The Onshore Quality Programme

Catherine Barrett BIM(Irish Sea Fisheries Board) 15 September 2006

BIM MissionTo promote the sustainable development of the Irish Seafood industry at sea and ashore To support its diversification in the coastal regions so as to enhance its contribution to employment, income and welfare both regionally and nationally

In EssenceSupporting higher sustainable value generation along the chain from the sea to the table, to meet evolving consumer demand

BIM Organisation Structure

Integrated Financial, Technical, Training and Marketing Support

Quality Development up to the first point of saleOn Board QualityOn Shore QualityTwo main components

Key deliverables for any scheme To achieve or maintain price premiumsTo achieve or maintain price premiums To gain or maintain market access To form the basis for niche marketing

Pilot Regional ProjectsIntroduce the concept of premium at the grass roots without the requirements normally with an accredited schemeTo give ownership to the vessel/fleet/co-opMeasure their commitmentCan a better return be achieved?Are the quality results consistent?

Dunmore East Hand Line MackerelTraining workshopIced at sea24 fish per 5kg 2 grades Only fish to orderDifferentiated on the auction floorPromoted at trade

Donegal Megrim On board added valueTraining workshopSuper chilled at seaPacked by size and quality at sea6 Size gradesNo re-gradingFully traceable to vessel

Results of Regional Pilots Those that were implemented showed an increase in priceHighlighted the need for good vessel /sales agent relationship Highlighted the need for an integrated programme for onboard and onshore Identified supporting mechanisms that BIM could be effective in delivering higher sustainable value generation

Next?

Onshore Programme 1. Avail of grant aid, to employ a dedicated Quality Manager/Quality Development Officer, 2. Avail of grant aid, to upgrade eligible, weighing, labelling and traceability system components (EDI );3. Avail of grant aid, to improve onshore handling and operational practices, in order to add value, improve quality and maximise the financial return to the primary producer.

Selection Criteria Applications will be prioritised upon the provision and subsequent assessment of the following information: Evidence of participation in previous or current BIM quality schemes; Details of quality and traceability systems currently employed and plans for their development; The analysis of a comprehensive, 3-year plan, detailing the role and activities of the Quality Manager/Quality Development Officer; The appraisal of a detailed recruitment and selection procedure for the position of Quality Manager/Quality Development Officer;

Duties and Responsibilities of the Quality Manager/Quality Development Officer Work closely with BIM to develop and implement quality management mechanisms and codes of practice in seafood quality; Participate in relevant training courses recommended by BIM or other agencies Provide appropriate information to BIM on a regular and timely basis, to allow the continual assessment of quality schemes introduced as part of this scheme; Work to standardise quality specifications Participate in the BIM Quality Seafood Programme (QSP).

Main stumbling blocks to any successful schemeA quality standard not addressing the buyers /market needs Insufficient Stakeholder participation to deliver and achieve the standard Stakeholders having limited resources to participate

Factors in tailoring the BIM Internal Support for the SchemeBuyer SurveysFeed back from the regional schemesEEFNew Food Law and it application to seafood

Objectives for Internal SupportImprove business to business skills of the sales agents

Provide tailored training material that will capacity build within the co-ops

Identify and support product development potential (e.g onboard processing)

Assist in the development of individual sales and marketing strategies

Business to Business DevelopmentDesigned a business mentoring programme that the sales agents could relate to immediately

Selected a market that had potential for growth, accessible and had the availability of a appropriate business mentor

Market selected -UK Food Service

Objectives of the Mentoring ProgrammeCommunicate fundamentals of the UK Food Service market

Develop a business plan with the aid of the mentor

Identify growth potentials within the business

Identify partnership potentials with next step processors

From the above, identify 3 priorities to be inserted in the plan and to be assessed against for the grant aid

Identify potential as a sector group

Objectives of the Accredited Training ProgrammeReview current training material and address needs at the first point of sale Identified three levels of training Senior Mgt-(B2B mentoring)Quality ManagerRemaining staff QM: Tailor easy access training coursesRisk based HACCP for SeafoodAuditing Seafood All staffSeafood Hygiene Management

Development of individual sales and marketing strategies ESE was the key focus

Each participant developed a product catalogue

With the aid of the Mentor and BIM, specific customers were targeted and more focused sales pitches were formed

ESE 2006 Location Fleet SizeFishing groundsForesight for the future

ESE 2006

Next Steps -Expand the support programmes

A short Communications training will be tailored to provide the following:Create positive messages about their supply of raw material and their vesselsAbility to distilling positive messages from some of the BIM work that the co-ops and their vessels are participating onPromotion of their products/ management systems to potential buyers in the Foodservice marketEncourage the co-ops to further develop their Environmental Statements/Policies in line with customer expectations

