Annual Plan 2020/2021 - Seafish
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Annual Plan 2020/2021
Planning for the Seafish
Annual Plan for 2020/21,
the third in our Corporate
Plan cycle, commenced
in December 2019; at that
time the world looked
very different.
2
Seafish Annual Plan 2020-21
Our approach had been to continue Prior to the Annual Plan being
to structure and deliver our annual finalised for approval, the world
work programme through our five
changed dramatically, with
key challenges, supported by our
Enabling Services (HR, Finance and the declaration of the Covid-19
IT). The Annual Plan would be built pandemic. The implications of
around a theme of ‘Consolidation’ this event on our public health
as we looked to complete and build and on our economic resilience
upon projects started during years
are unprecedented.
1 and 2 of our Corporate Plan cycle.
It is also clear that the pandemic has
Challenge 1: A changing political,
had a catastrophic impact on large
economic and regulatory landscape.
parts of the seafood industry as
Challenge 2: Stagnant consumer traditional routes to market for much of
demand and strong competition the UK-landed seafood have collapsed,
from other protein foods. and the fragmentation and fragility of
the seafood supply chain is exposed.
Challenge 3: Competing with other
food production sectors for access to a In light of this, we have taken the decision
suitably skilled workforce, while addressing to revisit our approach to how we will
issues around workplace safety. support the seafood industry during this
period of change. Key to this will be:
Challenge 4: Sourcing sustainable
seafood in an increasingly competitive • A
priority focus on assisting industry
global market, alongside continued public to respond to Covid-19 and continuing
concern over practices that compromise to prepare for our exit from the EU.
human welfare and the environment. At the same time we need to ensure
there is sufficient resource and
Challenge 5: Accessing the data,
budget flexibility in place to respond
information and knowledge that
to industry needs as the impact of
will ensure the sector is equipped to
the pandemic continues to play out.
understand and respond innovatively
to a changing environment. • A
djusting how we deliver our core
services (such as industry training,
We knew that the opportunities
our issues groups and our economic
and challenges associated with EU
survey work) so that they remain
Exit would continue to be of critical
relevant and viable.
importance for the seafood industry
(Challenge 1), as would the ongoing
drive to get consumers to eat at least
the Public Health England recommended
intake of two portions of seafood per
week (Challenge 2).
3
We also plan to launch and implement However, we recognise that this
our new Love Seafood initiative during Annual Plan reflects a ‘point
this period, although the exact timeframes
in time’ assessment of how
have still to be confirmed.
we should prioritise resources
We will continue our theme of
and direct our efforts. In reality
consolidation. Many of the activities
listed in the plan reflect work that we have
there is much uncertainty
already started and which we will look to ahead and we fully expect that
finish, although timeframes may shift as it will need to flex and adjust
we reprioritise resources to respond to in response and that delivery
industry requests for assistance.
timeframes may need to be
Our five challenge framework remains revisited. For that reason the
and our Challenge 1 work programme Annual Plan will be reviewed
has been repurposed to reflect our
regularly during the year and
priority focus on Covid-19 support
alongside our existing work to assist
revised when necessary.
industry to adapt to EU Exit.
4
Seafish Annual Plan 2020-21
Part A: Planning and delivering in a time of change
There are two major events that are However, there remains a strong demand
impacting and will continue to have an for seafood in the UK. Large UK retailers
impact on the seafood industry during experienced a growth of 60% in sales
2020/2021; Covid-19 and EU Exit. during the first few weeks of the national
These have already shaped our work lockdown, mainly across frozen (fish
programme, and their impact will be fingers) and ambient product ranges
felt for many years to come. (canned tuna). The bulk of these sales
have been driven by imported product and
Covid-19 pandemic and the
the sophisticated nature of retailer supply
UK seafood sector
chains mean it is not possible to easily
UK landed seafood is typically distributed
switch product lines to UK-landed fish.
through three channels: exported
mainly to European consumers, sold This has created a challenge where the
via the domestic food service sector domestic seafood industry (from the
(restaurants, bars, school canteens catching sector through to the food
and some fish & chip shops) or sold service sector) must find domestic
through retail (predominately to small customers to replace lost export trade,
scale operators such as high-street and establish new routes to existing
fishmongers, with a limited amount into customers who are eating at home,
multiple retailer’s fresh fish counters). rather than at restaurants.
