Blue Economy June 2026

Sea Harvest factory freezer vessel that harvests, as well as processes and packages fish

PIONEERING SOUTH AFRICA’S SUSTAINABLE BLUE ECONOMY

SEA HARVEST, a leading global seafood business founded in 1964, has evolved from a local fishing operation in Saldanha Bay into a cornerstone of South Africa’s blue economy

With the vision of becoming a leading South African responsible and diversi ed global seafood business, Sea Harvest’s sustainability ambitions are fundamentally anchored in the principle that sustainable shing and aquaculture are essential to long-term value creation. As a vertically integrated seafood business, the group recognises that its ability to operate and provide value for stakeholders is directly dependent on the responsible management of marine resources.

Accordingly, Sea Harvest operates within highly regulated, science-based sheries that apply an ecosystem approach to resource management, ensuring sh stocks are maintained at sustainable levels, environmental impacts are minimised and harvesting activities are governed by strict quotas, spatial controls and independent oversight. This positions the group as a responsible custodian of renewable natural resources, where disciplined shing practices underpin both environmental sustainability and economic value.

ENVIRONMENTAL STEWARDSHIP: SAFEGUARDING NATURAL RESOURCES THROUGH SUSTAINABLE BUSINESS PRACTICES

Environmental stewardship is embedded across the group’s operations, re ecting the material risks that climate change and resource constraints pose to the business. Sea Harvest continues to invest in initiatives aimed at reducing its environmental footprint, including the measurement and management of carbon emissions, the adoption of renewable energy solutions, such as wind and solar, and the implementation of water-ef ciency programmes, including recycling and desalination in water-constrained regions.

The group’s commitment to sustainability is reinforced through a portfolio of globally recognised certi cations across its wild-capture and aquaculture operations. Sea Harvest’s agship hake trawl shery in South Africa, together with its Australian prawn sheries, are certi ed by the Marine Stewardship Council1 (MSC), widely regarded as the global benchmark for sustainable shing. These certi cations provide independent assurance that the sheries operate with healthy stock levels, limited ecosystem impact and effective management systems. In aquaculture, the group’s abalone farming operations are certi ed under Global G.A.P.2, re ecting adherence to international best practice in responsible farming, traceability and food safety. In addition, its shmeal and sh oil production facilities are certi ed by MarinTrust3, supporting responsible sourcing and contributing to a circular marine economy. Collectively, these certi cations demonstrate Sea Harvest’s commitment to sustainability across the full value chain, from ocean to plate.

SEA

HARVEST’S

SOCIAL TRANSFORMATION: EMPOWERING COASTAL COMMUNITIES

Sea Harvest’s sustainability approach extends beyond environmental considerations to include a strong commitment to social impact and inclusive economic growth. The group plays a signi cant role in supporting employment and economic activity in coastal communities, sustaining approximately 4 000 to 5 000 direct and indirect jobs across its operations. As a Level 1 B-BBEE contributor, Sea Harvest demonstrates leadership in transformation within the South African context. Through the Sea Harvest Foundation, the group invests in targeted community initiatives focused on education, skills development, food security and enterprise development in the areas where it operates. Internally, the group prioritises employee wellbeing, with a strong emphasis on health and safety, skills development and the provision of stable, quality employment.

SUSTAINABILITY APPROACH EXTENDS BEYOND

ENVIRONMENTAL CONSIDERATIONS TO INCLUDE A STRONG COMMITMENT TO SOCIAL IMPACT AND INCLUSIVE ECONOMIC GROWTH. THE GROUP PLAYS A SIGNIFICANT ROLE IN SUPPORTING EMPLOYMENT AND ECONOMIC ACTIVITY IN COASTAL COMMUNITIES.

AS A VERTICALLY INTEGRATED SEAFOOD BUSINESS, THE GROUP RECOGNISES THAT ITS ABILITY TO OPERATE AND PROVIDE VALUE FOR STAKEHOLDERS IS DIRECTLY DEPENDENT ON THE RESPONSIBLE MANAGEMENT OF MARINE RESOURCES.

ECONOMIC IMPACT: DRIVING INCLUSIVE GROWTH

Sea Harvest is a maximum bene ciation, export-oriented seafood business, generating signi cant foreign currency earnings through the value-added processing of sustainably harvested marine resources.

• Value-added processing: By being vertically integrated, Sea Harvest ensures that the maximum economic bene t from marine resources remains within South Africa.

• Global footprint: The group services retail and food-service customers in over 30 countries, showcasing South African excellence on the global stage, while expanding into Australia to ensure long-term business resilience.

Sea Harvest’s journey over the last 60 years demonstrates that commercial success and environmental responsibility are not mutually exclusive. As a business characterised by certi ed, responsibly managed wild-capture sheries, scalable and sustainable aquaculture operations, and a deeply embedded commitment to environmental stewardship and social development, it positions the group as a leading participant in the transition towards a more responsible and resilient food system.

1.https://www.msc.org/what-we-are-doing/our-approach/ what-does-the-blue-msc-label-mean 2.https://www.globalgap.org/ 3.https://www.marin-trust.com/

For more information: https://seaharvestgroup.co.za/ linkedin.com/company/sea-harvest

The standard for sustainable fi sheries management

A global leader in fi sh and food production

Oceana is a leading international fish and food company, driving innovation and growth through diversified operations while promoting sustainable practices.

For more than 25 years, fisheries, scientists, industry stakeholders and consumers have worked collectively to advance the sustainable use of ocean resources. Established in 1997, the Marine Stewardship Council (MSC) is an international nonprofit organisation that sets the world’s leading standards for environmental sustainability in fisheries.

