOMER? IMPACT REPORT 2017

3M CANADA COMPANY / A. LASSONDE INC. / ABBOTT LABORATORIES, LIMITED / ACOSTA / ACTIVE INTERNATIONAL / ADVANTAGE / ADVANTAGE SOLUTIONS / ARYZTA CANADA / ASTRON PACKAGING / BAYER INC. / BEIERSDORF CANADA INC. / BELLISIO FOODS CANADA CORPORATION / BLUJAY SOLUTIONS CO. / BONDUELLE AMERICA / BURNBRAE FARMS LIMITED / C.B. POWELL LTD. / CAMPBELL COMPANY OF CANADA / CANADA DRY MOTT’S INC. / CASCADES TISSUE GROUP / CASSELS BROCK AND BLACKWELL / CATELLI FOODS CORPORATION / CHEP CANADA INC. / CHURCH & DWIGHT CANADA / CLEARWATER SEAFOODS LTD. / CLOVER LEAF SEAFOODS / CLUB COFFEE L.P. / CN / COCA-COLA LTD. CANADA / COLGATE-PALMOLIVE CANADA INC. / CONAGRA BRANDS / CONCORD SALE S LTD. / CONSEIL DE LA TRANSFORMATION ALIMENTAIRE DU QUÉBEC —CTAQ / COWAN INSURANCE GROUP / CROSBY’S MOLASSES CO LTD / CROSSMARK CANADA INC. / CYBA STEVENS MANAGEMENT GROUP INC. / DANONE INC. / DARE FOODS LIMITED / DASSAULT SYSTÈMES CANADA INC. / DHL SUPPLY CHAIN / DOLE FOODS OF CANADA LTD. / DR. OETKER CANADA LTD. / DSM NUTRITIONAL PRODUCTS / DURACELL CANADA INC. / E.D. SMITH FOODS, LTD. / EARTH’S OWN FOOD COMPANY INC. / EDGEWELL PERSONAL CARE CANADA / ENERGIZER HOLDINGS INC. / ETHNICITY MULTICULTURAL MARKETING + ADVERTISING / EY / FERRERO CANADA LTD. / FIERA FOODS COMPANY / FIFTH STORY / FOUR CORNERS GROUP / GALLAGHER MCDOWALL ASSOCIATES / GANONG BROS., LIMITED / GENERAL MILLS CANADA CORPORATION / GLAXOSMITHKLINE CONSUMER HEALTHCARE / GRANT THORNTON LLP / GRIFFITH FOODS / GROUPE MORNEAU / HAIN CELESTIAL CANADA / HENKEL CONSUMER GOODS CANADA / HERSHEY CANADA INC. / HIGH LINER FOODS INCORPORATED / HOPEWELL LOGISTICS INC. / HORN / INGREDION CANADA CORPORATION / IRVING CONSUMER PRODUCTS / ISAAC OPERATIONS LIMITED / ITALPASTA LIMITED / JELLY BELLY CANDY COMPANY (CANADA) LTD. / K+S WINDSOR SALT LTD. / KANTAR RETAIL / KELLOGG CANADA INC. / KIMBERLY-CLARK INC. / KPMG MSLP / KRAFT HEINZ COMPANY / KRUGER PRODUCTS L.P. / L’ORÉAL CANADA INC. / LABEL INSIGHT / LINDT & SPRÜNGLI (CANADA), INC. / LIVINGSTON INTERNATIONAL / MARS CANADA INC. / MATERNE CANADA / MCCAIN FOODS (CANADA) / MCCARTHY TÉTRAULT LLP / MCCORMICK CANADA / MEAD JOHNSON NUTRITION (CANADA) CO. / MELITTA CANADA INC. / MONDELEZ CANADA INC. / MORNEAU SHEPELL INC. / MORRISON LAMOTHE INC. / NATIONAL RESEARCH COUNCIL OF CANADA / NESTLÉ CANADA INC. / NEW AGE MARKETING & BRAND MANAGEMENT INC. / NIELSEN / NOWPAC INC. / NULOGX INC. / OCEAN SPRAY INTERNATIONAL SERVICES, INC. / OZERY BAKERY / PARMALAT CANADA INC. / PECO PALLET CANADA, INC. / PEPSICO BEVERAGES CANADA / PEPSICO FOODS CANADA / PERFETTI VAN MELLE CANADA LTD. / PERRIGO NUTRITIONALS, LLC / PINNACLE FOODS CANADA CORPORATION / POST FOODS CANADA, INC. / PRICEWATERHOUSECOOPERS LLP / PROCTER & GAMBLE INC. / RBC ROYAL BANK / REINHART FOODS LIMITED / REYNOLDS CONSUMER PRODUCTS CANADA INC. / RICOLA CANADA INC. / S.C. JOHNSON AND SON, LIMITED / SANOFI CONSUMER HEALTH INC. / SCANBUY, INC. / SMUCKER FOODS OF CANADA CORP. / SPAR GROUP INC. / STARBUCKS COFFEE CANADA INC. / STAYINFRONT / STERICYCLE EXPERT SOLUTIONS / STORCK CANADA INC. / SUN-RYPE PRODUCTS LTD. / TATA GLOBAL BEVERAGES CANADA INC. / TD / THE CLOROX COMPANY OF CANADA, LTD. / THE READER’S DIGEST ASSOCIATION (CANADA) ULC / THOMAS, LARGE & SINGER INC. / TRANSPLACE / TRANSX GROUP OF COMPANIES / TREE OF LIFE CANADA ULC / TRSB INC. / ULTIMA FOODS INC. / UNICO INC. / UNILEVER CANADA INC. / UPPER CRUST BAKERY / W.T. HAWKINS INC / WHITEWAVE FOODS CANADA / WRIGLEY CANADA

