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ICOSI OBJECTIVES, STRATEGIES & STRUCTURE -- ADAPTING TO THE DEVELOPING SITUATION

r INDEX Page INTRODUCTION 1 OVERALL OBJECTIVES 3 STRATEGIES 4-11 Set up and manage the clearing house of information function Design and provide resources for use by member companies, NMA's and others Support the NMA's, particularly those with fewer resources and expertise, and help create new NMA's Help NMA's and affiliates mobilize the leaf-growing industry, particularly in the developing countries Mobilize the wholesale and retail trade organizations at the international level Make optimum use of working parties, task forces and outside consultants Identify and work through allies and other third parties Establish, direct or through third parties, as appropriate, contacts within designated international organizations ORGANIZATION OF SECRETARIAT AND DECISION- MAKING Establish an appropriate organization to achieve the overall objectives Decision-making in the Secretariat Working parties & task forces - relation- ships with the Secretary General 4 5 6 7 8 9 10 11 12-20 13-17 N ~ f~1 18 ~ ~ ~ 19-20 G~ ~

INTRODUCTI_ON 1. Since ICOSI was conceived and formed, the situation con- fronting the industry has developed and grown and will continue to do so. These proposals are an attempt to ensure that, while faithful to the originally agreed positions, we appropriately adapt ourselves to be able to deal effectively with the developing situation. 2. It must be emphasized that throughout what follows, ICOSI remains an organization that supports the activities of NMA's, or the affiliates of member companies where no NMA exists. 3. This paper has the following objectives: - To refine our overall objectives in the light of the experience thus far gained. - To answer the question: "Exactly what it is we are trying to do"? - To set out a series of strategies to achieve these overall objectives, basing them on the priorities reaffirmed at the May 29 meeting in London of the Board of Directors. - To suggest an organization of the Secretariat that is best suited to carry out these strategies.

- 2 - 4. It is felt that regional coordination based in the Secretariat, together with a system to facilitate decision-making, are cardinal points in developing,a more relevant and effective _ ICOSI organization. 5. It is recognized that it will take some time to initiate and carry out the strategies outlined and that they involve con- tinuing activities.

- 3 - OVERALL OBJECTIVES 1. To join in an international effort to combat the worldwide threat to our business, particularly in the fields of: - social acceptability - freedom to market our products - the industry's activities in developing countries. ~~~ 2. To prevent, halt or slow down the global campaign to implement the WHO recommendations. . d . 3. To develop international strategies and action plans for implementation, as appropriate, through NMA's, member companies and their affiliates, and with allies. 4. To establish an international monitoring and information exchange system in order to assure the fastest possible reception, assessement and response to events and intelligence.

4 STRATEGY SET UP AND MANAGE THE CLEARING HOUSE OF INFORMATION FUNCTION' This procedure has already started, the consultancy has been appointed and the system should be operational by Spring 1981. As soon as the new Secretary General has been selected and the siting of the Secretariat decided, the person who will run the Information Service should be appointed. The consultancy will advise and assist in this appointment. An interim system will be established shortly. The clearing house of information function includes the collection, processing, analysis and distribution of information for use by : - NMA's - member companies and their affiliates - national organizations of retailers, wholesalers, leaf-growers, etc., via NMA's or affiliates.

5 STRATEGY DESIGN AND PROVIDE RESOURCES FOR USE BY MEMBER COMPANIES, NMA'S AND OTHERS Create basic presentations on the main issues that can be aiven almost anywhere and in all principal lanquac~es. Initiate, in consultation with working parties, special international studies needed to provide data for action plans. Also encourage, through NMA's, the commissioning of national studies (e.g. econometric studies).

6 STRATEGY SUPPORT THE NMA'S, PARTICULARLY THOSE WITH FEWER RESOURCES AND EXPERTISE, AND HELP CREATE NEW ONES In coordination with executive directors of less strong NMA's, make the boards of these NMA's aware of what can be achieved. Make presentations to them to convince them and to show them how to strengthen their operations and take action. Promote and coordinate support by NMA's for ICOSI strategies and action plans. In conjunction with member companies, establish clear targets of where and how new NMA's should be formed and help them develop their plans of action to carry out ICOSI strategies.

- 7 - STRATEGY HELP NMA'S AND AFFILIATES MOBILIZE THE LEAF-GROWING INDUSTRY, PARTICULARLY IN THE DEVELOPING COUNTRIES Provide NMA's or affiliates of member companies details of the issues, industry positions and support documentation (e.g. the EIU study). Explain the full implications for leaf business of the WHO recommendations. Encourage appointment of growers' representatives - who will contact governments and international organizations. The local industry can help to train them, but they must be representatives of the growers and not of the manufacturers. Implementing this support should be the job of the ICOSI Regional Coordinators, working through the local NMA's or through member company affiliates.

- 8 - STRATEGY - MOBILIZE THE WHOLESALE AND RETAIL TRADE ORGANIZATIONS AT THE INTERNATIONAL LEVEL Explain the issues and brief -them on their responses. Encourage them to speak out and support the industry's cause - and thus their own. Encourage NMA's to run trade orientation programs at the national level.