Our people are at the core of our success and our ability to deliver on our three-pillar strategy: Lucky Star is Mzansi’s most-loved brand, feeding millions of people daily through a range of affordable protein products. Our Wild Caught Seafood business catches and exports hake, lobster, squid and horse mackerel across the globe. We also have operations in South Africa,

As an independent, third-party certification programme, the MSC recognises and rewards responsible fishing practices. Its widely recognised blue label is awarded to wild-capture fisheries that meet

For more information, visit: https://www.oceana.co.za/

Namibia and the United States that supply international markets with fishmeal and fish oil.

Six core competitive anchors underpin Oceana’s strength:

the rigorous MSC Fisheries Standard – comprehensive requirements designed to ensure fish stocks are healthy, ecosystems are protected, and effective management systems are in place. Today, nearly 22 000 seafood products worldwide carry the MSC label.

• Brand strength.

• Diversified operations.

• Balance sheet strength.

•Affordable quality.

• Strong operating platform.

Sustainable fisheries management is an ongoing commitment. MSC-certified fisheries are continually demonstrating improvements to further reduce environmental impacts. Today, more than 700 fisheries –representing 20.6 per cent of the global marine wild catch – are engaged in the MSC programme.

•Sustainability.

The standard for sustainable fi sheries management

Ensuring a sustainable blue economy

Sea Harvest Group, a leading black-owned global seafood business, is a cornerstone of South Africa’s blue economy. The group is deeply committed to environmental stewardship and social transformation. Sea Harvest’s central focus is ensuring that marine resources are managed responsibly for future generations.

For more than 25 years, fisheries, scientists, industry stakeholders and consumers have worked collectively to advance the sustainable use of ocean resources. Established in 1997, the Marine Stewardship Council (MSC) is an international nonprofit organisation that sets the world’s leading standards for environmental sustainability in fisheries.

renewable energy, has invested in water use management solutions and aims to reduce its waste to landfill.

the rigorous MSC Fisheries Standard – comprehensive requirements designed to ensure fish stocks are healthy, ecosystems are protected, and effective management systems are in place. Today, nearly 22 000 seafood products worldwide carry the MSC label.

Beyond conservation, Sea Harvest is a Level 1 B-BBEE contributor supporting over 5 000 jobs. The Sea Harvest Foundation directs resources into coastal communities, focusing on education, healthcare and small business development to drive inclusive economic growth.

As an independent, third-party certification programme, the MSC recognises and rewards responsible fishing practices. Its widely recognised blue label is awarded to wild-capture fisheries that meet

Sea Harvest’s Cape hake and Australian shellfish products enjoy long-standing Marine Stewardship Council certification, largely recognised as the “gold standard” for sustainability in the global seafood industry. Sea Harvest also co-sponsors sustainability projects through its membership in the Responsible Fisheries Alliance. On land, the group is changing its energy mix to include

For more information, visit: https://seaharvestgroup.co.za/

Sustainable fisheries management is an ongoing commitment. MSC-certified fisheries are continually demonstrating improvements to further reduce environmental impacts. Today, more than 700 fisheries – representing 20.6 per cent of the global marine wild catch – are engaged in the MSC programme.

By integrating scientific resource management with community empowerment, Sea Harvest demonstrates that a sustainable blue economy is achievable. Its holistic approach secures South Africa’s marine biodiversity and fosters long-term food security and socioeconomic stability.

The standard for sustainable fi sheries management

For more than 25 years, fisheries, scientists, industry stakeholders and consumers have worked collectively to advance the sustainable use of ocean resources. Established in 1997, the Marine Stewardship Council (MSC) is an international nonprofit organisation that sets the world’s leading standards for environmental sustainability in fisheries.

As an independent, third-party certification programme, the MSC recognises and rewards responsible fishing practices. Its widely recognised blue label is awarded to wild-capture fisheries that meet

For more information, visit: www.msc.org or contact info@msc.org

the rigorous MSC Fisheries Standard – comprehensive requirements designed to ensure fish stocks are healthy, ecosystems are protected, and effective management systems are in place. Today, nearly 22 000 seafood products worldwide carry the MSC label.

Sustainable fisheries management is an ongoing commitment. MSC-certified fisheries are continually demonstrating improvements to further reduce environmental impacts. Today, more than 700 fisheries –representing 20.6 per cent of the global marine wild catch – are engaged in the MSC programme.

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UNLOCKING JOBS FROM THE OCEAN

The South African coastline stretches for approximately 3 000km, running from the Namibian border on the Atlantic Ocean in the west to the Mozambican border on the Indian Ocean in the east. It is known for its high biodiversity and complex marine environments – yet it “only” accounts for 316 000 jobs. Any job in this economy is a good one, but are we doing all we can to create employment opportunities for coastal communities?

Our team of writers set out to explore South Africa’s blue economy and how we can make it work better for us – particularly in the face of stalled projects like Operation Phakisa, which aims to treble blue economy employment by 2033, but doesn’t look like getting close to achieving that goal.

There’s hope, though, as we see from this issue’s stories spotlighting the people, technologies and innovations attempting to drive sustainable progress. From building

towards thriving coastal communities, we explore the partnerships, programmes and collaborations attempting to shape a resilient ocean economy, showcasing how companies, nongovernmental organisations and government initiatives are trying to work together to protect our seas while creating lasting impact and opportunity.

Trevor Crighton Editor

CONTENTS

6 SUSTAINABLE TRADE

Transforming SA’s coastline into a sustainable trade platform requires convergence.

8 THE BLUE JOBS PIPELINE

COPYRIGHT:

No

do not carry any endorsement by the publisher.

SA’s maritime training exports are a story of vast potential and strangled supply.

11 SHORELINE BOOM

Balancing inclusive and extractive investment in our coastline.