CONTENTS

02 Enriching Lives 04 Economic Impact 06 Innovative Growth 08 Message from the Chief Executive OfďŹ cer 11 Collaboration 12 Industry Affairs 13 Public Affairs 14 Critical Insights 15 Board of Directors and Board of Governors 16 Governance and Working Committees

WE ARE

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FO O D & C O N S U M E R P R O D U CTS O F CANADA

“Being big doesn’t equate to being bad. It means you have the potential to do great things on a large scale that can enhance the communities in which you live and work.”

S H E LLE Y M ART I N, C E O N E ST LÉ CANADA

ENRICHING LIVES

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#1

Canada ranks number 1, tied with Ireland as having the safest food in the world.

10.7%

Canadians enjoy some of the lowest food costs in the world and spend the third lowest share of their income on food at 10.7% in 2016.

$100M

Our industry contributes more than $100 million to charitable causes, donating more than 5 million bags of groceries to food banks in Canada.

FO O D & C O N S U M E R P R O D U CTS O F CANADA

SUPPORTING CANADIANS HEALTH & WELLNESS

The Canadian food, beverage and consumer goods industry has a critical responsibility in contributing to the health and wellness of Canadian children and adults, and we take that role very seriously. The industry invests significantly to earn and maintain consumers’ confidence and safeguard its reputation for having the safest food in the world.

FCPC members are committed to providing nutrition information and educating consumers about healthy eating so they can make informed choices. This year, FCPC launched SmartLabel™ Canada, an innovative transparency tool that leverages smart devices to offer consumers additional details about the products they purchase.

We are excited to develop this tool and expand its reach in the year ahead.

This year, the Canadian government announced their Healthy Eating Strategy, which includes unprecedented changes to regulations on: • Labelling • Canada’s food guide • Marketing to children • Sodium reduction • Trans fat elimination

FCPC is working with government, on behalf of industry, to ensure these transformational policies are based on sound science and put the needs of Canadians front and centre.

ENVIRONMENTAL SUSTAINABILITY

Sustainability is a key priority for industry, government and the public. FCPC members are incorporating sustainability and addressing climate change into all aspects of their operations, including production processes and product design. We work closely with government and stakeholders to take collective and meaningful action against climate change, reduce food waste, and to divert packaging from landfill.

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FO O D & C O N S U M E R P R O D U CTS O F CANADA

“Food is going to be one of the biggest businesses in the world.”

D O M I N I C B ARTO N, C H AI R ADV I S O RY C O U N C I L O N E C O N O M I C G R OWT H

ECONOMIC IMPACT

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300,000 $28.9B More than 300,000 Canadian employees.

Our industry contributed $28.9 billion to Canada’s GDP.

6,000+

6,000+ manufacturing sites in every region of Canada.

FO O D & C O N S U M E R P R O D U CTS O F CANADA

HELPING GROW CANADA’S ECONOMY AND COMMUNITIES

Our industry is an important economic driver in thousands of communities across Canada. With the global population set to grow to 9.6 billion by the year 2050, Canada is well-positioned to play an even greater role in feeding the world safe, high quality, made-in-Canada products.

