STATEMENT
OF STRATEGY
2012/2014
Growing the success of Irish food & horticulture
01
Bord Bia Statement of Strategy 2012 - 2014
Statement of Strategy
2012 – 2014
Preface
The Bord Bia Strategic Plan 2012-2014 is based on an inclusive
view of the entire industry with the goal of driving long-term
sustainable growth. It has been developed to fully support the
implementation of Pathways for Growth and Food Harvest 2020,
a shared blueprint for everyone involved in the sector and of
which ‘Pathways’ is an integral part.
The key drivers of strategy are the growth targets set by Food
Harvest 2020:
• Increasing the value of primary output by €1.5 billion.
• Increasing value added by €3 billion.
• Achieving an export target of €12 billion. This represents a
51% increase compared to the 2009-2011 average.
The strong performance of the sector in 2010 and
2011, with food and drink exports growing by 25%
over the two year period to reach an estimated
€8.84 billion, reflects both the evolving, global food
commodity environment, notwithstanding the impact
of a severe economic downturn, and the capacity
of the sector to capitalise on a sustained growth in
demand.
Bord Bia Statement of Strategy 2012 - 2014
The prospect of higher commodity price levels as world supply struggles to keep
pace with the expanding demand for food represents a significant opportunity
for Irish primary food exports such as meat and dairy. However, ongoing market
and price volatility seems certain as supply shocks, weather events, competition
from biofuels and market speculation seem set to influence medium term price
developments. Meanwhile, climate change and the need to reduce greenhouse gas
emissions pose a major challenge as the world seeks to expand food production to
meet the growing demand.
Realising the targets set by Food Harvest 2020, and
meeting the challenges and opportunities posed by an
ever more complex marketing environment, requires
the setting of clear strategic priorities to inform an
optimal resource allocation in the period ahead and
corresponding measures to enable progress to be
monitored. This is the purpose of the strategic plan.
Michael Carey
Chairman
Aidan Cotter
Chief Executive
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Bord Bia Statement of Strategy 2012 - 2014
MISSION STATEMENT
To drive through market insight and, in partnership
with industry, the commercial success of a world
class Irish food, drink and horticulture industry.
Bord Bia’s mission is further articulated through the following
six strategic objectives:
1. To actively contribute to the success and development of the Irish food, drink and horticulture industry.
2. To positively influence attitudes towards, and knowledge of, Irish food, drink and horticulture among consumer and trade buyers in the
marketplace.
3. To establish Bord Bia as the top-of-mind source for authoritative market research and analysis, providing a link between market opportunities and the Irish food, drink and horticulture industry.
4. To lead a collaborative approach to market development with the key agencies involved in serving Irish food, drink and horticulture.
5. To actively respond to significant market issues that affect the industry.
6. To deliver value-for-money with expenditures.
Bord Bia Statement of Strategy 2012 - 2014
The Marketing Environment
Strong export performance
Food and drink exports in 2011 are estimated to have
reached a new all time high of almost €8.84 billion,
representing an increase of close to €1 billion on
2010 levels. This follows growth of €700 million in
2010 leaving Ireland’s food exports in 2011 some 25%
ahead of 2009.
All major categories have increased, led by dairy
and meat. Strong global prices have been driving
export growth, with the FAO food price index
reaching a new high in 2011. However, increased
volumes of dairy products, pigmeat, whiskey, cider,
confectionery, sauces/soups and mushrooms also
boosted revenues.
There has been some change in the market
distribution of Irish food and drink exports in
2011. While the UK remains the principal export
destination, its share has fallen from 44% to just 41%
in 2011. The proportion of exports going to other
European markets grew by two percentage points
to 35% while International markets now account
for one quarter of exports, driven in particular by
stronger dairy exports.
9,000
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Irish food and drink exports, 2000 to 2011 (€m)
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Bord Bia Statement of Strategy 2012 - 1014
Future prospects positive
Rising global demand
These developments mark a positive position for the
Irish food and drink industry as we set out to achieve
the ambitious targets contained in Food Harvest
2020. The upward trajectory in world food prices is
further evidence that the era of cheap food may have
come to an end for the foreseeable future. However,
a softening in commodity prices along with lower
output in some sectors, will limit potential in 2012.
Also, the conditions for market and price volatility
remain, whether as a result of supply shocks arising
from weather events, fluctuating stocks, exchange
rates or market speculation.
The growth in the global population, urbanisation
and rising income levels are boosting demand for
all key products. The fact that people are living
longer, a key factor driving population growth, is
underpinning the link between diet and health. With
the global population reaching seven billion for the
first time in 2011, eight billion by 2025 and more
than nine billion by 2050, demand for food products
partly driven by a switch in dietary habits is expected
to increase by more than 70% over the next 40 years.
Looking ahead, the anticipated growth in demand
for food, particularly meat and dairy products and
the likely supply capability of many parts of the
world present opportunities for exporting countries
such as Ireland, which if embraced successfully can
go a long way towards helping the sector deliver its
growth targets.
And there are supply challenges, among them the
increasing incidence of freak weather-related events,
the use of land for fuel as well as food, water (70%
of freshwater is used in agriculture), and declining
productivity growth rates.
The fact that it takes 5 - 8kgs of grain to produce 1kg
of meat and the anticipated strength of feed prices
provides the potential for significant competitive
advantages to countries such as Ireland that have
predominantly grass based systems of meat and dairy
production. The removal of dairy quotas from 2015
offers the Irish industry considerable potential for
expansion to meet growing global demand.
Bord Bia Statement of Strategy 2012 - 1014
Food prices
and food insecurity
The past year has seen significant increases in global
food prices with the FAO food price index hitting
record levels in 2011, reigniting concerns about food
insecurity as world supplies seemingly struggle to
keep pace with the growth in demand.
While some easing in prices is expected to continue
in the short term as supply responds to higher prices,
the long term prospects remain strong with the latest
FAO/OECD Agricultural Outlook suggesting that
all commodity prices in nominal terms will average
higher to 2020 with cereals rising by 20% on the 2001
to 2010 average, meat 20% to 30% higher and dairy
products more than 20% ahead of the last decade.
The prospect of commodity prices at levels above their
historic average represents a significant opportunity
for Irish primary food exports such as meat and dairy.
