Game Meat Industry Strategy for South Africa - Workshop 1 - SA Hunters
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Game Meat
Industry Strategy for South Africa
Stakeholder Engagement
Workshop 1
4 / 5 May 2021
AGENDA Time Activity Facilitator 08:30 Arrival / Covid Protocols / Attendance Register 09:00 Welcome and Introductions DFFE 09:30 The Project in Context / Objectives Alsson Network 09:45 Present Key Findings of the Status Quo Report Alsson Network 11:00 Tea / Coffee Break 11:15 Question and Answer Session Project Team 12:00 Brainstorming Session 1: Enabling Legislation / Governance Project Team 12:30 Brainstorming Session 2: Demand and Supply Project Team 13:00 Lunch 13:45 Brainstorming Session 3: Marketing and Branding Project Team 14:15 Brainstorming Session 4: Risks Project Team 14:45 Brainstorming Session 5: Transforming the Industry Project Team 15:15 Create a Shared Vision to Grow the Game Meat Industry Project Team 15:45 Way Forward Project Team 16:00 Close DFFE
WELCOME & INTRODUCTIONS
A WARM WORD OF
WELCOME FROM DFFE
Mr Khorommbi Matibe
Chief Director: Biodiversity Economy & Sustainable Use
THE GMS PROJECT IN CONTEXT
PROJECT OBJECTIVES Growing the game meat market is an initiative of the Biodiversity Economy Phakisa - Wildlife Workstream which is a Presidential Programme. The objectives of the Game Meat Industry Strategy for SA are: • To facilitate platforms where all stakeholders can play a role in addressing the challenges impeding on the game meat industry in South Africa. • Provide mechanisms / interventions to unlock the full economic potential of the game meat industry domestically, regionally and internationally. • Provide guidance on mechanisms that can postulate a platform on how SA can brand game meat and ensure that the issues of conservation, ethics and animal welfare are considered to allow the country to successfully compete internationally in the game meat market.
PROJECT
PLAN
1 Appointment,
Contract, Mobilisation
and Inception Phase
Develop Status Quo Stakeholder Strategy Development Develop Implementation Plan
2 Report
3 Engagement 5 Process 6 Purpose: Develop a detailed
Purpose: To vet information Implementation Plan with RACI for
Purpose: To detail and contained in the Status Quo Purpose: Based on outcomes Strategic Objectives and Initiatives
outline what the Game Meat Report and obtain info on of the Stakeholder identified
Industry looks like (from a size, how to grow the game meat Engagement Process and Due Date: 13 July 2021
scale and performance market Stakeholder Workshop I:
perspective): Timeline: 12 to 23 April 2021
• Defining the Industry and • Identify opportunities for
Value Chain Actors growth 7 Stakeholder Workshop II
• Demand and Supply • Detail dependencies or
• Governing Legislation 4 Stakeholder Workshop I potential roadblocks
Purpose: To share final strategy
and procure buy-in from various
• Barriers to Entry • Define relationships stakeholders
Purpose: To create a • Define governance
• Business Environment (STEEP)
common understanding structures Proposed Date: 20 July 2021
• Stakeholder Engagement
about key findings • Create:
SWOT Analysis:
contained in the Status Quo • Shared Vision for the
• Primary production
Report and Stakeholder Game Meat Industry
• Processing of meat
• Commercialisation
Engagement Process. • Strategic Objectives 8 Update Strategy and
Implementation Plan
Risks: • What should be done to
To discuss potential realise the Strategic
• Reputational risks Purpose: Update Strategy and
strategies for growth and Objectives and its
• Climate change Implementation Plan post
define mitigation / associated budget
• SPS measures Stakeholder Workshop II. Submit
interventions to overcome final strategy to DEFF
• Implications of FMD
challenges
Due Date: 12 April 2021 Proposed Date: 4 May 2021 Due Date: 30 June 2021 Due Date: 10 August 2021
9 Project Close-
Out Report
WORKSHOP
EXPECTATIONS
Its TIME! Let us face the
challenges experienced
in the Game Meat
Industry and not deploy
the Ostrich Approach
anymore since it stifles
growth!
