EGMONT GROUP COMMUNICATION STRATEGY

Transcription

1 EGMONT GROUP OF FINANCIAL INTELLIGENCE UNITS EGMONT GROUP COMMUNICATION STRATEGY 2015 July 2015

2 INTRODUCTION 1) This document sets out the proposed Communication Strategy of the Egmont Group of Financial Intelligence Units. 2) The Egmont Group of Financial Intelligence Units consists of 147 members, 19 Observers and numerous dialogue partners, and the numbers are increasing. The environment within which FIUs operate is dynamic and constantly changing, and FIUs have to adapt and respond in order to remain relevant. In many jurisdictions the mandate of FIUs has been broadened over the past few years requiring a more strategic approach by the Egmont Group in assisting its members to meet these challenges in an effective and efficient manner. This involves leveraging relationships and working with Observers and other stakeholders in order to provide support and leadership to FIUs. Therefore, communication with stakeholders is critical to the success of the Egmont Group mandate, Charter, and Strategic Plan ( ). 3) The Egmont Group has identified two key result areas (KRAs) in its Strategic Plan which are based on the Egmont Group Charter, including: KRA1 Enhance Effective Information Exchange between FIUs. KRA2 Facilitate Adherence to International Standards, Develop and Share Expertise of FIUs. 4) The achievement of this Strategic Plan is dependent on two additional strategic focus areas, one of these being cooperation with International Partner Organizations. 5) The purpose of this document is to identify and articulate key communication strategies aimed at creating an environment conducive for the implementation of the Egmont Group Strategic Plan : A strategy that assists the Egmont Group and its members meet its Charter obligations and aspirations of the Egmont Group s related Annual Business Plans 1. Moreover, this plan will assist in promoting the Egmont Group Strategic Plan objective of working with Observers and promote its brand to further develop the positive image of the Egmont Group as a key player in the global fight against money laundering and financing of terrorism. 6) This Communication Strategy will be delivered by the different parts of the Egmont Group responsible for each of the respective tasks. The Egmont Group Secretariat (EGS) will follow up on the delivery of this strategy. One Senior Officer within the EGS will be responsible to conduct the EG external relations with other organizations secretariats. STAKEHOLDERS 1 All Egmont Group Working Groups, the Egmont Committee, the Egmont Group Regions, and the Egmont Group Secretariat should complete annual business plans or regional plans 1

3 7) The Egmont Group has many relevant stakeholders to consider in implementing its objectives and reaching its goal of providing a forum for FIUs around the world to improve cooperation in the fight against money laundering, associated predicate offenses, and terrorist financing. It will be important to analyse the role played by all such groups, institutions and individuals in order to devise clear mechanisms for effective communication and informationsharing, as well as coordination and cooperation in shared projects. 8) As a first step, influenced by the findings of the independent 2014 University of Toronto, Munk School of Global Affairs Stakeholder Engagement & Gap Analysis Report, Egmont Group s stakeholders are divided into two stakeholder groups:. The Egmont Group shall prioritise and focus its activities on the internal stakeholders, followed by the external stakeholders. Internal Stakeholders 9) The internal stakeholders of the Egmont Group are: Heads of FIUs (HoFIU) Egmont Group member FIUs Egmont Group Chair Egmont Committee Working Groups Regional Representatives Egmont Group Observers 2 External Stakeholders 10) External stakeholders of the Egmont Group can be broadly classified into the following groups, including: Non-Member FIUs Governments International organisations (non-observers) in the anti-money laundering / counter financing of terrorism (AML/CFT) field NGOs and the private sector Academia Media General public COMMUNICATION OBJECTIVES 11) The overall goal of the communication strategy is to strengthen the Egmont Group s role and effectiveness by providing transparency, raising understanding and support among stakeholders of the Egmont Group s mission and objectives with a view to fostering relationships that can enable the Egmont Group to deliver on its mandate and Strategic Plan. 2 List of official Observers attached as Annex 1 2

