food and drink innovation

Campden BRI

36th AnnualCampden Lecture

11 June 2014

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Dr. Mehmood Khan

Executive Vice President, PepsiCo Chief Scientific Officer,

Global Research and development

Mehmood Khan, M.D., is executive vice president and chief scientific officer, global research

and development, PepsiCo. In its global portfolio of food and beverage brands, PepsiCo has

22 different brands that generate more than $1 billion each in estimated annual retail sales.

With net revenues of over $65 billion, PepsiCo's main businesses also make hundreds of other

enjoyable foods and beverages that are respected household names throughout the world.

As chief scientific officer, Mehmood leads company-wide research and development (R&D);

recruits highly regarded clinical scientists, global health leaders and medical experts; launches

research projects with leading universities; and opens advanced R&D facilities.

As executive vice president, Mehmood leads a global team of experts in nutrition, medicine,

research, science, marketing/branding, ingredient sourcing and product innovation. He directs

PepsiCo's enterprise planning, portfolio development and execution of new technology to grow

the company's nutrition-focused brands in four areas: grains (Quaker), fruits (Tropicana),

vegetables (Sabra) and dairy (Wimm-Bill-Dann). With the creation of the GNG, PepsiCo is one

of only two food and beverage companies worldwide with an operation dedicated to health and

wellness.

This crossover role is unique in the global food and beverage industry, permitting a single point

of linkage between R&D and core businesses and brands within the context of health and

wellness.

Prior to joining PepsiCo, Mehmood was president, Takeda Global Research & Development

Center, overseeing Takeda Pharmaceuticals Company's worldwide R&D efforts. Previously,

Mehmood was a faculty member at the Mayo Clinic and Mayo Medical School in Rochester,

Minn., serving as director of the Diabetes, Endocrine and Nutritional Trials Unit in the

endocrinology division. He also spent nine years leading programs in diabetes, endocrinology,

metabolism and nutrition for the Hennepin County Medical center in Minneapolis.

Mehmood is based in Purchase, N.Y.

36th Annual Campden Lecture - Wednesday 11 June 2014

PepsiCo Global R&D transformation journey:

a strategic corporate partner enhancing PepsiCo's

business today and tomorrow

by Dr Mehmood Khan

Executive Vice President and Chief Scientific Officer

of PepsiCo Global Research and Development

It is an absolute pleasure and a delight to be back here for a number of reasons. I want to thank Steven, the

Campden BRI Organization, and all of you for taking up some time and letting me share some comments.

I was asked to cover two or three things. One, of course, is our innovation journey at PepsiCo. The second

is a little peek into where we think much of this industry’s evolution, from our perspective, is going and how

a lot of the forces that are shaping our industry are evolving.

Before I do that, most people think of PepsiCo, of course, as Pepsi Cola, our wonderful brand. If I told you

that the cola business makes up maybe a fifth of our business, as Pepsi Cola the brand itself, it will tell you

how big and diversified our company is. So let me share with you a little bit about Pepsi by the numbers, so

to speak.

We’re about a $70 billion annual revenue company. We are the largest American food and beverage

company, one of the largest in the world, by any definition the most diverse, by far. We have 22 billion

dollar brands in the world. Give you some idea. If we were a pharma company, we would have 22

blockbusters.

So to be the head of R&D and the head of innovation for the global corporation, it’s quite a daunting

task as I look across the enterprise. Where do you actually prioritize? Where do you pick your battles?

And what do you grow? What do you invest? Which is part of my mandate under the leadership of our

chairman Indra Nooyi, to whom I report.

A couple of other numbers, and probably the one that keeps me up most at night, is that 1.3 billion

humans consume a PepsiCo product every day. That’s one in five of the entire planet. That gives you an

idea of our size, our reach, our distribution, our manufacturing capacity. But at the end of the day, when

you’re a $70 billion business and you expect it to grow between 5% to 10%, we have to generate about a

$6 to $7 billion new business every year, of which the majority has to come from innovation.

That is the mandate of my organization. How do you innovate when you already are of this size and scale

across the world? I’ll touch on that. But to do that, let me share with you our R&D journey and a little bit

of the history of the company. We don’t have the sort of history of the wonderful companies and the

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institutions that I grew up with here in England. Pepsi is about 100 years old. PepsiCo will be celebrating its

50-year anniversary next year. I’ve been learning with a 100-year history of Campden and their wonderful

work and food integrity, of course. Touched on Warburtons.