WORKSHOP
EXPECTATIONS
If we get this
look – we will know
‘something’s
cookin’. But that is
all good, better
safe than sorry, Yes! Be vocal and
they say share your
experience(s) since
your voice and inputs
are important to
devise a strategy fit
for growth!
We invite active
participation
throughout this
workshop.
Thus GAME
ON
WORKSHOP
EXPECTATIONS
BUT AS LONG AS WE ALL MOVE IN ONE DIRECTIONKEY LEARNINGS OF THE STATUS QUO REPORT
CONTENT OF THE STATUS
QUO REPORT
The Wildlife Industry SA Wildlife Industry
at a Setting the
Glance SceneHARMONIZED SYSTEM CODES
To determine the classification of game meat, the following codes were identified in
collaboration with SARS and informed by UN Comtrade and FAOStat
HS6 Code Description
'020850 Fresh, chilled or frozen meat and edible offal of reptiles e.g. snakes,
turtles, crocodiles
‘020890 Fresh, chilled or frozen meat and edible offal of pigeons, game, reindeer
and other animals Fresh game meat
‘021093 Meat and edible offal, salted, in brine, dried or smoked, and edible flours
and meals of meat … of reptiles
‘021099 Meat and edible offal, salted, in brine, dried or smoked, and edible flours
and meals of meat … of other animals
‘160290 Prepared or preserved meat, offal or blood excluding meat or offal of
Processed game meat
poultry, swine and bovine
Source: SARS, UN Comtrade, FAOStatGLOBAL
PERSPECTIVE
RSA Exports (2019) Total '020850 '020890 '021093 '021090 '160290
Value (US$ million) 12REGIONAL
PERSPECTIVE
SA accounts for
Value Regional rank Global rank
over 86% of the Exports in 2019
regional game (US$ million) (Value/27) (Value/98)
meat market South Africa 12.43 1 (27) 28 (98)
Zimbabwe 0.72 2 (27) 47 (98)
Ghana 0.43 3 (27) 53 (98)
Namibia 0.28 4 (27) 59 (98)
Other Countries 0.57
Total Regional 14.43
Source: UN Comtrade (updated 20 March 2021)ECONOMIC SNAPSHOT
GAME STATISTICS
Sourced from the StatsSA
Census of Commercial
Agriculture, 2017
The entire census was
performed over
40 122 farms in 2017, of which a
subset is game ranches. Thus,
the data is a sample set of the
total game ranching industryGAME MEAT PRODUCTION
COMPARISON (HS ‘020890)
Source: The Food and Agricultural Organisation of the United Nations Statistics (FAOStat), Livestock Primary database (updated 19 February 2021)GAME MEAT EXPORTS
COMPARISON (PER HS CODE)
Country Value in 2020 Volume in 2020
% %
HS code (US$ thousand) (Tonnes)
South Africa 12 769 3 133
'020850 185 1.4% 33 1.0%
'020890 4 557 35.7% 392 12.5%
'021093 – – – –
'021099 106 0.8% 43 1.4%
'160290 7 921 62.0% 2 665 85.1%
Namibia 39 10
'020890 3 7.0% 2 15.3%
'021099 1 2.0%GAME MEAT EXPORTS
COMPARISON (PER HS CODE)
Country Value in 2020 Volume in 2020
% %
HS code (US$ thousand) (Tonnes)
South Africa 12 769 3 133
'020850 185 1.4% 33 1.0%
'020890 4 557 35.7% 392 12.5%
'021093 – – – –
'021099 106 0.8% 43 1.4%
'160290 7 921 62.0% 2 665 85.1%
Namibia 39 10
'020890 3 7.0% 2 15.3%
'021099 1 2.0%GAME MEAT EXPORTS
HS CODE COMPARISON
