EN    EN EN 
 
EN    EN  COMMISSION OF THE E UROPEAN COMMUNITIES 
Brussels, 28.10.2009 
SEC(2009) 1448 
COMMISSION STAFF WORKING DOCUMENT 
Outcomes of the High-Level Group  
on the Competitiveness of  the Agro-Food Industry  
Proposals to increase the efficiency  
and competitiveness of the EU food supply chain  
 
Accompanying document to the 
 
COMMUNICATION FROM THE CO MMISSION TO THE EUROPEAN 
PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL 
COMMITTEE AND THE COMMI TTEE OF THE REGIONS 
 
A better functioning food supply chain in Europe 
  
{COM(2009) 591 final} 
 
EN 2   EN TABLE OF CONTENTS 
1. Introduction................................................................................................................ .. 3 
2. A strong sector facing structural chan ges and a lowering competitiveness................. 3 
2.1. Basic facts and figures on the food processing industry.............................................. 3 2.2. A lowering competitiveness......................................................................................... 4 2.3. The impact of the financial crisis................................................................................. 4 2.4. Challenges ahead for the food industry........................................................................ 4 3. Methodology followed to identify ways of improvements.......................................... 5 3.1. The High Level Group on the Competitiveness of the Agro-Food Industry ............... 5 3.2. Complementary studies................................................................................................ 5 4. Analytical Results ........................................................................................................ 6 4.1. Regulatory burden........................................................................................................ 6  
4.2. Access to raw materials................................................................................................ 6 4.3. Innovation ................................................................................................................ .... 7 
4.4. Internal market for food ............................................................................................... 8 4.5. Relationships within the food supply chain ................................................................. 8 4.6. Trade with third countries ............................................................................................ 9 4.7. On-going analytical work and timetable...................................................................... 9 5. Recommendations issued by the High Level Group.................................................... 9 
5.1. Ensure a holistic approach for the European food industry ....................................... 10 5.2. Agricultural and environmental policy ...................................................................... 10 5.3. The Internal Market for Food..................................................................................... 10 5.4. The Operation of the Food Chain............................................................................... 10 5.5. Research and Innovation............................................................................................ 11 5.6. Trade and Exports ...................................................................................................... 11 6. Conclusion.................................................................................................................. 11 
 
EN 3   EN COMMISSION STAFF WORKING DOCUMENT 
Outcomes of the High-Level Group on the Competitiveness of the Agro-Food Industry: 
proposals to increase the efficiency and co mpetitiveness of the EU food supply chain 
1. INTRODUCTION  
In its Communication on "Food prices in Europe"1, the Commission highlighted that 
"the food supply chain connects three economically important sectors: the 
agricultural sector, the food processing industry and the di stribution sectors. These 
sectors account for 6% of EU value added and 12% of EU employment. As the food 
processing industry and the distribution sect ors have many interactions with other 
sectors, market malfunctioning along the food supply chain can have significant 
repercussions. The slow produc tivity growth in these sectors in comparison with the 
US indicates that there is room for efficiency improvements. A proactive 
competitiveness policy, such as […] discussed by the High Level Group on the Competitiveness of the Agro-Food Industry
2, […] could contribute to such 
improvements." 
As a follow-up to this Communication, the pu rpose of this paper is to present the 
main outcomes of the High Level Group on the Competitiveness of the Agro-Food 
Industry (HLG). 
2. A STRONG SECTOR FACING STRUCT URAL CHANGES AND A LOWERING 
COMPETITIVENESS  
2.1. Basic facts and figures on th e food processing industry 
According to Eurostat Structural Busine ss Statistics, the food processing industry 
currently represents 2% of Europe's gr oss domestic product and 13.5% of total 
employment in the EU’s manufacturing sect or. It contributes an  annual production of 
more than €870 billion to the EU ec onomy. The food industry consists of 
approximately 310.000 enterprises, some of wh ich are global leaders. In value-added 
terms, the food industry is the second larg est sector in the ma nufacturing industry, 
after the basic metals and fabricated metal products. 
The completion of the Internal Market has brought huge opportunities for the food 
supply chain. Since its creation, it has enabled the food industry to develop 
considerably by providing access to 500 m illion consumers who enjoy a wide range 
of safe products at affordable  prices originating in all Member States. It continues to 
play a fundamental role in satis fying the needs of consumers. 
Furthermore, harmonised EU food legislati on continues to contribute to food safety, 
consumer confidence, free circulation of goods  and indeed to the competitiveness of 
the food industry across the European Union. 
                                                 