A changing policy environment
Policy changes will continue to be important in
defining the market environment for Irish food and
drink, especially meat and dairy products. While the
current WTO round of negotiations show little sign
of progressing towards an agreement, the prospects
for an EU/Mercusor bilateral agreement in relation
to access for beef to the EU market at a preferential
tariff rate remains a potential threat. Impact analysis
suggests that any agreement could result in up to
200,000 tonnes additional imports of non-EU beef
with a strong emphasis on steak cuts.
Similarly, the outcome of the current round of CAP
reform will largely dictate our livestock production
base to 2020. It is vital that any agreement helps
sustain active farmers while also recognising the
critical importance of beef and sheep breeding herds
to Irish agriculture.
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Bord Bia Statement of Strategy 2012 - 2014
A competitive retail and
foodservice landscape
The growing scale of retail groups across Europe
enhances their bargaining position with suppliers,
making it difficult to secure higher prices and
recover higher costs, while increasing pressure on
suppliers in terms of marketing supports. In addition,
new suppliers continue to emerge across product
categories in most developed food markets. This
is particularly evident in the prepared foods and
meat sectors. A number of these suppliers benefit
from lower input and manufacturing costs and
greater economies of scale. This presents a further
competitive threat to Irish exporters and highlights
the need to focus on developing and promoting key
points of differentiation in order to maintain and
develop our market position.
Changes in consumer spending habits have led to
major retailers and foodservice operators focusing
strongly on reducing prices through increased levels
of price promotions, smaller pack sizes etc. The fact
that this situation has prevailed for three years in
most European markets means that consumers have
in some ways come to expect lower prices when they
shop. When this is combined with the competitive
focus of retailers and foodservice operators it
presents a major challenge for the Irish food sector to
achieve higher returns from the marketplace.
The expected developments in the global market
for food and drink products represent a significant
opportunity for exporters such as Ireland provided
the industry can adapt and take a proactive approach
to broadening our product offering while creating a
point of differentiation that can enhance our market
position. However, there are a number of significant
challenges facing the sector in relation to pressure
on consumer prices and ever increasing levels of
competition. To successfully position the Irish industry
in an increasingly global marketplace requires a
clear ability to utilise our natural advantages, an in
depth market knowledge and a strong consumer
led innovation capability to create a point of
differentiation within the marketplace.
Bord Bia Statement of Strategy 2012 - 2014
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Perception of Ireland
High quality & safety standards
Research undertaken by Bord Bia over recent years
at both trade and consumer level has shown that
Ireland scores very strongly when it comes to food
safety, trustworthiness, quality ingredients, a natural
environment and a heritage of food production
through a family farm culture. These attributes offer
considerable opportunities to enhance the reputation
of food and drink from Ireland in the marketplace, a
reputation that performs strongly from a functional
perspective while providing cues for emotional hooks
critical to building consumer loyalty.
While many European markets take the ability to
produce high quality food to the highest safety
standards for granted, for a number of emerging
markets this remains a major issue. The reputation
of Ireland in this area is extremely good and must
continue to be underpinned as it represents a
key strength when trying to build business in the
developing markets of Asia and Africa in particular.
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Bord Bia Statement of Strategy 2012 - 2014
Grass-based production
model a key strength
...and underpins our
sustainability credentials
Growing populations in developing economies with
increasing income levels and a resulting shift from
a grain based to a livestock product based diet is
forecast by the FAO to result in global demand for
dairy products growing by 30% by 2020 with meat
demand rising by up to 14%. With more limited
scope for production increases among traditional
exporters due to weather related issues and
competition for land, the Irish grass based production
model for meat and dairy production leaves the
sector in a strong competitive position.
The security of food supplies over the medium to
longer term is becoming increasingly important for
leading global food retailers and manufacturers
given the pressures on food production in many
parts of the world due to issues around land and
water availability. Any country that can credibly
demonstrate its ability to produce food sustainably
is in a position of strength in the marketplace. The
Sustainability programme being developed by Bord
Bia offers the potential to use our natural advantages
to deliver competitive advantage in the marketplace
for Irish exporters.
Bord Bia Statement of Strategy 2012 - 2014
Proximity to key markets
Industry expertise
While emerging markets such as Asia and Africa
represent strong growth opportunities over the
longer term, it is worth remembering that a European
Union market of 500 million relatively affluent
consumers is on our doorstep. Figures from the IMF
show EU27 Member States account for 5 of the top
10 global countries in terms of GDP per capita. This
market offers considerable potential for Ireland,
particularly as food output in a number of traditional
European producers is struggling. Our proximity and
full access to this market is a major strength for the
sector.
The ability of producers and processors to consistently
deliver high quality food products required by
the marketplace while improving the efficiency of
output is a considerable strength and must continue
to be supported where appropriate. This technical
understanding combined with the flexible mindset
of producers leaves the sector in a strong position to
adapt and adjust as market requirements evolve.
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Bord Bia Statement of Strategy 2012 - 2014
Scale and fragmentation
Competitive position
In Pathways for Growth, a number of underlying
issues facing the Irish food and drink sector were
identified, key among them being that of scale and
fragmentation. In relative terms the Irish food and
drink industry at both farm and processing level
lacks scale. This is often matched with a high degree
of fragmentation within sectors with only limited
evidence of collaboration between operators to
enhance their power in the marketplace. Given
growing concentration among global customers and
key competitors, it is increasingly difficult for Irish
exporters to influence purchasing decisions.
Maximising returns from the marketplace will require
a deepening and broadening of our export base,
particularly for prepared foods and consumer dairy
products, to a wider range of markets, channels
and customers. This is only possible if the sector is
competitive relative to other suppliers, which hasn’t
been the case consistently over the last 5-10 years.
Substantial progress has been made to reduce costs
and boost efficiencies over recent years. In order
to further improve competitiveness, it is important
that the business and regulatory environment such
as energy price setting, labour and other costs is
reviewed regularly to ensure costs faced by the sector
are in line with other countries.
Meanwhile, recent progress addressing licensing
issues in aquaculture are to be welcomed and will be
critical to enabling the sector meet growing demand
and building exports.
Bord Bia Statement of Strategy 2012 - 2014
Level of consumer orientation
Attracting talent to the sector
Similarly, it was pointed out in the Pathways report
that a high proportion of Irish food exports are sold
as primary products or as ingredients of finished
products, with exporters having a limited interaction
with the end consumer. Given the ever changing
requirements of consumers, and notwithstanding
the critical role of trade customer feedback, this lack
of interaction puts the industry at a disadvantage
in building a relationship with consumers and in
delivering new products or solutions that meet their
emerging needs. In order for the sector to compete
in terms of innovation, increased levels of interaction
with end customers and consumers is critical.
