Seafish Annual Plan 2021-2022
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Seafish Annual Plan 2021-2022
Seafish Annual Plan 2021-2022
Our Annual Plan for
2021 to 2022.
At Seafish we know that seafood is packed The context in developing this plan
full of nutrition and is an excellent addition to The Seafish Annual Plan for 2021-2022 While the last 12 months have been
a healthy and balanced diet. We know that a follows a period of immense and unquestionably challenging there have
profitable seafood industry creates long-term unprecedented upheaval for the UK been some positives. Large UK retailers
and for the seafood sector. This has experienced a growth of 60% in seafood
job opportunities and builds and sustains
shaped our work programme for the sales during the first few weeks of the
communities. And we know that when the coming twelve months. Our overarching first national lockdown. This was mainly
seafood sector thrives, the whole nation thrives. focus is ‘Respond, Adjust, Recover’ as across frozen (fish fingers) and ambient
we support the UK seafood industry to (canned tuna) product ranges, and sales
navigate the ongoing challenges of the have remained steady.
Our priority is to work collaboratively, throughout
Covid-19 pandemic and the UKs new
the UK and across the supply chain, to make this relationship with the EU.
There has also been a growing
happen. We believe seafood is the way forward. commitment from the large retail sector
We know that the opportunities and to support UK seafood. This is a trend
challenges associated with EU Exit that high-street fishmongers have long
continue to have a significant impact on since embraced, and we have seen a
the seafood sector, as does the Covid-19 rise in new online initiatives that deliver
pandemic, and uncertainty exists as seafood straight to your door.
the economic implications of the past
There is no escaping that the food
twelve months are fully realised.
service sector has had a catastrophic
Within the UK there are positive signs 12 months. However, innovation and
that the current phase of the pandemic ingenuity has shone through here too,
is in retreat. There is a sense of as businesses pivoted to ‘takeaway
optimism that, on the strength of the services’ and online deliveries.
vaccine programme, things will return
These positive signs of UK consumers
to a degree of normality in the coming
falling back in love with seafood provide
months.
a solid foundation for the seafood
However, this is not the case globally, sector, and for us at Seafish, to build on.
and further shocks and impacts to the
global seafood supply chain are still
possible, which will in turn affect the
seafood sector in the UK.
2 3
Seafish Annual Plan 2021-2022
What we will do.
This year’s Annual Plan continues to align
with the five big challenges that could hamper 1. Changing landscape: Helping the
the seafood sector’s ability to thrive. We industry navigate a changing political,
are working to reduce the impact of these economic and regulatory landscape as
the UK exits the EU and recovers from
challenges on individual businesses, and to
the Covid pandemic.
help the sector to find solutions and realise
2. Increasing seafood consumption:
opportunities.
Increasing consumer demand against
strong competition from other protein
and non-protein foods.
3. A safe and skilled workforce:
Supporting the sector to find a suitably
skilled workforce, while addressing
complex challenges around workplace
safety.
4. Ensuring sustainable supply:
Helping the seafood sector to source
sustainable seafood in an increasingly
competitive global market, while
ensuring consumer expectations on
human welfare, the environment and
animal welfare issues are met.
5. Data, insight and innovation: Helping
the sector access data, information
and knowledge to ensure it’s
equipped to understand and respond
innovatively to challenges and
opportunities.
4 5
Seafish Annual Plan 2021-2022
Given the dynamic external Covid-19: While the immediate urgency One that delivers, in time, sustainably
landscape our core priorities for the and pressure of the pandemic has managed fisheries, avoids remedies and
coming year are: eased, its impact continues to be felt mitigates the environmental impacts
as businesses adjust to the ongoing of fishing. This will ensure that the
EU Exit: For the past two years, we’ve uncertainty. We will continue to support opportunities from this valuable resource
worked extensively to assist seafood businesses with the advice and guidance are fully and equitably realised. We
businesses to prepare for EU exit. they need to recover. We will also assess will continue to support this ambition
We’ve engaged with colleagues across the medium and long-term impacts the through our fisheries management work
government to ensure the complexities pandemic has had on the seafood supply programme. This year it is focused on
of the seafood supply chain are fully chain, and the changes that need to be delivering the ‘Future of Our Inshore
understood by policy makers. Now that made as a result. Fisheries’ project and supporting co-
the transition period has ended and management initiatives across the
Love Seafood: Building on the
businesses are adjusting to the reality shellfish sector. We will do this in
successful launch of our Love Seafood
of operating outside of the EU, our work collaboration with industry, government,
brand, we will continue to partner
in this area will adjust to support the and the research community.