1 Commission Communication on "Food prices in Europe"{COM(2008) 821 final} 
2 Commission Decision n° 2008/359/EC of 28 April 2008 setting up the High Level Group on the 
Competitiveness of the Agro-Food Industry 
 
EN 4   EN 2.2. A lowering competitiveness 
However, at this point in time, the enti re European food supply chain has entered a 
period of structural adjustment. According to the results of a study published by the 
European Commission in 20073, the competitiveness of the EU food industry is 
weaker than that of other sectors and ot her competing countries. Although the agro-
food industry remains a significant contri butor to employment and value-added 
growth among EU manufacturing industrie s, labour productivity and the level of 
investment in research and development is  significantly lower in the food sector. At 
world level, EU food produc ts are losing market share to Brazil, Canada and 
Australia. Furthermore, growth in value- added and labour productiv ity within the EU 
food industry is outpaced by th at of the United States. 
The main weaknesses of the European food i ndustry as pointed out in this study are a 
low level of labour productiv ity and limited economies of scale and scope leading to 
lower value added growth. The low le vel of labour productivity reflects an 
underlying problem of insuffici ent investment in resear ch and innova tion, which 
poses a particular challenge for the sector. 
There are trends towards concentration in  both the food manuf acturing and retail 
sectors. According to the results of the 2007 study on the competitiveness of the food 
industry (see footnote 3), consolidation in th e retail sector is out pacing that of food 
processors. This evolution has an impact on the relationships be tween the different 
players. 
Consumer preferences are also changing as a result of income developments as well 
as shifts in population structures and lifesty les. Customer concerns about prices, food 
safety and health have also imposed stringent, though understandable, requirements 
on companies operating in the sector. 
In the global context, the liber alisation of trade, as well as  the growing prosperity of 
a number of emerging economies, has prov ided new market opportunities. On the 
other hand, the rapid fluctuations in the price of raw material s create significant 
trading uncertainties for many food and dr ink companies, in particular Small and 
Medium-sized Enterprises (SMEs), which account for 99% of the food processing 
companies. 
2.3. The impact of the financial crisis 
In addition, the global financia l crisis hit Europe in 2008 and the credit squeeze, the 
fall in house prices and tumbling stock markets produced a slump in consumer confidence, consumption and investment. Even if the food industry was not as 
severely impacted by the crisis as othe r industries such as the automotive and 
financial services industries, it has not escap ed the shock. According to Eurostat data, 
the turnover of the food and beverages ma nufacturing industry has decreased by 4% 
between early 2008 and the second quarter of 2009.  
2.4. Challenges ahead for the food industry 
High safety and quality standards, as well as  structural changes and the recent crisis, 
have placed the European food industry in a fundamentally different “playing field” 
                                                
 
3 W IJNANDS  J. H. M., VAN DER MEULEN  B. M. J. and P OPPE  K. J., 2007. Competitiveness of the 
European Food Industry. An economic and legal assessment, European Commission. Brussels, 320 pp. 
(http://ec.europa.eu/enterprise/sectors/food/files/competitiveness_study_en.pdf) 
 
