Board of Directors Meeting...2019/07/24 · Board of Directors Meeting Wednesday, July 24, 2019...

Board of Directors Meeting Wednesday, July 24, 2019

9:00 a.m. – 10:30 a.m. Central Daylight U.S. Time Call in: 1-800-309-2350; Code: 908-3334#

*5 to raise your hand

AGENDA

Chair: Nicole Johnson-Hoffman, President

1. Call to Order Nicole Johnson-Hoffman

2. Roll Call of Board of Directors Members (9:00 – 9:05) Katie Ambrose

Producer Constituency

____ Beef + Lamb New Zealand (Sam McIvor) ____ Canadian Cattlemen’s (Bob Lowe) ____ National Cattlemen’s Beef Assoc. (Josh White)

Commerce and Processing Constituency

____ Cargill (Gurneesh Bhandal) ____ OSI Group (Nicole Johnson-Hoffman) ____ Rabobank (Justin Sherrard)

Retail Constituency

____ A&W Food Services of Canada (Lisa Hughes) ____ Ahold Delhaize (John Laughead) ____ McDonald’s (TBD)

Ex-officio

____ Nicole Johnson-Hoffman, President ____ Leon Mol, Vice President ____ Ian McConnel, Secretary/Treasurer

____ Bob McCan, McFaddin Enterprises, Member-at-Large ____ Nicola Robinson, McDonald’s Corp, Member-at-Large ____ Dennis Laycraft, Canadian Cattlemen’s Assoc, Past

President

Civil Society Constituency

____ Solidaridad (Gert van der Bijl) ____ World Wildlife Fund (Tim Hardman) ____ National Wildlife Federation (Simon Hall)

Roundtable Constituency

____ CRSB – Canadian Roundtable (Monica Hadarits) ____ GTPS – Brazilian Roundtable (TBD) ____ MGSC – Colombian Roundtable (Juan Carlos Botero) ____ USRSB – U.S. Roundtable (Ashley McDonald)

Staff

____ Ruaraidh Petre, GRSB Executive Director ____ Katie Ambrose, GRSB Director of Admin & Finance ____ Josefina Eisele, GRSB Regional Director ____ Angela Luongo, GRSB Senior Project Coordinator

3. Affirmation of adherence to the GRSB Anti-Trust Policy (9:05 – 9:07)

4. Consideration of June 26, 2019 Minutes (9:07 – 9:10) MOTION

5. Opening Remarks (9:10 – 9:15) Nicole Johnson-Hoffman

6. Regional Roundtables and Country Initiatives Updates INFORM

6.1. GTPS (Brazil) (9:15 – 9:20) TBD 6.2. CRSB (Canada) (9:20 – 9:25) Monica Hadarits 6.3. USRSB (U.S.) (9:25 – 9:30) Ashley McDonald 6.4. MGSC (Colombia) (9:30 – 9:35) Juan Carlos Botero 6.5. ERBS (Europe) (9:35 – 9:40) Sarah Haire

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6.6. MPCS (Paraguay) (9:40 – 9:45) Juan Carlos Pettengill or Alfred Fast 6.7. New Zealand (9:45 – 9:50) Sam McIvor-Excused 6.8. Australia Beef Sustainability Framework (9:50 – 9:55)

7. Executive Committee Report (9:55 – 10:00) INFORM Nicole Johnson-Hoffman

8. Executive Director’s Report (10:00 – 10:05) Ruaraidh Petre

8.1. Strategic Plan INFORM

1. Updates and Actions

2. Communications Updates and Actions

9. Regional Director’s Report (10:05 – 10:10) Josefina Eisele

9.1. Latin America Regional Meeting Recap INFORM

10. Administrative Report

10.1. Financial Report (10:10 – 10:15) Ruaraidh Petre / Ian McConnel

1. GRSB Financials as of June 30, 2019 APPROVAL

10.2. New Zealand BOD Meeting (10:15 – 10:20) INFORM Ruaraidh Petre

10.3. 2020 Global Conference – Paraguay – Planning Committee INFORM Ruaraidh Petre

10.4. Membership (10:20 – 10:25) INFORM Ruaraidh Petre/Katie Ambrose

1. Accounts Receivable Update

11. Council Reports

11.1. Global Issues

1. GRSB-GTPS Joint Working Group on Forests (10:20 – 10:25) INFORM Simon Hall 2. GHG – (10:25 – 10:30) INFORM Ruaraidh Petre

12. Upcoming GRSB Member Engagement Opportunities REFERENCE(send information to [email protected])

12.1. GASL, September 9-11, 2019, Manhattan, Kansas, USA

12.2. CRSB Annual General Meeting, September 18 &19, 2019 in Montreal, QC

12.3. UN Climate Week & SDG Conference, September 21-27, 2019, New York City, New York, USA (WWF has applied to convene a grasslands event on the Nature based impact day- September 23rd)