The Covid-19 pandemic has significantly
There is an opportunity to establish
impacted on each of these supply routes.
networks to provide seafood to
At the time of writing trade into high-value consumers via local fishmongers or
European export markets has declined through direct sales (fish boxes to the
dramatically and the UK food service door). This is a very different business
sector is closed. The retail sector is also model and is not one that small scale
not immune as: operators can easily adapt to; in many
cases the basic infrastructure (transport
• L
arge multiple retailers, in response to
routes, processing capability and digital
changing purchasing habits, have shut
sales platforms) is not well established
fish counters and limited the range of
or just not available. Similarly there is
seafood products on offer to try and
an opportunity to think differently about
focus resources and supply chain
retail supply chains and to build more
logistics on keeping shelves stocked;
resilient domestic supply networks.
• H
igh street fishmongers have faced We also know that the crises will pass
difficulties in securing supplies as and seafood businesses will need to be
fishing vessels tie up and processing agile so that they can quickly respond
businesses close their doors because once export markets reopen.
of uncertain trading conditions.
5
We have adopted a three phased EU Exit
approach to how we will support At Seafish, we remain focused on
the seafood industry to remain viable helping our seafood sector navigate
during the Covid-19 pandemic: the opportunities and challenges that
our exit from the EU will bring. This will
Phase 1 Response: Working with the
include supporting industry to prepare
seafood industry to keep the fabric of
for the 31 December 2020 transition
the UK seafood supply chain intact.
period deadline by providing relevant
Phase 2 Recovery: Assisting the and accessible regulatory advice
seafood sector to get back on its and guidance, and economic analysis.
feet as lockdown restrictions are As we transition out of the EU, we will
eased and export markets reopen. also increase our efforts to support the
vital role that international trade plays in
Phase 3 Reset: Understanding and the UK seafood supply chain by ensuing
responding to the long-term strategic trade routes remain viable with both EU
implications that the pandemic has and global markets. Throughout we will
had on the seafood supply chain. continue to work in close collaboration
with our four government partners.
6
Seafish Annual Plan 2020-21
Part B: How we will work
Since the start of the current Corporate • T
he work to promote the positive
Plan cycle, we have committed to be reputation and credibility of the industry,
flexible and agile so that we can quickly which is even more important in the
respond to emerging issues. This will be current climate as we use the full suite
required more than ever during 2020/21 of communication channels (print,
as will our commitment to working broadcast and social media) to promote
together with our industry partners to and increase consumer awareness of
assist businesses to respond to and the benefits of a seafood-rich diet.
recover from the numerous challenges
• T
he work we do to convene and
that the UK economy faces.
facilitate forums to enable industry,
Integral to this is: government, the research community
and non-governmental organisations
• T
he ‘on the ground’ engagement
(NGOs) to share information, ideas
we provide through our national
and solutions.
and regional committees, and the
opportunity these forums provide to • O
ur active participation in stakeholder
help us and government understand events in the UK and overseas to share
the impact that Covid-19 is having on best practice and identify opportunities
seafood businesses across the UK. for the UK industry.
7
Challenge 1:
Our changing political
and social climate.
For the past two years our Challenge 1 work
programme has focused on helping the UK
seafood sector to identify, optimise and secure
business benefits from the UK’s exit from the EU,
while successfully responding to the difficulties
that such change will inevitably bring.
This will continue to be a priority for us during
2020 as the UK moves through the transition
period and establishes a new trading relationship
with the EU and other non-EU countries.
8
Seafish Annual Plan 2020-21
However, over the past few months C. W
ork in collaboration with industry
the Covid-19 pandemic has had a and central government to ensure that
catastrophic impact and unforeseen any new EU exit related regulations
consequences for the seafood sector. meet the needs of industry and where
Challenge 1 has become the central point possible simultaneously meet the
of coordination for much of our work needs of our main trading partners
programme to assist businesses across without placing unnecessary burden
the seafood supply chain to respond to, on industry.
and in time recover from, the pandemic.