In recent years a major challenge for the sector has
been the attraction of new and emerging talent.
While this has begun to change as programmes such
as the Marketing Fellowship help to attract and retain
increasing numbers of suitably qualified graduates, it
remains an issue.
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Bord Bia Statement of Strategy 2012 - 2014
Entrepreneurship
There is also a need to foster a spirit of
entrepreneurship as this will be critical if the sector
is to successfully develop and deliver new products
and capabilities that can set the Irish food and drink
industry apart in what is an increasingly competitive
marketplace.
Currency exposure
Ireland’s exposure to currency movements is
highlighted by the fact that around two thirds of our
exports are to non-euro areas. Around 40% of our
food and drink exports go to the UK while a quarter
are shipped outside of the EU where trade is largely
denominated in US dollar terms.
Volatility in exchange rates has seen the euro
fluctuate considerably against both the US
dollar and sterling. Over the last five years it has
strengthened by almost 30 per cent against sterling
and 12 per cent against the US dollar. The economic
environment means that ongoing fluctuations
are likely for some time, which makes it difficult
to maintain returns from the market over the
immediate term but also makes it extremely difficult
for exporters to plan ahead.
Bord Bia Statement of Strategy 2012 - 2014
14
STRATEGIC
PRIORITIES
Pathways for Growth has helped to advance an
optimistic new future for Irish food, drink and
horticulture, marking a further progression in the
close partnership between Bord Bia and industry,
and fully integrated with Food Harvest 2020.
Now the challenge is to implement the Pathways
vision, meet the Food Harvest 2020 targets, and
continue to anticipate, change and adapt to an
evolving marketing environment. Given the lack
of scale within Ireland’s food industry, the need to
collaborate and focus resources is essential.
Bord Bia, acting with industry as a catalyst for
change, can play an even larger role to ensure that
future success is achieved, first, by supporting food
companies to become increasingly differentiated
and consumer focused; second, by working
hand-in-hand with all sectors, in established and
emerging markets, to grow exports to €12 billion
by 2020; and third, by facilitating the necessary
transformation in mindset and behaviour.
In delivering on each priority, Bord Bia will
collaborate with both Departments and agencies of
the State as appropriate.
The Bord Bia Strategic Plan 2012-2014 is based
on an inclusive view of the entire industry with
the goal of driving long-term sustainable growth.
It has been developed to fully support the
implementation of Pathways for Growth and Food
Harvest 2020 and includes the following priorities:
Building Ireland’s
Reputation
Develop, implement, and promote a shared
vision of Ireland as a world leader in safe and
sustainable agriculture and food production
consistent with a premium positioning in
the marketplace
Enhancing
Competitiveness
Promote industry’s market competitiveness
by championing an integrated approach,
leveraging
existing
strengths
and
exploiting synergies across sectors and
firms; supporting innovation; and building
capabilities where necessary
Building Exports
Strengthen and extend the ability of Irish
food and drink companies, driven through
market insight, to build profitable share in
selected high-potential export markets
A Vibrant Home Market
Support and progress the strong position
that the agri-food sector currently occupies
within the broader Irish economy
The strategic plan at the same time recognizes
the importance of delivering short-term wins to
ensure continued stakeholder support; learning
from best practices; and enabling positive
communication with customers at home and
abroad
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Bord Bia Statement of Strategy 2012 - 2014
STRATEGIC
PRIORITY 1
Work to date on securing the
PAS2050 accreditation on
Green House Gas emissions
for the beef and lamb farm
audits has entailed extensive
collaboration with Teagasc
and this is continuing as
extensions to both the
scope of the schemes and
other product categories are
explored. Consultation with the
Environmental Protection
Agency has also taken place
and will continue in the future.
The Food Safety Authority of
Ireland participate in Technical
Advisory Committees for our
Quality Assurance Schemes (as
do representatives from the
Department of Agriculture,
Food and the Marine and
Teagasc) and their input is
highly valued.
Bord Bia also engages with
Fáilte Ireland (and Tourism
Ireland) in the area of food
tourism.
The Department of
Foreign Affairs & Trade
and its network of overseas
missions play an important
role in the promotion of
trade underscoring Ireland’s
reputation abroad.
Building Ireland’s Reputation: The
development of an umbrella food brand
with verifiable sustainability and quality
credentials at its core.
Pathways for Growth calls for the creation of an umbrella
brand for Irish food and drink to enable differentiation
and value growth in key markets. Building a brand
reputation that encompasses multiple products, sectors,
firms, and customers is a complex and lengthy process.
While still in early stages of the journey, significant
progress has been made. Moving forward, Bord Bia will
continue current projects and/or initiate new work in the
following areas:
Finalize the elements of
“Food Brand Ireland”.
Bord Bia will continue with its branding work to define
the core values of Building Ireland’s Reputation and
to distil those values into a coherent, unified message
encompassing all sectors and resonant with consumers
and ‘B2B’ customers alike. The ‘brand’ must address
consumer needs even if the trade customer is the
immediate focus. The goal is a unique and compelling
Irish story developed and delivered in conjunction with
industry, state, and tourism.
Provide proof.
Another critical step towards Building Ireland’s
Reputation is the identification of critical claims and the
development of scientifically-based standards to support
them. Bord Bia will continue to proactively develop and
promote (i) the highest standards of food safety and
traceability in all Irish agri-food products; (ii) best practice
in sustainable production and animal welfare; and (iii)
high and consistent product quality. In particular, Bord
Bia’s quality programme will be broadened to include
additional sustainability criteria. Where appropriate
and with industry support quality and environmental
assurance will also be extended to other sectors,
including dairy.
Bord Bia Statement of Strategy 2012 - 2014
Promote Brand Ireland
at home and abroad.
In preparation for living up to the brand claims,
agri-food companies as well as farmers must fully take
to heart the need for sustainability and transparency
in food production. While participation in the
Bord Bia assurance programmes is voluntary, Bord
Bia will work with all stakeholders to advocate
for 100% adoption. Specifically, Bord Bia will
encourage a “full-chain” approach and facilitate
communication with farmers to bring them on board
to the Building Ireland’s Reputation vision in order
to build in sustainability and to help connect them
with consumers. Another benefit of a full-chain
approach is that it should lead to an improvement in
product quality and consistency, further supporting,
for example, the repositioning and differentiation
strategy already underway for
Irish meat.