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12.4. Board of Directors Face to Face Meeting, November 12, 13, 14 in Christchurch, New Zealand

12.5. Seminar on Sustainable Livestock, November 27, 28, 2019, Colombia

12.6. IPCC COP25, December 2-13, 2019, Chile

13. Other Business and/or Updates from Members

14. Future Board of Directors Meetings

14.1. Board of Directors Meeting (call) – August 28, 2019 at 4:00 pm – 5:30 pm Central Daylight Time, 9:00 pm UTC

15. Adjourn

Attachments:A. GRSB Anti-Trust Policy (p 4)B. 6-26-19 Board of Directors Minutes (pp 5-8)C. June 30, 2019 Financial Reports (pp 9-13)D. Strategic Plan (pp 14-31)

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MEETING GUIDELINES

The purpose of the Global Roundtable for Sustainable Beef is to discuss sustainability issues related to the global beef system. Conversation and discussion about increasing industry sustainability are neutral and pro-competitive. While compliance with antitrust and other laws that govern participation in industry meetings is the responsibility of each participant, we ask you to follow both common sense and these simple guidelines to help us conduct our meeting according to good practices, and to ensure that your fellow participants are comfortable attending and actively participating.

DO adhere to the written meeting agenda.

DO NOT, in our organized meeting sessions, in informal discussions in the hallway, or in any other setting:

discuss prices, rates, or other terms of trade among competitors; engage in discussions that could result in

o the allocation of customers or markets,o the fixing or stabilization of prices,o limitations on production,o boycotts of customers, suppliers, or rivals, oro agreements that would competitively disadvantage certain rivals;

discuss proprietary or other competitively sensitive information; discuss or engage in coordinated behavior to maintain prices, profit margins, or

stability in an industry; engage in any other anti-competitive behavior or any discussion you feel might

be inappropriate.

Thank you for following these few simple guidelines. They are provided to set the stage for a successful discussion of sustainability, not as a complete list of antitrust “don’ts” or

legal advice. Should you have any concerns or questions about antitrust issues, your legal responsibilities, or your participation in industry meetings, you should seek advice from your own counsel.

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MINUTES GLOBAL ROUNDTABLE FOR SUSTAINABLE BEEF BOARD OF DIRECTORS June 26, 2019

President Nicole Johnson-Hoffman called the Global Roundtable for Sustainable Beef Board of Directors conference call to order at 4:00 p.m. Central Daylight U.S. Time, Wednesday, June 26, 2019.

Board of Directors: Organization Representative Organization Representative A&W Food Services of Canada Lisa Hughes Mesa Ganaderia Sostenible

Colombia Juan Carlos Botero

Ahold Delhaize John Laughead McDonald’s Lucas McKelvie

Beef + Lamb New Zealand Sam McIvor National Cattlemen’s Beef Association Absent

Canadian Cattlemen’s Association Fawn Jackson Rabobank Justin Sherrard Canadian Roundtable for Sustainable Beef

Monica Hadarits, Anne Wasko National Wildlife Federation Simon Hall

Cargill Gerneesh Bhandal Solidaridad Gert van der Bijl GTPS Absent U.S. Roundtable for

Sustainable Beef Ashley McDonald

OSI Group Nicole Johnson-Hoffman World Wildlife Fund Tim Hardman

Ex-Officio Members:

Nicole Johnson-Hoffman (President), Leon Mol (Vice President) absent, Ian McConnel (Treasurer)

Members at Large: Nicola Robinson, Member-at-Large

Other Members: Anna DeVries, OSI Group Sarah Haire, European Beef Roundtable Erika Murphy, Coyote Creek Angus Kevin Heuser, Tyson Foods Alfred Fast, Paraguay Beef Roundtable

Staff Present:

Katie Ambrose, Josefina Eisele and Ruaraidh Petre (Clark absent)

Johnson-Hoffman welcomed everyone to the meeting.

A verbal affirmation of adherence to the GRSB Anti-Trust Policy was received from those in the meeting.

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GRSB BOARD OF DIRECTORS June 26, 2019 Page 2 of 4

Consideration of Minutes

There was a motion by McDonald and supported by Hardman that the minutes of the May 24, 2019 Board of Directors meetings be approved as corrected. Motion carried.