Processed game meat R/Tonne
HS6 Code
2019 2020
'160290 46 280 48 877
'020890 117 827 189 878
'020850 181 454 91 740
'021099 80 738 81 623
'021093 – 8 156
Fresh game meat
Average 60 143 67 730
Source: SARSGAME MEAT EXPORTS
DESTINATION COMPARISON
Value Volume
Importer % of total R/Tonne
(R’000) (Tonnes)
Netherlands 62 928 30.7% 280 224 694
Germany 37 494 18.3% 214 175 002
Belgium 25 385 12.4% 234 108 649
Lesotho 17 912 8.7% 696 25 741
Eswatini 13 903 6.8% 923 15 063
Namibia 11 220 5.5% 269 41 645
Botswana 5 405 2.6% 90 60 093
France 8 079 3.9% 48 166 964
United Kingdom 5 509 2.7% 28 198 584
Switzerland 4 369 2.1% 16 276 904
Top 10 Sub-Total 192 204 93.8% 2 798 68 692
Total Exports 204 839 100.0% 3 024 67 730
Source: SARSGAME MEAT IMPORTS
ORIGIN COMPARISON
Value Volume
Exporter % of total R/Tonne
(R’000) (Tonnes)
Namibia 1 581 59.9% 20 78 531
Australia 821 31.1% 23 35 644
Botswana 222 8.4% 35 6 302
South Korea 12 0.5%WILDLIFE
VALUE CHAIN
Commercial / Private ± 13,000 Wildlife
Wildlife Ranches in SA Ranches of which > GDP Contribution
Game population > 100,000 jobs
cover ± 20,5 million 5,061 are CAE Game ± 20 million heads of exclusive of tourism
> R20 Billion game related jobs
hectares of land Ranches
WILDLIFE RANCHING WILDLIFE ACTIVITIES WILDLIFE PRODUCTS
Other Value
PRIMARY Wildlife Trophy Subsistence Game Meat Skin / Hides
Live Sales Eco-Tourism Added
ACTIVITIES Production Hunting Hunting Processing Tanning Products
• Fencing and Maintenance • Permitting and Licensing • Meat Processing Equipment and Maintenance
SECONDARYACTIVITIES
• Translocation Services • Harvesters • Packaging
• Veterinary Services • Accommodation • Transportation
• Auctioneers • Transport • Tannery and Chemical Supplies
• Marketers • Equipment and Supplies (ammunition, • Marketing
mobile abattoirs / cooling facilities, salts and • Wholesalers
spices etc.) • Retailers
• Taxidermy
• MarketingGAME MEAT
VALUE CHAIN
ISIC Group 1: Animal ISIC Manufacturing Section C, ISIC Section G, Division 46: Wholesale.
Production Division 10 Division 47: Retail
Class 0149 Class 0170 Class 1010 Class 1075
Export
Production Distribute/
Harvest Abattoir Processing Wholesale Class 4630
System Market
Retail Class 4721GAME MEAT
VALUE ADDITION
The MEAT opportunity …
Wildlife Retail
Processing of Product
Production Harvesting Sales
Carcass Manufacturing
System Local
In Veld Retail
Rancher Abattoir / Processing Plant Trade in
Harvesting
Store
Price Paid (per
carcass) Kudu R2,080 R12,406.07 R14,887.28
Cow (80 kg's)
Share of Value 13.9% 69.4% 16.7%
Value Addition of Kudu (Cow) Yield 53kgs Game Meat Products: SA Retail MarketCLASSIFICATION &
CHARACTERISTICS OF GAME MEAT
Sensory Characteristics
Availability
Health Benefits
Price
Production Ethics
Preparation
Animal Welfare
Promotion
Meat SafetyTHE AVERAGE SA MEAL
The average (daily) South African meal consists of 41% starch, mostly bread, and 26% meat, mostly chicken
across demographic groups.