BUILDING IRELAND’S REPUTATION
More broadly, the overall reputation of Ireland as
a sustainable and caring producer of high-quality
agri-food products will be shaped and reinforced by
myriad factors including for example the experience
of international visitors. This includes what restaurants
serve (e.g., provenance, food quality, and type of
dishes) and how the menu is written, what visitors see
when they visit supermarkets in cities and villages,
what Irish people know about their own agricultural
heritage. Bord Bia will work with and through others
to build and improve Ireland’s food culture and to
progress food tourism opportunities for local or
international visitors.
Once the principles, language and elements of
Building Ireland’s Reputation are clear (but before it
is fully executed), Bord Bia, consistent with available
resources, will seek to develop and implement a
multi-faceted, multi-year communications plan to
build awareness and recognition of the sustainability
and quality credentials that underpin our reputation
with customers in selected markets. This could include
collaborative initiatives with others including the
tourism sector.
OUTPUTSIMPACTS
Providing proofNumber of accredited QA schemes
Percentage of relevant Number of QA scheme members at farm level
farmers in each scheme
Number of farm audits
Number of sustainability dimensions in each QA scheme
Percentage of national
Number of companies applying to “charter”
output covered by each Number verified under “charter”
scheme
Trade fairsNumber of fairsNumber of customers
attending trade fairs
Number of unique exhibitors
Awareness and Coverage in trade mediaAwareness and understanding
understanding amongst
target audience
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Bord Bia Statement of Strategy 2012 - 2014
STRATEGIC
PRIORITY 2
Enhancing Competitiveness: Enabling
Ireland to become the most efficient,
most highly innovative food, drink and
horticulture country in the world
This priority will benefit
from collaboration
with Enterprise
Ireland and Teagasc
on entrepreneurship in
particular, as in the Food
Works programme, but
also on co-opetition
and innovation where
appropriate. Bord Bia also
collaborates with BIM
on seafood development
issues.
Pathways for Growth envisioned that in twenty years
time Ireland could become the most efficient, most
highly innovative food, drink and horticulture country
in the world. The key steps to achieving this vision
include cooperation instead of competition, innovation
leading to differentiation, brands built around consumer
feedback, all under a coordinated strategy—developed
and promoted by forward-looking industry leaders—that
results in a better outcome for all.
To support the implementation of Pathways for Growth,
over the last year Bord Bia has created a multi-disciplinary
development programme that seeks, in partnership
with industry, to be a catalyst for change. New models
of partnership, along with investment in market insight
and human capital development, are being supported
and encouraged. The goal is to stimulate more strategic
thinking, consumer insights that drive innovation, and
cooperation at all levels (industry-wide, across-chain, and
within firms). Over the next three years Bord Bia will
continue to develop and refine dedicated work streams
for consumer insight and innovation, cooperation/coopetition, and education while adding a new emphasis
on leadership. However, it is important to note that
these are fundamental concepts which are embedded
throughout each of the Strategic Priorities.
Bord Bia Statement of Strategy 2012 - 2014
Innovation leading
to differentiation.
Encouraging
entrepreneurship.
Develop the industry’s capacity to produce
innovative products (both B2B and branded) that
anticipate consumer demand and deliver new
growth streams. Bord Bia’s ‘consumer insight based
approach will complement innovation that is
‘science-based’ (particularly that which focuses on
delivering good nutritional solutions) in that both
provide different stimuli for innovative products.
Indeed, ‘science’ may be needed to capitalise on
some of the consumer insights unearthed in the
Bord Bia approach and consumer insights might be
needed to validate the perceived utility amongst
consumers of scientific developments.
Promote the creation of a stream of new
companies and products, working in collaboration
with Enterprise Ireland and Teagasc, providing
“signposts” and mentoring to young businesses
with growth potential, and encouraging new
entrepreneurs to consider scalable food market
opportunities.
A strategy of co-opetition.
Facilitate companies working together to achieve
scale and differentiation. This requires the creation
of a culture where Irish companies work as partners,
not as competitors, to increase their ability to win
business both at home and overseas. It also calls
for leveraging existing strengths and exploiting
synergies between firms and across sectors.
Investment in education.
Enhance leadership and management capability
through a range of training and learning
programmes supported by third-level institutions
and/or international best practice, while proactively
attracting the best people to the industry.
Developing leadership.
Provide opportunities for strategic reflection and
engagement amongst food and drink companies and
their leaders, through for example the organization
of semi-annual gatherings (a mix of formal
programmes and informal discussions) to encourage
information sharing and “future back” thinking.
On-line sales to consumers.
Bord Bia will support and encourage the use of
web-based sales channels which can be particularly
appropriate for artisan producers. This was one of
the topics at this year’s Small Business Open Day –
Delivering Insights for Success 2012 - and has been
the subject of a fuller report recently published on
our Vantage website (www.bordbiavantage.ie).
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Bord Bia Statement of Strategy 2012 - 2014
ENHANCING
OUTPUTS
COMPETITIVENESS
IMPACTS
In market education
Candidates in each cohort by scheme (Fellows; Food Number of candidates
Marketing Graduates; ‘alumni’)
in each cohort retained
in industry
Number of assignments completed
Co-opetitionNumber of projects proposedNumber of projects established
Number of companies briefedAnnualised additional sales
EntrepreneurshipNumber of entrepreneurs metNumber selected for Food Works
Number of briefings
Number of new startups
Consumer insightNumber of discrete projectsNumber of new SKU listings
Number of companies involvedNumber of brand refreshes
Marketing grants for Number and value of approvals
Sales increase after one year
smaller business
Average approval timeNumber of Full-Time Equivalents in supported companies
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Bord Bia Statement of Strategy 2012 - 1014
Bord Bia Statement of Strategy 2012 - 2014
STRATEGIC
PRIORITY 3
Building exports: A long-term
plan for market development
and diversification.
Historically, the majority of Irish food exports were
destined for the UK. The need to diversify to reduce risk
This priority
will
benefit
from for growth is well established.
and find
new
opportunities
Over
recent
years
Bord
Bia has
assisted Irish firms to
collaboration with Enterprise
Ireland
develop new business in nearby European markets;
and Teagasc
on entrepreneurship in
however, faster-growing markets in Asia, Africa, and the
particular
butEast
alsoareongeographically
co-opetitionfar
and
Middle
away with new layers
of
complexity.
Given
that
(most)
Irish
innovation where appropriate. Bord Bia firms are small and
Bord Bia itself has a limited budget, the need to focus
also collaborates with BIM on seafood
resources to achieve scale and “move the needle” is
development
issues.
imperative.