We are one of the oldest brands in the US. Historically PepsiCo, like many American brands and many

Western brands, grew purely by distribution scale and opening up new markets. That model of opening up

new markets had a very clear working formula. You took your great brand. You added it to a grow-to-

market system. You opened up new markets. You took that brand into that new market, and you scaled

up. That allowed you to continue to grow.

For us, we grew to be today doing business in 200 countries. I literally have regulatory, nutrition or R&D

people that ultimately report up to my organization in almost 200 countries. I’m glad I don’t have to hold

meetings in every one of them. I’m certainly on the road, but that would be crazy.

That all worked up until about 2000. Up until about 15 years ago, this was going just fine. About 15 years

ago, the world started to change from our perspective, and it changed in some very dramatic ways. First of

all, traditional media channels became very crowded. The cost of advertising and marketing through

traditional media became relatively crowded – lacking differentiation. The competition for the attention of

time drove such that the ROI started to really look different. The Internet came on. Social media started to

change everything. The way we think about engaging with our consumer was going to go through a rapid

change.

Consumers, for decades if not centuries, really cared about a couple of things. Is the food safe and clean?

Does it taste great? And is it going to be consistent wherever I buy it? They didn’t read labels. Most of the

time, knowledge of the supply chain, the ingredients, constituents, all of that was known in the industry but

not by the consumer, because most consumers didn’t care.

Then there was a shift, information became more connected and accessible to everybody anywhere,

developed or developing market. On the positive side, people started to connect with each other, started

asking questions, and information started to become even more transparent than it already was over that

decade.

There is a challenge, however, which we face every day. The accuracy of that data, the integrity of that

information, and the appropriate balance and interpretation, which was an editorial function, suddenly

disappeared with social media and free media availability. So there is no longer the ability to actually fact

check. So facts sometimes are questionable. Certainly information has been ahead of the curve of any sense

of understanding and professional expertise to judge it. But that’s a topic for a different day, something that

any of us that are in this business deal with.

Consumers clearly were going to have more and more power and more and more say in what they

consume, where it comes from, how it’s made. 2007 Indra Nooyi, our CEO and chairman, took over, and

within months of that, started a search to hire the first global head of R&D of PepsiCo.

What was very different and unique in the industry then and today is she and the board chose to go

outside the food and beverage industry. I had never worked with a food and beverage industry myself, and I

found myself heading up R&D for one of the world’s biggest, most iconic food and beverage companies.

I can tell you, media certainly noticed.

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What’s an endocrinologist from the Mayo Clinic, professor of medicine, previous president of R&D for a

pharmaceutical company going to come into a food and beverage company like PepsiCo? And what are we

going to do? There’s other questions that I got, you can imagine, from my professors, my faculty. My father

called me up from Manchester, England and said, “I thought you were a doctor.” I said, “Well, I still am, dad.

I can still write a prescription. It’s just never to you.”

As I started taking over the helm of this great company, there were some challenges. First of all, all of our

R&D was fragmented across different business units that had been acquired or built, but nobody reported to

me. In fact, the day I arrived at PepsiCo, I had one direct report, which was my administrative assistant. Other

than a travel budget, I had no control over the budget.

So budget was fragmented. The people were distributed. No reporting relationships. The mandate I got from

the board is, “Knit it all together. Change the organization. Change the innovation process. We need to grow

top line. We need to grow bottom line. Otherwise, we do not see sustainable growth without this, and we

will invest.”

Well, I can tell you I can talk about a lot of different things that we did over the years, but probably the most

important decision to be made at that time was the talent. We knew we had great talent the organization,

but everybody who reported to me or theoretically reported to me, because they were actually not my direct

reports for a few weeks until I changed that, were male, Caucasian, white.

Every one of them had only worked in the United States. They’d been veterans of PepsiCo for decades. In

essence, we had one person who was more junior in the ranks, that was based in Europe. That was the

executive team of one of the world’s most iconic food and beverage companies.

A global company, a global R&D innovation, but a very homogenous, uniform executive team to lead that.

We were about to change that. Fast forward next six to seven years. I have on my executive team now three

Europeans who report directly to me. One is based actually right here in the United Kingdom, one based in

the Middle East, covering Middle Eastern Asia, one in the US. Of my executive team, three are women. We

have senior VP or higher that represents the incredible cultural diversity of PepsiCo. I can go on and on, but

half the team is women. Half the team are international. Half the team are diverse. It started to change.