12

FINANCING SA’S BLUE FRONTIER

Experimenting with new nancial tools to unlock ocean growth.

15

FOOD SECURITY

Can SA’s aquaculture industry scale sustainably and equitably?

18

INTO THE BLUE

Subsea cables, ocean data systems and digital connectivity are becoming critical pillars of South Africa’s blue economy.

SOUTH AFRICA’S OCEANS New trade routes for growth

South Africa’s coastline is transforming from a traditional shipping corridor into a sustainable trade platform, but logistics reform, green innovation and coastal community inclusion must converge, writes BUSANI MOYO

South Africa’s sweeping 3 000km coastline has long been viewed through a traditional lens: a corridor where global shipping lines merely pass through, navigating the meeting point of the Indian and Atlantic Oceans. Today, however, these waters are being reimagined. Driven by intense global sustainability pressures, South Africa’s ocean economy is evolving into a dynamic platform for sustainable trade innovation. From port modernisation and green shipping corridors to the highly competitive world of aquaculture, the blue economy is navigating a sea of profound change.

Understanding this transition requires examining it from multiple, equally vital vantage points: commercial logistics, ecological preservation and sector-speci c development. Three leading voices help navigate this complex intersection: the South African Association of Freight Forwarders (SAAFF) research and development division, representing the freight and logistics industry, Craig Smith, senior marine specialist with WWF South Africa, advocating for marine conservation and equitable opportunities, and Professor Peter Britz, a renowned aquaculture and sheries specialist shaping sector planning across southern Africa. Together, their insights provide a holistic view of where

South Africa’s sustainable ocean trade stands today, what it looks like in practice and who truly bene ts.

LEGACY AND REALITY OF OPERATION PHAKISA

The foundation of South Africa’s modern ocean economy story rests on Operation Phakisa. Launched in 2014, the fast-results growth programme aimed to contribute up to R177-billion to gross domestic product and create over a million jobs by 2033. A decade later, the implementation record remains mixed. SAAFF notes that while government evaluations recorded a meaningful R41-billion in realised investment and over 8 300 jobs, the original ambition has not translated into full-scale delivery.

Operation Phakisa primarily targeted industrial sectors, such as oil, mining and maritime transport, where economic growth seemed most lucrative. “As the opportunity for economic growth within the shery sector is limited, it was not included as a focus sector. This omission also applies to small-scale shers, the community-based shing sector, who are the most vulnerable,” Smith notes. Furthermore, despite an increase in Marine Protected Areas, Smith warns that only 5.4 per cent of South Africa’s mainland Exclusive Economic Zone is currently protected – falling short of global ambitions to secure 30 per cent of oceans by 2030 to prevent catastrophic biodiversity loss.

DEFINING SUSTAINABLE TRADE IN PRACTICE

Both Professor Britz and Smith highlight structural aws in Operation Phakisa’s original design. Professor Britz notes that commercial aquaculture experts cautioned the government against setting such high targets. “Regrettably, the Operation Phakisa outcomes for growing aquaculture were over-ambitious and unrealistic,” he explains.

Smith echoes this sentiment from a community perspective, pointing out that

What does “sustainable trade” actually look like today? For SAAFF, it means ports that work, predictable cargo movement, measurable performance and commercially viable clean infrastructure. SAAFF advocates for measurable key performance indicators across waterside and landside operations, viewing practical public-private partnerships as the true benchmark for reform.

Port modernisations are underway to meet these

benchmarks. Cape Town’s container terminal expansion aims to lift capacity to 1.4 million twenty-foot equivalent units (TEUs), integrating rail upgrades and automation. Durban is modernising through equipment renewal and private-sector participation, notably the 25-year Transnet-ICTSI Pier 2 partnership aimed at raising capacity to 2.8 million TEU.

Sustainable trade also depends on greener logistics. The Transnet National Ports Authority has advanced renewable energy and solar desalination projects in Nelson Mandela Bay and issued hydrogen requests for information across multiple ports, supported by a stronger policy environment. South Africa’s Marine Spatial Planning Act formally requires multisector ocean governance, balancing ecological and economic objectives. Meanwhile, the International Maritime Organization’s strategy is pushing shipping toward zero-emission fuels by 2030, meaning South Africa’s ports must adapt rapidly to remain globally competitive.

GLOBAL COMPETITION AND LOCAL CONSTRAINTS IN AQUACULTURE

While modernising ports tackles the logistics side of the blue economy, ocean-based production faces a different set of hurdles. Operation Phakisa successfully expanded abalone farming between 2014 and 2021 through the Aquaculture Development Enhancement Fund, which subsidised up to 50 per cent of capital costs.

However, the sector now faces an existential crisis. Professor Britz explains that China is mass-producing large abalone more cheaply than South Africa can. “Market demand and average prices for South African abalone have dropped to below the point at which South African producers make a pro t,” he says. Farms are retrenching staff and scrambling to survive by de ning new premium product niches.

Beyond global competition, local environmental constraints severely limit growth. Aquaculture production in most subsectors has remained stagnant or shrunk. “In the sea, the lack of sheltered bays with calm water limits farming to Saldanha Bay,” Professor Britz notes. Even there, unsuitable water quality terminated trout and salmon pilot projects. Government-sponsored small-scale mussel farming also failed due to an unworkable economic model and exposure to high swells that damaged mussel lines, proving that local environmental realities often dictate global viability.

WHO BENEFITS ALONG THE VALUE CHAIN?

As ocean industries scale, the critical question remains: who actually bene ts? SAAFF asserts that the rst gains from logistics reform will naturally accrue to the formal trade chain –exporters, shipping lines and freight operators. This is vital, given that rail and port inef ciencies have historically reduced South African exports by around 20 per cent.