Regional Roundtables and Country Initiatives Updates

GTPS: (Email update) - Latin American Sustainable Beef Vision Summit in conjunction with GRSB and ArcosDorados/McDonald's (weekly calls with Josefina)- Mapping of Initiatives on Sustainable Livestock (project coordinated under the ContentCommission)- GIPS Implementation scale up (project coordinated by the Engagement Commission)- Publication of the Deforestation X-Ray event's outcomes- Participation in the Joint Working Group on Forests

CRSB: Wasko reported that their second end user, Harvey's Canada, is now sourcing a portion of their beef from certified sustainable operations. CRSB will have a booth at the Calgary Stampede (1.3M in attendance) the week of July 15. The roundtable is refining their fee structure. The Canadian Beef Industry conference is in August - CRSB will have a meeting while there. CRSB AGM will be in September with a tour. More information will follow.USRSB: McDonald's reported that the USRSB is finalizing their self-assessment tool to be shared in July. Their recognition program has two companies going through this process. An RFP was sent out last week for developing an education program over the next few years. It is posted on their website. They targeted several firms and other companies with developed e-learning programs. The RFP will close mid-July and a contractor selection will take place in mid-August. They are developing a new project of identifying benchmarks and working on filling in the gaps.

MGSC (Colombia): No report

ERBS (Europe): Haire reported that four new members were welcomed to ERBS. Their pilot project has kicked off and work is being done to recognize companies. The group roundtable call hosted by McDonald's was very beneficial.

MPCS (Paraguay): Fast reported they are beginning to prepare for the 2020 global meeting. They are speaking with interested groups about joining the roundtable and how they can participate. Fast will be attending the Latin American meeting in Sao Palo.

New Zealand: McIvor reported that a meeting was conducted to go over the materiality study. It showed the areas that need to be focused on at this time. Australia is pushing New Zealand to meet a zero-carbon goal. Water quality is another policy coming out later in the year. Johnson-Hoffman requested that New Zealand provide a report at the November meeting regarding the policy work being done.

Australia Beef Sustainability Framework: No report.

Southern Africa: No report

Executive Committee Report

Johnson-Hoffman reported that the Executive Committee is working on the Strategic Plan for approval. The Communication Plan is moving forward, and actions are being created.

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Executive Director’s Report

Petre reported that everyone involved with the Strategic Planning meeting in Chicago and the board have received the Strategic Plan. Hoffman recommended comments and suggestions be sent to Petre. McConnel is working on the action plan in conjunction with the strategic plan. A communications review also has been received from Howard Parry-Husbands as a result of the Comm Summit. The first conference call since the summit is scheduled for the week of July 29. Those who were part of the planning committee as well as a few other members will be part of the call.Regional Director’s Report Eisele reported that she has been very busy with the Latin American Conference and the hope is to have over 100 in attendance. The speakers are varied and are available on the GRSB website. Administrative Report

Financial Reports

Petre reported that the financial report showed a year-to-date (YTD) revenue as of May 31, 2019 of $414,419 and YTD expenses of $202,209 resulting in YTD Net Income of $212,210.

There was a question regarding Costco not being on the aged receivables. They have not renewed membership and are not a receivable at this time.

It was moved by Sherrard and supported by Hughes that the May financial reports be approved. Motion carried.

Meetings New Zealand Board Meeting Petre reported that the dates of the meeting will be November 12,13 and 14, 2019, to be held at Hotel Novotel in Christchurch. A draft schedule has been prepared and included in the binder. Petre will be living in New Zealand at this time so if anyone needs help arranging activities, please reach out to him.

2020 Global Conference Planning process will be started as soon as possible. The committee will include representation from the Paraguay Roundtable, a couple of members from the Executive Committee and Eisele. The committee will be made up of approximately six people.

Membership Report

New Members:

1. Department of Animal Science, University of Minnesota, Civil Society

The Executive Committee has requested that a board member be assigned to new members to connect with the new member, welcome them and answer questions they may have. Johnson-Hoffman will be the contact for the University of Minnesota.

It was moved by Sherrard and supported by Wasko that the new member be accepted. Motion carried.

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Council Reports

Global Issues

GRSB-GTPS Joint Working Group (JWG) on Forests – Hall reported that the group has been working with Eisele for the Latin American Summit where they will give a presentation. Using the joint working group to come together and host more sessions, etc. They are working with Eisele to develop a challenge for the roundtables to be completed by the 2020 Global Meeting in Paraguay.

GHG Project – Petre reported that in the past week the final copy of the report has been received and it will be posted on the GRSB website. The public portion will be posted separate from the member portion.

Upcoming GRSB Member Engagement Opportunities • Sustainable Agriculture Initiative (SAI) Platform, June 26-28, 2019, Chicago, IL

• Latin America Sustainable Beef Vision Summit, July 10-12, 2019, Sao Palo, Brazil

• GASL, September 9-11, 2019, Manhattan, Kansas

• CRSB Annual General Meeting, September 18 &19, 2019 in Montreal, QC

• UN Climate Week & SDG Conference, September 21-27, 2019, New York City, NewYork (WWF has applied to convene a grasslands event on the Nature based impact day-September 23rd)

• Board of Directors Face to Face Meeting, November 12, 13, 14 in Christchurch, NewZealand

• IPCC COP25, December 2-13, 2019, Chile

Other Business

Johnson-Hoffman reported that the timing and election materials are included in the binder and to please express interest if you would like to join the Executive Committee or become a Board Member. Petre will check on term limits and report to the Board prior to the August meeting.

