TSSS 10th Special Feature : Completing a Massive Jigsaw Puzzle Spanning the Entire Society for Sustainable Seafood Worldwide(Part 2)
INTERVIEW
In 2006, Jim Cannon established the Sustainable Fisheries Partnership (SFP), focusing on the supply chain to achieve long-term, large-scale change toward sustainable seafood resources. SFP’s “Fisheries Improvement Partnership” model laid the groundwork for today’s widely used Fisheries Improvement Projects (FIPs). Now, SFP continues to promote extensive collaboration among fishery stakeholders, seafood companies, researchers, NGOs, and government agencies. Let us hear more from Jim Cannon about his experiences, unconventional on-the-ground approach, priorities, and thoughts on the Tokyo Sustainable Seafood Summit in October 2024.
Jim Cannon
Jim Cannon is the founder and CEO of SFP. He used to work at Conservation International, where he was a fish sourcing advisor for McDonald’s starting in 2002 and later an advisor on seafood sustainability for Walmart from 2004. From 2005 to 2008, he was a member of the Marine Stewardship Council’s (MSC) Technical Advisory Board. Cannon studied ecology at the University of Cambridge and pursued environmental economics and fisheries management at Imperial College London.
―― What sparked your interest in seafood sustainability?
I originally wanted to become a physicist. Sadly, I wasn’t suited for applied physics, since I disliked experiments, nor was theoretical physics an option, as I struggled with mathematics. Fortunately, the university was generous enough to let me switch courses, so I shifted to ecology.
The concept of environmental issues started taking shape from the late 1980s to the early 1990s. I didn’t fully understand what ecology was at that time. However, I was interested in a specific branch: population ecology. I studied tropical rainforests and biodiversity models, eventually leading me to environmental conservation.
However, the truth is that politicians do not listen to ecologists or biologists. Realizing this, I decided to take courses in economics so I could combine it with mathematics and biology. My most impactful use of this combination was in fisheries management.
In the early 1990s, I entered fisheries management as a researcher and consultant. During that time, I was involved with the Food and Agriculture Organization (FAO) of the United Nations, specifically the Review of the State of World Fishery Resources*. I was responsible for editing the 1995 and 1997 editions. In 1997, I was approached by the NGO, Conservation International (CI)**, and began working there.
Cover of the 1997 edition of the United Nations’ Food and Agriculture Organization (FAO) report, Review of the State of World Fishery Resources, in which Cannon participated as an editor (online version). More details hereAt CI, I worked on tropical rainforest and marine conservation projects, eventually leading me to become McDonald’s fish sourcing advisor. In the early 2000s, McDonald’s began exploring ways to improve the sustainability of raw materials across its global supply chain.
While beef, potatoes, and oil were brought up, I suggested fish. This was because I had previously studied North Atlantic cod stocks and knew of the severe collapse of these resources from the 1980s to the 1990s. I imagine McDonald’s must also have been facing raw material shortages around that time.
Fortunately, McDonald’s was already aware of the resource collapse even before I explained it to them. They had a long-term relationship with their supply chain and were capable of cultivating their suppliers. The head of procurement at the time also believed that the supply chain should take the lead in finding solutions, paving the way for a committed approach to sustainability.
In 2002, McDonald’s launched an initiative that brought suppliers and other seafood companies together with government authorities for direct discussions on fisheries management. At the request of prominent CEOs from local seafood processing companies, these leaders began meeting with fisheries ministers across several European countries.
Although the CEOs listened carefully to my explanations about the challenges of seafood resources and biodiversity, they never raised these issues in their meetings with the ministers. Instead, they focused on topics like investment, revenue, and employment. By reframing the issues, they shifted the conversation to what mattered most to the government, ensuring the ministers would pay attention. For me, it was a valuable learning experience.
While this is a given for international companies, the CEOs also emphasized to the ministers that processing plants cannot be built without a clear prospect of return on investment. They highlighted that, before any plant can be established, a proper fisheries management system must be in place to ensure sustainable catches over the next ten to twenty years.
In the very early days of SFP, around 2007, on a Scottish fishing boat. The new satellite and computer-based positioning system observed here has since been incorporated into shrimp fishing boats in Mexico.――It can indeed be difficult for CEOs from various countries and diverse backgrounds to share a common goal.
We work with retail companies and suppliers around the world. While the challenges they face vary slightly, we discovered many similarities as well. We also know where to find companies that might be able to respond to and collaborate on individual concerns. Our job is to piece these together like a jigsaw puzzle, connecting relationships and paving the way to solutions.
――That indeed is something only a third party with a deep understanding of the industry can accomplish.
We established two strategies to formulate solutions. The first is partnerships aimed at improving fisheries. This initiative connects stakeholders to enhance specific fisheries for specific species in the areas where fishing occurs.
In the partnerships, we clarify issues, share insights, and decide which actions to prioritize. We also share potentially helpful ideas, allowing the involved parties to discuss and brainstorm their own solutions so they can identify the items they can work on. Once there’s a consensus, a work plan is published, and they are expected to regularly report on their progress.
However, companies in the middle of the supply chain source from over 50 or even 100 different fisheries, making it impractical to attend so many meetings. This led to the development of another framework: the Supply Chain Roundtable*.
