The Big Picture September 2011

The Big Picture

MELISSA’S MESSAGE...

“One of the advantages, apart from being EU‐based ourselves, is a lot of our members are European or international organizations. I would say the UK is the most progressive nation in seafood and that it will be more difficult rolling SSC out in Europe, but we will have something that works to take forward. For those international companies, it will surely be a lot less daunting if their UK representative has already done it.”

SSC AIMS: WHAT’S RELEVANT #1?

Promote sustainable seafood consumption

Encourage UK consumers to eat a wider variety of sustainable seafood, and to introduce species to its stores and restaurants that are currently underutilized or discarded

Support the sustainable use of unwanted discarded species’ trimmings and offal in the manufacture of fishmeal

Use harmonized seafood labeling based on agreed standards to provide consumers with accurate information on sustainability

SSC AIMS: WHAT’S RELEVANT #2?

Require fishermen, where possible, to collect catch and discard information for the seafood sourced by coalition members and pass this information to government authorities for use in scientific assessments

Adhere to a new voluntary industry code of conduct agreed by the coalition until sufficient management measures and labeling rules are in place

Influence changes in policy at UK, EU and international level

Build national and global alliances

Inform the public on seafood

AIMS OF THE PRESENTATION

1. To consider competition law and the implications for companies that collaborate with their competitors

2. To inform the group of the various approaches around the world that have tackled collaborative working on sustainability issues.

3. To share case studies of groups that have worked to set up voluntary codes or standards

4. To build understanding of success and failure, barriers to change, what needs to happen.

5. To facilitate a discussion on lessons for the SSC.

Presenter

Presentation Notes

Clear and robust reporting structures and grievance procedures The reporting structure should be transparent and comprehensive. Public disclosure of non-commercially sensitive information aids credibility and legitimacy Grievance procedures are intrinsic to good governance. A grievance procedure enables intended beneficiaries to access or invoke the protection that the system is supposed to offer them. For the SSC, this matter needs some consideration, as the direct beneficiaries are the fish stocks. Therefore the procedure needs to take into account who is going to raise a complaint on their behalf.

CONTENT

1. Drivers of change

2. Competition Law

3. Other approaches and their governance

4. Case studies: Voluntary standards

5. Success and failure... The barriers to change

The drivers and issues move fast…

Presenter

Presentation Notes

THE GLOBAL ECONOMY

Time

CONSUMER SPENDING

Time

CONSUMER CONFIDENCE

Time

AGRI-FOOD TRADE FLOWS(SELECTED COUNTRIES, 2006, US$ MILLION)

11

China Canada

United States

Brazil Mexico

3,476

2,151

12,336

14,237

1,942

141

8,079

8,619

607 71 135 534

466

658

69

5

* Note: Used SITC (Rev. 3) 01 (Food and live animals) category; China includes Hong Kong and Macao, SAR; trade between Canada and Brazil, and China and Mexico is not presented for brevity’s sake (each amounts to smaller than US$400 Million); Based on the exporting country’s reports. Source: UN Comtrade

More spent on brand integrity than on development aid.

Anti global NGOs paint everything black

Name and shame = knee jerk behaviour

Product integrity now competitive

Presenter

Presentation Notes

Retailers spend more on brand integrity than many countries spend on development aid. Consumer campaigns by anti-global, anti-everything damage the brands if they resonate with the consumer at a “moment in time” Name and shame campaigns both by NGOs and Government departments in the past have created unexpected knee jerk results Provenance issues have become competitive and normative regulated standards are starting to expand horizontally to combat this

THE RETAILERS ARE IN CHARGE

Hartman Group 2010

Rank Company Food Sales,€bn

Banner Sales, €bn

Grocery %

1 Wal‐Mart 214 330 65

2 Carrefour 88 112 78

3 Tesco 56 75 75

4 Schwarz Group

54 63 85

5 Kroger 49 57 86

6 Aldi 49 54 90

7 Walgreens 48 52 93

8 Seven & I 44 62 71

9 AEON 43 54 80

10 Rewe Group 43 49 89

THE TOP 10 FOOD RETAILERS

Source: Planet Retail: 2009

The public debate

Presenter

Presentation Notes

The sustainability debate is now very B2C with a “viral media” and less B2B driven •The drivers themselves are more subjective and less scientifically driven and are potentially more damaging to brands who do not react quickly •The gatekeeper criteria controlling market entry to the global retailer and manufacturer brands are expanding quickly into provenance or credence issues. •Proliferation of feel good labels have become short term “proxy” standards as the scientific debate is still unresolved.