Future Board of Directors Meetings

• Board of Directors Call – July 24th, 2019, 9:00am – 10:30am Central U.S. Daylight TimeThe meeting was adjourned.

Respectfully submitted,

Cheryl Clark Director of Operations

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Page: 1

Global Roundtable for Sustainable BeefIncome Statement

Compared with BudgetFor the Six Months Ending June 30, 2019

Current MonthActual

Current MonthBudget

Year to DateActual

Year to DateBudget

RevenuesDues Revenues $ 0.00 $ 2,500.00 $ 356,916.67 $ 335,000.00Grant Income 0.00 5,000.00 0.00 20,000.00Contract revenue 0.00 0.00 0.00 0.00Meeting Revenue 0.00 0.00 0.00 3,000.00Global Conference Revenue 0.00 0.00 0.00 0.00Communicators Summit 4,500.00 0.00 59,500.00 55,000.00Interest Income 504.83 291.67 3,007.46 1,750.02

Total Revenues 5,004.83 7,791.67 419,424.13 414,750.02

ExpensesMeeting Expenses 6,895.62 0.00 10,679.31 11,700.00Staff Travel Expense - Meeting 991.48 0.00 2,900.11 3,500.00Executive Director Contract 7,083.33 7,083.33 42,499.98 42,499.98Executive Director Travel 2,622.27 2,916.67 15,753.03 17,500.02Leadership Travel 0.00 416.67 187.17 2,500.02Administrative Services 16,291.67 16,291.67 97,750.02 97,750.02Office Supplies & Expense (2.50) 62.50 117.98 375.00Postage & Shipping Expense 0.00 29.17 12.94 175.02Telephone Expense 78.68 166.67 738.92 1,000.02Legal Fees & Expense 0.00 125.00 1,524.37 750.00Audit Expense 1,240.00 0.00 6,200.00 6,000.00Insurance 700.00 850.00 700.00 850.00Bank Charges & Fees 0.00 187.50 1,326.70 1,125.00Communications 1,632.75 4,291.67 15,981.05 52,392.18Contract Expenses 0.00 5,000.00 15,000.00 30,000.00Communicators Summit 16,875.88 0.00 45,376.42 29,551.84Global Conference Expenses 0.00 0.00 0.00 0.00

Total Expenses 54,409.18 37,420.85 256,748.00 297,669.10

Net Income $ (49,404.35) $ (29,629.18) $ 162,676.13 $ 117,080.92

For Management Purposes Only

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Global Roundtable for Sustainable BeefBalance SheetJune 30, 2019

ASSETS

Current AssetsCash in Operating - ML *02005 $ 204,834.20Accounts Receivable 46,000.00Accts Receivable - Members 17,000.00A/R-Latin Am Sust Beef Summit 1,844.90

Total Current Assets 269,679.10

Other AssetsCD US Bk Natl Asn 2.3% 10/3/19 248,339.53

Total Other Assets 248,339.53

Total Assets $ 518,018.63

LIABILITIES AND CAPITAL

Current LiabilitiesAccounts Payable $ 27,649.46

Total Current Liabilities 27,649.46

CapitalRetained Earnings 102,693.04Board Specified Reserve 225,000.00Net Income 162,676.13

Total Capital 490,369.17

Total Liabilities & Capital $ 518,018.63

Unaudited - For Management Purposes Only

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7/3/19 at 10:27:46.82 Page: 1

Global Roundtable for Sustainable BeefAged Payables

As of Jun 30, 2019Filter Criteria includes: 1) Includes Drop Shipments. Report order is by ID. Report is printed in Detail Format.

Vendor ID Date Invoice/CM # 0 - 30 31 - 60 61 - 90 Over 90 days Amount Due

NLPA 6/30/19 2019-0137 16,291.67 16,291.67

NLPA 16,291.67 16,291.67

Ruaraidh Petre 6/30/19 2019-07 7,083.33 7,083.33

Ruaraidh Petre 7,083.33 7,083.33

SSCD 12/28/1 12302016 26,863.72 26,863.7212/31/1 Scofield AJE #3 -11,765.46 -11,765.464/5/19 DM04052019 -7,610.40 -7,610.406/11/19 DM06112019A -3,503.40 -3,503.40

SSCD -3,503.40 -7,610.40 15,098.26 3,984.46

Wild Apricot 6/20/19 2018-45 290.00 290.00

Wild Apricot 290.00 290.00

Report Total 20,161.60 -7,610.40 15,098.26 27,649.46

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7/3/19 at 12:17:06.16 Page: 1

Global Roundtable for Sustainable BeefAged ReceivablesAs of Jun 30, 2019

Filter Criteria includes: 1) Includes Drop Shipments. Report order is by ID. Report is printed in Detail Format.