Yet, the credibility of the entire blue economy project depends on whether these gains reach coastal communities. According to SAAFF, unless supplier development, skills training and local service businesses are deliberately built into the model, export growth will remain concentrated among established operators.

Smith strongly agrees, advocating for a pivot away from purely industrial gains. “We would like to see a more holistic approach to ocean governance that promotes a strong sustainability agenda to ensure our oceans remain healthy and able to provide the critical ecosystem services we depend on,” he says. The historical exclusion of small-scale shers highlights the urgent need for a value chain that actively incorporates community-based stakeholders.

PARTNERSHIPS SHAPING A RESILIENT ECONOMY

Ultimately, the transformation of South Africa’s oceans relies on innovative collaborations. SAAFF highlights the importance of aligning state, industry and business incentives to turn reform into measurable improvements in cargo ow. Concurrently, technological and ecological partnerships are breaking new ground. A Vodacom-WWF pilot in Saldanha Bay exempli es how nongovernmental organisations and technology partnerships can protect marine life while supporting sustainable operations in the country’s largest aquaculture zone.

South Africa’s coastline can evolve from a mere shipping corridor into a thriving trade platform, but only where three elements align: measurable logistics reform, credible green transition projects, and broad participation along the coastal value chain. That is the fundamental difference between cargo merely passing through and sustainable trade actively enriching the shores it touches.

Fast fact

The farmed abalone industry produces about 3 000 tonnes annually, exporting 99 per cent of its output and employing 2 500 people. Meanwhile, despite marine expansion under Operation Phakisa, only 5.4 per cent of South Africa’s mainland Exclusive Economic Zone is currently protected, falling far short of global goals to secure 30 per cent by 2030.

Source: Department of Trade, Industry, and Competition

PIONEERING THE GREEN IRON-ORE ROUTE

The clearest current example of South Africa’s shift toward sustainable ocean trade is the proposed South Africa-Europe green iron-ore route. According to a feasibility study by the Global Maritime Forum, ammonia-fuelled bulk carriers could begin sailing this corridor as early as 2029, with full decarbonisation achievable by 2035. This ambitious project is driven by a powerful consortium that links cargo owners, ship operators, energy suppliers and port interests. Key partners include Anglo American, Tata Steel, CMB, VUKA Marine, Freeport Saldanha and ENGIE. Together, they are building a commercial decarbonisation model that turns green shipping policies into investable, on-the-ground reality.

More about Operation Phakisa:

GLOBAL DEMAND MEETS LOCAL SKILLS SHORTAGE

South Africa faces some challenges in supplying in-demand graduates who meet international requirements in the maritime and logistics industry, but none are insurmountable, writes TREVOR CRIGHTON

South African maritime industry graduates are in global demand for a variety of reasons – but for an equal number of reasons, the training sector simply cannot produce enough people with the right skills to meet that need.

BUILDING AND SUSTAINING ECOSYSTEMS

Sheldon Gumbrill is the training superintendent at the South African Maritime Training Academy (SAMTRA), whose core business is training personnel for placements on “blue water vessels” – large international trading ships owned by foreign companies. “We have most of the right infrastructure in place, the people involved in running things are competent, and we’ve got a lot going for us as a country, but we have challenges in securing enough funding to do the necessary training,” he says.

“Possibly the greatest challenge is ensuring that once the systems are running, they don’t get interrupted. There’s an ecosystem that grows around recruiting cadets from universities, placing them with partner companies, and then into permanent employment. However, even the briefest funding interruption can stall the system, which can take seven to ten years to restart.”

Emmanuel Jin, managing director at the SA Maritime School & Transport College,

says it is sad that South Africa has well-documented employment challenges when the problem could be addressed by adequately skilling people to operate in and around its eight commercial ports.

“One vessel employs more than two thousand people downstream, and adequately skilling people for maritime roles would resolve unemployment in the country,” he says. “The sad thing is that the public and, especially people from underprivileged communities, have no idea what the maritime industry is about, what it does or what it offers, when it has so much potential.”

BARRIERS TO ENTRY

A common theme in Gumbrill’s school outreach is that learners are interested in the industry, but their schools don’t offer essential courses like mathematics or physical science, or they are quick to allow students to drop out of these subjects for the sake of maintaining the institution’s pass rate. “If students want to pursue engineering studies at university, they need maths, science and even English at bachelor-level pass marks. We see an abundance of young people keen on a seafaring career, but they’re let down by educational institutions.”

South Africans in Demand

SAMTRA and the SA Maritime School & Transport College serve different parts of the maritime industry, but share some challenges.

Jin says one of the biggest barriers to entry into the industry is the cost of the training. “Our course fees start at R50 000, and we’re a private institution, so it’s hard for students to get nancial assistance when they can go to a university and study what appears to be the same course, for half the cost.”

A few market factors have reinvigorated the demand for South African seafarers. “COVID-19 taught many maritime companies not to put all their crewing eggs in one basket when lockdowns caused access bottlenecks. More recently, it’s been increasingly dif cult to get Ukrainians and Russians – recognised as great seafarers – on and off of vessels,” explains Gumbrill.

Jin says the progress made by Operation Phakisa – rebranded as Operation Vulindlela by President Ramaphosa after being established by then-president Zuma –stalled when institutions lost trust in it. “The established structures, contracts and nancing that were in place all stalled when con dence in Zuma-era instituted deals evaporated, and the new project has struggled to regain momentum.”

There are opportunities if South Africa can produce sea-ready cadets and of cers at all levels. “To a degree, the original numbers contemplated in the National Seafarer Development Programme of producing 720 of cers and 1 200 ratings per year aren’t realistic, since training runs from about R500 000 to just shy of R1-million per head. We can certainly get there, but it comes down to making sure the systems continue to operate so the ecosystem can grow,” says Gumbrill.