The food, beverage and consumer goods industry is Canada’s largest manufacturing employer, accounting for 16.7% of total manufacturing jobs across the country (more than auto and aerospace combined).

When Canada’s food manufacturing sector grows, so do the opportunities for farmers. We transform what farmers grow into value added products, purchasing 40% of Canada’s agricultural production.

For the first time, the 2017 federal budget singled out agri-food as a key strategic industry with “great potential for growth and job creation.”

According to the Chair of the Advisory Council on Economic Growth, Dominic Barton, food is going to be one of the biggest businesses in the world and it is clearly within Canada’s potential to be a vital player in this growth. FCPC is eager to work in collaboration with the government and other stakeholders to help our industry capitalize on global and domestic opportunities.

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FO O D & C O N S U M E R P R O D U CTS O F CANADA

“You are the risk takers, the entrepreneurs…my role as minister and my responsibility in working with FCPC is to make sure we create an environment for you to succeed.”

T H E H O N. NAV D E E P B AI N S , M I N I STE R O F I N N OVATI O N S C I E N C E AN D E C O N O M I C D EVE LO P M E NT

INNOVATIVE GROWTH

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750

FCPC members surveyed have introduced over 750 reformulated products to meet the changing needs of Canadians.

50%

One out of every two new food and drink products introduced were better-for-you options.

90%

90% of FCPC food manufacturers surveyed have introduced new, better-for-you food product options for Canadians.

FO O D & C O N S U M E R P R O D U CTS O F CANADA

CREATING AN ENVIRONMENT FOR SUCCESS

Canadian food and beverage companies have significantly invested in new product development to enhance the nutrition profile and increase the choices available to consumers, especially in the “healthier for you” category.

However, creating new food and beverage products is not an easy job. It takes considerable work and investment to successfully bring a new, innovative product to market—and that’s only if everything goes well. Changing consumer tastes and Canada’s regulatory environment can bring additional barriers to introducing new products.

Canada’s outdated regulatory system makes it difficult for manufacturers to offer Canadians the same innovative products that are available across Europe, the United States, Australia and around the

world. One of the biggest challenges is that it takes much longer to bring a new product to market in Canada than in other modern countries.

FCPC’s priority is advocating for a regulatory environment that enhances our members’ ability to innovate and compete.

Having a modern regulatory system in-line with international best practices will create efficiencies. Canada’s system should continue to be based on sound science and the highest standards for food safety—in other words, smarter regulation, not less regulation. This will result in many win-win benefits for our industry, consumers and government.

CEO Michael Graydon on transforming association culture and positioning FCPC for future growth and member value

Leading Through Unprecedented Times

Like many organizations, FCPC has faced unprecedented challenges over the past year as it moves to strategically position itself within a changing and often volatile marketplace. As the largest and most respected voice of Canada’s food, beverage and consumer goods industry, the association has been active on several fronts in 2017 including recent NAFTA renegotiations, Health Canada’s Healthy Eating Strategy and addressing the nuances and complexities of the ever changing retailer/supplier relationship. These issues, and the countless others that impact FCPC’s diverse membership, suggest a challenging road ahead. Yet they also underscore the growing relevance and necessity that associations deliver as a force for positive change and industry consensus when responding to threats to our business landscape.

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“Our strategic plan is fundamentally about enhancing member value. It ensures we evaluate the right priorities, the right committees, the right amount of time and resources and the right communications against member needs.”

FO O D & C O N S U M E R P R O D U CTS O F CANADA

To be effective, associations must inherently reinvent themselves to better address the evolving needs of their membership and industry sector. Make no mistake; FCPC is very much an organization that is embracing that ideal.

Since I joined FCPC a little more than a year ago, we’ve undertaken a collective effort to become much more strategically engaged. Nowhere is that more apparent than in the development of our new three-year strategic plan. It drives stronger organizational focus through principles that narrow our priorities while, at the same time, freeing us to delve deeper into our key files. From a member standpoint, this ensures a higher standard of work and a higher degree of success on the issues we champion. Members demand we work smarter not harder.

The strategic plan firmly aligns our efforts around a strong and proactive membership development strategy, particularly opportunities at the regional level where it can be argued that we’ve been weaker in the past. We see growth as an enabler. Quite simply, more members equate to more revenue and resources, more resources to more impact. Looking forward, we’ll embrace the opportunity to move into new and emerging consumer packaged goods categories where our advocacy perspective and expertise on trade will create member opportunities in areas like healthy living and nutritional products.