In close partnership with industry, Bord Bia will create and
implement a long-term plan for market development and
diversification. This plan will provide an internal roadmap
for resource allocation and allow Bord Bia to proactively
support brand, category, and product development in
countries Ireland has not traditionally targeted.
Target markets.
Bord Bia will continue to identify and reassess target
markets based on an evaluation of short and long-term
opportunities (by country and sector), matched with
current and future capabilities of the Irish industry,
anticipation of future global competitive situation, and
feasibility of success. The objective is to identify areas
where Ireland’s brand attributes, product set, and current
customer base can be mutually reinforcing and lead to
profitable and sustainable market share for Irish firms.
Progress on this priority
will be greatly assisted
by collaboration with
the Department,
Agriculture, Food and
the Marine (they are
often critical to issues of
market access) and with
the Department of
Foreign Affairs
& Trade.
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Bord Bia Statement of Strategy 2012 - 2014
In-market activities.
In high priority markets Bord Bia will play a
leadership role in supporting companies to open up
strategic relationships with retailers, distributors and
regulators; act as an ambassador for the Irish food
industry and Irish products; facilitate the sharing of
information and in-market resources across firms;
and utilize efficient ways, including participation
at key trade fairs, to help Irish companies engage
in business activities and successfully expand their
export reach. Programmes such as Marketplace and
the Bord Bia Marketing Fellowship (which includes
in-market research projects done on behalf of
industry partners) will be refined and expanded. In
addition, new country-specific programmes will be
created to support a unified approach to market
development. Where necessary, Bord Bia will
continue to advocate for market access.
Expand the role of markets.
To ensure that market learnings are fully utilized,
Bord Bia will create a regular, timely, and efficient
customer/consumer feedback loop between its
international offices and firms. The objective is
to provide superior market knowledge, including
insights into local consumer behaviour and trends as
well as the competitive environment.
A pipeline of skilled firms
and exportable products.
As the Irish market has become increasingly
competitive, it is now widely accepted that
growth—and perhaps even survival—must come
from increased exports. Yet many Irish firms lack
the resources, capabilities, and/or interest to
be successful across a diverse set of countries,
customers, and consumers. Bord Bia, working closely
with Enterprise Ireland, will emphasize capability
development to ensure that Ireland builds a pipeline
of skilled export-oriented firms and differentiated
products.
Specific actions include the monitoring of best
practices, identifying gaps and supporting capability
development to ensure that firms are able to
participate successfully in diverse international
markets. It also involves the development of an
assessment process to screen company export
readiness and avoid the negativity associated with a
failure to follow through on meetings and queries,
thus maintaining the reputation of Building Ireland’s
Reputation. This will also require building the
industry’s skills to differentiate its products within
the market through branding and consumer insight,
and benchmarking Irish products against local
offerings.
The promotion of entrepreneurship to help create a
stream of new companies and products, highlighted
under the second strategic priority above will also
serve to underpin the delivery of export growth.
Bord Bia Statement of Strategy 2012 - 2014
BUILDING EXPORTS Beef
Dairy Exports
Seafood Exports
OUTPUTSIMPACTS
Number of retail and foodservice accounts promoting
QA beef
Number of research reports published identifying
opportunities
Number of dairy companies involved in foresight4food
Number of market study visits to markets other than
France, Germany, Spain or UK
Number of inward buyer visits from customers in markets
other than France, Germany, Spain or UK
Lamb
Price relative to EU
average
Number of new
customers
Exports to non-EU
markets
Number of new listings
in markets other than
France, Germany, Spain
or UK
Exports to markets other
than France, Germany,
Spain or UK
Number of brands developed in markets other than UK
and France
Number of retailers in France featuring Agneau Presto
in-store demonstrations
Number of CIBC events which feature lamb
Price for Irish lamb,
relative to EU average
Livestock Exports
Number of DVDs directly distributed by Bord Bia offices
Number of head
exported
Marketplace
programme
Number of buyer/supplier meetings
Number of countries covered
Number of opportunities
to quote
Number of new SKU
listings
Number of companies
reporting increased
business
Annualised increased
business by sector and
market
Overseas Offices
Number of buyer presentations
Annualised incremental
sales
Number of nurseries involved in mentoring programme
Export values
Number of inward delegations from such markets (buyers,
journalists and regulatory)
Number of companies participating in missions to such
markets
Export values to
emerging markets
Amenity Exports
Emerging markets
Exports to markets other
than UK and France
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Bord Bia Statement of Strategy 2012 - 1014
STRATEGIC
PRIORITY 4
Towards a vibrant and dynamic
home market.
Collaboration with
Enterprise Ireland on
foodservice and retail
development programmes
will continue in advancing
this strategic priority.
Although future growth will come primarily through
exports, Irish food, drink and horticulture firms can
benefit significantly from a vibrant and dynamic domestic
market. Home is where firms develop capabilities, test
new ideas, build experience with brands and consumers,
and gain the skills and confidence to export. At a
broader level, the home market serves as a showcase
for the industry—an opportunity to attract capital,
entrepreneurs, and talent. It is a place to educate and
engage all members of the food supply chain—from
farmers to consumers—as partners in the industry’s
future.
Strategic sectoral importance
Indeed for some sectors, the home market is the
dominant market, particularly in the case of branded
foods, horticulture and organics. Other sectors, such as
pigmeat, poultry and lamb, while having a high export
orientation, face relatively intense competition on a
home market that offers significant strategic value in
terms of total market returns. Helping small firms and
sectors to compete effectively at home then becomes a
major priority as well as a critical enabler to competing
overseas.
The promotion of quality-assured products, based on
consumer insight and using the platform of the Bord Bia
Quality Mark, and consumer communications such as the
Best in Season and Garden Time campaigns, will remain a
priority on the home market while events such as Bloom
will continue to be developed to stimulate interest and to
strengthen consumer connections.
Bord Bia Statement of Strategy 2012 - 1014
A platform for branding
and innovation.
The home market, in contrast to export, enables
Irish companies to embrace brands as their preferred
route to market, building relationships and loyalty
with their consumers, and closing the feedback loop
that helps drive innovation. Bord Bia’s Brand Forum
and demand for its range of consumer insight and
innovation services have to a significant degree
therefore been informed by the needs and the
dynamics of the home market, while accommodating
and nurturing the ambition and confidence of
firms seeking to take the branded route to export
markets. The continued development of these
services will therefore remain critical.