D. D
evelop tools and guidance to
This will continue over the next twelve support businesses to respond
months. As expected the pandemic has to and recover from the Covid-19
also influenced the type of activities pandemic including assisting
that we can deliver during this period seafood businesses to directly
as major international trade shows are target domestic consumers.
cancelled. In response we will explore
E. D
evelop and implement targeted
alternative ways to support seafood
trade promotion activity in
businesses to promote their products
international markets to enable the
in overseas markets.
seafood sector to revive their export
Our proposed work programme to business in the wake of Covid-19.
support Challenge 1 during 2020/2021
F. C
onduct a ‘task and finish’ strategic
will include the following activities:
review of the impact of Covid-19 on
A. W
orking in collaboration with the UK seafood supply chain to inform
industry and central government, decision making, government policy
via our Exporters Forum, to ensure and future research needs. The review
that the opportunities and potential will use industry knowledge and
implications for seafood exports experience to understand how and
from EU Exit and potential future why the supply chain was impacted
free trade agreement negotiations and what changes need to be made
are understood and addressed. to improve future resilience.
B. A
ssisting industry, in Northern G. U
se the Seafish fleet and processing
Ireland and across the wider UK, sector surveys to provide an
to understand and respond to the evidenced-based assessment of:
changes and challenges that the
• The impact of Covid-19 on
implementation of the Northern
business viability; and
Ireland Protocol is likely to bring
to seafood trade. • The contribution that government
support measures have made in
enabling businesses to withstand
the crisis.
9
Challenge 2:
Stagnant consumer demand
and strong competition from
other protein foods.
Our long-term ambition is to support the
doubling of seafood consumption in the UK
to two portions per person a week, which
will in turn contribute to significant financial,
social and health benefits for the nation.
10Seafish Annual Plan 2020-21
At Seafish, we will approach this by The work programme will include
positively influencing consumer attitudes the following activities:
and perceptions, encouraging people
A. C
onvene and support the LSG so
to place a higher value on seafood as a
industry members can help shape
core part of their diet. Our recent strategic
the ongoing direction of the Love
shift in approach to reversing a decline in
Seafood initiative and to establish
seafood consumption recognises the long,
a programme of consumer and
but important journey ahead (20+ years).
trade campaigns, events and other
Our focus is to work with UK seafood activities throughout the year.
businesses to engage consumers to eat
B. L
aunch and promote Love
more seafood more often. The Covid-19
Seafood direct to consumers so
pandemic and the ongoing need for
as to positively influence audience
social distancing has meant that many
attitudes and perceptions towards
of the iconic events that we usually hold
the consumption of all seafood.
annually to encourage Business2Business
Activities will include consumer
and Business2Consumer engagement
campaigns and events across a wide
have been cancelled for 2020/2021
range of channels and platforms.
(e.g. National Fish & Chip Awards and
Seafood Restaurant of the Year). Despite C. P
romote Love Seafood direct to
this interruption, we will continue to seafood businesses throughout
innovate to find new ways to collaborate the supply chain and across the
with supply chains to positively influence UK, so they can participate in the
consumer attitudes and perceptions initiative, use campaign assets and
of seafood. amplify messages. Activities may
include trade-focused campaigns
Our proposed work programme to support
and events where possible.
Challenge 2 during 2020/2021 is centred
round the development, launch and D. P
roduce market insight reports
implementation of the new Love Seafood (and bespoke analysis on request)
brand platform. The exact timeframes covering retail sales and foodservice
for the launch have still to be finalised channels, to enable businesses to
but will be agreed in collaboration with take advantage of the Love Seafood
the Love Seafood Group (LSG) and brand activity, and to anticipate and
Seafish’s Supply Chain and Consumer respond to consumer trends.
Panel once conditions are right.
E. P
rovide seafood-specific regulatory
guidance on health and nutrition
claims and food advertising,
to support Love Seafood activity
and to assist industry compliance.
11Challenge 3:
Attracting, retaining and
developing sufficient skilled
labour while providing a safe
working environment.
Our goal is to help eradicate all preventable
fatalities and injuries at sea and onshore,
and to assist the seafood sector to benefit
from best-in-class skilled labour, supported
by high quality training.