The institutional debate

Presenter

Presentation Notes

Institutions are starting to see Private Standards as positive partners –but with reservations •Transparency, governance, access for all, North : South fairness and power imbalance remain hot topics. •The influence and scale of transnational companies and consolidated standards like GFSI and Globalgap are so large that they cannot be ignored. –These provide opportunities to drive “public good” •There is not a CODEX for climate change, fair trade, labour rights, water, food security etc..

Trust

Presenter

Presentation Notes

Who do you believe? Food retailers and manufactures •Scientists •Journalists •Politicians •Campaigners •The bloke down the pub .... How does one go about taking a concept as complex, abstract, imperfectly understood, and, often as not, questionable in many of its details as sustainability ?

Competition Law

2: COMPETITION LAW

This law promotes and maintains market competition by regulating anti‐competitive conduct

Known in the United States as ‘antitrust’ law

In Europe there are 4 main policy areas:

Cartels, Monopolies, Mergers, State Aid

When working together on sustainability policy, competition law should not apply

See notes on Treaty on the functioning of the European Union, Article 101 and 102

Presenter

Presentation Notes

What are the implications for the SSC? The SSC should NOT be problematic in terms of competition law, providing that: The SSC does not allow itself to be, or to be seen to be, a forum for anti-competitive collusion. (Treaty on the functioning of the European Union, Article 101) Once the SSC is successfully established, if it holds a dominant position in the market, it does one abuse that position. For example, membership costs should not be a barrier to entry for small and medium enterprises. (Treaty on the functioning of the European Union, Article 102)

ANTITRUST GUIDELINES:EXAMPLE

The Roundtable on Sustainable Palm Oil

Participation in RSPO is voluntary. No one will be pressured to participate in it.

Members of RSPO shall remain free at all times to join other initiatives on sustainable agriculture and shall not be limited in any respect in the ways they decide to conduct their business.

Membership of RSPO shall be open to all companies/organisations within the membership categories specified in its Statutes and By‐laws.

RSPO will not be used in any manner as a vehicle for participating companies/organisations or individuals to discuss or seek agreement on any of the subjects mentioned under paragraph C) herein. (see notes) It is important to keep in mind that no formal agreement needs to be reached to run afoul of antitrust or competition laws.

No competitively sensitive information will be exchanged among RSPO members.

Presenter

Presentation Notes

C) Restrictive Covenants: In view of antitrust considerations and to avoid any possible restraints on competition, competitively sensitive subjects must be avoided during any discussion between and among competitors, including inter alia the following: Future marketing plans of individual competitors should not be discussed between competitors; 1) Any complaints or business relating to specific customers, specific suppliers, specific geographic markets or specific products, should not be discussed between competitors; 2) Purchasing plans or bidding plans of companies in competition should not be discussed (except privately between two parties with a vertical commercial relationship such as supplier and customer); 3) Current and future price information and pricing plans, refund or rebate plans, discount plans, credit plans, specific product costs, profit margin information and terms of sale should not be discussed between competitors; 4) RSPO shall also not be used in any manner as a vehicle for competitors to limit or control production, markets, sources of supply, technical development or investment, nor should it be used as a platform to agree or discuss joint reactions to specific companies (for example boycott of particular suppliers or customers). http://www.rspo.org/files/pdf/RSPO_Antitrust_Guidelines.pdf

3: OTHER APPROACHES ANDTHEIR GOVERNANCE

a) Multi stakeholder organisations ‐ Roundtables

b) The International Social and Environmental Accreditation and Labeling Alliance ‐ ISEAL

c) Business driven approaches with non‐profit advice

d) Business driven approaches

e) International organisations

Presenter

Presentation Notes

Multi stakeholder organisations: The Roundtable on Sustainable Palm Oil and Responsible Soy The Better Cotton Initiative The International Social and Environmental Accreditation and Labelling Alliance (ISEAL) IFOAM, FLO, MSC, Rainforest Alliance Business driven approaches with non-profit advice The Global Social Compliance Programme The Better Cotton Fast Track Program The Keystone Initiative Business driven approaches The Global Food Safety Initiative SAI Platform International Dairy Federation International organisations ISO, OECD, FAO Global Reporting Initiative

PROLIFERATION

Presenter

Presentation Notes

Measure what Matters http://www.anstey-ltd.com/docs/MeasureWhatMattersNov2010.pdf

MORE ON GOVERNANCE OFCOLLABORATIVE APPROACHES

A balanced and effective decision making body, supported by a secretariat

• A decision making body is required

• Participants can be elected, chosen or volunteered depending on the needs of the organisation.