with seafood businesses to positively
challenges and opportunities that EU exit
influence consumer attitudes and The Seafish Annual Plan 2021-2022
brings.
perceptions. Our Challenge 4 work also reflects a ‘point in time’ assessment
We will focus on assisting businesses to plays a key role as we work to increase of how we at Seafish will prioritise
adjust and respond to the changes that understanding and find solutions to resources and direct our efforts. Over
the Trade and Cooperation Agreement the global challenges that influence the last 14 months, we have learnt
(TCA) will bring to the seafood supply seafood consumers. Issues include that things can change quickly and
chain. The TCA is broad in scope, environmental sustainability, supply unexpectedly. There is still uncertainty
but two key areas of focus are the chain ethics, marine plastics, and fish ahead and we know we will need to
implications for fishing opportunities and shellfish welfare. flex and adjust in response. Delivery
and for seafood trade (particularly as the timescales may need to be revisited.
Fishing safety: We will continue to work
import requirements are implemented
with industry and government to drive Like most businesses, we have faced
later this year). We will also support the
improvements to safety at sea through financial challenges during the past year.
seafood industry to look at opportunities
practical initiatives and wider cultural We expect these to continue throughout
beyond the EU as we capitalise on the
change. the next 12 months and this is likely
vital role that international trade plays in
to influence our ability to deliver the
the UK seafood supply chain. Key to this Fisheries Management: The UKs
Seafish Annual Plan 2021-2022 in full.
will be assisting industry to access new departure from the EU and the Common
We have identified the activities in the
markets and to realise the benefits from Fisheries Policy has provided an
plan that will be delayed until later in the
the UKs new Free-Trade Agreements. opportunity to take stock of how we
year following a review of our financial
manage our fisheries. Our collective
position. This plan will be reviewed
aspiration is for a world class fisheries
regularly during the year and revised
management system.
when necessary.
6 7
Seafish Annual Plan 2021-2022
How we will work
Since the start of the current Corporate C. The work we do to convene and
Plan cycle at Seafish, we have facilitate forums to enable industry,
committed to be flexible and agile government, the research community
so that we can quickly respond to and non-governmental organisations
emerging issues. The need for this (NGOs) to share information, ideas
has been particularly acute over the and solutions.
last 12 to 18 months. There are still
D. Our facilitation of the Seafood 2040
challenges ahead and we will continue
(SF2040) strategy for England’s
to work in partnership with industry and
seafood sector. The SF2040 strategic
government to assist businesses to
recommendations have recently been
‘Respond, Adjust, and Recover’.
revised and our Seafish Annual Plan
Key to this will be: 2021-2022 will directly contribute to
many of these 18 recommendations.
A. The ‘on the ground’ engagement
we provide through our national
Strategic Review and regional committees and the
opportunities the forums give us
Over the next six months, Seafish will an organisation remains fit for purpose and government to understand the
undergo a strategic review. Like all public and able to help the seafood industry to issues that are impacting seafood
bodies we are required to complete thrive, now and in the future. businesses across the UK. Our
periodic reviews. The last time this Regional team also play an important
One area where there has been little
happened was in 2011, so it is well role in connecting us to businesses
change though is the levy. This was
overdue. across the country so they can access
last reviewed 22 years ago. Given the
the advice, guidance and services they
This review provides an opportunity for extensive transformation the industry
need.
us and our stakeholders to think about has undergone in that time, the current
the functions and services that we levy system is out of date and is likely B. Our work to promote the positive
provide. Are they still needed? Are other inequitable. reputation and credibility of the
services and support needed more? industry, which is even more
Delivering this Strategic Review will
important in the age of misinformation
The last five years has been a period ensure Seafish has a solid foundation
such as the recent Seaspiracy
of significant change for the industry, to enable it to continue to support the
‘documentary’. We will continue to
and the demands on us have also seafood industry in the future.
use the full suite of communication
increased in scale and scope. Change
channels (print, broadcast and social
is constant so it is vital that Seafish as
media) to promote the positive
aspects of the seafood industry in
the UK and to increase consumer
awareness of the benefits of a
seafood-rich diet. Alongside this, our
Communications team play a vital role
promoting and communicating the
work we do.