A springboard for growth
Bord Bia has a long established relationship with the
small business, speciality and artisan sector, whose
principal focus is on the home market, yet with
significant potential to provide the new exporting
firms of the future. The Vantage programme and
marketing finance programme for small businesses
are fundamental to advancing the capabilities of
these businesses.
Equally, Bord Bia engages in a range of activities
designed to stimulate awareness and interest in
food at a range of levels, from the healthy eating
programme, Food Dudes, to participating in AgriAware programmes, in schools, supporting local
food initiatives, food tourism, and through working
with the Taste Council.
Bord Bia will also work actively to raise public
awareness of the industry’s significant contributions
and to enhance the position of Irish food, drink
and horticulture on the Irish market. Through the
process of creating Building Ireland’s Reputation,
Bord Bia will help the industry develop a common
language, speak with a unified voice, and deliver a
positive message about the exciting opportunities
available to the agri-food sector.
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Bord Bia Statement of Strategy 2012 - 2014
HOME MARKET
QA product
promotion
Bloom
Horticultural
promotions
Fish promotions
Optimising market
OUTPUTSIMPACTS
Number of national campaigns
Percentage of population covered
Frequency of coverage
Share of facings for QA
products
Consumer affinity to QA
mark
Number of exhibitors by plant producers, food producers
and other (e.g. equipment etc.)
Number of visitors;
Satisfaction of exhibitors
Awareness in general
population
Amenity horticulture
output
Number of national campaigns
% growth in
horticultural output
Proportion of population
reporting consumption
of five or more portions
per day
Number of national campaigns
Percentage of homes
purchasing haddock,
hake and whiting
Number of workshops
Number of companies attending
Number of mentoring days
Number of plans
produced
New customers acquired
Annualised incremental
sales by participants
09
Bord Bia Statement of Strategy 2012 - 1014
Bord Bia Statement of Strategy 2012 - 2014
Sector Perspectives
Beef
Global beef supplies have come under pressure just as
demand has been increasing across Asia, the Middle
East and South America, leading to the growing
convergence of European and world beef prices while
opening up the prospect of future possibilities in new
markets. Meanwhile across Europe consumers have
been under financial pressure and in some markets
consumption of beef has been weakening. With
consumer spending constrained and producer prices
increasing, margins have tightened.
The Food Harvest 2020 report targeted a 20% growth
in output value and this target was subsequently
doubled to 40% by the Beef Activation Group. Bord
Bia will contribute to the achievement of this target
primarily through the following initiatives:
As part of the Building Ireland’s Reputation priority
Bord Bia will promote Ireland’s sustainability
credentials. The Beef and Lamb Quality Assurance
Scheme (BLQAS) is the world’s first such scheme to
incorporate an objective measurement of the carbon
footprint, with similar measures around water and
biodiversity to be added. Bord Bia will seek to build
competitive advantage with the sector’s existing
and targeted customer base by capitalising on the
growing awareness of sustainability issues among
consumers.
Meanwhile, Irish beef products have adopted
premium positions in a wide array of markets, from
niche premium online sellers to Michelin star chefs
and multiple retailers. Bord Bia will continue to
prioritise support to those ranges returning the
highest prices along the supply chain.
Bord Bia will also focus premium image building
activities in Flagship Regions via chefs and media.
The Chefs’ Irish Beef Club has served to enhance the
reputation of Irish beef among key influencers in
markets such as France, Belgium and Holland. This
initiative will be extended to three other markets,
and will focus on driving home the premium message
through PR, events, cross promotions with retailers
and through Ireland’s planned involvement with the
Bocuse D’Or contest in Lyon in 2012.
As part of the Enhancing Competitiveness priority,
Bord Bia will work with exporters to advance
collaboration via co-opetition projects where there is
common ground, such as in developing propositions
with existing, jointly served customers, with a view to
growing volume and value.
As part of the Building Exports initiative, Bord Bia
will continue to emphasise and work with industry
in implementing a strategy of continued market
diversification and premiumisation, for example
in seeking to position Irish Beef at the premium
end of the German market. Opportunities will
also be promoted where feasible in emerging
markets, especially those not currently serviced by
any Irish exporters. Meanwhile, together with the
Departments of Agriculture, Food and the Marine,
and Foreign Affairs and Trade Bord Bia will work to
maximise market access, taking advantage of the
growing convergence in international beef prices.
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Bord Bia Statement of Strategy 2012 - 2014
Sector Perspectives
Lamb
Retention rates within Irish flocks are reflecting
a renewed confidence in the sector, while within
Europe, production is expected to continue to fall at
least in the short term. Higher costs have impacted
on consumer demand with price promotions
becoming ever-more pivotal to the retail trade.
Competition for shelf space between lamb and
cheaper proteins will likely continue to leave the
lamb category compromised.
As part of the Building Ireland’s Reputation initiative
and with the objective of increasing the profile of
Irish lamb in key export markets, there will be a
wider inclusion of Irish lamb initiatives in the Chefs’
Irish Beef Club programmes particularly in markets
such as France, Belgium and Holland.
As part of the Building Exports initiative, Bord Bia
activities will focus on Agneau Presto. On the back
of strong brand awareness built over the past four
years, the focus of the joint campaign involving the
Irish, British and French industries will shift from
PR and online, to in-store where a comprehensive
programme will support a full roll-out of convenience
cuts to consumers through major retailers.
Regional wholesalers and foodservice providers
in overseas markets provide in some cases a more
favourable trading environment than do retail
multiples. Bord Bia will prioritise projects in higher
value markets that would identify and profile new
customers for business development with Irish lamb
exporters.
In a bid to extend the Irish lamb season, resources
will be allocated to develop the route to market
for value-added milk lamb in the French, Belgian
and German premium foodservice markets using
trade marketing support to differentiate product on
seasonality, provenance, and taste.
As part of developing a Vibrant Home Market the
main initiatives will focus on promoting quality
assured lamb during the peak season, targeting the
35-55 year old higher income shoppers with children.
There will be a seasonal approach to messaging,
focusing on premium cuts in June/July and moving to
secondary cuts during the August / September period.
Bord Bia Statement of Strategy 2012 - 2014
Sector Perspectives
Pork & bacon
Poultry
With the sharp increase in international commodity
prices, the significant curtailment in the availability of
credit and the continuing difficulties from a relatively
weak domestic market, the past year has been a
very difficult one for the Irish pig industry. While
premiums for Quality Assured pigmeat products have
been difficult to achieve on the domestic market,
increased returns on the export front, in particular
from international markets have seen average yearto-date prices improve.