• However the composition is arrived at, it should reflect the interests of the different stakeholder groups.

• A permanent secretariat that can execute the wishes of the decision making body will help enable consistent progress.

Presenter

Presentation Notes

Governance best practice taken from: UN SRSG/CCC Expert workshop on improving human rights performance of business through multi stakeholder initiatives, 6 – 7 Nov 2007 Author: Pins Brown, Senior Consultant at Ergon Associates (http://www.business-humanrights.org/Documents/Principles-for-effective-MSIs-6-7-Nov-2007.pdf)

3(A) MULTI STAKEHOLDERORGANISATIONS

They “have emerged in response to governance gaps in which regulatory, judicial, and broader economic and political systems have failed”

John Ruggie, Special Representative of the Secretary‐General of the United Nations (SRSG)

Improving the human rights performance of business through multi‐stakeholder initiatives: summary report, November 6th‐7th 2007

Presenter

Presentation Notes

A successful MFO: Validates the issue in question, mainstreaming in it the market place Creates the space and precedent for stakeholders across sectors, in business, government, and civil society, to discuss and take action on problems in which they are all implicated. Develops corporate leadership on the issue Approaches to governance in existing MSIs vary depending on: The circumstances of the MSIs creation The nature of the industry or issue How the MSI has responded to changes in the industry The number and variety of stakeholders to be included The need to balance the power of different interest groups within the industry The need for decisive leadership that can achieve change It is difficult to generalise or pick an ‘off the peg’ structure for a new MSI, but the following best practices should be considered: Inclusion of all relevant stakeholders from the outset Third party certification Clear and robust reporting structures and grievance procedures A balanced and effective decision making body, supported by a secretariat

ROUNDTABLES

PALM OIL AND SOYStarted after Migros contacted Bruno Manser in 1999 – he then involved WWF. In December 2001, the first sustainable palm oil was imported by Migros from Ghana

In 2002 others became involved including Sainsbury’s and Unilever

In 2004 the Roundtable on Sustainable Palm Oil was formed

In 2005 the Roundtable for Responsible Soy was formed by WWF, Monsanto, Cargill and others

Presenter

Presentation Notes

Bruno Manser was a human rights activist. From 1984 to 1990 he lived in Sarawak together with the Penan people. He helped the Penan to offer resistance against the timber industry who penetrated more and more their habitat. He became the international voice of the endangered people in the tropical forest. From his last journey to the Sarawak in the year 2000, he never came back and has been lost since then. Multi-stakeholder representation is mirrored in the governance structure of RSPO such that seats in the Executive Board and project level Working Groups are fairly allocated to each sector. In this way, RSPO lives out the philosophy of the "roundtable" by giving equal rights to each stakeholder group to bring group-specific agendas to the roundtable, facilitating traditionally adversarial stakeholders and business competitors to work together towards a common objective and making decisions by consensus.

ROUNDTABLES:WHAT’S GOOD

Because they are multi stakeholder initiatives, they bring credibility, accountability and transparency in the supply chain by bringing the different actors to the table

The agreement of voluntary production standards

The outputs are more likely to work as all key actors of the supply chain are engaged

They can reach across frontiers and truly tackle global problems

They can evolve into independent certification systems to facilitate responsible purchasing

World Wide Fund for Nature Conservation (WWF)

Presenter

Presentation Notes

World Wide Fund for Nature Conservation (WWF) MSIs are “global fora that bring many of the key players on both the production and buying sides of a given commodity supply chain together with NGOs.” “The primary goal of these initiatives is to agree ‘voluntary’ production standards that improve environmental and social impacts.” Once voluntary standards are agreed, many MSIs “evolve into independent certification systems that allow buyers to base purchasing decisions on how and where a commodity good is produced.” http://wwf.panda.org/what_we_do/how_we_work/businesses/transforming_markets/solutions/methodology/multi_stakeholders/

ROUNDTABLES: WHAT’S NOT SO GOOD #1

• The commitments of participants must be clear with a robust framework for compliance.