Customer IDCustomerBill To ContactTelephone 1

Invoice/CM Date

0-30 31-60 61-90 Over 90 days Amount Due

McDonald'sMcDonald's

Retail Tier 3

2019-0013/19/19

20,000.00 20,000.00

2019-0095/30/19

15,000.00 15,000.00

2019-0166/11/19

10,000.00 10,000.00

McDonald'sMcDonald's

25,000.00 20,000.00 45,000.00

ZoetisZoetis GDS, LLC

C&P Tier 3

2019-0075/2/19

1,000.00 1,000.00

ZoetisZoetis GDS, LLC

1,000.00 1,000.00

Report Total 26,000.00 20,000.00 46,000.00

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7/3/19 at 12:53:43.56 Page: 1

Global Roundtable for Sustainable BeefAged Receivables - Members

As of Jun 30, 2019Filter Criteria includes: 1) Includes Drop Shipments. Report order is by ID. Report is printed in Summary Format.

Customer IDCustomerBill To ContactTelephone 1

0-30 31-60 61-90 Over 90 days Amount Due

CONSERVACION DESARROCONSERVACION & DESARROLLOJose V. Stcaey

250.00 250.00

ENVIRONMENTAL ENERGYENVIRONMENTAL ENERGY CAPITAL

1,000.00 1,000.00

Holly GibbsHolly Gibbs

Observer Ind.

250.00 250.00

Restaurant BrandsRestaurant Brands International

15,000.00 15,000.00

Savory InstituteSavory Institute

Civil Tier 1

250.00 250.00

TCU IRMTCU Institute of Ranch Management

250.00 250.00

Report Total 17,000.00 17,000.00

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Strategic Plan 2030

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Strategic Planning

In spring of 2019, the Board of the Global Roundtable for Sustainable Beef (GRSB) undertook a strategic planning exercise including membership survey, interviews and design thinking workshop to create a framework for the coming five to ten years. The purpose of a strategic plan is to prioritize goals and objectives to guide the work of the organization – its members, board, and staff – in meeting the challenges and opportunities of the coming years. Subsequent supplements to the Strategic Plan will include annual planning and budgeting to realize ambitious goals. Annual planning creates an opportunity for the GRSB Board to refine the plan to meet changing conditions and maximize success.

What is the Global Roundtable for Sustainable Beef?

The GRSB is a global, multi-stakeholder initiative that advances sustainability of the global beef value chain through leadership, science and multi-stakeholder engagement and collaboration. Created in 2012, GRSB consists of 75 members in five constituencies: producers and producer associations, the commerce and processing sector, retail companies, civil societies, and national or regional roundtables. GRSB includes a General Assembly of all members, an Executive Board of sixteen members, and an Executive Committee of six members.

Global Roundtable for Sustainable Beef Vision and Mission

In May 2019, the Global Roundtable approved the following updated vision and mission.

Vision: We envision a world where beef is a trusted part of a thriving food system in which the beef value chain is environmentally sound, socially responsible and economically viable.

Mission: The GRSB mission is to advance, support, and communicate continuous improvement in sustainability of the global beef value chain through leadership, science, and multi-stakeholder engagement and collaboration. Accomplishments to Date

Since its inception in 2012, the GRSB has advanced sustainability through expanded membership, stimulation formation of many national and regional roundtables, creating guiding principles and metrics, holding biennial global conferences, issuing an antimicrobial stewardship statement and coordinating global and local efforts. GRSB created its governance structure, by-laws, membership, and member responsibilities. GRSB grew its membership from its founding members to some 75 members across the five sectors. GRSB created and sustained a multi-stakeholder, multi-sectoral process that

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has increased trust and connectivity across sectors and geographies. GRSB engaged and learned from a pre-established country roundtable – the Grupo de Trabalho da Pecuária Sustentável (the Brazilian Roundtable on Sustainable Livestock) -- and then built momentum that helped influence the creation of several new country roundtables in Canada, the US, Paraguay, Colombia, Argentina, Europe, Southern Africa. Through an extensive members process and public consultation, GRSB established five key principles and some thirty-two (32) criteria that provides the guiding framework for establishing regional or country specific indicators and metrics. GRSB has held global conferences every two years and convened members around such issues as antibiotic use and greenhouse gas emissions. Lastly, through a members-driven process, GRSB created a “Global to Local” framework to help describe and define criteria for the establishment of roundtables and the coordination and cooperation possible between regional roundtables and the global roundtable.

Strategic Planning Challenge

As GRSB evolves beyond the initial years, it faces key questions. These questions include, but are not limited to:

• What role should GRSB play in regard to regional and country roundtables in terms of support, connection, and alignment?

