Eric Dell, President and CEO of the American Bakers Association, discusses the ABA’s five-year strategic plan and the future of the baking industry
The ABA recently unveiled a new five-year strategic plan. What led to its development and how does it aim to propel the baking industry forward?
When I joined the ABA about a year and a half ago, creating a strategic plan was one of the top priorities. The aim was not only to move the association forward but also to provide the industry with a clear direction for growth and sustainability. To do this, we engaged our leadership, board, and members in a comprehensive consultation process. I visited numerous companies within the industry to hear directly from key stakeholders about their challenges, needs, and opportunities. It took us about a year to put everything together, and we launched the plan in March.
The plan is built around three primary pillars. First, we’re working to make the baking industry a destination workplace. This means creating an environment where people are eager to work and build long-term careers. We’re advocating for policies that support workforce growth and safety, working with HR professionals across our member companies, and collaborating with educational institutions and veterans’ groups to ensure a steady pipeline of talent. This also includes opportunities for second-chance workers, such as those re-entering the workforce after incarceration.
The second pillar is category growth. It’s about identifying areas for expansion, whether through new product innovations, increasing access to food in underserved communities, or improving distribution channels. Many of our members are deeply embedded in their local communities, and we want to showcase their efforts to give back while also growing their businesses.
The third pillar is increasing the ABA’s overall impact on the industry. This means enhancing our advocacy efforts, improving the quality of events we host, and providing more value to our members. We’re focusing on thought leadership, ensuring that ABA remains at the forefront of discussions about the future of the industry. Additionally, we’re working internally to strengthen our culture and core values, which will help retain top talent within our own organisation.
What are some of the key regulatory issues ABA is tracking, and how might they impact the commercial baking sector?
We have a dedicated team in Washington, DC, that closely monitors regulatory developments, and we’ve recently expanded our efforts to include all 50 states. It’s crucial that we track what’s happening at the federal, state, and even local levels, as any regulatory changes could have a significant impact on our industry.
One of the key issues we’re tracking is the FDA’s definition of “healthy” for food packaging. This is a big one for the baking industry because how “healthy” is defined will directly affect how our members can label their products. We’ve been heavily involved in discussions with the FDA to ensure that our voice is heard and that the definition makes sense for our sector.
Another important issue is front-of-pack labelling. The FDA is expected to finalise regulations on this by the end of the year, and we’re actively engaged in ensuring that these new rules are practical and beneficial for our industry. Additionally, we’re keeping a close eye on the FDA’s voluntary sodium reduction programmes, which could also have a big impact on how our members formulate their products. The challenge is to balance regulations that protect consumers with rules that don’t overly burden the industry.
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