The poultry industry has been severely affected by
the surge in animal feed prices over the past year.
On the home market, consumption levels have been
performing relatively well as consumers look for
value for money offers. However significant issues
remain from competitively priced imports in all
sectors within the poultry industry. Exports from
the industry concentrate on offal and cuts which are
not traditionally consumed in large quantities on
the home market, opportunities do exist in certain
markets for specific types of products.
As part of developing a Vibrant Home Market, Bord
Bia will continue the primary emphasis on promotion
of increased usage of Quality Assured pigmeat
products in Ireland at both retail and foodservice
level.
As part of the Building Exports initiative, Bord Bia
will work with the Departments of Agriculture, Food
and the Marine and Foreign Affairs and Trade, and
with industry operators in accessing a wider range
of international markets, and also in identifying
business opportunities for Irish processors in those
markets.
As part of the Building Exports initiative, Bord Bia will
work closely with Irish processors in markets where
demand for these products can be identified and
exploited, in particular in attempting to gain market
access to mainland China.
As part of developing a Vibrant Home Market, Bord
Bia activities for 2012 to 2014 will (subject to receipt
of Industry funding) seek to deliver higher returns by
processors through increasing consumer awareness,
understanding, and propensity to purchase Quality
Assured chicken, with a particular emphasis on whole
bird promotion.
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Bord Bia Statement of Strategy 2012 - 2014
Sector Perspectives
Dairy
Over the period 2012 to 2014 the dairy industry will
be preparing for the unprecedented expansion in
production which is anticipated to follow the lifting
of quotas in 2015. Bord Bia’s strategic focus on
developing Building Ireland’s Reputation, Enhancing
Competitiveness and Building Exports will be
particularly relevant in this context.
The Irish dairy sector has a positive story to tell
consumers who increasingly demand safe, nutritious
dairy products produced in an environmentally
friendly manner. Our extensive farming methods
(grass-fed cows), dedicated, quality driven,
family farms, high standards of animal welfare
and measurably lower levels of carbon emissions
represent powerful selling points for the dairy
industry. As part of the Building Ireland’s Reputation
initiative Bord Bia will work in partnership with the
dairy sector to develop a communications strategy
to help convey the positive attributes of Irish dairy
production to industrial users and key consumer
groups as appropriate.
The Irish dairy industry exports to some 120
countries which range from high value consumer
markets to developing economies alike, and where
consumer needs and product requirements can vary
significantly. The industry’s wide market reach,
combined with a still relatively narrow portfolio of
products, represents an important platform on which
to broaden its product range while accommodating
the targeted expansion. To Enhance Competitiveness
Bord Bia will offer a menu of consumer research
services to support and encourage innovation and
product development within the industry. This
will complement the continued focus on detailed
market studies on where and how the industry might
compete, enabling it to make key strategic choices
through market knowledge.
Targeted support programmes will be developed
to build the capability of the dairy industry in key
markets. For example the Chinese formula market
is a high value, high growth target market where
Bord Bia can support industry’s efforts at Building
Exports through a programme of information and
promotion, as well as by developing a targeted
programme to raise awareness of Ireland among key
trade and consumer groups.
Bord Bia Statement of Strategy 2012 - 2014
Sector Perspectives
Seafood
The approach for the seafood sector for the next
three years is to focus on Building Exports in new
export markets where the penetration of Irish
seafood is currently low. This strategy will allow key
processors within the sector to exploit the growing
potential and demand for seafood in these markets,
with the focus particularly on the high end of the
market where a premium positioning can be secured
for quality (and often organic) Irish seafood.
Target markets will include China, Japan, Dubai,
Austria and Switzerland. Opportunities in these
markets will be exploited through a range of
initiatives including a Bord Bia presence at Trade
Fairs, the coordination of market study visits, a
targeted programme of inward buyer visits, a strong
seafood presence at Marketplace 2012 and the
support of the Bord Bia Fellowship Programme with
Fellows currently working on seafood assignments
in many of these target markets. In addition,
our seafood strategy will seek to consolidate the
position of Irish seafood in the five existing core
markets where Irish exporters currently have a strong
presence and which account for 62% of exports. Our
programme of activities in these markets (France,
Spain, Italy, Germany, UK) will focus on Trade & PR
initiatives, Market Research and in-store promotions.
Given the potential for displacement, Bord Bia will
concentrate on identifying opportunities for
co-opetition in servicing these markets.
Bord Bia’s seafood strategy will also seek to develop
a Vibrant Home Market for Irish seafood through
an intensive promotional campaign aimed at
encouraging Irish consumers to eat more seafood,
and specifically more Irish landed white fish which
will provide a direct benefit to the catching sector
in Ireland and encourage more domestic sales. This
will be achieved through our campaign themed ‘Fish,
Surprisingly Simple’, which seeks to reposition fresh
Irish fish as a simple meal option for everyday meals,
increasing consumers knowledge of how to cook and
prepare fish.
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Bord Bia Statement of Strategy 2012 - 2014
Sector Perspectives
Prepared foods
Alcoholic beverages
Prepared Foods is a diverse and dynamic category
consisting of chilled & frozen prepared foods, bakery,
non alcoholic beverages, confectionery, snacks and
grocery products. The sector operates in a highly
challenging and competitive marketing environment.
It has become increasingly more export oriented,
especially in frozen foods and confectionery, as
reflected in current Bord Bia programmes, including
targeting opportunities for private label in some
European markets.
Over the next three years, the focus of the alcohol
beverage sector will be to contribute to Building
Exports in overseas markets. Exports from the sector
have performed well in the past five years and
activities and programmes for the period 2012-14
will include trade shows and buyer introductions in
important markets like USA, Germany and the UK.
Emerging export markets will also be researched
to identify possible opportunities with market
study visits and buyer introductions organised for
the sector. In the past, such activities have proved
particularly effective for many Irish companies
leading to new business opportunities. In terms
of developing a Vibrant Home Market, the ever
increasing number of craft brewing companies and
the growing consumer interest in these unique
products will be supported through research on the
sector to help the industry position itself for future
development.
While the UK has been the dominant market for
the sector, Building Exports will be an important
strategic priority as there is now an increasing focus
and diversification towards the eurozone with some
clients looking further afield at the Middle East.