OPERATION CLEAN SPOT

Building circular economy systems for African communities.

By SUSTAINABLE SEAS TRUST

Across Africa, waste systems are often described as “broken”. In reality, many systems already exist, but they frequently operate in isolation.

Municipalities, informal reclaimers, schools, businesses, buy-back centres and recyclers all play important roles within the waste economy. The challenge is that these actors are rarely connected in ways that allow recyclable materials to move ef ciently through the circular economy. The result is material leakage into the environment and, ultimately, into rivers and oceans.

Sustainable Seas Trust’s (SST) agship programme, Operation Clean Spot (OCS), was developed to address this systems challenge.

Rather than replacing existing waste infrastructure, OCS strengthens and connects local collection, sorting and recycling ecosystems to improve material recovery, support livelihoods and reduce environmental leakage.

Now active across Cape Town, Nelson Mandela Bay and eThekwini, the programme works through schools, households, community organisations, collection partners and buy-back centres to strengthen local circular economy participation.

The model combines environmental education and separation-at-source initiatives with practical systems co-ordination between

communities, collectors, aggregators and recyclers. Reliable collection and material recovery remain central to the programme’s success. At community level, OCS supports behaviour-change initiatives and environmental education programmes, including SST’s curriculum-aligned Munch-on-the-Move schools programme. At the same time, the programme works to strengthen local recovery economies by improving linkages between reclaimers, collection networks and recycling infrastructure. By keeping recyclable materials within the value chain, Operation Clean Spot helps improve separation-at-source participation, strengthen local collection systems and support the viability of recycling enterprises and buy-back centres.

The programme is built around partnership and collaboration. Municipalities provide infrastructure and policy support. Producer Responsibility Organisations and industry partners contribute resources and alignment with the principles of Extended Producer Responsibility. Community organisations help drive participation, while informal reclaimers remain central actors within the system.

SST’s role is to help connect these pieces into an integrated, measurable and scalable model. The rst phase of Operation Clean Spot, implemented in Nelson Mandela Bay and Kouga between 2022 and 2023, demonstrated

PROTECTING OCEANS BEGINS BY STRENGTHENING THE SYSTEMS THAT PREVENT WASTE LEAKAGE UPSTREAM.

measurable improvements in recycling awareness, participation and litter reduction across pilot schools and communities. At some schools, daily litter accumulation was reduced by more than 75 per cent following the implementation of recycling, education and community engagement activities, while monitored streets recorded litter reductions, from approximately 40 per cent to 80 per cent. Across participating communities, between 69 and 91 per cent of respondents also reported becoming either “a little” or “much more interested” in recycling after exposure to OCS, reinforcing the importance of combining environmental education with practical recycling infrastructure, collection pathways and community participation to support long-term behaviour change and reduce litter leakage into the environment.

As pressure on cities, coastlines and waste infrastructure continues to grow, practical and scalable circular economy solutions are becoming increasingly important. Operation Clean Spot demonstrates that protecting oceans begins long before waste reaches the coastline – by strengthening the systems that keep valuable materials, livelihoods and recycling networks connected within communities themselves.

For SST, protecting Africa’s seas and building resilient local economies are part of the same connected system.

For more information or to get involved, contact: Carla Kampman – Operation Clean Spot manager, Sustainable Seas Trust +27 76 608 3587 carla@sst.org.za

COASTAL BOOM

South Africa’s coastal towns have seen an influx of visitors, new residents and investment, but is this growth really benefitting local communities? By ANTHONY SHARPE

Not only has tourism surpassed pre-pandemic levels, with more than 10.5 million people visiting the country in 2025, but the post-COVID-19 semigration trend has continued. Municipal mismanagement, crime and crumbling infrastructure in urban centres, along with an uptick in school and estate development in coastal towns, have seen people ocking to towns in the Western Cape and the KwaZulu-Natal North Coast in particular.

TRICKLE-DOWN TOURISM

Professor Moenieba Isaacs, academic co-ordinator and senior researcher at the Institute for Poverty, Land and Agrarian Studies at the University of the Western Cape, says that while this has driven signi cant growth in these towns, it has, for the large part, not been inclusive. “We’ve seen the expansion of informal settlements around these towns to provide labour, many of whom are undocumented workers from Malawi working for construction companies.”

She says the Expanded Public Works Programme is also providing menial work, such as cleaning beaches or streets, for people from local communities, but has failed to grow broader skills or opportunities. “It hasn’t really prepared people to do anything more than just pick up waste or sweep streets. We haven’t seen contracts in business or tourism grow out of this. By now, there should’ve been more tourism enterprises owned by locals and supported by state subsidies.”

Another issue is the marginalisation – and in many cases criminalisation – of small-scale and subsistence shers by large shing operations and tourism. “When tourists visit

coastal areas, they often don’t want to see local shing activities,” says Professor Isaac. “Why not provide a market for small-scale shers to sell their produce to tourists? There are no initiatives to actively involve these communities. Moreover, Marine Protected Areas are designed to protect species, but they are exclusionary when it comes to access for poor, vulnerable small-scale shing communities.”

CAN EXCLUSIVE BE INCLUSIVE?

An exclusive resort and inclusive growth seem at odds with each other, but that’s what Club Med is aiming for with its R2-billion resort on the KwaZulu-Natal North Coast.

“The Club Med South Africa Beach Resort & Safari Lodge is expected to create a signi cant number of both direct and indirect employment opportunities,” says Club Med South Africa MD Olivier Perillat-Piratoine “From a direct employment perspective, the resort will create a substantial number of permanent roles across hospitality, operations, maintenance, food and beverage, guest services and management. The beach resort alone will create 500 direct jobs, at least 80 per cent of which are earmarked for South African employees, with a strong focus on local community recruitment.”

