FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |1 Business plan of the Belgian Food Safety Agency Piet Vanthemsche CEO

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |2 The FASFC Food Agency is regrouping all the different control and inspection organisms since 2000 Minister of Public Health FOD Public Health, Food Safety & Environment FASFC Federal Agency for the security of the Food chain PRODUCT REGULATIONS PROCESS REGULATIONS & CONTROL- PROGRAM AUDIT INSPECTION CONTROLS

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |3 The FASFC consists of central services for strategy, planning and support together with executing regional entities

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |4 The FASFC follows a yearly cycle of risk assessment, program development, execution and reporting

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |5 The FASFC must respond to the expectations of multiple stakeholders

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |6 In 2004 an internal analysis exercise together with an external stakeholder questionnaire resulted in a SWOT-analyis StrenghtsWeaknesses  Principle of integrated approach  Use of controlprogram based on risk assessment  Open communication with consumers (e.g. Contact Point) and sectors  Own laboratoriums  Strong expertise and experience of the personnel  Open relationship not with all sectors  Internal communication between management en people in the field  No Total Quality System – lack of uniformity  No integrated databases  Unsufficient audit competences with the employees in the field OpportunitiesThreaths  Use of certification bodies for the approvals of self assessments  E-government and administrative simplification offer opportunities towards consumers, sectors en companies  Win-win with sectors, in particular complementarity of FASFC-control activities with audits on self-assessments  Own interests of stakeholders not always in line with FASFC-requirements  Implementation of self assessments is not evident for small entreprises  External (unpredicted) factors can endanger the normal functioning  Institutional context

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |7 The FASFC wants to add value in 5 areas that are supported by the selected strategic objectives Processes Organisation & People Collaboration Result Complementary with the sectors A good image -enlarge consumer trust -enhance competitiveness - FASFC becomes authority and reference A secure food chain - consumer exposure as low as possible -Reduce incidents A stable legal frame -Administrative simplification Operational excellent Public service -An efficient public service - Transparancy in way of working Efficient crisis management Efficient risk assessment Integrated information management Competent and well trained workforce Quality Management Renewal of existing financing mechanisms Public-private collaboration From inspection towards audit Communication towards Consumers and enterprises Collaboration with other government administration Inclusion in European context

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |8 These strategic objectives are translating the business vision into reality  From inspection to audit -Implementing self assessment -Attention towards education  Communication -Different approach for each segment -Additional focus on small entreprises  Quality Management -Internal Quality Management system -Certification  Efficient risk assessment -Expand role of Scientific Committee -Better use of available databases  Effective crisis management -Anticipation, fast reaction and continuity in the services

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |9 The strategic objectives are translating the business vision into reality … continued  Good collaboration with all other government authorities -Collaboration protocols and SLA’s -Integration within European context  Public Private Collaboration -OCI’s, DMO’s and Labos  Integrated systems and information management -Process support through centrally validated data -Efficient reporting  Competent employees -Expand training offering -Align personal goals with company goals  Renew financing mechanisms -Levies and fees besides government budget

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |10 Suppliers of agriculture (feed industry, raw materials, pesticides) Agriculture Food industry Wholesale business Retail Hotels, Restaurants, Pubs Transport GIFS MIS MiA-A (2) MiA-P (2) FASFC Food chain Our goal : optimising Food chain checks

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |11  Main objectives of the organisation are defined in an business plan approved by the federal governement  Core process is integral part of the business plan  Core process is defined and implemented within a BPR  Others strategic objectives defined in the business plan eg Self checking From inspection to audits are in line with Core process. FASFC Business Plan and the core process

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |12 Plan Do Check Plan Act Check Act The new core process of the FASFC

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |13 The future operating model is build as a Business Component Model consisting of core and supporting activities Support Services General Management Control Follow up Control Execution Control Planning Risk Assessment Program Management Labs Analysis Direct Control Execute Core activity Executed for third partySupport activity Executed with partners Strategic planning for budget, HR, IT IT service levels & partner mgmt HR Management Prevention and Work Safety (Budg+Analyt) Accounting Execute Budget Control Define management plans Stakeholder management Define Crisis strategies Develop & manage Communication plans Internal Audit & Quality mgmt Define communication strategies Funds management for third parties Follow up and evaluate risk assessment Analysis of input from sectors Analysis of European messaging (RASFF) Analysis of complaints Develop control- strategy ControlProgramme evaluation Develop Control Programme Guidelines for Control exectuion Legislation simplification Define Partner Strategy (sub)contractors follow up Contractor Performance Monitoring Develop detailed planning within PCE Subcontractor en Sector relationship management Develop control planning per sector/PCE Define Control & inspection strategy evaluation of performance of controls Coordination of evaluation of field services Define guidelines for follow up Deliver certificates Control repporting Fraude-detection Deliver erkenningen Follow up (non conformities bad payers, warrants) Follow up control complaints Follow up Regulations Advice around legislation develop improvement- programmmes Workforce Planning Validation of sector guides Translation (EU) regulations Dispatching of steels Define Labs Strategy & quality rules Labs Planning & follow up Execute analysis for third parties Labs accreditation Relationships with (local) governments Execute controls for third parties ACS-audits on request Develop Control checklists Develop risk strategy Set up traceability European RAS follow up Feedback to enterprises Synthesis & evaluation of controle & analysis results Labs reporting Crisis- and incidents- management Union negociations Reporting to third parties Invoicing & Inningen IT operations Logistics, legal, translation services Training Execution of controls from control-programme Audtis of OCI Support Scientific comittee Execution controls - On request - mandatory - In support - bordercontrols Organisation of ringtests Execute labs analysis CODA animal diseases