4 12) In order to support the goals of the Egmont Group Charter and the Egmont Group Strategic Plan the following communication objectives are required: a. An acknowledgement of the communication challenges facing the Egmont Group. b. An Increased level of interaction and communication with stakeholders, including other international partners and multilateral organisations working in the international AML/CFT network. c. A strengthening of communication structures and procedures through the development and implementation of consistent standards for communication. d. A raised awareness of the role; increase recognition of the mandate of the Egmont Group both within and outside the international AML/CFT network. e. Creation of clear procedures for how documents and reports move within the organisation and are adopted by HoFIU. f. Improved process for document classification and dissemination through the implementation of a document management system. g. Increased outreach efforts to non-member FIUs in priority regions (to be identified by the Egmont Group). COMMUNICATION CHALLENGES 13) The Egmont Group has a Global Footprint, a diverse membership, growing group of Observers, numerous interested stakeholders, and limited resources; thus, it faces challenges in implementing this communication strategy. In order to overcome the challenges the Egmont Group shall analyse its relationship with Observers and implement policies that thoroughly explore and exploit the synergies which is an explicit goal of the Strategic Plan ) Some of the challenges faced by the Egmont Group are: a. Large geographical distance between stakeholders and capacity challenges mean that not all Egmont members can attend Egmont meetings. b. Cultural and linguistic diversity of the Egmont Group stakeholders. c. Diversity of Egmont Group FIUs and the manner in which they perform their functions in an international AML/CTF environment. d. Increased operational challenges faced by FIUs in addition to/in compliment to receive, analyse, and disseminate, i.e., NRA, Regulatory/Supervisory functions, large volumes of data, strategic analysis, illicit flows, financial inclusion, etc. e. Limited resources among individual FIUs and collectively within the Egmont Group. f. Complex and confidential nature of some FIU work. 15) It is understood that not all challenges can be addressed within a communication strategy; however, the tools and activities proposed below will 3

5 attempt to address some of these challenges and mitigate the risks associated with poor communication. LANGUAGE OF COMMUNICATION 16) The Egmont Group operates in English. There is also a practice of providing interpretation of HoFIU meetings in French and Spanish. Individual or groups of FIUs have voluntarily provided translation of key Egmont documents and training material in French, Spanish, German, Russian, Portuguese and Arabic. 17) The main communication language of the Egmont Group will remain English with interpretation provided at all HoFIU meetings and Working Group meetings where possible. Regions, Regional Representatives and FIUs are encouraged to provide interpretation and translation services where they can for example in hosting Egmont Group meetings, or as part of participating in Working Groups - to assist in providing greater participation on Egmont Group meetings and accessibility to Egmont documentation. Whenever possible, final documents for Egmont meetings should be submitted to the Egmont Group as early as possible to allow time for the translation of those documents before the meetings. The Regions play a key role in identifying FIUs willing and able to translate final documents into languages that are relevant to the Region and Egmont in general. The RRs should coordinate with the EGS to avoid duplication of effort across the Regions. COMMUNICATION BETWEEN THE EGMONT COMMITTEE AND HoFIU HoFIU are the primary Egmont Group stakeholder. The Egmont Committee provides HoFIU with consultative and co-ordination advice. The Egmont Committee ensures that the Egmont Group carries out the mandate of the HoFIU. The Egmont Committee s roles are detailed in section 6.3 B of the Egmont Group Charter (2013). Given the extensive responsibilities of the Egmont Committee, it is important that the Committee is transparent and engages with and communicates regularly with HoFIU. 18) In order to facilitate transparency and communications, the Egmont Committee will: i. Make all EC papers available to all EG members on the ESW at least four weeks prior to an EC meeting. This will provide HoFIU with the opportunity to consider the papers and provide their feedback and positions to their Regional Representatives prior to the EC meeting. ii. The Regional Representatives will engage with the HoFIU of their region and may provide direction/background to facilitate feedback on key issues for consideration. The Regional Representatives would canvass the views of their members on those issues, and either achieve consensus that could be brought forward as the regional view to the EC or highlight divergent opinions for the consideration of the EC. 19) In order to ensure the necessary transparency and accountability of the EC: i. After every EC meeting the EGS will make available to HoFIU the summary record of the EC meeting and a decision matrix. 4