But most importantly, that’s the diversity you see. Of the team that was recruited by myself, three of them had

never worked in the food and beverage industry. They came from completely different industries. One came from

pharmaceuticals. One came from beauty care. One came from the supply chain of the US military, and prior to

that, the restaurant industry. We set about shaping what we thought was going to be a very different future.

Why do I say brought it from different industries? Because in my experience, if you’re going to innovate, if

you’re going to grow, most progress happens not within a discipline, but at the borders and crossover

between disciplines. This was an amazing opportunity to bring the culture and innovation of heavy engineering,

life sciences, biotechnology, our traditional food and beverage engineering, and bring them together.

A challenge as a leader, but a huge opportunity to change not only PepsiCo, but what we believe will start to

move the industry. Because when you are one of the biggest, if not the biggest player in the industry, you

move your needle. The industry will, by definition, move since, given our scale and our reach, we start to

redefine things.

So since 2011, as I said, we increased the R&D budget by more than 25% each year. We started to look at it

as a more and more global investment. The R&D organization became one global organization, reporting to

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one executive leader, one budget, one team, one global look. We started to now throw out different strategic

bets. Instead of investing in products, we started investing in platforms. That was a very important shift.

We used to talk about project and product innovation. We started to talk about platform innovation,

platforms that could be leveraged in multiple countries, platforms that could be scaled, and at the end of the

day, go across our portfolio. Some were near term, which are now delivering in the market. Some are long

term, some of which now with technology breakthroughs, have happened. They’re going to be appearing in

products in the next 24, 36 months.

So what do the numbers show? If you’re the CFO of the company, of course, you ask the question, “Okay.

So what do I get for all of this?” Let me give you a couple of proof points. If you measure net revenue growth

as a percent of your base, coming from R&D products, that is products that were launched in the last

36 months, brand new products to the market, our run rate used to be in the mid single digits. We increased

that initially up to about 8% of our net revenue, coming from R&D-based products.

In 2013 versus 2012, we increased that another percentage point to 9%. To give you an idea on a $70 billion

base, that’s another $700 million in revenue, just that 1%. So every time we talk about a 1% increase in

revenue from R&D, we’re talking about top line growth of $700 million. So we’ve bumped it up already by

more than a billion dollars on the top line.

On the bottom line, in addition to that - and by the way, most of these products have either the runway or

already are margin accretive - so from a margin point of view, they’re better, are pricing better, and our cost

structure is better. In addition to that, we’ve been creating around a quarter-billion dollars a year in

operational efficiencies, by cost savings, the materials, energy, water, or cost of distribution, the way we’ve

designed the products right from scratch, as opposed to after the fact.

So that was to the bottom line. If we think about how we’re doing to our competition, probably the one

statistic that makes me the most proud is in the United States, our biggest market, if you look at the top 50

food and beverage launches of the entire industry in the U.S. last year in 2013, of the top 50, 9 came out of

my labs. When one-fifth of the industry’s innovation is coming out of your labs, you know you’re firing on all

four cylinders.

So we’re growing top line, we’re adding to the margin, and we’re winning against the competition. It isn’t just

in food or just in beverages. Of those nine products, four came out of beverages, and five came out of foods,

completely balanced across the portfolio. Some of these are amazing products and how they’re redefining

their categories.

So I pick one of them, for example. Everybody’s seen the growth of the energy category. We decided not to

build on that portfolio, but we picked up that there was a need in the morning for people who don’t drink

coffee, don’t want an energy drink, we launched in the United States Mountain Dew Kick Start, caffeine level

of a CSD, based on 5% juice, great marketing behind it, great pricing, significantly margin accretive to our juice

business and our CSD business. In the first few months, it hit $100 million in sales, first few months.

On the food side, a brand that you all know well in this country is Müller. We took Muller through a joint venture

that I had the privilege of leading as the CEO of the global nutrition group, created a business from scratch, as a

50/50 GAV, launched the Muller Quaker portfolio, and that business is $100 million business in its first year.

Similarly, we created the first major national hummus brand in the US, in partnership with Strauss, the Sabra

business. In 36 months from launch, it has become the country’s number one hummus brand. The power of

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our product development, go-to-market distribution with great innovation, and you can keep winning in great

margin accretive businesses, which are very different to our traditional.

Of course, my friend and colleague in the audience, Neil Campbell, and I worked together on Tropicana, Trop

50. You’ll be delighted to hear Trop 50 Farmstand, which you and I co-led the creation of, was one of those

9 top 50 products in the country. So another reason for being here is, of course, having my marketing

colleague right here. It’s always been a battle as who’s going to drive what innovation, but it was a wonderful

partnership, Neil.