41% Starch (mostly bread) 26% Meat (mostly chicken)
Per Capita Consumption: Per Capita Consumption: Per Capita Consumption: Per Capita Consumption:
Poultry 38.7 kg/annum Beef 11.9 kg/annum Pork 4.1 kg/annum Sheep 3.6 kg/annum
Source: https://www.businessinsider.co.za/typical-south-african-plates-are-starch-and-meat-heavy-everywhere-and-for-everyoneA GUESTIMATE OF THE
‘SIZE OF THE PIE’
Per capita consumption: Per capita consumption:
59 million people in SA
Poultry: 38.7 kgs / annum : Red Meat: 19.6 kgs / annum :
Consumed 1 291 076 tons / annum Consumed 653 878 tons / annum
Potential Consumption of Game
Assume 33,361,138 South Meat: 0.7% of Red Meat:
Africans consume meat 4,577 tons / annum
Source: FAOStat Food Balance SheetDETERMINING THE
‘SIZE OF THE PIE’
Or is it a Cocktail
What is the Size of this Pie?
Sausage Roll?
Challenging to quantify the size of the game meat market and to understand the meat flow from
ranch to retail as there are limited data and information availableBARRIERS TO ENTRY
STEEP
ANALYSIS Positive Negative Impact
• Game meat is seen as a protein • Negative perceptions about game
with high nutritional value, which meat in the market
is wholesome, fresh and lean • Purchasing decisions are subjective
Social • Game meat has been used for
decades in traditional dishes
• There are drives to reduce red meat
consumption by various protesting
• Contribute to food security (conservationist) groups
• Innovations introduced in • High barriers to entry due to
harvesting techniques and capital intensive nature of the
equipment to enhance meat quality industry
Technology are visible such as rural throughput
abattoirs, cold storage facilities and
• Lack of traceability systems of
game meat in most retail stores
mobile technology in SA
• Lack of transformation in the
• International trade (foreign
industry
exchange benefits) for export
• Lack of sufficient skills to embark
Economic • Revenues created from industry for
Government through taxes
on game farming for new entrants
• Devastating effect of EU bans
• Contribute to GDP of the country
and Covid-19 on the industry
• Job creation
• Lack of consistent supply
• Environmentally friendly agricultural • Impact of climate change on
practices exercised on game ranch game ranching:
Environmental • Land available to increase game
meat supply
• Impact on meat quality
• Impact on meat safety
• Conserving the habitat • Diseases (FMD and others)
• Regulatory framework not optimal
• Ownership rights of game
for game meat industry
transferred
• Governance is fragmented
Political between government departments
without integrated systems
• Ownership of redistributed landFRAGMENTED
INDUSTRY
±28 Associations and Industry Representative Agencies
WILDLIFE RANCHING WILDLIFE ACTIVITIES WILDLIFE PRODUCTS
Wildlife Other Value
Trophy Subsistence Game Meat Skin / Hides
Live Sales Eco-Tourism Added
Production Hunting Hunting Processing Tanning Products
Will a Non-Integrated and Fragmented Governance- and Industry Model lead to
SUSTAINABLE ECONOMIC GROWTH?SWOT ANALYSIS:
PRODUCTION
• Marginal land use needed Strengths • Lack of transformation: Industry is not representative of the demographics of SA
• Hardy animals (adaptable) that need less management
• Governance of the industry is complex (various national, provincial and local government
• Adaptation to environment – lesser parasites (internal and external)
departments involved) without an integrated approach
• Higher yield per hectare (browsers and grazers)
• Fragmented industry
• Less losses of game due to pilfering
• Lack of adequate data and statistics per species to determine the size of the industry
• Harvesting more favourable for quality meat production when correctly harvested
• Lack of a coherent Wildlife Policy to govern the industry
• Less drought sensitive
• Current regulatory framework inhibiting sectoral growth specifically permitting process
• Coordinated system of game meat production will enhance better veld management and less
• Species adaption when translocated and its effect on biodiversity
losses due to drought (particularly in FMD infected areas)
• Lack of skills to adequately control diseases which may impact on exports
• Some species breed better when numbers are harvested frequently
• High capex needed for initial setup of game ranching
• Investment in tourism, accommodation, transport, hunting equipment etc. contributes positively to
• Seasonality of farming operations
the game market in general
• South Africa has a variety of game species – serves a niche market
• Most game ranchers are also conservationists with a focus on sustainability