In some sectors, such as chilled foods, bakery, soft
drinks and grocery, the focus is on ensuring a Vibrant
Home Market through customised brand services
and gaining market information and insights. This
is reflected in plans to carry out specific product
category research on the home market and in
working with these clients on building their brand.
The strategic approach for the Prepared Foods sector
will focus in particular on the following areas:
• Investment in key research across the sector to build new market and consumer insights and
to identify where key opportunities may exist.
• Co-ordinated and targeted market study visits to improve our customer understanding as well
as idea generation around product innovation.
• Key research initiatives focusing on relevant customers, so as to better understand their specific requirements and how best to do business with them.
Bord Bia Statement of Strategy 2012 - 2014
Sector Perspectives
Artisan
Bord Bia’s work with the artisan sector 2012-14 will
link with the two key strategic themes of A Vibrant
Home Market and Building Exports.
On the home market, services for artisan producers
will be delivered under the Vantage pillars of
Point, Plus and Promote. The Point and Plus pillars
will deliver day to day learning, information and
networking opportunities for artisan producers with
the objective of developing their core business skills
efficiently and proactively. The Vantage Promote
pillar has as its focus the development of the artisan
sector through the building of relationships and
market opportunities with consumers, trade, media
and opinion formers, all of which will be further
developed for increased home market success in the
2012-14 periods.
In the same timescale, work with individual
companies and groups of artisan suppliers will be
delivered under the Building Exports theme. Core
markets for development will be the UK, Europe and
the USA. Business development opportunities will be
created via supplier participation on export focused
Retail and Foodservice programmes, at bespoke
events such as Marketplace International and via
international trade fair participation. Enhancing
the international reputation of Ireland as a source
of highest quality food and drink and unique
product stories will be an important focus in the
target markets and will be delivered via in-market
PR campaigns and promotions and inward trade and
media visits to Ireland’s leading artisan producers.
The role of alternative channels of distribution is
particularly relevant to this sector and Bord Bia
will continue to work with companies building on
previous initiatives in areas such as farmers’ markets
and on-line presences.
Bord Bia will also progress with the Department of
Agriculture, Food and the Marine the awareness and
uptake of EU schemes such as Protected Designation
of Origin (PDO), Protected Geographical Indication
(PGI) and Traditional Speciality Guaranteed (TSG).
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Bord Bia Statement of Strategy 2012 - 2014
Sector Perspectives
Horticulture
Horticulture includes both edible and amenity crops.
Eighty per cent of the total value of horticulture
output is from edible crops with the balance coming
from amenity horticulture. The home market is the
most important market for horticulture products
and services. The main exports are made up of
mushrooms to the UK and a more modest level of
exports from the amenity sector to EU markets.
The key focus is to increase the consumption and
the domestic market share of locally sourced
products and services, grow exports and improve
competitiveness.
or plant variety will create new market opportunities.
As part of the Enhancing Competitiveness priority
Bord Bia will support these activities through market
insight and financial support. Entrepreneurship
will be encouraged and facilitated. The scale of
horticulture businesses in Ireland tends to be smaller
than in other countries and as a result the need for
businesses to co operate has never been more critical.
Recent co-opetition initiatives within the sector in
the areas of joint promotion and procurement are
evidence of what can be achieved and these will be
built upon and expanded.
The clearly recognised health benefits attributed
to fresh, local produce provides an important USP
and promotional message. There is an opportunity
to highlight and promote local seasonal produce as
a guarantee of supply for the future without the
environmental costs often associated with produce
from elsewhere, as food security and sustainable
production grow in importance. As part of the
food brand initiative Building Ireland’s Reputation
will provide the framework to communicate and
reinforce this message. Participation by horticulture
businesses in the quality programme will be
maximised and additional sustainability criteria
will be added. Building Ireland’s Reputation will
underpin and enhance the promotion of mushrooms
in the UK market.
As part of the Building Exports initiative exporting
companies will be assisted to expand existing
markets and develop new markets where commercial
opportunities exist. This will include promotional and
marketing activities to assist companies maintain and
grow the already significant market share secured by
the Irish mushroom industry in the UK. Opportunities
also exist to grow amenity exports within the EU as
well as plant technology to markets outside the EU.
Innovation in products, services and systems will help
secure new and grow existing markets and contribute
to improving the competitiveness of businesses.
Adding value through the further preparation of
fresh produce or the introduction of a new product
The home market is the key market for the
horticulture sector. As part of developing a Vibrant
Home Market key activities will focus on increasing
the purchase of and maximising the domestic market
share for locally grown fresh produce and plants.
This will be supported through a comprehensive
communication programme, including the Bord
Bia Quality Mark, the Best in Season fresh produce
promotional campaign, the Garden Time campaign
and educational schools programmes such as the
Incredible Edibles.
Bord Bia Statement of Strategy 2012 - 2014
The ever growing importance of health and wellness,
and societal concerns around obesity, highlight the
critical contribution of nutrition and diet. The Food
Dudes programme, with its intervention at primary
school level, will continue to play a central role in
addressing the importance of healthy eating during a
child’s formative years.
Individual businesses will be assisted through the
market assistance and Vantage programmes to
improve their business performance and assist
them with specific marketing activities. Bloom will
continue to be a major platform to display, highlight
and promote to consumers and trade buyers the
extensive range of top quality local food, plants and
horticulture services which are available.
The strategy for horticulture takes cognisance of
and supports the outcome of the Food Harvest
2020 Horticulture Action Group and in particular
those actions relevant to Bord Bia including the
areas of promotion and researching new market
opportunities.
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Bord Bia Statement of Strategy 2012 - 2014
Corporate governance
Bord Bia was established under the Bord Bia Act 1994
and operates in accordance with the provisions of the
Bord Bia Acts 1994 & 2004 and under the aegis of the
Minister for Agriculture, Food and the Marine.
The Board has adopted the Code of Practice for
the Governance of State Bodies and the provisions
of the Code are being implemented. For the
purposes of applying the Code of Practice for the
Governance of State Bodies, Bord Bia is regarded
as a non-commercial State Body. The Board is
committed to maintaining the highest standards
of Corporate Governance, has a formal schedule
of matters specifically reserved to it for decision,
provides strategic guidance, monitors the activities
and effectiveness of management and monitors
compliance on an ongoing basis with relevant
legislation, regulations and guidelines.
HEAD OFFICE
Clanwilliam Court
Lower Mount Street
Dublin 2, Ireland
T + 353 1 668 5155
F + 353 1 668 7521
www.bordbia.ie
E info@bordbia.ie
Growing the success of Irish food & horticulture