Beyond direct employment, Perillat-Piratoine says the resort will support a wide network of around 1 500 indirect jobs through service providers, suppliers, tour operators and partners. “We have also partnered

GETTING IT RIGHT

Prof Moenieba Isaacs of the Institute for Poverty, Land and Agrarian Studies points to Bulungula Lodge in the Eastern Cape as a success story of inclusive tourism development. The lodge, which is fully owned by the local community, provides services, including a clinic and education, that were previously lacking. “It’s a rare example of tourism development that is really, truly beneficial to local communities.”

with nonpro t organisation Nukakamma Talent Development Centre to offer world-class training and career opportunities to previously unemployed youth. Club Med is playing a pivotal role in recruitment and training, ensuring the curriculum is both comprehensive and industry relevant and builds a solid foundation for sustainable career growth.”

THE INFRASTRUCTURE QUESTION

Of course, an in ux of visitors or residents increases demand on infrastructure and resources that are in many instances already under pressure.

In an area like Tinley Manor, a large resort could have a major impact on water and sewage infrastructure, but Chris du Toit of Collins Residential, project director on the Club Med Resort, says the resort has been designed with sustainability and self-suf ciency in mind. “Approximately R20-million has been invested in a dedicated, state-of-the-art wastewater treatment plant located adjacent to the resort. This facility will treat 100 per cent of the resort’s wastewater independently, ensuring that there is no additional burden placed on municipal systems.”

Follow: Professor Moenieba Isaacs www.linkedin.com/in/prof-moenieba-isaacs-4444351a

Olivier Perillat-Piratoine www.linkedin.com/in/olivier-perillat-96783b25

Chris du Toit www.linkedin.com/in/chris-du-toit-a138b2309

FINANCING FOR MEASURABLE IMPACT

THANDO PATO finds out which financial structures can help unlock growth in the sector

Specialists working at the intersection of conservation, economics, development, infrastructure and nance agree that the blue economy is still one of South Africa’s most complex and underserved investment landscapes. “The blue economy is complex. It carries a higher perceived risk, yet it is increasingly recognised as an area of signi cant investment need. It is often cited as one of the most underfunded areas linked to the United Nations Sustainable Development Goals, but interest in it is growing,” says Lisa Freercks, head of innovative nance at the Sustainable Finance Coalition (SFC).

“Africa’s blue economy will only scale when nance moves from promise to participation, where small-scale shers are co-investors, not bystanders – and where nance connects capital and local realities,” explains Candice Stevens, founder and CEO of the SFC.

One of the challenges the industry faces, explains Cerin Maduray, acting sustainable nance lead at World Wildlife Fund (WWF) South Africa, is around the difference in de nitions between the blue economy and the sustainable blue economy. “Big development banks invest in ports and harbours, offshore oil and gas and industrial-scale shing. Those investments may technically count as blue economy activity, but they carry a very different set of environmental and social outcomes than those of the sustainable blue economy,” he explains.

Freercks describes blended nance not as a single tool, but as a structuring approach that brings multiple pools of capital together around a shared purpose. “Any one stakeholder on their own is unlikely to be able to address the complexity of challenges the blue economy faces. Allowing catalytic capital to mobilise additional nance towards sustainable development can be impactful, but also complex,” she explains. Blue bonds have attracted signi cant global attention as a mechanism for nancing in the sustainable blue economy, but not in South Africa, according to Maduray. “I don’t think the South African government and National Treasury have the appetite for sovereign blue bonds. However, private institutions show more appetite for issuing outcome bonds, similar to the Rhino Bond.”

SPECIALISED INVESTMENT MODELS

For investment to thrive in either economy, specialised investment models are required. One model, blended nance, brings together public or philanthropic money to derisk and attract private capital.

of improved marine outcomes as well as the potential to attract private or catalytic capital and enabling funding to ow to stakeholders, such as communities, that would not have seen that funding previously,” explains Freercks. She says being able to use an instrument like The Blue Outcomes Fund as a pathway to other capital, such as impact funds, holds promise.

Cerin Maduray

One of the most persistent critiques of blue economy nance is that its instruments are designed for large institutions, not for the small-scale shers and coastal community enterprises that make up most ocean-dependent livelihoods.

Maduray says most large-scale blended nance instruments exclude smaller players based on the scale of nancing required.

“Both development banks and commercial banks are looking for larger-ticket deals, typically ranging from R250-million upwards. Most smaller players cannot afford to take on nance at this scale.”

MEDIATING FINANCIAL MODELS

The SFC launched a viability study of The Blue Outcomes Fund in July 2024 and is now actively leading a task team to see the fund implemented. An outcomes fund facilitates multiple outcome-based contracts where capital is only disbursed when pre-agreed results are achieved, shifting the risk away from funders.

“The great success of an outcomes fund is to see additionality in the market; quantity and quality

Freercks says the SFC is addressing this by involving community voices at the earliest stages of designing nancial instruments. “There is not enough representation from communities and the actual people on the ground who are the stewards of our coastal preservation and conservation.”

International funding is also complicated by South Africa’s classi cation as a middle-income country, making it ineligible for certain concessional nance mechanisms despite having some of the world’s highest inequality.

With innovative nance models gaining traction and collaborative efforts taking shape, South Africa’s blue economy is steadily navigating the path from untapped potential to measurable, inclusive impact.

