1. Mary McAllan Scottish Government – Marine Directorate Sea Fisheries Management BUILDING A CULTURE OF COMPLIANCE Mary McAllan Scottish Government – Marine Directorate Sea Fisheries Management

2. Within the UK Fisheries is Devolved

3. 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. 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 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 Challenge to encourage long term sustainable value over short term over - consumption

4. Where we were Compliance is a wider issue than illegal landings.

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

6. ACTIONS Effective risk based enforcement alongside behavioural change New Management Framework World class science accepted by stakeholders Improved economic performance across whole supply chain Community Value

7. Membership List Scottish Fisheries Council Fishing Associations Producer Groups Fish Financing & Management Orgs Banks NGO`s Retailers Processors Economic Dev Orgs Local Councils Seafood Trade Bodies Marine Scientists Conservation Advisors to Govt Scottish Fisheries Protection Agency Scottish Government SCOTTISH FISHERIES COUNCIL: Chaired by Cabinet Secretary for Environment & Rural Affairs – Richard Lochhead Demersal Pelagic Shellfish Sectoral Subgroups Nephrops Scallops Crabs and Lobsters Communities subgroup Socio-economic & cultural issues Inshore Management Short life Groups Supply Chain Issues NEW MANAGEMENT FRAMEWORK

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

9. CHANGING ATTITUDES Building evidence base - Attitudes Survey 610 interviews with Industry working fishermen and processors between September – October 2006 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

10. 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 Scotland’s high quality offering to the world food marketplace

11. WHERE WE ARE NOW

12. IMPROVED ECONOMIC RETURNS

13. 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

14. 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.

15. BUILDING A CULTURE OF COMPLIANCE Mary McAllan Scottish Government – Marine Directorate Sea Fisheries Management