EN 5   EN than the one it faced a decade ago. In this context, the achie vement of the EU internal 
market and the evolution of EU  food legislation are relevant. 
European policies also have to acknowledge  that the food industry evolves in a wider 
context in which a changing market situ ation, driven by exciting new technological 
developments in areas such as Informa tion and Communication Te chnologies (ICT), 
biotechnologies and nanotechnologies, pres ents new challenges and opportunities. 
In addition, increased intern ational trade in food and be verages, and cross-border 
mobility of investment have resulted in significant changes to traditional markets and 
trading patterns. It has become clear that an  essential prerequisite  for future growth 
and competitiveness in the European food industry is the preparedness of the authorities and industry to address the im pact of globalisation and to face these 
challenges and take advantage of th e opportunities offered by globalisation. 
European policies and regulati ons, in relation to the food supply chain, should ensure 
that the European agro-food i ndustry can operate effectivel y within a global network 
of commodities, distribution chan nels and mobile investment. 
3. M
ETHODOLOGY FOLLOWED TO IDENTIFY WAYS OF IMPROVEMENTS  
3.1. The High Level Group on the Competitiveness of the Agro-Food Industry 
The High Level Group on the Competitiven ess of the Agro-Food Industry (HLG) 
was set up in 2008 with a mandate to id entify the factors that influence the 
competitive position of the European food industry and to formulate a set of recommendations for EU policy makers. It combined high level representatives from 
both the European Commission and the Member  States together wi th representatives 
of industry, civil society and trade associations. 
The creation of the HLG symbolised the European Commission’s commitment to 
setting out a “forward looking” approach  for the industry while addressing the 
challenges and opportunities that it curre ntly faces. The aim of the HLG was to 
promote the competitive position of this key EU industry in global markets whilst ensuring that its recommendati ons are in line with the Lis bon strategy in facilitating 
job creation and securing su stainable economic growth. 
The HLG Members sought to establish an inte grated, holistic approach to their task 
that would encompass all relevant existi ng policy areas having an impact on either 
the supply or demand side of the industry, fr om farm to fork, taking into account the 
vision of the respective HLG members for the future of the sector. In the course of 
their work, they examined ways to reduce costs, where possible, and to enhance the 
growth and efficiency of the whole food s upply chain, from the primary sector to the 
retail sector, whilst securing sustainable, sa fe, nutritious, high-quality and diversified 
food products at affordable prices for the consumer. 
3.2. Complementary studies 
In addition to the major study published in 2007 on the competitiveness of the 
European food industry (see footnote 3), the Commission has also ordered an 
assessment of the impact of Community le gislation on the competitiveness of the EU 
 
EN 6   EN food industry, focussed on case st udies in the dairy sector4. One of the objectives of 
the study was to assess the impact of an EU origin marking scheme. 
Following the debates within the HLG, additional studies are being launched, which 
are expected to deliver th eir conclusions by mid-2010. A first study wi ll assess the 
legal and economic aspects of the private labels (retailers own brands) and their 
impact on the functioning of the food supply chain. A particular attention will be 
paid to the positive and negative impacts of the private labels on the competitiveness of the SMEs. The study will include an imp act assessment of several proposed policy 
options in this field. A second study w ill be focussed on a micro-economic approach 
of the relationships between producers, processors and dist ributors. Based on a 
detailed analysis of the cost s and on a qualitative approach  of the strategies of the 
operators, the study is aimed at better unde rstanding the relationships between the 
actors and thus identifying pot ential issues which can have an impact on the 
competitiveness of the food industry w ithout falling under competition law. 
4. A
NALYTICAL RESULTS  
The works of the High Level Group and complementary studies have led to the 
following analytical results and findings5. 
4.1. Regulatory burden 
The European food industry accepts the rela tively high regulatory burden related to 
the European legal framework, which promotes food safety, quality and the free circulation of goods under fair and transpar ent conditions. Demands from clients also 
drive food safety and quality systems. Th erefore, the industry does not advocate a 
policy that would reduce regulation at the expense of food safety and quality. 
Furthermore, it is considered that integrat ion of food safety and quality requirements 
can alleviate compliance costs. 
However, in some aspects of Community law, administrative burdens are less 
accepted by the industry. The industry woul d welcome improvements in stability, 
clarity and accessibility of both legislation and authoritie s. Authorisation procedures 
for certain additives and technologies, health claims, labelling provisions and food information are identified as sometimes being unnecessarily burdensome. For the 
industry, there is also an evident necessi ty that the EU legal framework remains 
enforceable, proportionate and is implemented in a harmonised way throughout the EU. 
4.2. Access to raw materials 
Access to raw materials at competitive pri ces is vital for the European food industry 
in order to remain competitive and to pr ovide foodstuffs at affordable prices to 
consumers. Agricultural price developments in the past three y ears trigger increased 
uncertainty on the future state of the gl obal markets and indicate that price 
fluctuations are likely to occu r more frequently in the future. 
                                                