• Without clarity and the ability to hold companies to account, voluntary initiatives can become little more than public relations tools for some of their participants.

• Legislation is also necessary to protect human rights and ensure a level playing field for companies.

Amnesty International

Presenter

Presentation Notes

http://www.amnesty.org/en/library/asset/POL30/009/2008/en/1c327fdf-a67c-11dd-966b-0da92cc4cb95/pol300092008en.pdf)


• Complaints procedures have tended to be weak

• Avoidance of the effective tactic of negative publicity to exert pressure on large corporations.

• Multiple weak, ineffective collaboration in the same sector dilutes focus and resources

• Strong, dominant organisations with high compliance costs can become a barrier to entry for small and medium enterprises, a particular problem for firms in the global south.

Peter Utting, Deputy Director of United Nations Research Institute for Social Development (UNRISD)

Presenter

Presentation Notes

(http://www.unsystem.org/ngls/Section%20II.pdf)


• Some initiatives have ignored or marginalized workers, trade unions and local level monitoring organizations

• Scaling up monitoring and verification procedures can be extremely complex and costly

• Reporting can be unreliable due to the reluctance of both workers and management to communicate openly and honestly on certain issues, and the typically short timeframe of any monitoring exercise.

• Reliance by some schemes on commercial auditing and consulting firms raises serious problems regarding quality and cost.

Peter Utting, Deputy Director of United Nations Research Institute for Social Development (UNRISD)

Presenter

Presentation Notes

(http://www.unsystem.org/ngls/Section%20II.pdf)


• Slow uptake and small market share ‐MSC and FSC

• Focused on international markets – what about much larger domestic and regional trade?

• One tool in the toolbox – without proper governance by governments and multilateral agencies, it will be an uphill battle

• Coalition of the active – engagement is resource hungry so become exclusionary

• Acknowledgement of limitations – its important to be clear about what can and can’t be delivered.

Certification and roundtables: do they work? A WWF review of multi stakeholder sustainability initiatives September 2010

Presenter

Presentation Notes

Certification and roundtables: do they work? A WWF review of multi stakeholder sustainability initiatives September 2010

3(B) ISEAL

Presenter

Presentation Notes

ISEAL: Credible Standard-Setting Processes Key steps in standards development include: Defining the objectives of the standard and justifying the need for its development Identifying affected stakeholders and providing them with information about the Code development process and how they can participate Having public consultations and ensuring that there is a balance of interests participating Providing a variety of opportunities and tools (i.e. teleconferences, meetings, webinars) for stakeholders to participate Ensuring a variety of opinions are given equal weight and providing for balanced decision-making Making the standard and supporting documents publicly available and reviewing the standard on a regular basis Requirements on the structure and content of the standard include: Having clearly defined objectives and ensuring that the requirements in the standard contribute directly to achieving those objectives Ensuring the content of the standard is clear and unambiguous, and that it is relevant to the market and builds on regulatory requirements Balancing the need to adapt the standard so that it is locally applicable with the desire for global consistency in its interpretation Working to harmonize standards where their content or scope overlap http://www.isealalliance.org/content/standard-setting-code

3(C) BUSINESS APPROACHWITH NON PROFIT ADVICE

GLOBAL SOCIAL COMPLIANCE PROGRAMMEThe GSCP is ultimately working towards remediation of root causes to non‐compliances, aiming at supplier ownership of solutions and their implementation.

Founded in 2005 to tackle the challenges of duplication and lack of impact on labour standards in supply chains.

It aims to harmonise existing efforts in delivering a shared, global and sustainable approach for continuous improvement of working conditions in the global supply chain.

In 2009 they went beyond social issues when they published their “Draft Reference Environmental Framework Requirements”. It’s specific to processing and is an important step forward for harmonisation.