This year, we developed two new board committees, generating even more strategic stewardship to the policy work that we are doing. The first is the government relations group representing non-food members, the other a Canadian Manufacturing Committee of the Board, structured around Canadian owned manufacturing operations. This is particularly timely given Federal government efforts to support innovation and investment.

Having a stronger voice and perspective from this committee will add significant value to our membership.

Our strategic plan is fundamentally about enhancing member value. It ensures we evaluate the right priorities, the right committees, the right amount of time and resources and the right communications against member needs. In the past year, we’ve made investments in infrastructure to ensure we execute stronger voice in representing our industry, to public, government and retail. I think there is a critical importance in ensuring balance. Our competition, particularly NGO’s, put a lot of information into the marketplace, not always accurate and it is important that we own our narrative. By extension, that means ensuring the record remains accurate and that the right information is in the hands of policy makers in Ottawa and consumers who form opinions about our industry.

Equally important are the people of FCPC. It’s not uncommon for new leadership to spur a cultural transition of sorts. Throughout the past year, we’ve worked hard to ensure the FCPC brand reflects empowerment, engagement and ownership of the work we do and its impact on the member experience. Transitioning from a top-down to a bottom-up mentality is not an overnight process, but staff are onboard and doing a phenomenal job in supporting what we are trying to accomplish. This was apparent throughout all aspects of FCPC’s recent move to new offices in Mississauga.

While it’s easy to draw on the symbolic references a move entails, a new beginning, a new brand and so forth, the reality goes much deeper. The move generated significant cost savings and an opportunity to be closer to the majority of FCPC membership, critical when considered against the many committee meetings and education sessions facilitated through our organization. The new space is open-concept, contemporary and progressive in a manner reflective of the strategic and organizational changes I’ve highlighted above. continued

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“We continue to remind government that there isn’t one encompassing answer to the types of challenges they are trying to resolve. Business must be part of a long term and equitable solution that meets the needs of all stakeholders.”

FO O D & C O N S U M E R P R O D U CTS O F CANADA

Looking forward, it’s no secret that Federal government plans for the Healthy Eating Strategy have the potential to dramatically impact our industry for years to come and we will continue to work to ensure policies that balance the needs of Canadians with industry opportunities. Put simply, we continue to remind government that there isn’t one encompassing answer to the types of challenges they are trying to resolve. Business must be part of a long term and equitable solution that meets the needs of all stakeholders.

Adding to the complexity of the year ahead are NAFTA renegotiations and the inherent uncertainty and volatility that result. Export to the United States is a critical component of our members’ businesses. Making sure that a strong trade environment remains in place, as does our ability to impact that process on behalf of our members, will clearly be a big area of focus for FCPC into the foreseeable future.

From a manufacturing and retail perspective, I came to FCPC at a time when the balance between manufacturer and retailer had swayed significantly to the retailer side, in particular concerning demands related to distribution and pricing. Our focus is on returning greater relationship balance, recognizing that we are limited in that regard. That said, there are mechanisms and strategies that we are using that benefit both sides. I am a strong believer that manufacturing and retail must work hand-in-hand in order to ensure success.

That spirit of partnership also extends to FCPC’s ability to drive stronger relationships with other associations.

Over the past year, I have been encouraged by our ability to forge strategic and highly collaborative relationships with a wide variety of organizations including Retail Council of Canada, Consumer Health Products Canada, Canadian Beverage Association, Canadian Consumer Specialty Products Association and the Cosmetic Alliance among others.

I believe these types of partnerships are critical to amplifying our voice and creating innovative solutions that generate member value in areas we wouldn’t traditionally call our own.

More importantly, it also means we’re no longer competing in the same space.

These collaborations are happening at all levels, including government relations, and reflect a trend that will continue, and be expanded upon in the year ahead.

From a personal perspective, 2017 has been an incredibly rewarding year, highlighted by the opportunity to meet many of the members, tour their plants and facilities and better understand their individual business needs and industry concerns. Members have been welcoming, supportive, engaged and active, free with their time and skills to support our many shared objectives. I look forward to continuing to build on this momentum in the year to come on behalf of all members.