Follow: Lisa Freercks www.linkedin.com/in/lisa-freercks-a87a972 Candice Stevens www.linkedin.com/in/candice-m-d-stevens Cerin Maduray www.linkedin.com/in/cerin-maduray-ab317440

HOW CERTAINTY TURNS INVESTMENT INTO GROWTH

Long-term policy certainty gave Oceana the confidence to invest in factories, fleets, jobs and communities – proving that stable operating conditions can unlock growth, competitiveness and lasting socioeconomic value. By NEVILLE BRINK , CEO, Oceana Group

Certainty resulting from the 2021/2022 Fishing Rights Allocation Process (FRAP) enabled Oceana to invest in factories and vessels.

In the 2023/24 nancial year, the group invested R230-million in upgrading its West Coast canned sh and shmeal plants. The extensive upgrades included new boilers and equipment to improve ef ciency, increase production of ever-popular Lucky Star canned sh and extend the life of the plants, which employ 2 500 permanent and seasonal workers.

The bene ts were reported in the 2024/25 results, with a 24 per cent increase in Lucky Star cartons and lower unit production costs. Production yields rose by six per cent thanks to the ef ciency gains. The African shmeal and sh oil business delivered a 25 per cent increase in production.

In addition to the plant upgrades, Oceana invested R100-million in a Lucky Star canned meat plant. Canned meat production volumes doubled during the 2024/25 nancial year.

Investment in the Oceana eet enabled the wild-caught seafood business to take advantage of an abundance of hake, resulting in record earnings. More reliable vessels, with upgraded, environmentally improved refrigeration, could spend more days at sea. This resulted in a 33 per cent increase in catch volumes and lower unit catch costs.

On the East Coast, we spent R52-million to acquire a 51 per cent share of a Gqeberha squid company and fund our BEE partners’ 49 per cent share, doubling the size of our squid shing operations.

We also commissioned a purpose-built squid- shing catamaran. The twin-hulled vessel is more stable than the traditional monohulls

and can continue shing in conditions that may force other vessels to seek shelter. These investments have enabled us to meet sustained European demand for squid without increasing overheads and to protect jobs.

Policy certainty, in this case, the allocation of shing rights for 15 years, was the key that unlocked this investment, secured economic potential and created jobs in areas where economic activity is constrained.

It enabled us to deliver on our diversi cation strategy, using the power of the Lucky Star brand to move into adjacent food categories.

UPLIFTING COMMUNITIES

The bene ts extend beyond investing in factories and equipment and job creation. Like many companies, Oceana tries to advance the sector in which it operates.

In addition to bursaries and courses for employees to further their careers, Oceana facilitated training for small-scale shers through the Cooperative Sense programme.

Initiated and funded by Oceana, the six-year collaboration between Oceana, the Department of Forestry, Fisheries and Environment, the National Sea Rescue Institute, FoodBev SETA, and DYNA Training equips shers with the knowledge and skills to establish, participate in and manage shing co-operatives.

Nearly 1 000 shers from 142 co-operatives had completed the training when it concluded last year. Eighty graduates are completing an NQF Level 2 course on New Venture Creation, and sixty- ve specialist mentors have been trained in

THE

BENEFITS EXTEND

BEYOND INVESTING IN FACTORIES AND EQUIPMENT AND JOB CREATION. LIKE MANY COMPANIES, OCEANA TRIES TO ADVANCE THE SECTOR IN WHICH IT OPERATES.

an NQF Level 4 Generic Management course to provide ongoing guidance and support to small-scale shers and co-operatives. Successful companies have a vested interest in uplifting the communities where they are situated and where their employees live. An example is Oceana and the Peninsula School Feeding Associations’ School Nutrition Support Programme at four West Coast schools, and this year, at a fth school. This programme provides prefabricated kitchens – a supervised, clean, comfortable area where children can eat – and crockery and utensils. Community volunteers, who have received fully accredited training, prepare the meals. Oceana covers the R712 500 annual cost of providing 285 000 nutritious, cooked meals to 750 learners. We also supplied catering infrastructure to two of the ve schools, where other donors support the feeding programmes.

Investment has signi cantly wider implications than delivering on a corporate strategy or improving a company’s bottom line. Oceana’s experience is a case in point. Certainty, as recent developments have proved, is a fragile thing, and South Africa is often exposed to events it cannot control. The important thing is to take ownership of the factors we can control and avoid exacerbating external ructions by scoring own goals.

Neville Brink

HEALTHY FISH STOCKS ARE ESSENTIAL TO GLOBAL FOOD SECURITY

The sustainability of fish stocks – and their role in global food security –depends not only on fishing methods, but also on governance and scientific oversight, writes FELIX

RATHEB , CEO of Sea Harvest Group

Oceans are among the planet’s most valuable natural resources, supporting ecosystems and coastal livelihoods, and providing a vital source of global food.

For millions of people, seafood is an important source of high-quality, healthy protein. Responsibly managed wild-capture sheries have an important role to play in meeting growing global demand for affordable nutrition, alongside other food systems. Bottom trawling produces roughly 20 million tonnes of seafood each year, making it a signi cant contributor to global wild-capture sheries. Yet it remains one of the most contested shing methods, with concerns often raised about seabed disturbance, bycatch and habitat impacts.

These concerns are legitimate and deserve careful scrutiny. However, debates about shing methods should also recognise a broader reality: environmental outcomes in sheries depend not only on how sh are caught, but also on how sheries are governed.

RESPONSIBLE FISHING

Where strong legislation, scienti c monitoring and oversight are in place, trawling can form part of responsible sheries and the sustainable harvesting of marine resources.

For responsible shing companies, sustainability is not optional; it is the industry’s licence to operate. Fishing businesses invest billions in vessels, factories and processing capacity with investment horizons measured in decades. Those investments only make sense if sh stocks remain healthy and marine ecosystems are resilient over the long term.