12Seafish Annual Plan 2020-21
Ongoing social distancing restrictions in C. C
ontinue to support the development
response to Covid-19 mean that we will of the Seafish Young Seafood Leaders
need to think differently about how best to Network to assist the seafood industry
deliver our safety and training programme to identify, nurture and retain talent to
during 2020/21. Key to this will be support the next generation of young
enhancing our existing online training seafood executives to innovate and
offering and exploring new ways to allow lead change in the industry.
for remote learning and assessment so
D. W
orking collaboratively with the
that the workforce across the seafood
Maritime & Coastguard Agency
supply chain remains safe and skilled.
(MCA) to ensure a smooth transition
Our proposed programme of work in the handover of responsibility for
for 2020/2021 to support Challenge 3 the delivery of Marine Survey services
will include the following activities: back to the MCA on 20 July 2020.
A. C
ontinue to support the development E. D
eliver a range of Kingfisher services to
and delivery of apprenticeship improve fishing safety, understanding
and other new entrant training and prevent accidents, including:
programmes across the UK.
• Spatial data and guidance material
B. C
ontinue to support the promotion of (e.g. FishSAFE & KIS-ORCA)
career and employment opportunities displaying hazards at sea from the
in the seafood industry by: offshore oil and gas, subsea cable
and renewable energy sectors.
• Developing promotional material
that seafood businesses can use • A hazard alert system
for their own recruitment activities; (e.g. Kingfisher Bulletin), delivering
real time safety messages of new
• Working in partnership with the
hazards, conflicting activities and
seafood industry and other closely
critical offshore news.
aligned industries to amplify
relevant career campaigns and • Information to improve
recruitment drives. For example, understanding of the risks
the Maritime Skills Alliance and presented by offshore structures
Scotland Food and Drink; and and safety protocols to follow.
• Improving the brand image of
the sector so that potential
employees see it as dynamic,
future-focused and an attractive
sector to be part of.
13F. C
ontinue to progress the fishing G. C
ontinue to collaborate with the
industry safety agenda across MCA, the fishing industry and other
the UK: stakeholders on preparations for
the implementation of new UK
• Take a lead role in the Fishing
regulations being developed on
Industry Safety Group (FISG)
fishermen’s training and certification
to deliver improvements in
and consider the implications for
fishing safety across the UK
Seafish’s future role.
catching sector.
H. M
onitor the provision of seafood
• Co-ordinate delivery of the FISG’s
training across the UK and take
Home and Dry safety campaign.
action to address any deficiencies
• Facilitate/support national and identified in the coverage/activity of
regional fishing safety forums, Seafish’s Approved Training Providers
ensuring effective alignment with and Seafood Training Networks.
FISG objectives.
I. P
rovide effective administrative
• Continue to administer MCA/ support to instructors and training
Trinity House funding for safety providers delivering Seafish
equipment and ‘man overboard’ training programmes, including
awareness events. the administration of any available
funding, the maintenance of accurate
training records and the provision
of expert advice and guidance on
training matters.
14Seafish Annual Plan 2020-21
J. D
evelop new training materials K. C
omplete a strategic review of
to support offshore and onshore the seafood industry’s needs for the
business needs including: training of new entrants and workers,
evaluating the effectiveness of
• Reviewing/updating our
Seafish’s support and producing a
Introduction to Commercial
plan outlining how our future support
Fishing courses for new entrants
can be targeted for maximum impact.
and our Basic Safety course for
foreshore gatherers;
• Developing new training materials
on sustainable fishing and
aquaculture health and safety; and
• Expanding our onshore training
e-learning content and piloting
remote delivery of key onshore
training courses.
15Challenge 4:
Balancing the need to
secure sustainable supply
while ensuring we meet
consumer demands for
supply chain integrity.
Our goal is to work in partnership with seafood
stakeholders to secure the broad supply base
required by the UK industry, and to support the
responsible sourcing and supply chain integrity
demanded by UK consumers. We consider that
a sustainable and responsible seafood sector
is the minimum standard that all parts of the
supply chain should stick to.