8 9
Seafish Annual Plan 2021-2022
Challenge 1:
Changing landscape.
Our Challenge 1 work programme reflects the The 2021-2022 work programme will C. D
evelop and implement targeted
include the following activities: trade facilitation and seafood
need to support businesses along the seafood
promotion activity (such as in-market
supply chain to recover from the impacts of A. S
upport the seafood industry to
guides) in international markets to
the Covid-19 pandemic and to adjust and continue to adapt and adjust to the
support increased seafood trade.
UKs changing trading relationship
adapt to the UKs changing trading relationship with the EU. We will also focus
We will provide guidance to help UK
seafood exporters to understand
with the EU. We will also work with industry on assisting industry in Northern
export market preferences and
and government to assist the sector to secure Ireland and across Great Britain
opportunities.
to understand and respond to the
potential benefits from new trading opportunities
implications of the Northern Ireland D. P
rovide advice and guidance to
beyond the EU. Protocol on seafood trade. support businesses to continue to
respond to and recover from the
B. W
ork in collaboration with industry
impacts of the Covid-19 pandemic.
and government to support the
vital role that international trade E. P
rovide regular assessments of (1)
plays in the UK seafood supply the continued impact of Covid-19
chain, to ensure that the potential on business viability and (2) the
opportunities for seafood trade from implications of the Trade and
negotiated free trade agreements Cooperation Agreement on the UK
are realised, and that any potential catching and processing sectors.
implications are understood and
F. W
ork collaboratively with the four
addressed.
administrations to ensure that
(1) where appropriate, there is an
aligned rulebook across the UK to
minimise regulatory divergence and
(2) that businesses throughout the
UK have access to the regulatory
advice and guidance they require.
10 11
Seafish Annual Plan 2021-2022
Challenge 2:
Increasing seafood
consumption. We will work with seafood businesses, C. P
romote Love Seafood direct to
to positively influence consumer seafood businesses throughout the
Challenge 2 is focused on driving increased rates attitudes and perceptions to encourage supply chain and across the UK, so
of seafood consumption (to the recommended consumers to eat more seafood, more they can participate in the initiative,
often. We will continue to deliver use campaign assets and amplify
two portions per week) by inspiring people to
Business2Consumer (B2C) activities messages. Activities may include
place a higher value on seafood as a core part under the Love Seafood brand, using trade-focused campaigns and events
of their diet. Key to this will be our recently paid media and organic activity. We where possible.
launched Love Seafood brand. will provide Love Seafood assets to
D. P
roduce quarterly reports on Love
target sectors of consumer-facing
Seafood activity to ensure there is
seafood businesses through our
good awareness of brand reach
Business2Business (B2B) activities.
and campaign activity across the
Our Love Seafood Group (LSG) will
seafood supply chain.
provide oversight and guidance on our
marketing activities and how we engage E. P
roduce market insight reports
seafood businesses to play their part in (and bespoke analyses on request)
amplifying the Love Seafood messages. covering retail sales and foodservice
channels, to enable businesses to
The 2021-2022 work programme will
anticipate and respond to consumer
include the following activities:
trends and take advantage of the
A. C
onvene and support the LSG so Love Seafood brand activity.
industry members can help (1) shape
F. W
ork together with industry and
the ongoing direction of the Love
government partners to provide
Seafood initiative and (2) establish
B2B marketing materials that can
a programme of consumer and
promote UK seafood in selected
trade campaigns, events and other
export markets.
activities throughout the year.