• Skilled game ranchers in breeding, conservation, translocation of
animals etc. exists in SA Weaknesses
Opportunities Threats
• Wildlife Economy Certification Scheme could offer various benefits to incentivise
producers and value chain actors to conform to Standards proposed and instituted in an • Smaller farm units may result in feeding systems threatening the organic, free range ethos of
aid to contribute to biodiversity conservation game meat products
• Building a National Brand for the game meat industry and related products • Unhealthy breeding systems may weaken the genetic pool of the species for example colour
• Growing demand for game meat products locally (as a healthy protein alternative) variants
• Training opportunities due to new jobs developing within the industry • Intensive ranching systems may affect the hunting culture of South Africans
• Investment into game farming from a transformational perspective inclusive of mentorship • Pandemics linked to food create food safety concerns (such as Covid-19)
programs could aid in increasing supply • Climate change, specifically droughts with the effect that farmers will need to feed their animals
• Intraregional trade as a result of bilateral agreements instead of offering free range products
• Bring rural communities into mainstream wildlife economy • Disease outbreaks
• Job creation • Increase in land claims
• Industry could contribute to eradicate food insecurity • Increase in stock losses (pilfering / poaching)
• Mixed production systems could lead to sustainable land management • Lack of consistent supply of electricity severely impacts on rural abattoir operations
• Variety of species (could become a competitive edge) • Corruption / Political lobbying
• Consider tax incentives for ranches that conform to all standards / complianceSWOT ANALYSIS: HARVESTING
TO PROCESSING
Strengths •
•
Lack of consistent supply
High incidences of no meat inspections or hygienic slaughter techniques deployed
• Regulatory/legislative framework not in place resulting in illegal practices
• Less stress on animals when harvesting is done correctly • Permitting and licensing processes are not integrated (each province deploys own processes
• Leaner carcasses not as prone to bacterial contamination - carcasses dry off easier (9+1 system))
• Less slaughter contamination due to drier intestinal content in winter months • More expensive processes to harvest game than livestock
• Less stress on the animals due to no transportation of live animals from ranch to abattoir • Poor harvesting and slaughtering practices result in poor quality products
• More options to supply the market directly from ranch reducing product input costs • Limited time to harvest i.e. night harvest / winter time / dark moon etc.
• Branding of product as free range opposed to farmed game - unique product against New • Poorer bleeding ability due to culling rather than stunning prior to bleeding
Zealand and other farmed game to serve the needs of the global market
• Condemnation of carcasses by poor shots in the subsistence hunting segment
• Free range game ranching practices mostly deployed in SA
• Poor perception of quality of game meat by consumers due to hunting practices / slaughter /
• Industry creates vast numbers of jobs
safety practices deployed
• Lack of consumer education that highlights the health advantages of game meat
• Limited control in rural areas and isolated environments when harvesting
Weaknesses
Opportunities
• Innovative product development opportunities to ensure sustainability:
Processed / Canned Game Meat / Ready Made Meals
• Danger of introducing residues in farming practices that may harm the organic nature of game
• Innovative technology could create more cost-effective slaughtering and processing systems such
meat products
as mobile abattoirs or rural throughput abattoirs
• Smaller processing units are more difficult to manage from a food safety perspective as many
• Industry driven control and auditing systems would allow more effective assurance of a quality
‘garage’ meat processors surfaced
product
• Danger of ranchers transgressing animal disease controls
• Ideal opportunity to introduce commodity based trade for harvesting of game in FMD infected
• Pandemics linked to food safety concerns
areas
• Butcheries accepting ‘grey’ meat and then process and sell into retail market (need to police
• Skills development specifically in basic meat hygiene as well as in meat processing
butcheries)
could offer educational, entrepreneurial and career opportunities. An example is to add