BUSINESS DRIVENHARMONISATION

GLOBAL SOCIAL COMPLIANCE PROGRAMME

There are variations in social and environmental compliance standards, audit methodology and requirements for auditing competence

The Equivalence Process, launched in 2011, will help companies and initiatives overcome this by allowing them to benchmark their systems, tools and processes against agreed best existing practice as described in the GSCP reference tools

GSCP GOVERNANCE MODEL

Presenter

Presentation Notes

http://www.gscpnet.com/structure-a-governance/structure-a-governance.html

3(D) BUSINESS DRIVENAPPROACH #1

INTERNATIONAL DAIRY FEDERATIONThe only example of a genuinely global alliance for an agricultural commodity representing 86% of the world’s total milk production.

In Berlin in September 2009, seven organisations including the IDF, signed the ‘Global Dairy Agenda for Action’. It includes A pledge to reduce carbon emissions as a part of its contribution to help address global warming.

The agreement represents a crucial step forward for an industry that contributes 3% of global greenhouse gas emissions, 80% of which are on the farm.

The scope of their work includes the processing and packaging of dairy products, but not the distribution and retailing.

There is current work on a harmonised carbon footprint system which means that 85% of the world’s farmers could have a shared approach.

3(D) BUSINESS DRIVENAPPROACH #2

SUSTAINABLE AGRICULTURE INITIATIVE PLATFORM

SAI Platform is an organisation based in Europe but with global membership.

It has been created by the brand manufacturers to facilitate worldwide communication and involve stakeholders in developing sustainable agriculture.

SAI Platform supports agricultural practices and production systems that preserve the future availability of current resources and enhances their efficiency.

Presenter

Presentation Notes

The development of credible metrics requires a multi stakeholder approach and that means a contribution from the NGOs. There are many well known bi-lateral relationships, such as Walmart and Conservation International. There are also NGOs with projects that have multilateral arrangements such as the Sustainable Food Laboratory and the SAI Platform. Measure what Matters, 2010 http://www.pulsecanada.com/measurewhatmatters

3(E) INTERNATIONALORGANISATIONS

GS1 is the most popular supply chain standards system globally. One of its important features is a global IT reference system.

ISO launches new standards according to demand from stakeholders and sectors. An ISO standard is a living agreement with criteria and technical specifications. Of note is ISO 14063:2006 (Environmental communication).

OECD brings together democratic countries’ governments to help them gain prosperity and eliminate poverty through economic growth and financial stability. Their key indicators include fish resources.

Global Reporting Initiative (GRI) is the world’s most widely used company reporting framework for sustainability A multi stakeholder organisation, its third generation is referred to as the ‘G3 Guidelines’ and was released in 2006.

4 CASE STUDIES: FSC & MSCPROGRESS SO FAR

Scheme Started Market share Harvest share

FSC 1993 12% 8.4%

MSC 1999 50% whitefish0.05% tuna

4.1%7.1% of all catch

MULTISTAKEHOLDER SUSTAINABILITY INITIATIVESInitial outcomes of a WWF review study 2011Mireille Perrin [email protected]

Presenter

Presentation Notes

MULTISTAKEHOLDER SUSTAINABILITY INITIATIVES�Initial outcomes of a WWF review study 2011 Mireille Perrin Decorzent [email protected] FORESTRY STEWARDSHIP COUNCIL (FSC) The 10 principles and 56 associated criteria form the basis for all FSC forest management and chain of custody standards. Based on this core document, FSC has developed further rules (called policies or standards) that define and explain certain requirements stipulated in the 10 Principles and Criteria. In order to carry FSC certification, timber must come from sources that have been certified by Accreditation Services International (ASI), a third party accreditor. MARINE STEWARDSHIP COUNCIL(MSC) The MSC's fishery certification program and seafood ecolabel recognise and reward sustainable fishing. The MSC has 3 principles that are supported by 31 criteria. As with the FSC, certification is 3rd party, with accreditation provided by ASI

WHAT’S BEEN LEARNT #1

STANDARD SETTING (from Twenty Fifty Ltd)

Standards that are realistic clear and provide a good basis for implementation

Strong normative content, relating to UN, OECD or other international standards

Standards that are not dominated by legal considerations alone – as simple and as concrete as possible

Engaging interested parties beyond the core participant group

Setting expectations on participation, verification and reporting

Strong public commitments from all stakeholders

Presenter

Presentation Notes

Twenty Fifty Ltd, The Effectiveness of Multi-Stakeholder Initiatives in the Oil and Gas Sector Summary Report March 2007 www.twentyfifty.co.uk/dl/id/5/426_2050_msi_report_march_2007.pdf