G. P
rovide seafood-specific regulatory
B. P
romote Love Seafood direct to
guidance on health and nutrition
consumers to positively influence
claims and food advertising, to
attitudes and perceptions towards
support Love Seafood activity and to
the consumption of seafood.
assist industry compliance.
Activities will include consumer
campaigns and events across a wide
range of channels and platforms.
12 13
Seafish Annual Plan 2021-2022
Challenge 3:
A safe and skilled workforce.
Our twin priorities under this challenge are to Much of Challenge 3 is focused on delivering our ongoing programme of services,
primarily focused on safety and training initiatives, and this will continue in 2021-2022.
(1) help eradicate all preventable work-related
However, as businesses emerge from almost 18 months of Covid-19 restrictions, we
fatalities and injuries at sea and onshore, and are also focused on assisting the sector to re-engage with face-to-face training and
(2) ensure that the seafood sector has access we will continue to build on the successes we have made in our provision of online
to high quality training and qualifications, to training and assessment.
maintain and develop a highly skilled workforce. The 2021-2022 work programme will C. D
eliver a package of Kingfisher
include the following activities: Information services to improve
In tandem with these two priorities we will industry understanding of marine
A. C
ontinue to support the promotion of
help the seafood industry to position itself hazards and to prevent accidents,
career and employment opportunities
as an attractive, dynamic and future-focused including:
in the seafood industry. Building on
sector that provides an exciting range of career our pilot ‘Sea a Bright Future’ careers • Spatial data and guidance material
opportunities throughout the UK and abroad. campaign we will extend its reach and (for example, FishSAFE & KIS-
scope nationwide. The campaign is ORCA) to communicate hazards
currently focused on the processing at sea from the offshore oil and
sector in the North East of Scotland gas, subsea cable and renewable
and there is interest in extending it to energy sectors.
the catching sector. Alongside this we
• The Kingfisher Bulletin which
will continue to work in partnership
delivers real time safety alerts of
with businesses to improve the image
new hazards, conflicting activities
of the industry so that potential
and critical offshore news.
employees see it as a dynamic,
future-focused and attractive sector • Guidance material to increase
to work in. awareness of the wider risks
presented by offshore structures
B. C
ontinue to coordinate the Young
and the safety protocols that
Seafood Leaders Network to assist
fishing vessels should follow.
the seafood industry to identify,
nurture and retain talent supporting
the next generation of young seafood
executives to innovate and lead
change in the industry.
14 15
Seafish Annual Plan 2021-2022
D. C
ontinue to progress the safety E. C
ontinue to collaborate with the H. D
evelop new training materials I. C
omplete a review of the seafood
agenda across the UK fishing Maritime & Coastguard Agency to support offshore and onshore industry’s labour and skills needs,
industry: (MCA), the fishing industry and other business needs including: evaluate the effectiveness of the
stakeholders on preparations for the current support we provide and
• Take a lead role in the Fishing • Review and update our bivalve
development and implementation of produce a plan to ensure our future
Industry Safety Group (FISG) shellfish hygiene verification and
new UK regulations on fishermen’s support is targeted for maximum
to deliver and promote food authenticity verification
training and certification. impact. (Delayed until later in the
improvements in fishing safety courses for food business
financial year following a further
across the UK catching sector. F. M
onitor the provision of seafood managers and environmental
review of our financial position.)
This includes building on the training across the UK and take health officers.
successful Home and Dry safety action to address any deficiencies
• Develop new training materials on
campaign. identified in the coverage and activity
sustainable fishing, fishing gear
of our Approved Training Providers
• Facilitate and support national technology, care of the catch,
and Seafood Training Networks.
and regional fishing safety forums, bivalve purification management,
ensuring effective alignment with G. P
rovide effective support to and principles of fish smoking.
FISG objectives. instructors and training providers
• Expand our e-learning content and
delivering Seafish training
continue to explore opportunities
programmes by administering
for online delivery of our training
available funding, maintaining
courses.
accurate training records, and
delivering expert advice and guidance • Support the development and
on training matters. delivery of apprenticeships
and other new entrant training
programmes.
16 17
Seafish Annual Plan 2021-2022
Challenge 4:
Ensuring sustainable supply.
