-By Bridget Goldschmidt

Since taking the helm of the Grocery Manufacturers Association (GMA) in January 2009, Pamela G. Bailey has been confronted with some of the thorniest problems the $2.1 trillion food, beverage and consumer packaged goods industry has had to deal with in a long time: the current health care debate that at presstime looked set to culminate in a congressional battle, the ongoing obesity epidemic and a food safety system many perceive as broken, to name just a few.

Before joining GMA, Bailey was president and CEO of the Personal Care Products Council (formerly the Cosmetic, Toiletry, and Fragrance Association) from April 2005 to January 2009, and was president and CEO of the Advanced Medical Technology Association (AdvaMed) from 1999 to 2005. When the Healthcare Leadership Council (HLC), an organization of over 50 health care industry chief executives, was founded in 1988, Bailey became its president and CEO, a post she held until 1999.

From 1975 to 1981, Bailey was director of government relations for the American Hospital Supply Corp. In 1981, she was nominated by President Ronald Reagan and confirmed by the Senate to be assistant secretary for public affairs for the Department of Health and Human Services (HHS). She joined the White House staff again in 1983 as special assistant to the president and deputy director of the White House Office of Public Affairs. At the White House, she initiated the Office of Communications Planning and led it in 1984 and 1985.

Progressive Grocer recently sought out Bailey to discuss the ways in which her leadership is effecting positive change in a crucial industry that employs 14 million workers and contributes over $1 trillion in added value to the U.S. economy.

Progressive Grocer: How has your background prepared you for your current role?

Pamela G. Bailey: My background in government, health care and most recently as president and CEO of the Personal Care Products Council, which also represents consumer product makers, has laid an ideal foundation from which I can lead GMA. Working with the FDA and Congress to solve tough regulatory and policy issues has been a common thread in my career, and whether it's health care, personal care products, or food and household goods, finding new ways to deliver innovative products and cost savings is the cornerstone of any industry that is focused on consumers. These are the core missions of GMA, responsibilities I feel right at home with.

PG: Please describe the mission of GMA. What changes, if any, have you made or are you making to that vision?

Bailey: GMA helps its member companies develop innovative business practices and products that meet the ever-changing needs of consumers. Right now, we are laser-focused on helping our members improve product safety, demonstrate corporate responsibility and drive customer and channel collaboration that cuts costs out of the supply chain and improves value for consumers.

PG: What do you believe are GMA's greatest strengths and biggest accomplishments?

Bailey: One of our greatest strengths is our industry's reach. Our members' products are in billions of homes all over the globe. We employ millions. People know our brands and our companies. We are truly connected to our consumer base.

And in this climate, where other industries have faced significant financial challenges or have lost the public trust, government and consumers are looking for industries that they can trust. Our long-standing relationship with the American public is one of our greatest assets. However, we know we must continue to earn that trust, and one way we have demonstrated our ongoing commitment to consumers is in the food safety arena.

This spring and summer, GMA worked with Congress to pass the most comprehensive food safety legislation since the Food, Drug and Cosmetic Act of 1938. The Food Safety Enhancement Act of 2009 passed the House in July, and we will continue to work with the Senate to get a good food safety modernization bill enacted as soon as possible. The manner in which we collaborated with Congress, consumer groups and our retail partners on this historic legislation will serve as a model for how GMA can work with lawmakers and NGOs in the future on issues like chemical reform, health and wellness, climate change, and other pressing concerns.

PG: What do you consider to be GMA's most profound challenges to be faced in the next 12 to 18 months? What do you consider to be the greatest opportunities for your member companies? What are your organization's top priorities in the next two to four years? Be as specific as you can as to how you plan to address these priorities.

Bailey: We have numerous opportunities in the months ahead, the most immediate being to secure Senate passage of the Food Safety Enhancement Act of 2009. Following passage, the work of implementation will begin. GMA will need to work closely with the FDA and our member companies to ensure that we are implementing the expansive new measures quickly and accurately.

Other opportunities that I think will present themselves in the coming year include chemical policy reform with the modernization of The Toxic Substances Control Act of 1976 (TSCA). GMA will be a leader in these efforts and will advocate for a science-based, commonsense approach to policymaking.

GMA will also continue to be a strong advocate for public- and private-sector solutions to childhood obesity. We are working to expand the Healthy Schools Partnership and PE4Life programs that bring new approaches to nutrition and physical education for children, and that have shown great promise in their pilot tests.

When manufacturers and retailers partner effectively, it helps remove costs from the supply chain and allows our members to deliver the high-value products consumers want at an affordable price. To foster increased and innovative collaboration among trading partners, GMA will capitalize on the synergies created by the recently established GMA-FMI Trading Partner Alliance. We will also take a leadership role in the new global CPG association, the Consumer Goods Forum, which gives GMA an even broader reach when it comes to facilitating overall industry efficiencies.

PG: How has the climate for core members changed in recent years?

Bailey: I truly believe we have seen the dawn of a new era. Americans recognize that we have serious issues to tackle — health care, energy independence, obesity — the list goes on and on. What's different today from five years ago, or even two years ago, is that people are looking to government, to Washington, to our new president and Congress, to solve these problems. Despite what we’ve seen recently in the ongoing health care reform debate, overall, people seem to have a renewed faith in government as an agent of change.

Fortunately for the CPG industry, GMA is well positioned in this climate because we have a credible history of being engaged with our member companies and with government — federal and state — to find workable solutions to tough public policy issues.

PG: Please describe how you communicate with, inspire and motivate your team, and in turn, what you and your team do to galvanize your membership.

Bailey: Your use of the word "team" could not be more accurate. We operate as a team, first and foremost. We serve our membership and consumers as a united group, not as individuals, and must support one another in those endeavors to ensure we are delivering the optimum level of service.

Within our staff and our member companies, we have a remarkable wealth of expertise, and the ability to impact the outcomes of legislative, regulatory and industry initiatives is inspiring. We are energized by this opportunity to serve the industry, consumers and the nation.