WHAT’S BEEN LEARNT #2

IMPLEMENTATIONA clear understanding of expectations related direct and indirect impacts

Good promotion of the standard

Evolution of the governance structure to support local implementation

Development of practical guidance to aid implementation

Establishing multi‐stakeholder collaboration at the country or local level

A strong secretariat – with independence and ability to mobilise all stakeholders (in particular governments) and to govern participation criteria

Continuing political support of home countries internationally and in producer countries, as facilitators and honest and skilled brokers

Continuing ethos of leadership: effective sector pillars but also specific actors who are willing to lead troubleshooting.

Presenter

Presentation Notes

Twenty Fifty Ltd, The Effectiveness of Multi-Stakeholder Initiatives in the Oil and Gas Sector Summary Report March 2007 www.twentyfifty.co.uk/dl/id/5/426_2050_msi_report_march_2007.pdf

WHAT’S BEEN LEARNT #3HARMONISATION

EIGHT POLICY STEPS1. The business case must be agreed by the CEOs.

2. The top companies must all be involved.

3. The facilitation must be seen as neutral and the organisation at the centre must not benefit from the process.

4. Confidentiality must be formalised.

5. Decision making should be unanimous.

6. All companies should aspire to best practice, which is never static. Due to global variability this cannot be delivered meaning supply chain expectations must be realistic.

7. The top companies must deliver on policy convergence. However, progress will never be even, so stories of success and failure must be shared.

8. A genuine multi stakeholder process may slow progress significantly. If it is not in place, the views of stakeholders must be sought and their contribution valued. Without their support, harmonisation will itself be slowed.

Presenter

Presentation Notes

http://www.anstey-ltd.com/publications.asp Measure what matters

WHAT’S BEEN LEARNT #4HARMONISATION

EIGHT PROCESS STEPS1. Harmonisation is not about setting new standards, it is about bringing

together what already exist.

2. Project management skills in facilitation will accelerate progress.

3. All communication must be consistent and transparent.

4. Competence in working groups is important, so practical experience is required.

5. The realities of business means individuals will have time constraints. Therefore, facilitation should ensure workload for participants is realistic.

6. Agreement on both good and best practice must include stakeholder consultation.

7. A central reference approach must be agreed to provides a list of essential requirements

8. Schemes should be allowed reasonable transition periods for adaptation before new company requirements are enforced.

Presenter

Presentation Notes

Http://www.anstey-ltd.com/publications.asp Measure what matters

5

Checklist for failurePoor decision makingComplexity in approachMajor players absent

Checklist for successSenior supportTransparency and honestyAlignment of buying with CSR

AIMS OF THE PRESENTATION

1. To consider competition law and the implications for companies that collaborate with their competitors

2. To inform the group of the various approaches around the world that have tackled collaborative working on sustainability issues.

3. To share case studies of groups that have worked to set up voluntary codes or standards

4. To build understanding of success and failure, barriers to change, what needs to happen.

5. To facilitate a discussion on lessons for the SSC.

ITS NOT JUST WHAT YOU CONSUME... ITS ALSO HOW IT WAS PRODUCED

Better ingredients...

Away from price buying...

towards integrity and authenticity

Presenter

Presentation Notes

For the buyers –my message is about ingredient integrity and authenticity. It’s not enough anymore to just produce a silo full of grain, oilseeds or pulses. Or a thousand kettles or bottles of shampoo Quality has changed. The silo has to be full of a product that has been grown sustainably, with a win for the people, the environment and the companies. Transparency The development of policies by the retailers is gathering speed and influence. Driven by their CEOs and consumers, innovations are widespread. The best approaches are characterised by openness in communication and marketing. Retailers that accept accountability for the effects of their buying are demonstrating a direct response to civil society values of integrity, honesty and objectivity. In particular, the consideration of a social or public good as an expected outcome of business means that policy can become a powerful tool for change in the field and on the plate. “A small group of thoughtful people can change the world. Indeed, it’s the only thing that ever has.” Margaret Mead, Anthropologist Collaboration Sustainability requires a joint effort. No single company, country or region can solve global challenges. The business alliances that deliver sustainability will be characterised by their strong relationships, their lack of internal competition and their open communication with international organizations, civil society stakeholders and governments.

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