 
4 P OPPE  K. J. et al., 2008. Food legislation and competitiv eness in the EU food industry. Case studies in 
the dairy industry. European Commission, Brussels, 135 pp. (http://ec.europa.eu/enterprise/sectors/food/files/comp etitiveness/food_legislation_dairy_sector_en.pdf) 
5 Only key findings are mentioned here. For more information, see the complete report available on: 
http://ec.europa.eu/enterprise/sectors/food/competitiveness/high-level-group/documentation/ 
 
EN 7   EN From the food industry point of view, it woul d be of crucial impor tance to find a way 
to facilitate sufficient supply of competitiv ely-priced raw materials, as a mean to 
limit price volatility and achieve su stainable growth for the sector. 
Certain aspects arising from the structure of EC agricultural production and from the 
EU regulatory framework, such as the di fferent timelines for the approval of 
genetically modified crops for food and f eed between the EU and trading partners, 
restrain access to raw materials for the food industry. On the one hand, these aspects 
are usually related to health and safety concerns which are of paramount importance for European consumers. On the other ha nd, the difference of approach between the 
EU and third countries lead to asynchr onous authorisations which have negative 
consequences on the competitiveness of th e EU food industry. The availability of 
pesticides for the treatment of certain crops of fruits and vegetables in the 
Community, leading to risks to their con tinued cultivation in the EU, is another 
important concern. 
As regards animal feedstuff, some stakehol ders claim that the current "feed ban" on 
products of ruminant origin lowers the co mpetitiveness of thei r businesses as it 
results in higher management and raw material  costs, as well as in challenges related 
to the quality of the meat products. Theref ore, they support the view that the EU 
legislation needs to be revi ewed and developed further wh ere necessary. This is in 
line with the roadmap of the Commissi on on Bovine Spongiform Encephalopathy 
(BSE) and the opinion of the European Economic and Social Committee that propose 
a review of the current ban. 
In any case, authorisation procedures should be based on sound scientific opinion 
and should aim at protecting the health or safety of the European consumer. 
4.3. Innovation 
Innovation is one of the major drivers and indicators of the competitiveness of the 
food industry. Research and Development is  driven by new challenges, such as 
globalisation, environmental sustainability, public health  and consumer demand for 
high quality, healthy, convenient and sust ainable food. For instance, eco-innovation 
is essential in order to meet the grow ing demand for environm ent-friendly products. 
Eco-innovation encompasses all the elements  of food supply chain: it can concern 
raw materials, packaging, logi stics, industrial processes, transport, distribution, etc. 
Therefore, this field of innova tion is of utmost importance for the sector as a whole. 
The EU legal framework has indirect impacts on innovation. On the one hand, 
process innovations are stimulated by food law, in the sense that new systems and 
procedures have to be installed in  order to comply with standards. 
But on the other hand, product innovations (e .g. the development of new ingredients) 
require pre-market approval which often entails lengthy procedures. Pre-market 
approvals are a core requirement of the EU  regulatory framework, reflecting a strong 
consumer insistence that safe ty should be scientifically  proven. Time-to-market of 
new products is relatively long, compared to the USA where different procedures 
apply, notably the "GRAS" principle (generally  regarded as safe). As a consequence, 
costs are relatively high and have a negativ e impact on the capacity of companies to 
invest in product innova tion. This is particularly rele vant for SMEs. The regulatory 
framework in relation to these procedures  has recently undergone a major reform 
which will improve efficiency, transpar ency and predictabi lity but without 
weakening the commitment to high levels of safety. 
 
