BUILDING A CULTURE OF COMPLIANCE Mary McAllan Scottish Government

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BUILDING A CULTURE OF COMPLIANCEMary
McAllanScottish Government Marine
DirectorateSea Fisheries Management
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Within the UKFisheries is Devolved
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A Culture of Compliance ?

• Culture Customs and art of a particular society
  i.e. the Scottish Seafood Industry a complex
  series of sectors / fleets operating alongside
  each other.
• Common Features number of micro-businesses
  sharing a common resource where choice is to
  conserve or deplete
• Challenge to encourage long term sustainable
  value over short term over - consumption

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Where we were

• Compliance is a wider issue than illegal landings.

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AIM

• A Virtuous Cycle of Sustainability, Profitability
  Good Management.
• Delivering
• Making improved yet sustainable returns
• Attractive to young people
• Delivering both private and public (social) value
• An Industry With a Vibrant Future

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ACTIONS
New Management Framework
Effective risk based enforcement alongside behavi
oural change
World class science accepted by stakeholders
Improved economic performance across whole supply
chain
Community Value
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NEW MANAGEMENT FRAMEWORK
Scottish Fisheries Council
Membership List
SCOTTISH FISHERIES COUNCIL Chaired by Cabinet
Secretary for Environment Rural Affairs
Richard Lochhead
Fishing Associations Producer Groups Fish
Financing Management Orgs Banks NGOs Retailers
Processors Economic Dev Orgs Local
Councils Seafood Trade Bodies Marine
Scientists Conservation Advisors to Govt Scottish
Fisheries Protection Agency Scottish Government
Sectoral Subgroups
Communities subgroup Socio-economic cultural
issues
Demersal
Nephrops Scallops Crabs and Lobsters
Pelagic
Shellfish
Inshore Management
Short life Groups
Supply Chain Issues
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EFFECTIVE MONITORING

• Risk based approach
• Development of VMS data and analysis (world
  leading)
• Land and Sea Controls Cross checking capability
  along the entire supply chain (RBS)
• Investigatory activity
• Improved dialogue
• Information sharing

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CHANGING ATTITUDES

• Building evidence base - Attitudes Survey
• 610 interviews with Industry working fishermen
  and processors between September October 2006
• Key Findings
• Awareness and understanding of regulations was
  generally high so lack of understanding not
  primary barrier to compliance
• Reasons for non compliance cited were economic,
  unwillingness to discard, over complicated
  regulation and lack of a level playing field with
  fishermen elsewhere in Europe.
• Agreement that levels of compliance are much
  higher than they were 5 years ago and pragmatic
  acceptance regulation is necessary.
• Lack of understanding about the role of science
• Desire for improved communication with Government

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EMBEDDING CHANGE

• Industry Science Partnerships
• New economic opportunities, Improved quality,
  Added value products, Traceability and MSC
  accreditation, Branding and New markets.
• Fish as part of Scotlands high quality offering
  to the world food marketplace

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WHERE WE ARE NOW
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IMPROVED ECONOMIC RETURNS
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NEXT STEPS

• Vigilance on control
• Demonstrating benefits of strategic collaboration
• Improved Stock Levels
• Enhanced Prosperity
• Building new fisheries management arrangements
  -Real Time Closures
• The importance of a Level Playing Field
• Self Policing the power of peer pressure

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ACHIEVING BALANCE

• Building a compliance culture is a journey not
  a destination
• Shared purpose /ownership strategic integration
  and delivery
• Flexible and adaptive system
• Focus on evidence and results - are we making a
  difference
• Open to experimentation and change
• Characterised good relationship management,
  mutual respect, challenge genuine dialogue
• Not a tick box exercise.
• It's about transformational change.

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BUILDING A CULTURE OF COMPLIANCE Mary
McAllanScottish Government Marine
DirectorateSea Fisheries Management