6 ii. The Regional Representatives should act as the primary liaison point between the EG region and the corresponding FSRB / EU and will proactively communicate key EG matters, messages, and outcomes to their members. iii. At the opening of the HoFIU meeting, the EC will present a report to the HoFIU noting the decisions made since the last HoFIU meeting, and will indicate issues 3 the EC would like to discuss further with the HoFIU. iv. Any EC recommendations to HoFIU and other strategic matters will be submitted in a report to the HoFIU by the Chair prior to the HoFIU meeting. The Chair, or designated representative, will also provide an oral report during the HoFIU meeting. COMMUNICATION TOOLS AND ACTIVITIES 20) The following communication activities and tools will be used by the Egmont Group to implement this Communication Strategy: MEETINGS Plenary and HoFIU Meeting 21) HoFIU only meet for a limited amount of time, so the EG is required to take full advantage of this annual meeting. Thus, these meetings need to be strategic, focused, decision oriented and consequential to the HoFIU. 22) The EGS will post documents on the Egmont Secure Web (ESW) relating to the HoFIU and Plenary meetings. Draft documents subject to EC discussion will be posted 10 weeks prior to the HoFIU meeting and final versions up to 4 weeks prior to the HoFIU meeting. HoFIU should have sufficient time to fully prepare for and contribute to the discussions and decisions made at the meetings. Thus, it is imperative that the EGS receives any documents for the HoFIU and Plenary meetings in a timely manner so that the HoFIU have sufficient time to review and comprehend all documents. 23) The Plenary meeting offers an opportunity for members and Observers to liaise and network, enhancing communication both formally and informally. Plenary meetings are open sessions for all internal stakeholders. External stakeholders participate by invitation only. 24) Other significant meetings during the plenary week with participation of all stakeholders are the Egmont Group Regional Representatives Meeting with the FATF and FSRBs as well as the meeting of the Donors and Providers Contact Group. These meetings provide an excellent avenue to enhance the communication between the Egmont Group and its stakeholders. 3 These issues will be reflected in the HoFIU Agenda 5

7 25) The Egmont Group will make papers available to HoFIU and other relevant internal and external stakeholders in advance of Plenary meetings; focus Plenary and HoFIU meetings on items of substance; and, continue to seek opportunities to meet face-to-face with stakeholders during Plenary and Working Group meetings. Regional Meetings 26) HoFIU determined that the Egmont Group should go regional and Egmont Group regions were re-organised around FSRBs and the EU, there is an imperative for Egmont Group regions to meet within an Egmont Group setting. The Egmont Group will dedicate additional time for regional meetings during Plenary and Working Group meetings. Working Group Meetings 27) The Working Group Meetings provide an excellent opportunity for members and Observers to discuss in greater detail issues and concerns on AML/CFT FIU developments to support the Egmont Group Strategic Plan. 28) Various external stakeholders are also invited on an ad hoc basis to Egmont Group Working Group meetings to contribute on issues and concerns regarding AML/CFT developments. 29) To facilitate increased cooperation with Observers and external stakeholders, the TWG have created the Donors and Providers Contact Group that meets during the TWG meeting. This provides an opportunity for Observers, donors and providers to further engage in the delivery of technical assistance or training to the region(s) or to express general training needs they may have identified, which could also be relevant to the EG. 30) The Egmont Working Groups will actively seek to engage with relevant stakeholders to encourage their participation in Working Group projects and attendance at Working Group meetings. Training and Technical Assistance Meetings Workshops and Seminars 31) To facilitate the development of FIUs and increase their technical knowledge, the Egmont Group shall promote and solicit support for Training Working Group, or its successor Working Group, initiatives for member FIUs both regionally and globally. 32) To enhance the frequency of training and overcome some of the geographical and resource-related challenges, virtual training opportunities (E-learning) 6