EN 8   EN 4.4. Internal market for food 
The efficient functioning of the internal market is of key importance for the 
competitiveness of the food industry. Divergent interpretation and implementation of EC law impedes the competition within the in ternal market, leading to a sub-optimal 
allocation of resources and an increase in administrative burdens. As regards food 
safety, for example, business operators should develop, implement and maintain management systems in order to achieve the objectives and meet the requirements 
laid down in feed and food law. These sy stems may take account of international 
standards such as ISO 22000. However, ma nagement systems voluntarily developed 
on the basis of this standard  are not recognised by all Me mber States, which in some 
cases may create additional administrative costs. 
Another example would be the origin ma rking schemes. On the one hand, it is 
essential that consumers have access to clear information which allows the identification of cultu ral or traditional sp ecificities of a product. But, on the other 
hand, labelling schemes should not restrict  the free circulation of goods in the 
internal market. 
4.5. Relationships within the food supply chain 
The food chain is composed of a wide diversity of en terprises that operate in 
different markets selling products to th e various purchasers. Several forms of 
interactions between supply and demand o ccur at each level of the chain. In the 
agricultural sector, in the processing industr y and in the distribu tion sector, small and 
big players are present, each having a different level of bargaining power. In some 
cases, lack of transparency and asymmetr ies of information (e.g. between small and 
bigger processors) regarding price form ation mechanisms may have negative 
consequences on the competitiveness of some players. 
Small and medium-sized enterprises (SME s) represent 99% of  the food and drink 
companies and provide 63% of the employme nt of the food and beverages sector. 
Although they respond to the diversified demand that arises from the cultural 
differences among the EU, they may suffer fr om a lack of economies of scale. In 
comparison, the very limited number of la rge companies genera tes 52.9% of the 
value added of the sector and has a signi ficantly higher level of apparent labour 
productivity. Consolidation and more vertical  integration may be seen as a way to 
increase the efficiency of the food SMEs and to reduce the asymmetry of bargaining 
power between processors and distributors. But it may also reduce competition on price-related criteria between processo rs and possibly lead to a lessening of 
competitive interactions between the remain ing market players. Public authorities 
have their role in making sure that the on-going consolidation process does not 
worsen upstream and downstream competition conditions at the local level, to the detriment of businesses and consumers. 
The market share of private labels (retailer 's own brand) has been growing at a quick 
pace. According to retailer panels, privat e labels now exceed 30%  of the food market 
in several Member States. Private labels re flect a new form of relationships between 
processors, retailers and consumers. They often allow SMEs to access large markets. 
Compared to A-brands, marketing costs are relatively low for private labels. 
Therefore, consumer prices are generally  lower. They are also more reactive: 
changes in the price of raw agricultural ma terials have usually more impact on the 
price of private labels than  on the price of A-brand pro ducts. Private labels often 
imply that that the consumer  has no information concerni ng the processor. From the 
 