meat safety inspections to a PH’s curriculum
• Job creation
•
•
Create enabling environment (specifically in relation to legislation)
Develop minimum standards from ranching, to harvesting to market
ThreatsSWOT ANALYSIS:
COMMERCIALISATION
• Nutritional and health attributes of game meat • Segmented industry with limited to no integration (every company and exporter for him/herself)
• Game meat is generally free from hormones and antibiotics (is thus organic) • Lack of adequately established export markets (underdeveloped international markets)
• Industry creates jobs • Impact of FMD status on exports
• Forex earner for export game meat products • Lack of knowledge / perceptions amongst consumers and non-game meat consumers
• Contributor to GDP (throughout the value chain) • Poor marketing strategies, promotion and awareness campaigns
• Vast variety of game species offer various product related options • Industry is vulnerable against EU regulations
• Selling and marketing of each part of the animal so that the whole animal is consumed and not • High cost of establishing a brand and international markets
wasted (throughout the value chain) • The availability of technology in the wildlife industry is limited e.g. poor traceability
• Demand for game meat products globally and within the local market • Lack of consistent supply
• Terminology used in the market
• Lack of standards and rules of the game
Strengths Weaknesses
Opportunities Threats
• Innovative product development opportunities to ensure sustainability such as
processed / tinned game meat products / ready made meals • EU bans due to FMD
• Industry wide meat grading system to conform to export related regulatory requirements • Pandemics linked to food safety concerns (Covid-19 and consequent lockdowns)
• Integrated branding and marketing efforts for game meat products (building a SA brand for game • Competition from neighbouring countries
meat products) • Misconceptions about game meat (bushmeat versus game meat)
• Growing demand for game meat products globally (as a healthy protein alternative) • Other products – the growth in consumption of pork, chicken and vegetables
• Narrow link to tourism (which could create demand for game meat as a delicatessen) • Closure of international markets due to non-compliance of import regulations (imposed by
• Traceability to producer / conformance to foreign trade regulations will enhance brand importing countries)
• Untapped domestic market • Anti-hunting groups
• Collaborate with government, communities, NGO’s and industries to create a sustainable game • Poor or restrictive regulatory framework
meat management solution and focus – backed by empirical research
• Health conscious society makes game meat an ideal alternative for beef, lamb, pork, chicken
• Price differentiation of game meat vs other meat productsRISKS
• Public perceptions linked to
communications such as
ethical hunting processes, • Shifts in weather patterns such
animal welfare, breeding camp as droughts / water scarcity
sizes, canned hunting, trophy • Biodiversity loss
hunting etc. • Shifts in specie distribution may
• Perceptions based on sensory occur due to migration which
characteristics of game meat will in turn affect specie
• Lack of accurate and adequate abundance
data and information • Spread of diseases
• Lack of conforming to industry
standards
• Concerns about food safety, • Endemic in SA specifically
animal and plant health within the red line
regulations • Free movement of game (and
• Disease outbreaks which could livestock) where there is no
lead to further export game-proof fence to enclose
embargoes and isolate infected animals is
• Non conformance of VPNs a risk for further disease spreadCHALLENGES
LOW HANGING
‘FRUIT’
Game Develop Add a Audit SARS to Need for Promotion Educate & Host Devise
Meat Rural Meat Butcheries refine National of Involve cooking market
Association Through- Safety to decrease their HS Game ‘hunting’ local competitions, penetration
or a put Module to the amount code Meat as a communities shows, strategy for
Game Abattoirs training of of ‘grey’ data to Census conservation and the in-store PDI and
Meat linked to Professional meat species interest benefits tastings to women
Business direct Hunters processed level derived market hunters
Chamber supply to from and sell
retailers hunting / game meat
harvesting productsWILDLIFE ECONOMY CERTIFICATION SCHEME
ENABLING REGULATIONS / GOVERNANCE