We will work in partnership with seafood The 2021-2022 work programme will (2) convening an expert gear forum
include the following activities: that brings industry, government
businesses across the supply chain to enable
and the research community
them to meet the responsible sourcing and A. F
acilitate the Shellfish Stakeholder
together to discuss gear innovation
supply chain integrity requirements demanded Working Group as a mechanism
requirements.
to bring industry and government
by consumers. agencies together to work E. P
rogress work on the UKs future
collaboratively on water quality fisheries management framework
issues affecting the growth of working with industry and central
shellfish aquaculture. Priority government. This will include
initiatives include (1) progressing a progressing the ‘Future of our
review of the shellfish classification Inshore Fisheries’ project and
system and (2) completing research supporting the delivery of a range of
on environmental indicators and their co-management initiatives including
relationship with optimal shellfish the Shellfish Industry Advisory Group,
harvesting timeframes. Crab Management Group, and the
Whelk Management Group.
B. P
rovide support to a network
of national aquaculture groups, F. P
rogress initiatives to improve
including the Seafood 2040 English the knowledge base of key data
Aquaculture Leadership Group, the limited fisheries. This will include
Aquaculture in Wales Group and the (1) supporting Project-UK Fisheries
Aquaculture Representative Group in Improvement initiatives to enable
Northern Ireland. prioritised stocks to achieve MSC
certification goals and (2) completing
C. W
ork collaboratively with industry,
the review of the Ecological Risk
government, and the environmental
Assessment of the effects of fishing
NGO community on marine
in South West England.
protection issues to ensure proposed
management measures provide the G. C
ontinue to facilitate the Seafood
required environmental protection Issues Groups to support
whilst having the least impact on the responsible sourcing and supply
seafood sector. chain integrity.
D. G
ather and share expertise to enable H. S
upport two industry-led initiatives
the catching sector to use innovative on welfare, human rights and
gear selectivity developments in social responsibility obligations
wild capture fisheries to improve in the seafood supply chain - the
efficiency and help to address Fishermen’s Welfare Alliance and the
the environmental impacts of Seafood Ethics Action Alliance.
fishing. Priority initiatives include
(1) maintaining and promoting
the Seafish Gear Database as a
source of expert information and
18 19Seafish Annual Plan 2021-2022
Challenge 5:
Data, insight and innovation.
We want to enable increased business
prosperity and supply chain resilience by
providing businesses with expert advice,
knowledge, insight and data to inform decisions.
As the seafood sector in the UK recovers from
the impact of the pandemic and adjusts and
adapts its operations to life outside the EU, the
ability to access timely and relevant data and
information is more critical than ever.
I. P
rovide expertise and analysis This will bring together industry
to help the seafood supply chain leaders and the global research
respond to issues relating to community to share knowledge and
environmental sustainability, by to build a network for future research.
producing briefings and guidance Note delivery of this activity will be
material to inform industry and subject to Covid-19 travel restrictions
consumers. A priority focus will being lifted. (Delayed until later in
include delivering secretariat and the financial year following a further
chair services to the North Atlantic review of our financial position).
Pelagic Advocacy Group.
L. W
ork with with industry and
J. S
upport the seafood sector to government to provide advice and
respond to issues associated with guidance on animal welfare issues,
sustainable plastic use and the including best practice approaches
presence of microplastics in seafood for handling shellfish, and fish
by producing advice and guidance welfare risk mitigation.
on the issue. We will also signpost
M. P
rovide advice and guidance to
the sector to initiatives that support
assist the seafood supply chain
improved management and issue
to adapt to the impacts of climate
mitigation.
change and to mitigate their
K. D
eliver (in collaboration with the contribution to greenhouse gas
US National Fisheries Institute) a emissions (by reducing their carbon
Microplastics Expert Symposium. footprint).