16Seafish Annual Plan 2020-21
While the full implications of Covid-19 on E. G
athering and sharing expertise to
the responsible sourcing agenda are still enable the catching sector to better
unclear, indications are that consumer utilise gear selectivity in wild capture
safety and the need to demonstrate trust fisheries to address bycatch issues
and confidence in the seafood supply and minimise damage to benthic
chain will remain paramount. habitats – including maintaining the
Seafish Gear Database as a widely
Our proposed work programme to
used source of expert information.
support Challenge 4 during 2020/2021
will include the following activities: F. A
ssist the sector to source and secure
a continuous and compliant supply of
A. C
omplete an economic assessment
sustainable raw material from outside
of the UK aquaculture sector to
the UK by:
demonstrate the potential value the
industry could deliver under a range • Informing industry of
of scenarios. circumstances in supply countries
that could impact on material
B. F
acilitate the Shellfish Stakeholder
availability such as food safety
Working Group as a mechanism
alerts or Illegal, Unreported and
to bring industry and government
Unregulated activities; and
agencies together to work in
collaboration on water quality issues • Bringing together policy makers
that are affecting the growth of the and industry to discuss current
shellfish sector. A priority initiative industry issues and regulatory
will be the successful delivery of proposals.
the project to develop an assurance
G. P
rogressing work on the UK’s future
scheme for shellfish and human health.
fisheries management framework
C. P
roviding support to a network of in collaboration with industry and
devolved aquaculture leadership central government; including
groups, and related UK-wide delivering the ‘Future of our Inshore
initiatives such as the Seafood 2040 Fisheries’ project and enabling a
Aquaculture Leadership Group. suite of co-management initiatives
e.g. Shellfish Industry Advisory Group
D. W
orking collaboratively with industry,
and Whelk Management Group.
government and the environmental
NGO community to ensure that H. D
eliver an updated and enhanced
marine management measures version of the Risk Assessment for
provide the required environmental Sourcing Seafood (RASS) tool to
protection whilst having the least enable seafood buyers to develop
impact on the seafood sector. responsible sourcing strategies and
make informed sourcing decisions
in relation to wild fisheries.
17I. C
ontinue to facilitate the Seafish L. P
rovide practical information
Issues Groups, using online video and guidance to help the seafood
conferencing tools as required, supply chain understand the
to support responsible sourcing requirements of meeting different
and supply chain integrity. social responsibility obligations,
such as modern slavery legislation.
J. S
upport two industry-led initiatives
on welfare and human rights in M. S
upport the seafood sector to
the seafood supply chain; the respond to issues associated
Fishermen’s Welfare Alliance and with plastics/micro-plastics
the Seafood Ethics Action Alliance. in the seafood supply chain by:
K. P
rovide expertise and analysis to help • Ensuring up-to-date and relevant
the seafood supply chain to respond information on the issue is available;
to issues relating to environmental
• Signposting the sector to initiatives
sustainability (including providing
that support improved management
support to the North Atlantic Pelagic
and issue mitigation; and
Advocacy Group).
• Working in collaboration with the
sector to provide accessible and
up-to-date consumer information.
18Seafish Annual Plan 2020-21
N. P
rogress initiatives to improve the O. C
ollaborate with industry, government
knowledge base of key data limited and other stakeholders to develop
fisheries including: a series of resources to inform fish
welfare practices, including:
• Supporting Project-UK Fisheries
Improvement initiatives to enable • Best practice guides covering
prioritised stocks to achieve MSC fish welfare practices across
certification goals; and different fishing types; and
• Reviewing the Ecological Risk • Updating and revising live
Assessment of the effects of crustacea handling guidance
fishing in South West England. to ensure latest welfare
considerations are included.
P. F
inalise the Responsible Fishing
Ports Scheme to ensure it is
accessible for all ports, regardless
of size, and confirm arrangements
for its future management.
19Challenge 5:
Enabling access to data
and research to support
decision making and to drive
innovation and growth.
Our goal is to ensure UK seafood businesses
can draw upon the expert advice, knowledge,
insight and data they need to inform decisions
to deliver increased business prosperity.
As the UK seafood sector seeks to recover
from the impact of Covid-19 while preparing
to adapt operations for life outside the EU,
the ability to access timely and relevant data
and information is more critical than ever.