Michael Graydon Chief Executive Officer

Collaboration FCPC membership provides world-leading food, beverage and consumer products manufacturers, sales & marketing agencies and associates an opportunity to be part of our collective, respected voice. We are acclaimed, by members and stakeholders, as the enabler and trusted authority on issues affecting our industry and helping members achieve their goals. Member involvement is essential and this important work is only achieved through your active participation and collaboration alongside the FCPC team. Flip through to hear from our experts about this year’s priority ďŹ les as well as opportunities to strengthen and deliver results for industry in the future.

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FO O D & C O N S U M E R P R O D U CTS O F CANADA

I N DUSTRY AF FAI R S

Interview with Errol Cerit Since joining FCPC in 2011, Errol Cerit, Senior VP, Industry Affairs & Member Services has played a key role in reshaping the many ways FCPC serves its diverse membership.

His leadership includes direction of industry affairs initiatives, member retention, growth and education and a variety of programs aimed at helping members to navigate the changing sector landscape. He took a moment to share his thoughts on the issues impacting membership and FCPC’s plans for the years ahead.

Q. What do you believe are the greatest challenges affecting the grocery industry today?

One of the most significant issues we see facing our industry is the unrelenting focus on pricing. This is forcing companies to consistently re-evaluate all aspects of their businesses to stay competitive and invest in the Canadian market and to offer value and choice to consumers.

For example, approximately 40% of all purchases are bought on promotion; demonstrable proof that price is becoming the key point of differentiation amongst retailers.

It is critical for industry to work collaboratively across the value chain, focusing on efficiency trade-offs and supportive policies that influence a joint accountability to optimizing on-shelf availability.

The foundation to achieving an improved balanced relationship with trading partners is focusing on innovation and growth, delivering value to our collective consumer and enabling manufacturers to invest, compete and grow in the Canadian marketplace.

Q. What are the key priorities for Industry Affairs & Member Services and how will they support members?

FCPC’s new strategic plan is focused on two outcomes; a competitive operating environment and improved industry reputation. From an Industry Affairs and Member Services perspective we focus our energy on three areas: insights and education, business efficiencies and networking. Taken one step further, this approach comes to life through: • Initiatives that focus on reducing logistics costs and improving service levels to retailers.

• Leadership in working with retailers to help reduce administration costs in processes like deductions and unsaleables, and striving for protocols and standards that influence consistency across the industry.

• Studies, surveys and scorecards allowing members to benchmark against their peers and in turn, enable better business decisions.

• Insights into retailer trends from a local and global perspective to stay on top of developments in supply chain, e-commerce, global retailer strategies.

• Face to face round table discussions with retailer executives and industry guest speakers provide tremendous insights to our members.

• Signature events, including our well-known supply chain and sales symposiums and CEO & Executive Leadership Conference.

Beyond that, we also focus on niche opportunities for relevant and timely insights through webinars, and training in areas such as finance, sales and supply chain.

I’m also very excited by Smartlabel™, an innovative new program created by manufacturers and retailers in the U.S. through the GMA and FMI.

U.S. Smartlabel™ is a consumer transparency initiative that enables brand owners to provide consumers with detailed and accurate information about the products they use and consume. Consumer transparency is a key strategy for FCPC member companies, and we are excited to grow this platform as a trusted destination for Canadian consumers.

Q. What are you doing to grow membership?

We are privileged and proud to have consistent membership retention of nearly 100% year over year. This speaks to the dedication and commitment that our members display as part of our Board and committees, as well as the value that we offer to their teams as a whole. But it can’t mean complacency. We’re consistently rethinking the services we provide and the way in which we provide them.

We’re also reevaluating our approach to membership, taking steps to be more national in our approach, focusing on smaller Canadian companies and adding to our strength in specific categories, such as non-food, where we already represent strong member value.

Our Associate Member program has grown at a double digit rate for several years now. This represents a major value for many of our manufacturing members who leverage the services that Associates provide to grow their businesses.

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FO O D & C O N S U M E R P R O D U CTS O F CANADA

P U B LIC AF FAI R S

Interview with Joslyn Higginson Joslyn Higginson, FCPC’s Senior VP, Public and Regulatory Affairs leads the Government and Public Relations, Scientific Affairs and Sustainability functions for FCPC. Accountable for the conception and execution of legislative and public affairs strategies that support the organization’s priorities in the areas of manufacturing competitiveness, health & wellness, food & consumer product safety, stakeholder relations and, environment & sustainability.

Q. What do you see as the current state of public affairs for our sector?

This is a pivotal moment for our industry.