8 should be developed and offered to all Egmont Group members through the Public Website. E-learning 33) Some Egmont training products will be converted into E-learning courses and be widely available to members, observers, and non-egmont Group members. Therefore, to provide training material to the widest potential audience a restricted access area in the public website will be developed and utilised. Meetings co-hosted by the Egmont Group and Observer organisations 34) The Egmont Group has co-hosted meetings with Observer organisations - typologies meetings, joint forums, and training sessions. These meetings are encouraged and serve as an excellent tool to increase partner involvement and Egmont Group outreach to non-member FIUs. 35) In order to progress the continued expansion of the international Egmont FIU network, the Egmont Group will seek to co-host outreach seminars with FSRBs. Attendance at External Meetings, Conferences, and Seminars 36) To facilitate international cooperation and nurture dialogue with stakeholders, the Egmont Group Chair, Regional Representatives, other Egmont Committee members, the Egmont Group Secretariat (EGS) or other Egmont Group member FIU will participate in relevant events. These would include FATF, FSRBs and EU meetings; other Observers meetings; training and technical assistance seminars; academia, and public events; and any other relevant events that promote the Egmont Group mandate, improve collaboration with stakeholders and assist the Egmont Group deliver on its Strategic Plan. 37) To facilitate greater Egmont Group participation in external meetings the following representation formula is relevant for FATF and FSRBs / EU meetings: a. FATF Egmont Group Chair/Vice-Chairs and Executive Secretary b. APG Asia and Pacific Regional Rep or a designated representative c. CFATF Americas Regional Rep or a designated representative d. EAG Eurasia Regional Rep or a designated representative e. ESAAMLG East and South Africa Regional Rep or a designated representative f. EU-FIU Forum Europe 1 Regional Rep or a designated representative g. GABAC - West and Central Africa Regional Rep or a designated representative or a designated representative h. GAFILAT Americas Regional Rep or a designated representative i. GIABA West and Central Africa Regional Rep or a designated representative j. MENAFATF MENA Regional Rep or a designated representative 7

9 k. MONEYVAL Europe 2 Regional Rep or a designated representative 38) In all other meetings, participation should be justified by the benefit and positive input to the Egmont Group. The appropriate Regional Representatives, based on the location of the meetings, will be advised and updated. In the first instance the Egmont Group will be represented by the Chair of the Egmont Group or by his delegate. In cases whereby the Chair or his delegate can t attend a meeting, the appropriate Regional Representative will represent the Egmont Group or another member of the Egmont Committee. 39) Those that attend the meetings representing the Egmont Group at international fora are expected to prepare and present, if required, on the current work of the Egmont Group and to submit a mission report to the EGS containing a short summary of the meeting and any interventions made. The mission report will be posted on the mission reports section of the ESW. 40) To promote transparency, accountability, and good governance, the EGS will keep an updated list of missions attended by EG representatives on the ESW, pointing to the relevant mission report. VIRTUAL TOOLS AND INSTRUMENTS 41) Virtual tools and instruments shall be used more often to promote the work of the Egmont Group internally and externally and to overcome the challenge of large geographical distance between members. These tools should also serve as a vehicle for Egmont Group work/tasks to be completed outside of and in between meetings. 42) As part of the communication strategy to accompany the Strategic Plan ( ), the ITWG should examine options for Voice over IP communications between HoFIU to allow for real-time discussion around cases, intelligence and support that is a critical requirement to international FIU to FIU cooperation. Egmont Secure Web 43) The Egmont Group s secure communication system, the Egmont Secure Web (ESW) permits members to communicate with one another via secure , requesting and sharing case information as well as posting and assessing information on typologies, analytical tools and technological developments. The Financial Crimes Enforcement Network (FinCEN), on behalf of the Egmont Group, voluntarily funds and maintains the ESW. The ESW serves four main goals: sharing of confidential information, sharing of unclassified information, sharing of documents and other material for Egmont meetings, and communication between Egmont Group members. 8

10 44) The EGS manages and maintains the public community on the ESW where members can access documents and related information prior to Egmont events such as Plenary and Working Group meetings. Public website 45) The Egmont public website ( is managed by the EGS and used as a tool for external communication. The website provides all stakeholders and the general public with information on Egmont s mandate, role, and activities as well as a method for publishing core documents. In addition the Egmont public website hosts a basic secure area where observers can access non-confidential documents posted by the EGS 4. 46) The public website will convey the role and importance of the Egmont Group in international cooperation and information exchange between FIUs in the broader AML/CFT community and elevate the importance of FIUs in combatting ML and TF nationally and internationally, promoting the Egmont Group brand and the general recognition and awareness of its activities amongst its stakeholders. 47) To achieve the objectives set above the public website will be reviewed annually. The Egmont Group Secretariat, in cooperation with all relevant Working Groups, will work to enhance the functionality of the public website and regularly maintain and update the content of the site. 48) As noted in the Working Group and virtual tools and instruments section, the public website should serve as a vehicle for Egmont Group computer based training (E-learning) for all Egmont Group FIUs Social Media 49) Social media is proven to be an effective tool for communication with external stakeholders. It should be used to update stakeholders on matters of public interest such as news, updates, meeting outcomes, and other worthwhile information. Social media is a quick, easy, and financially-free tool to extend the reach of the Egmont Group to new stakeholders, increase recognition of the organisation, and maintain presence on the world stage. 50) The EGS will establish relevant social media accounts to direct users to the EG Public Website for information and contact details. A paper with guidelines and procedures for using social media, including the scope of the messages shall be written. 4 The ITWG has been tasked to conduct a review to determine the feasibility of having an Observer Section of the ESW for EG Observers; thus, the secure area of the public website might become obsolete. 9