• How can GRSB achieve global reach by connecting with all the major beef producing areas around the world, including less developed markets in Africa and Asia?

• How can GRSB help demonstrate impact on the ground for improved sustainability and communicate that impact?

• How can GRSB sustain itself over time in terms of relevance, funding, and staffing?

With these questions in mind, the GRSB Board engaged in this strategic planning effort.

2030 Strategic Plan Priorities

GRSB priorities for 2030, in order of priority are:

1. Establish a limited number of “Global Goals” for the GRSB Network; 2. Develop an information system scorecard to report progress on the GRSB Global

Goals; 3. Develop and Strengthen partnerships to meet the Global Goals; 4. Communicate to ensure that beef is a trusted part of a thriving food system. 5. Support the Roundtable Network.

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Strategic Plan Principles

Underlying these goals are four key guiding principles for this strategic plan. • Relevance and Value: The GRSB must ensure it remains relevant to and for its

members, regional roundtables, other international bodies working on similar issues, and key influencers around the globe.

• Impact: The GRSB’s ultimate goal is to encourage, support, and demonstrate positive, tangible impacts on the ground. All that the GRSB does, whether direct or indirect, is in service to this positive impact.

• Influence. GRSB seeks to be a trusted global voice on beef and sustainability. The GRSB seeks to have influence across its members, roundtables, other international bodies, global influencers, and ideally, the public at large.

• Clarity. The GRSB must provide and maintain clarity about its role vis-à-vis its members, regional and national roundtables, emerging geographies of opportunity, and other key actors on these issues.

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2030 Strategic Plan Priorities and Objectives

Priority #1: Set Global Goals for the GRSB network

Objective 1.1

To be recognized as a global leader and to ensure the GRSB network is successful in achieving its vision of a world where beef is a trusted part of a thriving food system in which the beef value chain is environmentally sound, socially responsible and economically viable, GRSB will set a number of aspirational Strategic Goals to drive our work forward and create impact. Goals will build on the GRSB Principles & Criteria, focusing action on the biggest opportunities and be formulated for the whole beef value chain in alignment with the Sustainable Development Goals.

Who are the goals for? The goals will be set on behalf of the GRSB itself; once the GRSB global goals have been set, national and regional roundtables will have the opportunity to ratify them through their own decision-making mechanisms and may then report this ratification and their progress towards the goals to the GRSB through the Information system (see Priority #2). Individual members would also have the opportunity to become signatories to these GRSB Goals, reporting the actions they will take to support the achievement of goals at global and local levels.

GRSB will collectively report the global progress achieved by its members.

The Goal Development Process and Decision Making:

The process to select the global goals will start with a collation of the existing materiality analyses, goals and priorities of the national and regional roundtables. Thus examples of possible goal areas could include animal welfare, worker health and safety, climate impact, biodiversity or antimicrobial stewardship.

In addition, key external international and member commitments / forums will be reviewed in order to effectively position the global goals of the GRSB within the broader context of thriving food systems and international sustainable development – for example, the United Nations Sustainable Development Goals and the New York Declaration on Forests among others. This materiality analysis will conclude in a list of topics with a priority rating.

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Global goal topics will be refined based on discussion with the Strategic Steering Group who will make a recommendation to the Board for ratification. The Strategic Steering Group consists of all of the national and regional roundtables the Board and GRSB Executive Committee. This will result in an agreed list of a focused number (4-6) of topics for goal development. Draft goals will be refined based on discussion with the Strategic Steering Group who will make a recommendation to the Board for the goal to be subject to a GRSB member consultation and approval. After confirmation by the members, these goals and targets will be finalized and published. Once the GRSB global goals have been set, national and regional roundtables will have the opportunity to ratify them through their own decision-making mechanisms and develop individual implementation plans relevant to their nation or region. Members of GRSB and national roundtables will also be encouraged to individually offer demonstration of progress towards the goals thus enabling accumulated reporting globally. Reporting criteria and governance will then be developed. A baseline of the actual performance on the goals will then be established (please see GRSB Priority #2). Timelines: The process described above will be finalized by the end of 2020. Some of the global goals may be set earlier based on both the degree of alignment as well as the current state of knowledge to be able to set a credible, relevant and SMART goal at the global level. As from that date progress and performance will be monitored through annual reporting to GRSB (please see Priority #2) on the metrics defined GRSB global goals will be reviewed every 3-5 years to ensure that emerging issues for the global beef value chain can be adequately addressed in line with the GRSB Vision and Mission. Objective 1.2

Create Goal-specific global action teams (where needed) to collaborate within the GRSB network to support and accelerate progress towards the goals.

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Strategy

Through GRSB members and relationships within the external global sustainability network identify opportunities to accelerate progress towards the GRSB Goals through global collaboration to address common challenges and opportunities.