20Seafish Annual Plan 2020-21
Challenge 5 also has a key role in E. C
ollect financial, economic and social
providing much of the data and evidence data from across the UK catching
to underpin the work delivered across the and processing sectors to produce
other four challenges. robust data sets on seafood sector
performance, and find innovative
Our proposed work programme to
ways to make these available to
support Challenge 5 during 2020/2021
government and industry.
will include the following activities:
F. C
onduct economic analysis and
A. F
acilitate the Seafish Expert Panel
provide advice, to support business
(SEP) to provide expertise to support
decision making and policy
our project delivery and to assist
development, on matters affecting
industry to respond to business issues.
the seafood supply chain.
The SEP will have a key role in advising
on research into the implications of G. C
ontinue to build the evidence base
Covid-19 on the seafood supply chain. to demonstrate the wider public
good and services that the seafood
B. T
o help mitigate climate change,
industry delivers (e.g. food security,
update and enhance the Seafish
public health, marine protection).
carbon toolbox to account for wild
This will include work on assessing the
capture and aquaculture production,
contribution that seafood harvested
so as to enable greenhouse gas
from the UK Exclusive Economic
emissions to be calculated across
Zone (EEZ) makes as part of the
the UK seafood supply chain and
wider UK and global marine resource.
at an individual company level.
Use the findings to assist the UK H. C
ontinue work on mapping Marine
seafood industry transition to low Protected Area locations across the UK
carbon operations. to support industry compliance and
to enable more reliable assessments
C. M
aintain a watching brief across
of their impact on fishing activities.
the UK seafood industry landscape
for emerging and ongoing strategic
changes and map these changes
from a corporate, regional, national
and international perspective.
D. U
ndertake special reviews on
strategic changes identified
through Challenges 1-4, including
implications of EU Exit transition
and Covid-19 on the seafood supply
chain (as required).
21Enabling Services:
Internal functions that
support the work we do
Our Enabling Services are responsible for the
internal support functions which enable Seafish
to deliver the activities set out in the Annual Plan.
It is comprised of the Finance, Levy, Information
Systems and Human Resources teams.
As with Seafish’s external activities, our internal
work programme has also been influenced by
the Covid-19 pandemic which will shape how
we work over the next year. This includes:
• ensuring we have the right resources
(capacity and capability) in place so that
we can support the seafood industry to
recover from the Covid-19 crisis; and
• responding to the inevitable pressures
that the crisis has had on our levy receipts.
22Seafish Annual Plan 2020-21
The priority focus for our Enabling Human Resources
Services during 2020/21 will be to: Delivering a collaborative and strategic
approach to resourcing, succession
A. E
nsure internal infrastructure is
planning and recruitment to ensure we
in place to enable us to respond to
continue to attract and retain expert
the needs of businesses operating
people while enabling and facilitating
across the seafood supply chain
opportunities for the personal growth
during the Covid-19 pandemic.
and development of staff.
B. P
rogress our digital transformation
Finance
work programme to ensure that
Delivering effective financial systems,
we have the baseline IT systems in
robust internal controls to safeguard
place to allow us to work efficiently
our assets, and timely and cost-efficient
and effectively.
processing of transactions. The team is
C. Implement a strategic wellbeing also responsible for ensuring:
programme, linked to the Scottish
A. T
hat the Seafish Board and Seafish
Centre for Health Working Lives, to
Executive have full awareness of the
support the wellbeing of our teams and
financial implications of business
to provide an external benchmarking
decisions, to support effective
tool as we strive to be a leading
decision making.
organisation in workplace culture.
B. Internal processes and external
D. P
rogress work on the Seafish website
reporting are compliant with
to ensure it is stable, that it meets
statutory and other regulatory
legal accessibility requirements, and
financial regulations and reporting
that it can effectively communicate
requirements.
our work to a range of audiences.
C. T
hat our five Challenge Groups
Alongside this our enabling services
are equipped to be financially
teams will continue to deliver their
flexible so we can respond to the
core responsibilities as outlined below to
changing needs of the industry.
ensure all staff are equipped to support
the UK seafood industry through these Levy
challenging times and beyond. Ensuring the timely and effective
collection of the Seafish levy.
23Get in touch: Edinburgh 18 Logie Mill Logie Green Road Edinburgh EH7 4HS T: 0131 558 3331 Grimsby Origin Way Europarc Grimsby DN37 9TZ T: 01472 252 300 seafish@seafish.co.uk www.seafish.org @seafishUK
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