The third access I wanted to touch on is . . . We said, “Okay. We’ll grow our food and beverage innovation.

We’ll grow them as power of one. We’ll look at top line. We’ll look at bottom line.” But the other part of the

business we tended to not focus on as much in the past was our food service business. But food service for

us, we used to use the word partner very loosely. Partner meant we would go to a restaurant or a food

service customer and provide them our beverages, and mostly negotiation since there’s little differentiation.

Most of our beverages negotiation was on price, distribution cost. That has hurt the industry.

Partner, to me, is shared values, shared returns, not a vendor relationship. That’s very different. Vendor

relationships are important. Partnership implies shared risk, shared gain. So we did it a little different this time.

A member of my team, Stephen Kalil, started with a culinary arts center, which we had built about six years

ago. If you ever get a chance, do visit. We now have a global culinary arts team. A number of these chefs are

both PhDs in science, as well as master chefs in their training. Really right brain/left brain combo type of people.

Stephen Kalil’s team came up and said, “Look, we have a great brand in Doritos, but Doritos, other than a

packaged product, doesn’t extend itself further, but it could go into food service.” So what’d they do? They sit

down with engineering and create a taco, a hard shell taco, which we branded in partnership with Taco Bell as

Doritos.

The engineering of this was quite a challenge. It took us a year to fix, because to take a hard shell taco and

put seasoning on the inside and outside evenly without it concentrating on the crease and without it getting

bitter because there’s too much on one side or too little on the other, was not an easy task. Let alone, make

a billion tacos without them breaking.

Well, the team was up for the challenge at Frito-Lay. And guess what? It was launched as Doritos Locos

Tacos, only two years ago. In 24 months, brand new launch of a product that’s never been on the market.

Last year, Doritos Locos Tacos have exceeded $1 billion in retail sales. Never sold outside the US. So we just

created another billion dollar new business, top-line food service, from scratch, based on an R&D idea, R&D

technology, great partnership and go-to-market from Taco Bell, and of course our food service team. But we

aren’t stopping there.

We said, “What can we do to shake up the beverage industry in food service?” We had now said, “Okay.

We’re there, showing our partners that we are more than a beverage company in our innovation.” For the

last five years, I had the opportunity to lead the engineering, the beverage, and the commercialization team

with a secret project internally that we used to call Shock Wave.

That project, whose project manager, Rich Schutzenhofer, wanted to retire once. We said, “No. You can

retire, but in five years when you’ve done this project.” He came from our operations team, reported into me

at R&D, and we said, “We are going to create the world’s most comprehensive portfolio of vending

technology for beverages the world has never seen.” Those of you who were there, we actually unveiled it at

the National Restaurant Association in Chicago about three weeks ago.

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It is a portfolio of equipment starting from low thousands, going up to $20,000 a piece of equipment, the

first of a kind in terms of breadth. A typical machine can give you up to a thousand different beverages

from one machine. You can customize the drink to the individual. The interaction and engagement is

through a 40-inch touchscreen. It has the ability to add a variety of shots. Every single machine is

connectable to the Internet.

We will know, and know now, every single beverage that is being poured by zip code, by restaurant. We

know what the consumer is buying, how they’re creating the product, which product. If you think that

technology is innovation, look what it’s about to do to marketing and consumer research. Our history as an

industry was we launched something based on consumer insights, put it in the supermarket. Something that

sold we then put into food service.

My friends, the world’s about to change. Because now, what R&D is doing is learning from that huge

amount of data coming in from the marketplace by individual drinks. We’re not talking about consumer

insights. We’re talking about knowing consumer behavior. That’s different. One is asking somebody and

predicting what they might do, versus actually knowing what they did, and then taking their most favorite

creations, and then producing them and putting them on the supermarket shelf.

We’re completely about to turn around innovation as a process. So the difference between engineering,

consumer insights, product development, creation, co-creation, brand engagement is completely changing as

we build out this system. These units are now in beta testing in the marketplace. If you’re visiting the US,

you can see them. We’ve put some early versions in Europe. But the best news, in terms of our

competitive advantage, is what I’m about to share with you.

For about 50-some years, Disney has been an exclusive Coca-Cola account, long-term relationship we

never were able to crack. Disney’s new flagship theme park in the world, not surprisingly, is going to be in

Shanghai, China. Shanghai, China Disney will be a Pepsi account. It was won over by one important new

variable. The innovation pipeline and the ability to create at PepsiCo had completely changed the game.

