A Regional Seafood Platform in support of more ”responsible” seafood productionDr Geoffrey MuldoonStrategy LeaderWWF Coral Triangle Network Initiative

Challenges for Asia-Pacific Countries

• What does “sustainable” or “responsible” seafood look like in developing world context?

• Local business want to make sustainability commitment, but what should that be in the absence of certified products?

• What types of institution is needed to: o promote “responsible” seafood in

absence of credible eco-labels?o Reward best practices (i.e. access,

price)

Key Propositions

1. Better address unique realities facing Asia-Pacific region in seafood production AND in sourcing more sustainable /responsible seafood at regional scale

2. Regional platform needs to be consistent in delivering WWF network goals but also mindful of Developing World realities (i.e. bespoke solutions, tailored models)

3. There is value in a regional platform solution to support national fisheries and supply-side businesses move toward sustainable/responsible production.

4. Support for transitional or stepwise improvements in fisheries production requires long-term commitment

5. Conditioning

5. Conditioning

1. Application 1. Application 2. Due Diligence

2. Due Diligence

3. Identification

3. Identification

4. MoU & Cooperation Agreement

4. MoU & Cooperation Agreement

6. Evaluation and Planning 6. Evaluation and Planning

7. Membership Authorization7. Membership Authorization

8a. Fisheries/Aquaculture/Chain of Custody Improvement Program (FIP/AIP/CoCIP) - Intermediate

8a. Fisheries/Aquaculture/Chain of Custody Improvement Program (FIP/AIP/CoCIP) - Intermediate

8b. Fisheries/Aquaculture/Chain of Custody Improvement Program

(FIP/AIP/CoCIP) - Advance

8b. Fisheries/Aquaculture/Chain of Custody Improvement Program

(FIP/AIP/CoCIP) - Advance

Seafood Savers Platform Steps

Emphasis on FIP/AIP path to MSC Certification

Platform that can address the impact of

international trade as well as domestic production

Platform that can focus on specific transactions

among key players in the value chain

Platform that can play “convening/overseer role

for multiple regional “stakeholders”

Leverage the intra and inter-regional nature of trade in parallel

Need for “regional” approach?General agreement that economic levers can be powerful tool to drive ecological change…

Regulatory interventions are important, but limited - global

markets can offer part of solution…

Target producers and large buyers/ buyer groups for greatest potential impact ?

“Convening” power is a compelling value proposition

Leverage the intra and inter-regional nature of trade in parallel

Country/region focus to build capability & scaleSupport multinational network to achieve change

“Convening” a compelling value proposition Regional entity supporting or guiding NO/PO programs and partnershipsLeverage /investment at a regional scale

Platform that can address the impact of

international trade as well as domestic production

Platform that can focus on specific transactions

among key players in the value chain

Platform that can play “convening/overseer role

for multiple regional “stakeholders”

Need for “regional” approach?General agreement that economic levers can be a

powerful tool to drive ecological change…

Regulatory interventions are important, but limited - global

markets can offer part of solution…

Target producers and large buyers/ buyer groups for greatest potential impact ?

Economies of scale among buyers and retailers“Sustainable seafood broker” linking qualified producers and buyers

Mobilize broader region-wide industry

commitment to fisheries improvement and provide additional

services and tools

The Regional Program’s Activities can be divided into two categories:

1. Programmatic Engagements focused on engaging directly with supply chain actors to improve practices?

2. Supporting Initiatives consisting of various initiatives taken up in support of these engagements and to create an enabling environment for improved practices.

Regional Program Activities

Two (2) models of engagement to segment and effectively target fishery improvements

1. Single point interventions to eliminate worst practices?– Don’t meet minimum criteria– Not yet candidates for market access

driven continuous improvement program

2. Continuous improvement programs– Adopt existing FIP/AIP model– Tailored FIP to suit fishery and supply

chain

Seafood Platform Program Engagement (1)

Fishery/Aquaculture Improvement Projects

• Stepwise approach to MSC certification

• Develop seafood company commitment

• Technical advice from fishery consultants

• Partner with local stakeholders to develop and implement FIP

Change on the water

Seafood Platform

Other WWF work

Other WWF workCredible Certification(MSC/ASC)

Illegal Activity(IUU, Dynamite

fishing)

Continual Improvement

Incentives/Rewards

Years

“Ladder of Progression”

Advocacy/Outreach

• Engagement with developing country fisheries should support existing initiatives but may need to be tailored to drive improvements in targeted small-scale and developing country fisheries as needed.

Seafood Platform Program Engagement (2)

Catcher/ Carrier Owners

Processors Brand owners

Brand & supermarket owners

Tuna patrons

Fishery

Processors

Trading & Retail

Companies

Consumers

SupplyChain

Stakeholder

sNumber

of Stake-holders

Market Push-Pull Outcomes

~ 100,000 members

< 300 members

< 100 members

Millions constituents

INTERVENTIONIMPACT INFLUENC

E IMPACT

IMPACTINFLUENCEIMPAC

T

1. Developing low-cost methods of evaluation, monitoring and implementation to engage resource and data-poor fisheries

2. Defining minimum market access & communications criteria

3. Supply chain research to understand market leverage points (producer demand, traceability, market power)

4. Advocacy at regional/international level in tandem with NOs

5. Capacity-building for NO & PO programs (e.g. Technical support, field-based training, staffing and secondments)

6. Marketing and communications (e.g. linking supply chain actors, outreach,)

7. Knowledge gathering and dissemination (information clearing house)

Core Supporting Initiatives?

Core Supporting Initiatives?

Regi

onal

Pro

gram

Country 1

Country 2

Country 3

Country 4

• Technical/Capacity Building role

• Advocacy and policy role

• Communications and marketing role

Issues and Challenges (1)

• Enthusiasm for “sustainable” product is opportunity for collaboration on viable, incremental industry strategies

• Can current supply of sustainable seafood cannot meet demand (i.e. Sourcing)?

• How can we improve our capability to deliver?– Demand for services outstrips supply– Lack of personnel, funds and technical expertise to

develop and sustain partnerships– Develop system for verifying non-MSC-certified seafood

under improvement is progressing

Issues and Challenges (2)• Align program activities with “sustainability” driven

FIPs (measureable indicators, timelines) − Cannot undermine the minimum sustainability bar BUT

need to recognize alternative pathway− Cannot become another casualty of green-washing?

• Communication of “improvement” activities– When can market recognition be bestowed– Reward “improvement” activities (B2B, modified FIP)– Need to develop system for verifying non-MSC-

certified seafood under improvement progressing

• Lack of transparency/mislabelling through seafood supply chain eroding buyer and consumer confidence

Buyer Barriers

Buyer group coalitions have political power to influence national fisheries management outcomes

– Economic and practical dis-incentive to changing procurement policies based on available “sustainability criteria (e.g. guides)

• Lack of interest/incentive– Supply chain blockages and/or distribution logistics– Perceived consumer resistance to “price” points (i.e. lack of W-T-

P)– Need for economies of scale among buyers/retailers

• Insufficient, unverified seafood product information– Lack of transparency/mislabelling through seafood supply chain

eroding buyer and consumer confidence where price premiums involved