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |14 The staff for 2005 is in line with the future operating model (in total 1290 FTE’s) Strategische planning voor budget, HR, ICT ICT service levels & partner mgmt HR Management Facturatie & Inningen Preventie en bescherming op het werk (Budg+Analyt) Boekhouding Uitvoeren Budget Controle ICT operationeel beheer Ondersteuning logistiek, juridisch, vertalen Opstellen management- plannen Relaties met stakeholders Uitwerken Crisisstrategie Opleiding geven Opstellen en beheer Communicatieprogr amma’s Interne Audit & Kwaliteitszorg Bepalen communicatie- strategie Fondsenbeheer voor derden Opvolgen en evaluatie van risicobeoordeling Analyse input van de sectoren Analyse van Europese berichten (RASFF) Analyse van meldingen/klachten Uitwerken controle- strategie ControleProgramma evaluatie Ontwerpen Controle Programma Richtlijnen voor Controles Vereenvoudiging van wetgeving Vastleggen Partner Strategie Opvolging (sub)contractors Contractor Performance Monitoring Opmaken planning binnen PCE Subcontractors en Sectoren relatiebeheer Opmaak controle planning per sector/PCE Vastleggen Controle & inspectie strategie evaluatie van performantie van controles Uitvoering controles uit controle- programma Controle op de werking van OCI Coordinatie en evaluatie van buitendiensten Vastleggen van richtlijnen voor opvolging Afleveren certificaten controlerapportering Fraude-bestrijding Afleveren erkenningen Opvolgen vaststellingen (non conformiteiten wanbetalers, PV’s) Opvolgingscontrole meldingsplicht klachten Ondersteunen Wetenschappelijk comite Opvolgen Wetgevend kader Advies geven rond wetgeving Uitvoering Controles op aanvraag - verplicht - ten dienste - grensposten opzetten verbeterings- programmma’s Workforce Planning Validatie van sectorgidsen Omzetten (EU) reglementering Dispatching van monsters Vastleggen Labo Strategie & kwaliteitsnormen Labo Planning & prijsopvolging Organisatie ringtesten Uitvoeren van labo analyses Uitvoeren van analyses voor derden Erkennen van Labo’s Relatiebeheer met (lokale) overheden Uitvoeren controles voor derden ACS-audits op aanvraag Opstellen Controle checklists Uitwerken risico- strategie Opzetten traceerbaarheid CODA dierenziekten Europese RAS opvolging Feedback naar bedrijven Synthese & evaluatie van controle- & analyseresultaten Laborapportering Crisis- en incidenten- management Vakbondsoverleg Rapportering aan derden 52 level A 9 level B 11 level C 5 level D 77 FTE’s 34 FTE’s 16.5 level A 6 level B 6 level C 5 level D 42 level A 7 level B 25 level C 16 level D 90 FTE’s 696 FTE’s 43 level A 68 level B 17 level C 34 level D 162 FTE’s 64 level A 44 level B 56 level C 66 level D 231 FTE’s 522 Techn 211 level A 247 level B 60 level C 4 level D 174 Staff 45 level A 6 level B 71 level C 52 level D Support Services General Management Control Follow up Control Execution Control Planning Risk Assessment Program Management Labs Analysis Direct Control Execute

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |15 The projected control plan towards the future is based on a number of assumptions  Import- and exportcertificates are not influenced by the expansion of the EU  Licences are delivered for an undetermined period  Audits can be executed by private OCI’s after approval of the sectorguide -Reduction for entreprises with a autocontrol system (ACS) -Combined audits of ACS with private request for proposals  Pace of implementation of ACS in entreprises is difficult to predict  10 % of FASFC-controls require a follow up control

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |16 100% of entreprises with validated autocontrolsystem in 2008 Evolution of the control agents - summary table FTE’s Totaal DIDD Primary Production 37184,959,5109,7221,9169,2 Trans- formation ,349,212268,5 Distribution 37,534,6118,172,1 Others (BIRB, NOE, NICE en GIP) Total ,4216, , ,

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |17 Comparison 50% and 100% entresprises with validated ACS Required number of control agents in 2008 FTE’s % ACS %ACS Totaal DIDD %ACS %ACS Primary Production ,5109, ,2 Trans- formation ,349,211668,5 Distribution 37,534,611672,1 Other (BIRB, NOE, NICE en GIP) Total ,4216, ,

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |18 For the 2008 budget (not indexed) in the 100% validated ACS scenario income from heffingen shift to retributies Personeel Salaries and wages reimbursements Other expenses Operations Staff related expenses IT external vetenaries extern labs BSE expenses Other operations expenses Investments Total ACS validation TOTAL Retributions certifications approvals controls/inspections on reques pm non-conformities residues control rights BSE Fees controls/inspections from controlprogram BSE other total own revenue Government dotation EU Total ACS validation TOTAAL ExpenditureIncome projection new system

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |19 The 2008 budget with the 50% validated ACS (not indexed) shows a slower shift Personeel Salaries and wages reimbursements Other expenses Operations Staff related operations IT External vetenaries external labs BSE expenses Other operations expenses Investerments Total ACS validation TOTAL Retributions certifications approvals controls/inspection on request pm non-conformities residues control rights BSE Fees controles/inspection from controlprogram BSE other total own revenue Government dotation EU Total ACS validation TOTAL ExpenditureIncome projection new system

FASFC Federal Agency for the Safety of the Food Chain RoHS Seminar | |20 Conclusions  Belgian Food safety Agency has a medium term businessplan approved by the government  The BP takes into account the efforts and self checking systems of the industry in the food chain  Internal cyclus based on programming and planning tools  Important values of the Belgian food safety agency: -Professionalism -Integrity -Transparancy -Interdisciplinarity -Participation