EN 9   EN processors' point of view, this absence of vi sibility may be seen as an opportunity in 
some cases, especially for non-differentiated products. On the contrary, for differentiated products, processo rs may be disadvantaged by this lack of visibility. 
Through private labels, retailers have become  direct competitors to their suppliers. 
This has a significant impact on the structur e of the food chain, which deserves to be 
followed up. 
4.6. Trade with third countries 
The unprecedented pace of globalisati on has brought a huge amount of new 
opportunities regarding markets and investme nt possibilities. Pr ogressively opening 
trade can lead to significan t increases in growth and pr oductivity for the sector. In 
addition, as the EU market is mature, th e growth in domestic production is lower 
than in the past and therefore the development of European food companies becomes more and more dependant on the external  dimension and access to foreign markets 
both for exporting and importing goods. To this end, EU trade and commercial 
policy is vital to achieve sustainable development and operate under fair trade 
conditions. 
Currently, trade statistics indi cate that the Euro pean food industry is maintaining its 
export performance and is a major player on world food markets. However, its share 
appears to be decreasing overall in the l ong-run, to the benefit of emerging 
economies, thus challenging the industry's global competitive position. 
EU exporters face a number of barriers such as tariff and non-tariff barriers, 
diverging regulations, administrative proced ures, etc. The increas e in counterfeiting 
in third countries carries another significant threat for the EU food industry. 
4.7. On-going analytical work and timetable 
As mentioned in paragraph 2.2, two comp lementary studies are being launched 
(effect of private labels on the SMEs and structure of costs w ithin the food supply 
chain). Final reports should not be expected before mid 2010. 
5. R
ECOMMENDATIONS ISSUED BY THE HIGH LEVEL GROUP  
On March 17, 2009, the HLG issued a repor t and a set of 30 recommendations for 
actions. This was followed by the adopti on, on July 6, 2009, of a Roadmap of Key 
Initiatives with a list of concrete actions aimed at implementing the recommendations
6. 
The group's recommendations cove r 5 major areas of interest: 
– Agricultural and Environmental Policy 
– The Internal Market for Food 
– The Operation of the Food Chain 
– Research and Innovation 
– Trade and Exports. 
The nature of the recommendations reflects the composition and working 
methodology of the group. They constitute a first step towards an in-depth look into 
                                                 
6 http://ec.europa.eu/enterprise/sectors/food/competitiveness/high-level-group/documentation/ 
 
EN 10   EN how the food supply chain operates and into the role the framework conditions in the 
EU are playing in shaping this industry. 
The recommendations are consistent with  ensuring the enforcement of the better 
regulation principle; the need for fair pa rticipation in world markets; social and 
economic cohesion concerns; and the need for technology transf er to stimulate 
innovation. Small and medium sized enterpri ses were placed at the heart of the 
discussions at all stages of  the deliberation process. 
The recommendations of the HLG are addresse d to Stakeholders and Member States, 
as well as to the European Institutions in general and the European Commission in particular. 
Out of the recommendations of the HLG and of the related studies, the following axis 
of work could be put forward in the coming reflections on actions be to taken at Community level. 
5.1. Ensure a holistic approach for the European food industry 
Adopting an integrated and holistic approach with resp ect to European Union and 
National policies would ensure  that the specificities of  the food chain from the 
supply and demand side are duly taken into  account, thus enhancing the overall 
sustainable competitiveness of the food industry, from farm to fork, whilst 
maintaining high food safety standards. This approach woul d ensure coherence 
among the different policy objectives and co nsistency of agreed measures in the 
design of the industrial po licy in the food sector. 
5.2. Agricultural and environmental policy 
– Continued support for an ambitious development of the Common Agricultural 
Policy which enables farmers to better respond to market signals, while addressing production and market risks, and the availability of sufficient supply of 
raw materials at competitive prices. 
– Design an environmental and sustainabl e industrial policy, and promote energy 
efficiency for the European agro-food industry. 
5.3. The Internal Market for Food 
– Effective implementation of  the regulatory framewor k on products authorisation. 
– Ensure that impact assessments of new food legislation fully take into 
consideration the impacts on the food processing SMEs. 
– Ensure harmonised implementation and enforcement of EU laws by Member 
States. 
5.4. The Operation of the Food Chain 
– Promote the adoption of a European-w ide code of conduct concerning the 
contractual relationships be tween processors and distri butors and promote more 
transparency in the price formation along the food supply chain, in order to reduce 
the asymmetries of information among the players. Means to reach these 
objectives would be discussed within  the European forum that the HLG 
recommended to put in place. 
– Launch a debate on private labels and consider scenarios which would enhance 
the visibility of the processors. 
 