Tactics:

Develop process for identification and prioritization of Goal-related common challenges and opportunities to be addressed.

(1) Establish procedure for creation of Action Teams.(1)(2) Create an Action Plan(2)(3) Partner / align with relevant external sustainability initiatives e.g. feed, and

identify gaps. (3)(4) Conduct a yearly inventory and prioritization of challenges and

opportunities. (4)(5) Identification of when partnership with external groups is required

to achieve the objectives (see Priority #4).

Resourcing

Staff, executive committee, Board and Membership. This may have implications for staff time and resourcing, for which a detailed action plan and budget will be required each year.

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Priority #2: Develop an information system to record and report progress on the GRSB Global Goals

Objective 2a:

Establish a relevant, robust and credible Information system and reporting expectations to inform progress on the global goals set, identify opportunities for improvement as well as any systemic barriers or gaps to progress, and support the communication activities of the GRSB through Priority #3;

Objective 2b:

Establish a relevant, robust and credible dataset to inform progress on the global goals and identify opportunities for improvement

Who will be reporting? As the global goals will be set on behalf of the GRSB itself, GRSB will report annually on the status and progress of the goals globally based on what is received from roundtables and individual members. National and regional roundtables will report on the progress of their roundtable towards the goals to the GRSB through the information system. GRSB does not envisage a mechanism to collect individual producer data but rather would collect aggregate data through the roundtables. Individual members of GRSB who are signatories to the GRSB Goals will also be asked to report the actions they have taken to support the achievement of goals at global and local levels.

Strategy

• Convene constituencies o Set membership expectations

• Determine reporting frequency for all membership • Using GRSB’s Global metrics report and national RT metrics and indicators,

define the metrics to be used. • Develop a communications plan for dissemination of scorecard • Identify a review committee • Identify desired data points based on goals and identify hot spots • Develop a mechanism and appropriate confidentiality for reporting

o Determine how information will be shared • Develop a process for data verification (e.g., “3rd party”)

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Timeline This will be developed after the GRSB goals have been set. Actions Outcomes – Indicators – Baselines – Targets (Goals)

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Priority #3: Develop and Strengthen Partnerships to achieve the GRSB Global Goals and Priorities

GRSB will form strategic partnerships to advance progress towards the GRSB Global Goals and objectives. Partner organisations could include:

A. Influencers with overlapping objectives with the GRSB network – e.g. Bill and Melinda Gates Foundation, WHO, Media, Google, WRI, FAO and IFAD etc.

B. Researchers: all value chain partners need to be included in advancing towards

the goals. GRSB needs to be more inclusive, and needs to involve itself in research to help support and accelerate progress towards its 2030 goals, once set. This can also help create alignment, credibility and trust beyond the GRSB Network, further advancing the GRSB Communications Objectives.

The GRSB network would then seek co-funding of new research projects/ challenges that could involve the whole value chain, in order to overcome common global barriers or gaps, combining the resources of both GRSB members and strategic partners, to support and accelerate progress towards the GRSB 2030 Goals.

C. Financial Partners (this could be a separate objective under priority #3):

a. GRSB needs to show the banks that the business of sustainable beef is sound; a model to prove that it is economically more viable.

b. Governments; a model that shows both the economical and social benefit in employment and community terms as well.

c. Financial partnerships should also embrace skeptics, encouraging them to invest in the research or a GRSB initiative.

d. Value chain actors

D. Allied industries Dairy, leather, feed, agricultural standards organisations

E. Adversaries: recognize that adversaries have some common goals. Focus on areas of alignment. • Potential partners e.g. env / nature organisations • Cross training – education for / by allied industry partners.

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Resourcing

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Priority #4: Communicate to ensure that beef is a trusted part of a thriving food system

Objective:

Implement a strategic communications plan that supports the GRSB Vision for a world where beef is a trusted part of a thriving food system and recognizes achievements towards establishing and meeting its global goals. Strategy: Based on the mandate from the GRSB Board following the 2019 GRSB Communicators Summit, a fast-action team should be formed for the purpose of creating a communications work-stream that will (ultimately) result in a compelling, inclusive, credible and aligned Global Beef Sustainability Communications Strategy and Narrative, identifying and prioritising the key issues to be leveraged by GRSB constituents and roundtables. The fast action team should engage at regular intervals with the GRSB Board of Directors and membership to ensure multi-stakeholder and global input and relevance. The fast action team will provide a recommendation to the Board on the communications strategy, annual work plan and resource needs for Board decision. The Fast Action team will identify:

• The key target audience(s) • The objective: what the GRSB wants this audience to think, feel and do

differently? • Who GRSB is speaking on behalf of? • The process to develop the narrative and core messages • The resources (internal to GRSB or external) to execute the strategy, including

consideration of Ambassadors/ Advocates (see below) • The strategy, process and milestones

• The ambassador / advocate

• Within the GRSB

• Criteria – who can be an ambassador / advocate – e.g. for credibility and independence do we need to hire them as part of GRSB staff?