NEED FOR AN ENABLING REGULATORY FRAMEWORK • Lack of promulgated regulations governing the supply, hunting/harvesting and sale of game meat as the Meat Safety Act seems to focus more on livestock farming and is not custom made to serve the unique game harvesting and hunting processes • Game Meat Industry is fragmented and divided into two systems: on the one hand, the strict regulatory system for game meat intended for export purposes (mostly to conform to EU standards) to ensure the safety and quality of meat and on the other, an uncontrolled system applicable to game meat servicing the local market • Bureaucratic processes is a challenge due to lack of integration and efficiency: for example: 9+1 / permitting requirements for harvesting / hunting are costly and time consuming • Absence of meat inspectors during hunting / harvesting or processing of meat is a cause of concern • Traceability of meat back to the ranch – too much ‘grey’ meat in the retail market • Unsupportive legislative regime creates inconsistencies and non-compliance in the Industry with regard to standards THUS • There is a need to create an enabling legislative framework that supports the game meat industry as opposed to a legislative framework that inhibits growth • Meat safety should be everyone’s concern
NEED FOR INTEGRATED
GOVERNANCE STRUCTURES
• Governance in the Industry is complex
• In the game meat value chain there are three Government Departments (with their Provincial
Departments) that govern the industry:
• DFFE
• DALRRD
• DoH
without much integration or coordination
• ±28 industry associations or organisations exercising their own agenda or mandate. There is a need to
establish closer collaboration between these associations instead of working against each other
THUS
• Structures and processes should be devised to ensure good governance to create stability,
accountability, transparency, inclusiveness, empowerment and broad-based participation on Government
level and between industry representative associationsSUPPLY & DEMAND
SUPPLY AND
DEMAND
• Supply and Demand … the ‘size of the pie’ unknown in the SA market
• Contribution to Food Security, the Fiscus and Job Creation
• Economic and Trade Analysis
• The HS6 Codes do not detail the specific game meat exported/imported (all fresh game meat exists over only four HS6 codes; all
processed game meat exists in only one HS6 code)
• The lack of data per specie and game meat classification makes analysis between countries difficult
o Comparisons are distorted by different types of game meat
o Difficult to determine price shifts as well as potentially guiding prioritisation of certain game meat products
o Challenge when considering regional competition as well as international competition
o To identify potential markets (both established and potential new markets) more difficult as trends around specific game meat
imports cannot be observed through trade data
• The lack of economic data around game meat and the wildlife economy
o Where such information exists, it is very limited (e.g. StatsSA Census of Commercial Agriculture)
o GDP information for game meat is lacking, and in cases a number of years outdated (this extends to the larger wildlife economy)
which creates challenges when analysing the economic impact of game meat
o However, there is impetus to update this in the Tourism satellite account of StatsSA
• International data on game meat largely focuses on HS ‘020890
o Provides a perspective on fresh game meat, but excludes other types of fresh game meat as well as processed game meat
o This is pertinent for SA as it is a larger exporter of processed game meat
• SARS tariff-level data (HS8) does not distinguish between different game meat and species
o Largely tied to the international HS classification (HS6)
o SARS does provide a distinction for ostrich
o There could be a drive for a further extension of classification at the tariff lineCOMMUNICATIONS, MARKETING & BRANDING
COMMUNICATIONS, MARKETING AND BRANDING • Perceptions / ‘stigmas’ about game meat: • Being referred to as ‘other meat’ or ‘exotic’ meat • Lack of implementing meat safety protocols by some ranchers • Linked to stigmas related to canned hunting practices or some association to bushmeat • Consumer perceptions that game meat is inferior to chicken, mutton, pork or beef ─ despite the health benefits of game meat • Misconceptions exist about taste and quality of game meat • The lack of awareness / educational process of how to prepare game meat • Protest groups want to reduce consumption of red meat as it is perceived as animal cruelty, non ethical and non-considerate of animal welfare • Lack of awareness that hunting and harvesting of game not only generates revenue, but promotes conservation and sustainable land use management practices with lower carbon emissions than conventional livestock farming • Not all meat can be traced back to a ranch • Packaging states venison (thus no direct link to a specie) • FMD status of SA • No single brand for SA game meat