The sector—driven by industry, government and global trends—has the chance either to become a world leader, or fall further behind our trading partners. It sounds stark, but that’s the reality. We’re either going to action the huge opportunities before us to improve and catalyze the Canadian operating environment, or remain mired in the status quo.

Our companies are facing some really colossal headwinds. We began the year with the promise of governmental action to unleash the untapped potential of Canada’s agri-food sector, processing more of what we grow here in Canada and building on food processing and broader high-tech manufacturing opportunities.

That optimism, resulting from the Barton report* and echoed in Budget 2017, has given way to the uncertainty of NAFTA ‘modernization’, shifting U.S. policy that could disrupt Canada’s manufacturing competitiveness, as well as unsettling proposals to implement Canada’s Healthy Eating Strategy. That strategy, inherently biased against processed foods, will saddle industry with an unprecedented volume of change in unprecedented timelines, with unprecedented costs—changing how we make our products, how we package and label our products and how we market our products. At the same time, our industry has been cut out of many key policy discussions.

This mixed messaging is also a hard reminder that industry must be prepared to adapt quickly to a highly unpredictable regulatory landscape. The current government’s agenda is both more aggressive

*Second report by the Advisory Council on Economic Growth, chaired by Dominic Barton.

and far ranging than previous years, opportunities exist but we must be prepared to move on them collectively—with focus, alignment and conviction.

Despite the unknowns of NAFTA modernization, the work puts our sector clearly at the forefront of change. By working in close collaboration with our counterparts in the U.S. and Mexico, we’re helping government find meaningful recommendations that achieve industry goals, specifically strengthening integrated North American value chains and protecting existing market access, updating rules and increasing regulatory alignment.

If a deal is reached, it has the potential to improve our competitiveness and help our companies to grow.

We’re also engaged in discussions to evolve a National Food Policy (NFP). With growing global demand for food, this is a critical issue that speaks to the huge potential of Canada’s agri-food sector.

To ensure success, a NFP must integrate the entire value chain, from fork to farm. This strategy underscores the interdependence of Canadian farmers and food manufacturers who play a leading role in producing and exporting food.

Considering the prospects resulting from the implementation of CETA—Canada’s Comprehensive Economic and Trade agreement with Europe—as well as hoped for changes to NAFTA, the opportunities for Canada to stand out as an exporter on the world stage are tremendous.

Despite this, Canadian food manufacturers continue to face long-standing barriers to growth. These include outdated regulations and a shortfall in investment in capital, R&D and food processing technology—where we lag behind our competitors. We need to start by addressing these fundamentals, which can dramatically improve the operating environment for our members. Despite that, the Canadian government is moving quickly to create

new and permanent obstacles to Canadian operations—and fair and open trade— via a much more aggressive regulatory agenda, highlighted by the Healthy Eating Strategy, most notably warning labels on the front of food packages.

We recognize that regulatory success is increasingly influenced by public perception, linked to traditional and social media campaigns. As a result, FCPC has taken firm steps to evolve from a passive communications approach to a more proactive voice aimed at shaping a balanced industry narrative and brand.

We are also working to forge stronger partnerships, globally and domestically, which we view as essential to our effectiveness in shaping the public affairs landscape. In the case of FCPC, we’re leveraging stakeholders to impact files, both large and small, of critical importance to our membership that we may not have traditionally taken on. We understand that from a member perspective, wins that support competitiveness, growth and innovation, whether driven by FCPC or through our support in a secondary role are critical to the bottom line.

To that end, we continue to advocate for whole-of-government approaches on a variety of files that reinforce alignment between regulators (like Health Canada) and key economic departments. This alignment is a must if we are to achieve a modern and responsive regulatory environment that allows our members to innovate, compete and grow in a rapidly evolving marketplace.

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FO O D & C O N S U M E R P R O D U CTS O F CANADA

Critical Insights Take advantage of the numerous opportunities FCPC provides for industry professionals to learn about emerging sector speciďŹ c issues and challenges, best practices and connect with one another to strengthen our community.

Supported by leading industry experts, FCPC thought leadership events and seminars are critical to helping companies adapt to the political, economic and trading conditions shaping our industry. They offer unparalleled access to key leaders and decision makers, helping companies to understand not just what, but the how, why and when, impacting their bottom line.

This year, hundreds of members attended insight events that touched on digital, e-commerce, retailer and supplier relations, sales training, international trade deals, food trends and so much more. FCPC developed various scorecards, benchmarks and surveys to further provide value to members.