• How do we develop/equip our ambassadors and when and where do we send them to support the GRSB Communications Strategy Objectives?

Tactics

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Action Plan

• In the short term, on social media and in Google Searches, GRSB needs to appear higher in searches than is currently the case.

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Priority #5: Support the Roundtable Network

Objective 5 (a):

Provide targeted support for roundtables, update Global to Local Framework

Strategy

Whilst striving for common global sustainable goals it is important to understand that not all roundtables are the same. It is important to recognize their diversity. Roundtables are part of the structure developed by GRSB, and are aligned through policies and frameworks. The GRSB provides these, but there is probably need for them to be updated. Tactics

(1) Mature Roundtables: These roundtables communicate with the GRSB and

are actively and robustly participating in GRSB meetings and decision making processes, making the relationship one of collaboration with information and ideas flowing both ways.

(2) New/Developing Roundtables

This category needs guidance not only from GRSB, but also from other established roundtables where they can offer specific assistance. Monitoring and evaluation to achieve alignment should be carried out by GRSB. The concerns in many developing countries are focused around more fundamental issues than in wealthier countries. Food security and social issues are likely to be much higher on the agenda with good reason. The differing priorities of national roundtables need to be embraced and recognized by GRSB.

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All stakeholders in the GRSB need to work to ensure relevance with Governments, Donors and NGO’s. The knowledge of GRSB should be global so that development projects on the beef value chain include consultation with and acknowledgement of the GRSB and the principals it stands for.

i) Use regular member feedback and where necessary specific surveys to ensure GRSB is meeting member expectations.

Resourcing

Objective 5 (b):

Host global conferences

Strategy

On a biennial basis host a Global Conference on Sustainable Beef in order to provide a forum within sustainable research and practices may be shared with the global beef value chain.

Tactics

(1) Biennial conference. Review frequency and nature of event if level of activity warrants it – aim to position it as the leading beef sustainability conference that delivers a revenue stream for GRSB.

Action Plan

(1) Host regional events connecting existing members and lessons learned to new regions and countries

(2) In collaboration with regional roundtables provide information to stakeholders along the beef value chain on ways to improve sustainability in identified regions.

ii)

Resourcing

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Objective 5 (c):

Membership within and across sectors and geographies.

Strategy

Identify potential and strategic GRSB members across the constituency groups in order to ensure the beef value chain is fully represented and engaged within GRSB. Once the GRSB Global Goals are developed, potential new members should be targeted and prioritized based on their ability to further advance and accelerate progress towards the GRSB goals. The goals themselves should also enable us to recruit additional members.

Tactics

(1) Invest in membership recruitment; develop strategy. Producer outreach (2) Look for more participants in end users (retail/ food service), financial

institutions, land grant colleges, agricultural faculties, and foundations that have an interest in sustainability of food systems.

Action Plan

i) Create a list of organizations with potential to become members (as previously) with existing member input.

ii) Review and revise materials to contact potential new members. iii) Dedicate time to systematically approach organizations on the list. iv) Involve existing members to actively approach potential new members

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Objective 5 (d):

Conduct annual work planning prior to budgeting under these five-year goals and objectives

Strategy

On an annual basis ensure GRSB leadership and staff thoroughly review and update strategies and tactics in order to achieve GRSB goals and objectives.

Tactics

(1) Annual plan to be prepared each year concurrently with the budget and ready for the General Assembly meeting in October.

Action Plan

i) ED prepares annual plan in the lead up to GA meeting in October, reviewed by EC in the (telephone) meeting before the GA, and presented to the General Assembly.

Resourcing

Current resourcing meets this objective.

Objective 5 (4)

Refine the current revenue model

Strategy

Develop and maintain a revenue generating process that will provide adequate funding for GRSB to achieve its mission on an ongoing basis. Develop and maintain an equitable membership fee structure in order to ensure maximum membership in both the GRSB and regional roundtables.

Tactics

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(1) As a matter of urgency propose a complementary model to regional roundtables, in full consultation with and acceptable to all national roundtables.

(2) Compare membership fees among country and regional roundtables and the global organization.

(3) Consider other membership categories (e.g. from RSPO of buyers). (4) Other revenue avenues; NGOs contribution to projects, advisory services (5) Expand revenue model to generate income from events

Action Plan

i) Director of Administration, ED and staff to implement above review of membership with national roundtables.

ii) Draw up comparison of fees from different roundtables. iii) Collect information from other organizations on membership categories and

options. iv) Reevaluation of observer status – membership committee (EC), change bylaw. v) Plan for conferences to generate income.

Resourcing

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Board of Directors Meeting...2019/07/24 · Board of Directors Meeting Wednesday, July 24, 2019...

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