RISKS
RISKS
Apart from reputational risks, climate change, SPS and FMD the following should also be considered:
• No centralised governance association for game meat
• Potentially calls for a Game Meat Business Chamber or Game Meat Association (similar to the Red
Meat Association)
• Would also allow for easier collation and availability of statistics to ease decision making
• Lack of economic statistics, other data and relevant information about the size and scale of the game
meat industry increases difficulty to undertake risk assessments (it is difficult to risk plan when the game
meat industry is fragmented with limited (to no) information available in one single depository)
• Competition against other red meats and poultry on offer in SA
• Consistent supply
• Regulatory framework inhibits growth (inclusive of Labour related regulations)
• Permits
• Not all ranchers conform to guidelines and regulations
• Butcheries procure carcasses without traceability or requisite permits and the meat then infiltrates the
retail market
• Market perceptions based on terminology used
• CorruptionTRANSFORMING THE INDUSTRY
TRANSFORMING THE INDUSTRY • Industry not representative of the demographics of our country • There are many positive examples / success stories related to transformation however just as many unsuccessful transformational examples where new entrant ranchers are exploited by ‘mentors’ • Lack of women empowerment and upskilling • CPA model – does the business model really work and to the benefit of all community members or only a select few? • Land that is redistributed is leased back to the community by Government which means the community cannot use the land as collateral to e.g. obtain a loan from bank which leads to communities have to rely solely on the government for funding • Lack of technical skills transfer program that will ensure that the land receiver are equipped to manage operations on the farm and ensure that it remains profitable and sustainable • Transition to a low-carbon economy • Lack of access to markets BUT transformation is more than just demographic representation! Transformation today revolves around the need to generate new value, to unlock new opportunities, to drive new growth and to deliver new efficiencies which will require CHANGE throughout the value chain!
SHARED VISION
TOWARDS A
SHARED VISION
• The vision is the attractive and desirable picture of the
future
• Describes the ‘face / look’ of the industry and what it
could look like
• Puts down specific “visionary” objectives
• Drives strategy
• The value of a vision is that it:
• challenges the comfortable or inadequate status quo
• enhances collaboration in an industry through a common vision
• guides planning and implementation of all initiatives
• provides focus and aligns individuals
• promotes belonging and the sharing of values and actions
• overcomes some cultural ‘blocks’ to change
• can be shared and developed through wide consultation.TOWARDS A
SHARED VISION
Some examples of vision statements
• Alzheimer’s Association: A world without Alzheimer's disease.
• Microsoft (at its founding): A computer on every desk and in every home.
• Habitat for Humanity: A world where everyone has a decent place to live.
• Human Rights Campaign: Equality for everyone.
But closer to context:
The North American Meat Institute’s vision statement:
Sustainably nourishing local and global communities with wholesome meat and poultry.
Wildlife Producers Association (WPA) Vision:
A leading, dynamic, united, prosperous and people centered wildlife sector.TOWARDS A SHARED VISION What would you like to see in SA’s Game Meat Industry’s Vision Statement? How will the game meat industry strategy and implementation plan contribute towards the Wildlife Economy Lab aspiration and objectives 1. Economic growth 2. Transformation 3. Sustainability
WAY FORWARD
THE WAY FORWARD • Further Stakeholder Engagement until end of May 2021 • The team to devise a draft strategy with the outputs of this workshop • Draft Strategy to be developed and submitted to the DFFE by 30 June 2021 • Workshop 2 is scheduled for 20 July 2021 to share the findings of the strategy and to procure buy-in before finalisation of the strategy and implementation plan
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