This initiative serves as a collaborative platform aiming to connect major seafood distribution companies worldwide. Each roundtable focuses on a specific area, encouraging discussions on ways the supply chain can support fishery improvement efforts across various regions.
A large-scale example of this effort is the roundtable that focuses on seafood as raw ingredients for fishmeal, fish oil, and surimi. This roundtable began with salmon feed manufacturers who purchase large quantities of fishmeal and fish oil, and has since expanded to include Japanese surimi companies and firms using Omega-3 oils. Its members are currently focusing on West Africa and Southeast Asia, working to support fishery improvement partnerships in these regions.
Major supply chain roundtables currently in operation. These roundtables tackle the fisheries and aquaculture of shrimp, dolphin, octopus, squid, snappers, grouper, blue crab, and more. This image was created using the SFP official website.Each company has its own approach. For an international brand like McDonald’s, brand value is paramount. Companies like these avoid associating with fisheries that have reputational or operational issues, as it could damage their brand’s image. Meanwhile, suppliers that are mostly unknown to the public are more concerned with securing resources and customer needs than image, regardless of their size. And as for local processors, their fishery is all they have, leaving them no choice but to continue their work.
While companies prioritize different values, each perspective is valid in its own right. However, we advocate for continued procurement from fisheries that are making ongoing improvements. Even if businesses believe they can maintain a “clean” image by distancing themselves from problematic fisheries, the same fish will simply flow to other, less picky customers. If this continues, meaningful improvements may never take place. Unfortunately, this is a common occurrence.
――I see. I understand that the traditional approach may not be very effective. With that in mind, what should organizations prioritize first to pave the way forward?
Our first task on-site is to listen closely. We carefully hear out the current challenges and ongoing efforts and work to understand the priorities of the people working on-site.
Local experts, NGOs, and researchers familiar with the region are essential members of the discussion table. However, those who understand the realities of the fisheries often lack insight into importers, retailers, large corporations, and government agencies. This is where we come in. Our role is to bridge the gap and connect their perspectives to the business and political side.
Another point we must remember is refraining from doing on-site work ourselves. Instead, we leave it to local individuals, organizations, and NGOs, as they can stay engaged for the long term, often for decades. This approach also empowers the fisheries cooperatives.
Our ultimate goal is to achieve abundant marine resources. With that large objective in mind, we must first focus on empowering the regions and building partnerships among the industry, government, and academia.
There’s no perfect solution for the natural environment. Even if one achieves what seems like a solution, things can easily revert to their original state after 30 or 40 years. Because of this, it is essential to develop the long-term competencies of the local stakeholders so they can consistently handle challenges on their own.
――Can you recall any initiatives that involve Japanese companies?
I learned from them that Japan has its own completely different supply chain from the West, even though they handle the same products. They brought the “Japanese pieces” to the meeting table—the many key players that make up the jigsaw puzzle.
Another somewhat successful example is our efforts with a supplier that imported tuna from Southeast Asia to Japan. During this time, we received broad support from two major companies, Nissui and Maruha Nichiro. In particular, they provided substantial assistance in areas like squid and small pelagic fish in Southeast Asian regions that tend to fall outside our radar.
We want to make a difference on as large a scale as possible. We want to actively work with all fisheries, especially the largest ones, even if they may be the fields with the most serious issues.
In 2017, we set a goal called “Target 75,“* aiming to make 75% of each key sector’s catches sustainable or under improvement. For example, squid fisheries initially met none of these criteria, but as of now, 25% of global squid fisheries are now actively engaged in fishery improvement projects. Although we’re only halfway there, this progress is already a remarkable achievement.
――I see that the participation of broad-scope companies like Nissui and Maruha Nichiro holds significant meaning in these initiatives.
That’s correct. We want to address all major fisheries, meaning widely consumed seafood will naturally take precedence. High-end models, where “premium fish with stories are consumed by wealthy, conscious consumers at luxury establishments,” are hard to scale. Companies like Nissui and Maruha Nichiro handle a diverse range of fish species at massive volumes. Their connections to many large-scale customers make our partnerships with them one of our greatest strengths.
――Is there anything in particular you keep in mind during such efforts?
Again, our first step is to listen carefully. Then, we identify the on-site side’s most pressing issues and take realistic steps forward, one or two at a time. It’s also important for them to share interim results and build their confidence.
In our approach, we strive to make on-site efforts as easy as possible for those involved. To achieve this, we maintain a list of experts worldwide, allowing us to recommend the right person to consult for specific issues in specific countries. We also introduce methodologies from successful precedents and sometimes connect them with initiatives from related companies.
None of our methods are original. In fact, we learned them from the local anglers, companies, and suppliers. For example, we applied insights from New Zealand to Canadian fisheries. We always listen attentively and respect the leadership and innovation of the on-site parties. Our teachers include not only anglers and seafood industry professionals but also NGOs and researchers worldwide.
Target 75 progress reports by fisheries sectors (2023 update). Top right: a salmon farm in southern Chile; bottom right: a traditional fish market in Jakarta, Indonesia. Efforts are underway to look at all major seafood products worldwide (from the report “2022 T75 Sectors Status Update” by SFP). Full article here.
Original Japanese text: Keiko Ihara
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