So you know when your organization is delivering for your company when you can grow the top line, when

you can grow the bottom line, when you can improve operational efficiency, when you can create new

platforms. The ultimate test comes when you can win over your competitors’ customers and swing them

over to your business, based on what you’re doing.

So all of this has redefined, for us, what we think about as R&D. Is it anymore R&D? I don’t think. And I’ve

worked in three different industries now: life sciences and healthcare as a physician, pharmaceuticals and

biotechnology as a biotechnologist, and now the consumer industry. There are some commonalities. There

are differences. I don’t care what your background is. The opportunity to learn, think, and be willing to take

risks in new directions is what moves the needle.

Doing the same thing in a different way doesn’t move much at all. You have to take risks. You have to be

brave. Most importantly, you have to have leadership that sees the vision with you. But the critical sauce is

the talent and the people and the diverse thinking that they bring.

So let me finish off, touching a little bit about what we think as we’re just touching the first phase, a very

exciting period for this industry. It’s an industry. We get criticized. Often, our critics have little understanding

of the impact and the positive work we do for the world. There are a billion people who go hungry every

night on this planet. The world’s population today is about seven-and-a-half billion. It will be about

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nine-and-a-half billion by 2050, well within the lifetime of just about all of the students in this room and

most people in this room.

That incremental two billion people means we have to create about 40% more food on the planet than we

do today. There’s a billion hungry today. If we need a 40% increase in food production, we will get two to

two-and-a-half billion hungry people on the planet if we don’t do something different. Doing the same little

twist here and there isn’t going to change it, because we only have about 30 to 35 years to do it in. That’s

basically one generation.

Land use is a challenge because we’re not creating more land. We’re not creating more water. In fact, our

production per hectare if anything has plateaued, if not declining, for a whole variety of reasons, at a time

when governments are pulling back in R&D investment from the food and beverage and agricultural

industry, when all governments should be thinking about how to invest more. Because if you think about

global security, it’ll happen because we have global food security. We have global water security.

So the food and beverage industry has a critical, critical role in the sustainable part of human society,

probably the most fundamental need of every human being, which is our ability to eat clean, safe food and

drink clean, safe water. It’s going to take great R&D. It’s going to take great operations. It’s going to take

great leaders. And most of all, it’s going to take great collaboration.

That’s something we, at PepsiCo, were not very good at in the past. When I took over, our focus was not

only US centric, but it was internal to PepsiCo. We’ve completely changed that. As I said, we brought in

new leaders from new industries. We now have molecular biologists, endocrinologists, cardiovascular

specialists, engineers, hydrologists, computational biologists, big data analytics, all of that. If you come to one

of our Pepsi labs, you will see molecular biology in ways that you’ll not see in a life sciences university, all

the way through to material scientists, engineers, from the energy industry.

We built a solar-powered plant in Modesto, California. We have a plant in Arizona. The entire factory is

solar-powered. All in the last six to seven years. But as we think about the real ideas, they’re going to come

from outside the company. In the last four years, we’ve signed 50 different contracts with universities,

academic centers, research organizations. That’s one a month. Every four weeks on average, we’re signing a

new contract with a new university or a new institution or a new government entity for research and

development alone. It’s keeping our lawyers very busy. We’ve added a very large IP team, but we’ve really

opened ourselves up.

My last statement is that many of my young students, and I teach around different universities, come up to

me and say, “Mehmood, what is the secret to keeping this going and the success?” My favorite line, which I

truly believe, is I’ve made a career out of never having to come up with a good idea. In fact, I’m waiting for

my first good idea. I’ve got about eight years left to retire. So I’m hoping it’s imminent!

However, I’ve made a career out of recognizing other peoples’ good ideas. All you have to do as a leader is

you don’t have to worry about coming up with an idea. Just keep your eyes open, your ears open, and

most importantly your mind open. When you hear a good idea, embrace it. Take a risk on it. Back it, and

the odds are it’ll pay off.

Thank you very much.

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Recent European legislation on foods R.F. Giles (Clerk

Advisor to the Select Committee on European Legislation).

17.5.79

Food research in the UK in the 1980's Professor R.F. Curtis

(Director Institute of Food Research, Norwich). 22.5.80

The problems of the food industry in the 1980's - can

technology help? K. Durham (Chairman, Unilever). 21.5.81

Talking is profitable

A. de Angeli (Editor of the Grocer). 19.5.82

The structure of the food industry

Sir Adrian Cadbury (Chairman, Cadbury Schweppes). 2.6.83

The UK food industry - has it anything to learn from Europe?