2016/2017 Insight Events CEO Executive Conference September 29 & 30, 2016 International Trade Session November 21, 2016 Competition Law Compliance November 30, 2016 Canadian Retail Price Audits Webinar January 11, 2017 Cybersecurity and CPGs Webinar February 15, 2017 Supply Chain Symposium April 6, 2017 National Sales Symposium May 16, 2017 Associate Appreciation Lunch May 31, 2017

Trade Talks Breakfast with Overwaitea Food Group June 8, 2017 Charity Golf Tournament June 19, 2017 Horn Workshop Series, Skills for Account Management Success

Upcoming Events Supply Chain Symposium April 11, 2018 National Sales & Marketing Symposium May 16, 2018 Charity Golf Tournament June 18, 2018

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Board of Directors

Board of Governors

2017/2018 Tom Gunter, Chair Fiera Foods Company

Peter Luik Dare Foods Limited

Liz Beemer Bayer Inc.

Ian Maton E.D. Smith Foods, Ltd.

Mike Pilato, Vice Chair The Clorox Company of Canada, Ltd.

Jerry Mancini Dole Foods of Canada Ltd.

Scott Bjaanes Jelly Belly Candy Company (Canada) Ltd.

Jason McDonell PepsiCo Foods Canada

Carol Stewart, Vice Chair Kellogg Canada Inc. Andrew Bayfield, Treasurer Canada Dry Mott’s Inc.

Christopher Moeller S.C. Johnson and Son, Limited Jamie Moody Tree of Life Canada ULC

Rudi Blatter Lindt & Sprüngli (Canada), Inc.

Jeff O’Neill High Liner Foods Incorporated Guy Ozery Ozery Bakery

Martin Parent Ultima Foods Inc.

Sylvie Cloutier Conseil de la transformation alimentaire du Québec—CTAQ

Carlos Piani Kraft Heinz Company

Derek Conibear Energizer Holdings Inc.

John Porco Unico Inc.

Shai Altman McCain Foods (Canada)

John Pigott Club Coffee L.P.

James Crosby Crosby Molasses Co. Ltd.

Mike Read Church & Dwight

Eric Breissinger Procter & Gamble Inc.

Ian Roberts Conagra Brands

Jeremy Daveau Wrigley Canada

Carmela Serebryany-Harris Upper Crust Bakery

Bryana Ganong Ganong Bros., Limited

Ron Schindler Clover Leaf Seafoods

Hector De La Barreda Hershey Canada Inc.

Pedro Silveira DANONE Inc.

Jean Gattuso A. Lassonde Inc.

Rudy Sequeira Ferrero Canada Ltd.

Frank DeMichino Italpasta Limited

Scott Singer Reinhart Foods Limited

Richard Glover PepsiCo Beverages Canada

Gary Wade Unilever Canada Inc.

Ana Dominguez Campbell Company of Canada

Craig Smith Kimberly-Clark Inc.

Beena Goldenberg Hain Celestial Canada

Valerie Fleck WhiteWave Foods Company

Ian Smith Clearwater Seafoods Ltd.

Mario Gosselin Kruger Products L.P.

Andrew Foust McCormick Canada

Dale Storey General Mills Canada Corporation

Shane Grant Coca-Cola Ltd. Canada

Derek Gordon Colgate-Palmolive Canada Inc.

Cécile Van Zandijcke Dr. Oetker Canada Ltd.

Chris Hamilton Mars Canada Inc.

Brian Gormley Ocean Spray International Services, Inc.

Daniel Vielfaure Bonduelle America

Shelley Martin, Past Chair Nestlé Canada Inc.

Margaret Hudson Burnbrae Farms Limited Frank Kollmar L’Oréal Canada Inc Dave Lemmon Smucker Foods of Canada Corp.

David Linsenmeier GlaxoSmithKline Consumer Healthcare

Marcy Graham Mondelez Canada Inc.

David Pigott Morrison Lamothe Inc.

Doug Watt Catelli Foods Corporation

Matt Harris Abbott Nutrition Canada David Johnston Pinnacle Foods Canada Corporation Helen Kargas Edgewell Personal Care Tony Luongo Concord Sales Inc.

“FCPC provides access to important industry benchmark studies, low cost opportunities to develop members of your team, and the outstanding value of networking with some of the industry’s most experienced, and knowledgeable leaders. When you consider the cost of other forms of consulting and research, the FCPC offers significant value that is truly unique.”