11 , Facsimile, and Telephone 51) Most of Egmont Group s communication occurs by open and, to a lesser extent, by facsimile and telephone. In this regard, a reliable list of primary contact points for members, Observers, and external stakeholders is critical for the effective functioning of the Egmont Group. 52) The ESW has an FIU and HoFIU contact database. It is the responsibility of the individual member FIU to keep these contact lists up to date so that an up to date contact list can be generated for both ESW and open s to HoFIU. HoFIU receive an alert on their open accounts notifying them on ESW received. REPORTS AND PUBLICATIONS The Egmont Group will produce the following types of reports: External: Egmont Group Annual Report 53) The Egmont Group Annual Report (EGAR) is a method of accounting for the previous year s activities and communicating the achievements of the Egmont Group publically. The Annual Report will be published as soon as possible following the Plenary Meeting in each year and will incorporate the outcomes of that Working Group and Plenary meetings as well as other key activities of the Egmont Group during the applicable year. 54) The Chair, Egmont Group Working Groups, Egmont Group Regions, via their Regional Representatives are responsible for providing input into the Annual Report. 55) The Annual Report will be disseminated to members, members reporting agency/ministry, observers, and other stakeholders through the ESW, the public website, and in hard copy (on a limited basis). Members and Observers are encouraged to provide the EGS with suggestions and comments on how to improve the report. 56) A formal dissemination strategy will be devised by the Egmont Committee, as well as a contact list of individuals and organizations to receive the Annual Report. Egmont Group Activity Reports 57) Since 2013, in recognition that it is desirable for the Egmont Group to have a transparent relationship with Observers the FATF and FSRBs/EU, and in line with the Egmont Group s participation in the FATF Global Network Coordination Group (GNCG), the Egmont Group provides an Egmont Group of FIUs Activity Report ahead of all FATF and FSRB/EU meetings. The Activity Reports follow a 10

12 standard template and detail general information on the Egmont Group, provide feedback from relevant meetings and an update on typologies and training initiatives. The Activity Reports are sent to the relevant Regional Representative for their review. Activity Reports received by the FATF and other FSRBs are circulated to HoFIU. Co-Chairs Statement 58) The Co-Chairs Statement is a public document for all stakeholders, including the media. This document is written by the Co-Chairs of the plenary meeting with consultation with the Egmont Committee, and includes the highlights and important information on the decisions made during the meeting. This document is written on the last day of the plenary meeting and posted on the Egmont public website. Internal: HoFIU Bulletin 59) Following the HoFIU meeting a summary of the meeting s results shall be distributed to stakeholders. The HoFIU Bulletin is an internal document for members only. It includes all decisions and outcomes of the plenary meeting including discussions on funding, budget, membership, and other internal procedures. The EGS shall distribute the HoFIU Bulletin within three weeks following the culmination of the plenary meeting. ESW Annual Report 60) The ESW Annual Report is a mechanism in which the ESW Board reports back to the HoFIU on past activities, updates, and statistics. BRANDING AND WIDER RECOGNITION OF THE EGMONT GROUP Logo 61) The Egmont Group logo is the intellectual property of the Egmont Group membership. The Egmont Group logo provides a unique and recognizable image that visually identifies the organization and promotes coherence of its communication. The logo shall be prominently displayed on all Egmont Group products. 62) The logo is available to all internal stakeholders to promote awareness and branding of the Egmont Group and its activities. The use of Egmont Group logo by external stakeholders requires the approval of the Executive Secretary. The use of the logo should not promote any commercial product or activity outside the scope of the Egmont Group s mandate. ENGAGEMENT WITH MEDIA 11