M.G. Heron (Operations Member and Deputy Co-ordinator

Food and Drinks Co-ordination, Unilever N.V.). 30.5.84

The case for publicly funded agricultural and food research

The Earl of Selborne (Chairman, Agriculture and Food

Research Council). 5.6.85

The challenge of change G.T. Pryce (Chief Executive,

Dalgety). 5.6.86

The scientist in contemporary society

Professor D.M. Conning (Director General, British Nutrition

Foundation). 27.5.87

Towards a food policy Sir Dennis Landau (Chief Executive

Co-operative Wholesale Society Ltd). 8.6.88

The food industry: past, present and future R. Buckland

(President of the Food and Drink Federation). 7.6.89

The role of the Priorities Board in the 1990's

Dr B. Smith, CBE (Chairman of the Priorities Board for R&D

in Agriculture & Food). 13.6.90

Food safety and nutrition: burden or opportunity?

Dr A.J.F. O'Reilly (Chairman, President and Chief Executive

Officer, H.J. Heinz Company, USA). 5.6.91

Europe 1993 - risks and opportunities

Lord Plumb DL MEP for the Cotswolds. 3.6.92

Science and technology: matching the market

Professor W. Stewart (Chief Scientific Adviser, Head of the

Office of Science and Technology). 9.6.93

Current issues in a major European food company

A. Riboud (Chairman, BSN (Danone), France). 8.6.94

Consultation not confrontation in food-related policy

Professor M. Gibney (Director of Institute of European Food

Studies at Trinity College, Dublin). 7.6.95

What's ahead for the global food industry

W. MacMillan (retired Chairman, Cargill). 12.6.96

What biotechnology can do for the food industry

Professor Derek Burke (Chairman of the Advisory

Committee on Novel Foods and Processes). 4.6.97

Food and the public interest Christopher Haskins (now

Lord Haskins) (Chairman of Northern Foods). 3.6.98

Partnership and innovation in food supply: key ingredients

for success Sir Richard Greenbury (Chairman,

Marks & Spencer plc). 9.6.99

Science advice, policy making and public confidence

Sir Robert May (now Lord May) (Chief Scientific Adviser to

the UK Government). 7.6.00

Is food safe? Professor Sir John Krebs (now Lord Krebs),

Chairman of the Food Standards Agency. 6.6.01

Whither food and agriculture? - trade and technology

Dr. Robert L. Thompson, Chairman of the International

Policy Council on Agriculture, Food and Trade; Senior

Advisor, Agriculture Trade Policy, World Bank. 12.6.02

Globalisation: opportunity or threat? Sir Donald Curry,

Chair of the Sustainable Farming and Food Group. 12.6.03

The role of food in social change Iain Ferguson, Group

Chief Executive of Tate & Lyle plc. 9.6.04

Creating the European Food Safety Authority

Geoffrey Podger, CB, Executive Director, European Food

Safety Authority. 8.6.05

Serving customers Sir Terry Leahy, Chief Executive,

Tesco plc. 7.6.06

The science of food regulation Dame Deirdre Hutton CBE,

Chair, Food Standards Agency. 6.6.07

Food and health Justin King, Chief Executive of Sainsbury’s

Supermarkets. 4.6.08

Sustainability through food security Jonathon Porritt,

Founder Director of Forum for the Future and Chairman of

the UK Sustainable Development Commission. 3.6.09

Food in the future Ross Warburton, President of the Food

and Drink Federation. 10.6.10

Current challenges for business Miles Templeman,

Director-General, Institute of Directors. 9.6.11

A sustainable future?

Fiona Dawson, President, Mars Chocolate UK Ltd. 12.6.12

Towards a global food strategy - from discourse to dialogue

Michael McCain, President and CEO, Maple Leaf Foods Inc.,

Canada. 6.6.13

Previous Campden Day Lectures

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Campden BRI • Station Road • Chipping Campden • Gloucestershire • GL55 6LD • UK

Tel: +44(0)1386 842000 Fax: +44(0)1386 842100 information@campdenbri.co.uk www.campdenbri.co.uk

Nutfield Site • Campden BRI • Centenary Hall • Coopers Hill Road • Nutfield • Surrey • RH1 4HY • UK

Tel: +44(0)1737 822272 Fax +44(0)1737 822747 information@campdenbri.co.uk www.campdenbri.co.uk