TO M G U NT E R, EVP & G E N E R AL MANAG E R F I E R A FO O D S C O M PANY

FO O D & C O N S U M E R P R O D U CTS O F CANADA

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Governance Committees Audit & Investment Committee Andrew Bayfield, Chair Canada Dry Mott’s Inc Dave Lemmon Smucker Foods of Canada Corp.

Ron Schindler Clover Leaf Seafoods

Working Committees Dave Johnston Pinnacle Foods Canada Corporation Helen Kargas Edgewell Personal Care Canada

Martin Parent, Chair Ultima Foods Inc James Crosby Crosby’s Molasses Co Ltd.

Jeff O’Neill High Liner Foods Incorporated Dale Storey General Mills Canada Corporation Cecile Van Zandijjcke Dr. Oetker Canada Ltd.

Peter Luik Dare Foods Limited Maheb Nathoo Earth’s Own Food Company Inc. Guy Ozery Ozery Bakery John Pigott Club Coffee L.P. John Porco Unico Inc. Carmela Serebryany-Harris Upper Crust Bakery Scott Singer Reinhart Foods Limited

Industry Affairs Policy Committee Frank Kollmar, Chair L’Oreal Canada Inc

Derek Gordon Colgate-Palmotive Canada Inc Marcy Graham Mondelez Canada Inc

Deductions Foodservice

Mike Pilato The Clorox Company of Canada, Ltd.

SmartLabel™ Supply Chain

Darren Praznik Cosmetics Alliance Canada

Unsaleables

Karen Proud Consumer Health Products Canada

Public Affairs

Gary Wade Unilever Canada Inc.

CEPA

Safe Food for Canadians Ad Hoc Committee

CODEX

Membership Committee

Public Affairs Policy Committee (Food & Beverage)

Jamie Moody, Chair Tree of Life Canada ULC

Chris Hamilton, Chair Mars Canada Inc

Scott Ellis Storck Canada Inc.

Shai Altman McCain Foods (Canada)

Andrew Foust McCormick Canada

Hector De La Barreda Hershey Canada Inc

Mario Gosselin Kruger Products L.P.

Ana Dominguez Campbell Company of Canada

Jerry Mancini Dole Foods Canada Ltd.

Richard Glover PepsiCo Beverages Canada

Shelley Martin Nestlé Canada Inc.

Beena Goldenberg Hain Celestial Canada

Sustainability

Colleen McDonald Starbucks Coffee Canada Inc.

Shane Grant Coca-Cola Ltd. Canada

Networking Groups

Ian Roberts ConAgra Foods Canada

Margaret Hudson Burnbrae Farms Limited

Human Resources

Andrew Salisbury Bellisio Foods Canada Corporation

Jennifer Hutchinson Post Foods Canada Inc.

Marketing

Daniel Vielfaure Bonduelle North America

Carlos Piani KraftHeinz Company

Sales & Marketing Agencies

Rudy Sequeira Ferrero Canada Ltd

Small-Mid-Sized Enterprises

Jeremy Daveau Wrigley Canada Jean Gattuso A. Lassonde Inc.

David Lisenmeier GlaxoSmithKline Consumer Healthcare

Collaborative Logistics

Food Allergen

Frank DeMichino Italpasta Limited Bryana Ganong Ganong Bros. Limited

Industry Affairs

Industry Affairs Jason McDonell PepsiCo Foods Canada Christopher Moeller S.C. Johnson and Son Limited

Canadian Owned Manufacturing Committee

Frank Kollmar L’Oreal Canada Inc.

Public Affairs Policy Committee (CPG) Liz Beemer Bayer Inc. Eric Breissinger Proctor & Gamble Inc Shannon Coombs Canadian Consumer Specialty Products Association

Food Safety Food Sector Sodium Communications Health Claims Infant Formula Nutrition Facts Education Campaign Public Affairs Consumer Products Public Affairs Food & Beverage Scientific and Regulatory Affairs Sodium

Finance

Legal

Private Label

Sales Best Practices

Supply Chain Concept & design: HM&E Design Communications

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FOOD & CONSUMER PRODUCTS OF CANADA

2700 Matheson Boulevard East East Tower, Suite 602E Mississauga, ON L4W 4V9 Tel: (416) 510-8024 Fax: (416) 510-8043 www.fcpc.ca