Next Steps -Expand the support programmesSales meeting preparation and Key Account ManagementProvide point of difference for the potential buyer Strategic supply partners not suppliersProviding known provenance

Next Steps -Expand the support programmesInvest internally -Maximum Utilisation of Onshore Premises Incorporate the premises potential fully into the business pan or outsource Defining contracts with outsourcers- maintaining ownership of product-maximising return to producer

Next Steps -Development of an inclusive Seafood Standard

Industry are now willing and have the capacity, to engage as active stakeholders in the development of a standard Such co-operation essential in multi-species fisheries

New Pilot Project BIM is piloting a Seafood EMS on two fisheries at a local level

Based on Risk Assessment (fundamental in the New Food Law)

Will be based on risk assessment of key areas:Seafood SafetySeafood Quality The Fishery itselfThe EnvironmentThe output is a Quality Mgt Plan that is in a format that is familiar to any food buyer The plan belongs to the operator bottom up not top downThe operator will demonstrate its commitment to responsible fishingBIM will provide the technical assistance so that the plan is credible and contemporary of research in the fisheries fieldRelevant to seafood buyers looking for the point of difference

High level marketing of Irish SeafoodThe Quality Seafood Programme is waiting to add capture fisheries to the QSP fold 2001 IQ Salmon2003 IQ Mussel 2003 IQ Wild Salmon2003 IQ Trout2005 IQ Cold Smoked Salmon

What is QSP?A marketing tool

An umbrella quality mark for wild and farmed

Only promotes products from a BIM approved, accredited scheme

Applicable for consumer and trade

Outlook Further capacity building at the first point sale to ensure success especially if the co-ops want to go for QSP

Monitoring the Seafood EMS pilots- assessing suitability to Irish Industry

To improve Industry networking at B2B level in Ireland so to approach potential markets together

To encourage Industry to network at a B2B level internationally especially through fora such as EAFPA

Thank you

For the capture sector, two main componments were recognised as critical points in a successful scheme A memorandum of understanding between successful applicants and the Fisheries Development Division, BIM will detail the format and frequency ofprogress reports, workplans, reports and the transfer of information, to BIM. Information to be made available to BIM will include, inter alia: fish qualityassessments, prices and operational costs (e.g. ice and transport) and a summmary of financial returns to vesselsA memorandum of understanding between successful applicants and the Fisheries Development Division, BIM will detail the format and frequency ofprogress reports, workplans, reports and the transfer of information, to BIM. Information to be made available to BIM will include, inter alia: fish qualityassessments, prices and operational costs (e.g. ice and transport) and a summmary of financial returns to vesselsA memorandum of understanding between successful applicants and the Fisheries Development Division, BIM will detail the format and frequency ofprogress reports, workplans, reports and the transfer of information, to BIM. Information to be made available to BIM will include, inter alia: fish qualityassessments, prices and operational costs (e.g. ice and transport) and a summmary of financial returns to vesselsA memorandum of understanding between successful applicants and the Fisheries Development Division, BIM will detail the format and frequency ofprogress reports, workplans, reports and the transfer of information, to BIM. Information to be made available to BIM will include, inter alia: fish qualityassessments, prices and operational costs (e.g. ice and transport) and a summmary of financial returns to vesselsA memorandum of understanding between successful applicants and the Fisheries Development Division, BIM will detail the format and frequency ofprogress reports, workplans, reports and the transfer of information, to BIM. Information to be made available to BIM will include, inter alia: fish qualityassessments, prices and operational costs (e.g. ice and transport) and a summmary of financial returns to vessels

Strategic supply partners not suppliersWorking together without hard sellResearch understand the clients businessInnovation fresh produce that can be produced easilyPoint of difference from our competitors or at least first to market!Traceability & known provenanceEnvironmental attributes MSC, RSPCA Freedom Food, NFU Red Tractor et al.

Strategic supply partners not suppliersWorking together without hard sellResearch understand the clients businessInnovation fresh produce that can be produced easilyPoint of difference from our competitors or at least first to market!Traceability & known provenanceEnvironmental attributes MSC, RSPCA Freedom Food, NFU Red Tractor et al.

Strategic supply partners not suppliersWorking together without hard sellResearch understand the clients businessInnovation fresh produce that can be produced easilyPoint of difference from our competitors or at least first to market!Traceability & known provenanceEnvironmental attributes MSC, RSPCA Freedom Food, NFU Red Tractor et al.