1. A Regional Seafood
Platform in support of
more ”responsible”
seafood production
Dr Geoffrey Muldoon
Strategy Leader
WWF Coral Triangle Network Initiative

2. Challenges for Asia-Pacific Countries
• What does “sustainable” or “responsible”
seafood look like in developing world
context?
• Local business want to make sustainability
commitment, but what should that be in
the absence of certified products?
• What types of institution is needed to:
o promote “responsible” seafood in
absence of credible eco-labels?
o Reward best practices (i.e. access,
price)

3. Key Propositions
1. Better address unique realities facing Asia-Pacific region
in seafood production AND in sourcing more sustainable
/responsible seafood at regional scale
2. Regional platform needs to be consistent in delivering
WWF network goals but also mindful of Developing World
realities (i.e. bespoke solutions, tailored models)
3. There is value in a regional platform solution to support
national fisheries and supply-side businesses move toward
sustainable/responsible production.
4. Support for transitional or stepwise improvements in fisheries
production requires long-term commitment

4. Seafood Savers Platform Steps
1. Application 2. Due 4. MoU & Cooperation
Diligence 3. Identification Agreement
7. Membership Authorization 6. Evaluation
and Planning 5. Conditioning
8a. Fisheries/Aquaculture/Chain of 8b. Fisheries/Aquaculture/Chain of
Custody Improvement Program Custody Improvement Program
(FIP/AIP/CoCIP) - Intermediate (FIP/AIP/CoCIP) - Advance
Emphasis on FIP/AIP path to MSC Certification

5. Need for “regional” approach?
Regulatory interventions are General agreement that
important, but limited - global economic levers can be powerful
markets can offer part of solution… tool to drive ecological change…
Platform that can
address the impact of  Leverage the intra and inter-regional
international trade as well nature of trade in parallel
as domestic production
Platform that can focus
on specific transactions  Target producers and large buyers/ buyer
among key players in the groups for greatest potential impact ?
value chain
Platform that can play
“convening/overseer role  “Convening” power is a compelling value
for multiple regional proposition
“stakeholders”

6. Need for “regional” approach?
Regulatory interventions are General agreement that economic
important, but limited - global levers can be a powerful tool to
markets can offer part of solution… drive ecological change…
Platform that can Leverage the intra and inter-regional nature of
address the impact of trade in parallel
international trade as well Country/region focus to build capability & scale
as domestic production Support multinational network to achieve change
Mobilize broader region-
Target producers and large buyers/ buyer
Platform that can focus wide industry commitment
groups for greatest potential impact ?
on specific transactions
among key players in the to fisheries improvement
Economies of scale among buyers and retailers
value chain and provide additional
“Sustainable seafood broker” linking qualified
producers and buyers
services and tools
Platform that can play “Convening” a compelling value proposition
“convening/overseer role Regional entity supporting or guiding NO/PO
for multiple regional programs and partnerships
“stakeholders” Leverage /investment at a regional scale

7. Regional Program Activities
The Regional Program’s Activities can be
divided into two categories:
1. Programmatic Engagements focused
on engaging directly with supply chain
actors to improve practices?
2. Supporting Initiatives consisting of
various initiatives taken up in support of
these engagements and to create an
enabling environment for improved
practices.

8. Seafood Platform Program Engagement (1)
Two (2) models of engagement to segment
and effectively target fishery improvements
1. Single point interventions to eliminate
worst practices?
– Don’t meet minimum criteria
– Not yet candidates for market access
driven continuous improvement program
2. Continuous improvement programs
– Adopt existing FIP/AIP model
– Tailored FIP to suit fishery and supply chain

9. Fishery/Aquaculture Improvement Projects
• Stepwise approach to MSC
certification
• Develop seafood company
commitment
• Technical advice from fishery
consultants
• Partner with local stakeholders to
develop and implement FIP
Change on the water

10. Continual Improvement
“Ladder of Progression”
Credible Other WWF work
Certification
(MSC/ASC)
Advocacy/Outreach
Incentives/Rewards
Seafood
Illegal Activity Platform
(IUU, Dynamite
fishing)
Other WWF work
Years

11. Seafood Platform Program Engagement (2)
• Engagement with developing country fisheries should
support existing initiatives but may need to be tailored
to drive improvements in targeted small-scale and
developing country fisheries as needed.

12. Market Push-Pull Outcomes
Trading &
Supply Fishery Processors Retail Consumers
Chain Companies
Catcher/ Processors Brand &
Stake supermarke
Tuna
Carrier Brand
holders Owners owners t owners patrons
Number ~ 100,000 < 300 < 100 Millions
of Stake- members members members constituents
holders
IMPACT INFLUENCE IMPACT
INTERVENTION
IMPACT INFLUENCE IMPACT

13. Core Supporting Initiatives?
1. Developing low-cost methods of evaluation, monitoring and
implementation to engage resource and data-poor fisheries
2. Defining minimum market access & communications criteria
3. Supply chain research to understand market leverage points
(producer demand, traceability, market power)
4. Advocacy at regional/international level in tandem with NOs
5. Capacity-building for NO & PO programs (e.g. Technical
support, field-based training, staffing and secondments)
6. Marketing and communications (e.g. linking supply chain
actors, outreach,)
7. Knowledge gathering and dissemination (information
clearing house)

14. Core Supporting Initiatives?
Country 1
Regional Program
• Technical/Capacity
Building role
Country 2 • Advocacy and
policy role
Country 3 • Communications
and marketing role
Country 4

15. Issues and Challenges (1)
• Enthusiasm for “sustainable” product is opportunity for
collaboration on viable, incremental industry strategies
• Can current supply of sustainable seafood cannot meet
demand (i.e. Sourcing)?
• How can we improve our capability to deliver?
– Demand for services outstrips supply
– Lack of personnel, funds and technical expertise to
develop and sustain partnerships
– Develop system for verifying non-MSC-certified seafood
under improvement is progressing

16. Issues and Challenges (2)
• Align program activities with “sustainability” driven FIPs
(measureable indicators, timelines)
− Cannot undermine the minimum sustainability bar BUT
need to recognize alternative pathway
− Cannot become another casualty of green-washing?
• Communication of “improvement” activities
– When can market recognition be bestowed
– Reward “improvement” activities (B2B, modified FIP)
– Need to develop system for verifying non-MSC-certified
seafood under improvement progressing
• Lack of transparency/mislabelling through seafood
supply chain eroding buyer and consumer confidence

17. Buyer Barriers
Buyer group coalitions have political power to influence
national fisheries management outcomes
– Economic and practical dis-incentive to changing
procurement policies based on available “sustainability
criteria (e.g. guides)
• Lack of interest/incentive
– Supply chain blockages and/or distribution logistics
– Perceived consumer resistance to “price” points (i.e. lack of W-T-P)
– Need for economies of scale among buyers/retailers
• Insufficient, unverified seafood product information
– Lack of transparency/mislabelling through seafood supply chain
eroding buyer and consumer confidence where price premiums
involved