Sustainable Seafood Markets Movement How is it working?
Buyer engagement
Certified, rated, and FIP volumes
Trends in global seafood trade
Consumer interest
State of global fisheries health
North American Retailers with NGO Partnerships 2008 4 of 25
North American Retailers with NGO Partnerships 2008 2018 4 of 25 22 of 25
North American Retailers with NGO Partnerships 2018 90%
European Retailers with NGO Partnerships 2018 65%
North American Food Service with NGO Partnerships 2018 66%
Engaging sustainable seafood without NGO partnerships 1 200 North American Retailer Supply chain companies
8 New platforms in 5 years
MSC 25% FIPs In 2017
Organic Land = 1.2% In 2016
In 2017
MSC 85% FIPs from Global North In 2017
MSC 85% FIPs from Global North 80% from Global South In 2017
Confounding issues beyond environmental
Max Levine Max@ceaconsulting.com Sydney Sanders Sydney@ceaconsulting.com
different sector similar challenges
Forests Social and Environmental Issues Over 90 percent of the 1.2 billion people living in extreme poverty depend on forests for some part of their livelihoods (World Bank)... half of the world s forests have been cleared... 14 mill. ha forests are lost every year... over 100 species disappear each day 31
Forests Economic Issues 32
Forest Stewardship Council... 1993/1994 in Toronto, Canada... shared equitably by economic, social and environmental interest groups of the Global South and Global North... engages billion dollar commodities trade to respond to problems caused by poor forest management and to drive sustainable social, environmental and economic development 33
FSC systems... credibility & brand integrity FSC is driven by demanding multipliers FSC is seen as risk mitigating against damage to credibility and brand integrity do not put the credibility (brand) of your investors, customer, partners and supporters at risk address the needs of the customers of your customer 34
FSC systems... globalization challenges 35
... crossroads What are the expectations of customers, partners, constituents and peers? Where does Green-Washing start and where does it end? What are the direct & indirect, intended & unintended consequences of compliance? Is it doing something about the issue? 36
... some food for thought SYSTEMS GROW ON CONTROVERSY no need to preach to the converted but engage and argue with critics LEARN FROM YOUR AND OTHER SYSTEMS no need to reinvent the wheel but learn from exiting experience 37
... some food for thought WE LIVE IN A POLITICAL WORLD we do things not necessarily because they make sense but because we like to do them engage with the global reality around build alliances when & where possible the real enemy is not your competitor become politically relevant to impact the global operating environment always remember why your work is important 38
THANK YOU FOR YOUR ATTENTION HEIKO LIEDEKER LEADING STANDARDS GMBH HLIEDEKER@GMX.DE 39
Market Transformation: Moving the Seafood sector to more sustainable waters Lucas Simons NewForesight All rights reserved 40
41 About Lucas Simons LucasSimons @Lucas_Simons LucasSimons If you want a different outcome, you have to change the rules of the game Founder/CEO NewForesight & SCOPEinsight Author book Changing the Food Game Former director Utz Certified Advisor Multinationals, Governments, NGOS Key note speaker, Professor Business Schools NewForesight All rights reserved
Let s talk about: Why is the seafood sector unsustainable? What can we learn from other sectors? What's next for the seafood sector? NewForesight All rights reserved 42
Sustainability challenges are everywhere NewForesight All rights reserved 43
NewForesight All rights reserved 44
There are five food production sector types. Each with their own potential and issues Sector shapes: productivity and potential for sustainability Diamond Potential to become sustainable Flat pyramid 1 Competing on poverty Pyramid Hour glass 1 1 Hybrids 1 Competing on Quality Inverted pyramid 1 Competing on Efficiency Economic Performance NewForesight All rights reserved 45
46 What drives unsustainability in a sector? Four forces that shape a sector What is the enabling environment? What are barriers to enter and success? Sector Shape What are alternatives? What do markets reward? NewForesight All rights reserved
Sustainable market transformation occurs in phases of maturity Each phase has specific characteristics Pilot projects & Innovations Competition Non-competitive collaboration Institutional embedding Agri finance Climate smart agricultue Floriculture Agroforestry Soy Seafood Coffee Cocoa Palm oil Eggs (Europe) NewForesight All rights reserved 47
For the seafood sector, transitioning to Phase 3 would require a similar collaborative approach The next step for the seafood sector GLOBAL Seafood sector platform Regional platform 1 Regional platform 2 Regional platform 3 Global Vision and local priorities Collective strategies Clear Roles and responsibilities Collective business case Strengthened local PPP s Shared M&E Framework Strong backbone organization NewForesight All rights reserved 48
Questions to you: Do you recognize this? Do you agree that this transition is necessary? How would you do this transition? Can you afford not to do this transition? NewForesight All rights reserved 49
NewForesight Consultancy Arthur van Schendelstraat 750-760 3511 MK, Utrecht +31 (0) 30 227 19 00 2016 NewForesight, registered with the trade register in the Netherlands under number 32160245. All rights reserved. Printed in the Netherlands. The NewForesight name, logo and leading in sustainable market transformation are registered trademarks or trademarks. NewForesight All rights reserved 50
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