20 21Seafish Annual Plan 2021-2022
F. Carry out economic analysis and I. Carry out research and analysis
provide advice, to support business to enable the seafood industry to
decision making and policy explore options and opportunities for
development, on matters affecting improved sector resilience through
the seafood supply chain. As part increased supply chain cooperation
of this activity we will pilot a project and integration. (Delayed until later in
to investigate if export data can be the financial year following a further
assessed by home nation. Currently review of our financial position.)
trade date is only provided by HMRC
J. Continue work on mapping fisheries
at a ‘whole of UK’ level. (Delayed until
restricted areas (such as within
later in the financial year following
Marine Protected Areas) across the
a further review of our financial
UK to support industry compliance
position.)
and to enable more reliable
G. Continue to build the evidence base assessments of their impact on
to demonstrate the wider public fishing activities.
goods and services that the seafood
K. Develop and pilot an approach for
industry delivers. For example,
identifying and mapping priority
food security, public health, marine
fishing areas. This will enable
protection. This will include work
stakeholders to better understand
The 2021-2022 work programme will C. M
aintain a watching brief across on assessing the contribution that
and address issues of spatial
include the following activities: the seafood industry landscape for seafood harvested from the UK
conflict amongst different marine
emerging and ongoing strategic Exclusive Economic Zone makes
A. F
acilitate the Seafish Expert Panel users and against the need for
changes. We will map these changes as part of the wider UK and global
(SEP) to provide expertise to support increased marine protection.
from a corporate, regional, national marine resource.
our work and to assist industry to (Delayed until later in the financial
and international perspective.
respond to business issues. The SEP H. Complete an economic assessment year following a further review of our
will play a key role in connecting the D. T
his year’s focus is to update the of the UK aquaculture sector to financial position.)
seafood supply chain to the wider 2016 Fish as Food review to reflect demonstrate the potential value
Challenge 5 also has a key role in
research community to ensure the current and future selling the industry could deliver under a
providing much of the data and
industry needs drive research and environment and anticipated UK range of regulatory and production-
evidence that underpins the work
innovation spend. consumer behaviours, which will based scenarios. (Delayed until
delivered across the other four
in turn support our Love Seafood later in the financial year following
B. C
onnect national research and challenges. A priority for 2021-2022
campaign work. a further review of our financial
innovation initiatives to the technical will be to improve how we manage,
position.)
challenges of the seafood industry. E. C
ollect economic and social data share and use the data we collect.
This will be done through our from across the UK catching and
participation in Fisheries Innovation processing sectors to produce
Scotland, the Seafood Innovation robust data sets on seafood sector
Fund and other funding programmes performance and make these
relevant to the seafood sector. available to industry and government.
22 23Seafish Annual Plan 2021-2022
Enabling Services
Delivery of our work programme is dependent
on support of our internal Finance, Levy, The 2021-2022 work programme will Alongside this our enabling services
include the following activities: teams will continue to deliver their
Information Systems and Human Resources
core responsibilities as outlined
teams. Like many businesses and organisations, A. P
rogress our digital transformation
below:
strategy to modernise our IT core
the Covid-19 pandemic has affected income
infrastructure and processes.
and in turn our financial position. Over the past Human Resources
B. E
mbark on renewing our Times 100
12 months we have had to make some difficult Delivering a collaborative and strategic
Best Places to Work assessment as
decisions on how we are resourced and our approach to resourcing, succession
we continue to strive to be one of the
planning and recruitment. This ensures
priorities. We expect these resource pressures best organisations to work for.
we can continue to attract and retain
to continue to shape ‘how we work’ and ‘what we C. C
losely manage, monitor and the expertise we need while creating
work on’ for the next twelve months. reallocate project budgets in opportunities for staff development and
response to further impacts of the personal growth.
Covid-19 pandemic on the seafood
Finance
supply chain.
Delivering effective financial control
D. P
rogress work on www.seafish.org to safeguard Seafish assets, and
to ensure it meets legal accessibility timely and cost-efficient transaction
requirements so that we can processing. The team is also responsible
effectively communicate the work that for ensuring:
we do.
A. T
hat the Board and Executive have
full awareness of the financial
implications to support effective
decision making.
B. Internal processes and external
reporting are compliant with
statutory and other regulatory
financial regulations and reporting
requirements.
C. T
hat we are equipped to be
financially flexible so we can respond
to the changing needs of the
industry.
Levy
Ensuring the timely and effective
collection of the Seafish levy.
24 25Get 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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