EN 11   EN – Pay a specific attention to SMEs and cooperatives by enhancing and publicising 
the existing tools (access to finance,  innovation platforms…) as well as by 
developing new forms of support to small businesses, e.g. for exports (see 4.2.6). 
Better regulation should also remain an important axis of industrial policy, with a view to reduce burdensome procedures. 
– Consider the relevance of promoting in creased economies of scale and scope e.g. 
by financing consolidation in sub-sectors and regions where the atomisation of the 
processors creates non-competitive situations. 
5.5. Research and Innovation 
– Further develop support to research and i nnovation in the food sector on strategic 
issues (biotechnologies, nanotechnologi es, environment-friendly technologies, 
packaging…), through technological and innovation platforms and regional 
competitiveness clusters. 
5.6. Trade and Exports 
– Set up an EU economic intelligence networ k in order to sup port European SMEs 
exporting to third countries. 
– Aim at concluding a balanced WTO ag reement and/or bilateral free trade 
agreements allowing a bette r access of European proc essed agricultu ral products 
to other markets. 
– In order to enhance the respect of intern ational property rights  by third countries, 
the Commission may explore th e feasibility of setting up a market surveillance 
mechanism of counterfeiting. 
– Promote the uptake of international standards. 
6. C
ONCLUSION  
The HLG issued a comprehensive set of recommendations addressed to political and 
economical actors in order to improve the efficiency of the EU food supply chain. 
In the communication to which this work ing document is attached, the European 
Commission fully takes these re commendations into account. 
 
EN 12   EN ANNEX : MEMBERSHIP OF THE HIGH LEVEL GROUP ON THE COMPETITIVENESS 
OF THE AGRO-FOOD INDUSTRY  
European 
Commission Günter V ERHEUGEN  (Chairman) 
Marian F ISCHER -BOEL 
Meglena K UNEVA  
Androulla V ASSILIOU  Vice-President, Enterprise and Industry 
Commissioner, Agriculture and Rural development 
Commissioner, Consumer Protection Commissioner, Health 
Member 
States Valery M ITKOV  TZVETANOV  
Eva K JER HANSEN  
Bruno L EMAIRE (replacing Michel 
BARNIER ) 
Ilse A IGNER  
 
Claudio S CAJOLA  
Marek S AWICKI  
Elena E SPINOSA MANGANA  
 
Jim FITZPATRICK MP 
(replacing Jane K ENNEDY ) Minister of Agriculture and Food (BG) 
Minister of Food, Agricu lture and Fisheries (DK) 
Minister of Food, Agricu lture and Fisheries (FR) 
 
Federal minister of Food, Agriculture and Consumer 
Protection (DE) 
Minister of Economic Development (IT) Minister of Agriculture and rural development (PL) Minister of Environment, Rural and Marine Affairs 
(ES) 
Minister for Farming and the Environment (UK) 
Industry Francesco P IZZAGALLI  
Chris van S TEENBERGEN  
Philippe-Loïc J ACOB  
Antonio H ERNANDEZ CALLEJAS  
Ev Eder W IDMANN  
Paolo B RUNI  
Eckhard C ORDES  
Laurent F REIXE  
Pierre C OPPERE  
Theo S PETTMANN  
Jesper M ØLLER  
Doug B AILLIE  
Pekka L AAKSONEN  President, ASS.I.CA 
President Europe, Cadbury 
Corporate Secretar y, Groupe Danone 
President, Ebro Puleva CEO, Eder & Heylands President, FEDAGRI Confcooperative CEO, METRO Executive Vice-President, Nestlé President, Director -General Pernod 
CEO, Südzucker CEO, Toms Confectionery Group President Western Europe, Unilever President and CEO, Valio 
Associations Jean M ARTIN  
Monique G OYENS  
Pekka P ESSONEN  
Harald W IEDENHOFER  
Monika K OSINSKA  
Eric B ASCLE  President, CIAA 
Director General, BEUC 
Secretary General, COPA-COGECA Secretary General, EFFAT Secretary General, EPHA Member of the board, Carrefour, representing ERRT 
Member with 
"observer" 
status Rolf E RIKSSON  State Secretary, Minist ry of Agriculture (SE)