13 63) The guiding principle on any statement made to the press is that it must reflect the general guidelines established by the Heads of FIUs in the Statement of Purpose of the Egmont Group as well as the Egmont Group Charter. 64) The EGS shall produce media releases to directly promote the role and importance of the Egmont Group s work to the media, taking into account security concerns. Egmont Group events, such as the annual Plenary and Working Group Meetings as well as Egmont Group publications may also be supported by media releases. 65) In an effort to raise awareness among the general public, the Chair, Egmont Group will answer media enquiries in relation to the Egmont Group s processes and procedures. The Chair may refer to published reports and other open source material and discuss, in broad general terms, money laundering and terrorist financing vulnerabilities, as well current and emerging typologies, faced by FIUs. 66) Upon request, the EGS may provide statistical information found in the summary of the results of the Egmont Group Biennial Census as determined by the agreed information handling codes. 67) Where media outlets request information from the EGS outside the ambit of what is covered by the agreed Census handling codes, in relation to a member FIU, the EGS may refer media outlets to the Head of the FIU in question. ENGAGEMENT WITH ACADEMIA 68) The Egmont Group will seek to become more active with academia in order to facilitate greater cooperation on relevant research initiatives. 69) Specifically, the EGS should maintain and strengthen its current relationship with academia in its internship program and other research project. The EG should expand its outreach to academia through the WG Chairs and Regional Representatives. 70) The Policy and Procedures group should optimally identify research programs in the field on AML/CFT and engage student researchers in different research opportunities. FEEDBACK 71) Stakeholders are encouraged to assess on an on-going basis how well their information and communication needs are being met or addressed. All stakeholders are encouraged to provide feedback and comments to the EGS on the best manner to utilise communication tools to attain the communication objectives. This will be done on an annual basis as part of the plenary week feedback form. 12

14 72) The EGS will ask both internal and external stakeholders to complete a feedback form at the end of Egmont Group meetings and events. Members and external stakeholders feedback on the goals, content, delivery, and relevance of presentations and documents assists the EGS to continuously improve its communications. 73) If resources permit it, the EGS may engage professionals to assist in the evaluation/assessment of Egmont Group communications. Alternatively, surveys, developed by the EGS, may be used to receive feedback as to incorporate lessons learned in the communications strategy. REVIEW 74) This Communication and Coordination Strategy will be reviewed every three years, in direct relation with the Strategic Plan. It will be amended as necessary to reflect changing communication and information challenges and the needs of stakeholders. Egmont Group Secretariat May 2015 Toronto 13

15 Annex 1 List of Observers EAG- (EURASIAN GROUP ON COMBATING MONEY LAUNDERING AND TERRORISM FINANCING) ESAAMLG- (EASTERN AND SOUTHERN AFRICA ANTI-MONEY LAUNDERING GROUP) FATF- (FINANCIAL ACTION TASK FORCE AGAINST MONEY LAUNDERING) FIU.net Bureau GABAC- (GROUPE D ACTION CONTRE LE BLANCHIMENT D ARGENT EN AFRIQUE CENTRALE) GIABA- (GROUPE INTERGOUVERNEMENTAL D ACTION CONTRE LE BLANCHIMENT D ARGENT EN AFRIQUE) GAFISUD- (FINANCIAL ACTION TASK FORCE ON MONEY LAUNDERING IN SOUTH AMERICA) GCC- (THE COOPERATION COUNCIL FOR THE ARAB STATES OF THE GULF) GIFCS-(GROUP OF INTERNATIONAL FINANCIAL CENTRE SUPERVISORS) GOPAC- (GLOBAL ORGANIZATION OF PARLIAMENTARIANS AGAINST CORRUPTION) IMF- (INTERNATIOANL MONETARY FUND) MENAFATF 5 - (MIDDLE-EAST AND NORTH-AFRICA FINANCIAL ACTION TASK FORCE) MONEYVAL- (MONEYVAL COMMITTEE, COUNCIL OF EUROPE) OSCE- (ORGANIZATION FOR SECURITY AND CO-OPERATION IN EUROPE) UNODC- (UNITED NATIONS OFFICE ON DRUGS AND CRIME) WB- (WORLD BANK) WCO- (WORLD CUSTOMS ORGANIZATION) APG 6 - (ASIA-PACIFIC GROUP ON MONEY LAUNDERING) CFATF 7 - (CARIBBEAN FINANCIAL ACTION TASK FORCE) 5 Pending outcome of their plenary (June 2014) 6 Pending outcome of APG Steering Group Meeting (June 2014) 7 Pending outcome of Round Robin Procedure (May ) 14

16 Annex 2 New Egmont Group Logo 15