Marine capture sheries also play an important role in global food systems and, if managed correctly, are a renewable resource.

Claims about trawling’s environmental impacts also require context. Most bottom trawling globally occurs on soft seabeds, such as sand, mud and gravel, habitats naturally

shaped by tides and storms. Scienti c studies show that ecological impacts vary depending on habitat type, shing intensity and management practices.

Effective governance plays a decisive role in limiting environmental impacts. Fisheries management systems that combine spatial protections, catch limits and scienti c monitoring can reduce ecological risks while maintaining productive sheries.

In South Africa, bottom trawling underpins the Cape hake shery. The shery operates within a national management framework that combines rights-based sheries management, scienti c stock assessments, precautionary catch limits and an ecosystem approach to sheries management.

Extraction is capped through a scienti cally determined Total Allowable Catch. In simple terms, sustainability begins with a straightforward principle: not taking more sh out of the ocean than the ecosystem can replenish.

Fleet capacity is regulated, and since 2008, trawl grounds have been ring-fenced to approximately 4.4 per cent of South Africa’s territorial waters, preventing expansion into previously un shed areas. Marine Protected Areas within this footprint remain off limits to shing. Oversight is built into the system. Independent scienti c observers operate on commercial vessels, collecting data on catch composition and ecosystem impacts that feed directly into sheries management decisions.

Environmental improvements have followed. Mandatory bird-scaring lines introduced across the trawl eet have reduced seabird mortalities by around 90 per cent.

South Africa’s hake shery has also retained Marine Stewardship Council certi cation for more than two decades, re ecting third-party veri cation and

SUSTAINABILITY

IS NOT OPTIONAL; IT IS THE INDUSTRY’S LICENCE TO OPERATE.

compliance with the best internationally recognised marine sustainability standard. Within this regulatory framework, companies such as Sea Harvest demonstrate how environmental stewardship and economic contribution can coexist.

THE INDUSTRY’S SOCIOECONOMIC IMPACT

The industry also plays an important role in coastal economies. Sea Harvest supports more than 5 000 jobs, many of them in communities where shing remains central to local livelihoods. As a Level 1 B-BBEE contributor, the company invests in coastal communities through the Sea Harvest Foundation, supporting education, healthcare and small-business development. These initiatives reinforce the link between responsible resource management, food security and inclusive economic growth. However, the real measure of sustainability lies in healthy sh stocks, well-managed sheries and marine ecosystems that remain resilient over time.

Protecting those resources requires strong governance, science-based sheries management and responsible shing practices, ensuring the ocean continues to provide food and livelihoods for future generations.

Follow: Felix Ratheb www.linkedin.com/in/felixratheb

ADVANCING EQUITY IN SEAFOOD SUPPLY

South Africa’s seafood sector is navigating the tension between sustainability, profitability and equitable access in the blue economy,

writes VUKANI MAGUBANE

As food insecurity deepens in South Africa, the seafood sector, particularly aquaculture, is being positioned as a potential solution to hunger. With rising demand for affordable protein, companies like Sea Harvest and Oceana are balancing supply to local markets with opportunities abroad. Their strategies highlight the promise of seafood as a scalable source of nutrition and the challenge of ensuring production translates into equitable access.

WILD CAPTURE VERSUS AQUACULTURE

South Africa’s seafood system rests on two pillars: wild-capture sheries, which supply staples like hake and pilchards, and aquaculture, a smaller but increasingly strategic segment seen as a way to expand production and ease pressure on wild stocks.

Sea Harvest operates across both sheries and aquaculture, positioning seafood as central to addressing the country’s protein needs. CEO Felix Ratheb describes it as “an accessible and scalable protein relative to most animal proteins,” emphasising species such as sardines and hake as widely consumed staples. The company’s portfolio spans affordable products supplied to retail and feeding schemes, alongside mid-market offerings and premium exports.

Yet supply is not in nitely expandable. “A de ning feature of the sector is the xed nature of wild-capture sheries, governed by Total Allowable Catch limits,” Ratheb explains. With volumes capped, companies must make deliberate decisions about how sh is allocated across markets. This has led to a dual-market model: staple products for local food security alongside higher-margin exports to Europe, Australia and the United States.

“This re ects a disciplined strategy of balancing the allocation of a nite sh supply between the local market and higher-value international markets,” Ratheb says.

Oceana’s operations are rooted in wild-capture sheries and high-volume, mass-market products that form part of everyday diets. “Canned pilchards remain the leading product, driven by strong local demand,” says Zodwa Velleman, group executive for corporate and regulatory affairs. She adds that food security extends beyond commercial supply: “There are two parts to our role in supporting food security – the rst is commercial and the second is social investment.” One example is the company’s school nutrition programme, which provides meals to learners in coastal communities.

GETTING THROUGH THE NET

Barriers around access to markets, nance and infrastructure continue to limit how far participation can be broadened across the sector. Government policy remains central to the sector’s trajectory, particularly in aquaculture development and sheries management. Enforcement challenges in high-value species such as abalone highlight the need for stronger regulation and traceability to protect legitimate producers. “A key priority is to curb illicit wild abalone, which undermines the competitiveness of legally farmed abalone,” Ratheb says.

Beyond nutrition, Oceana also invests in inclusion through its Co-operative Sense programme, which strengthens small-scale shing communities. “Small-scale shers may be excellent at catching sh, but many require the skills to run successful businesses or co-operatives,” Velleman explains.

The programme, delivered in partnership with government and industry bodies, has supported nearly 1 000 shers across 142 co-operatives. It includes training programmes for specialist mentors who provide ongoing support while helping develop administrative, nancial and organisational capabilities.

Felix

Sustainability is a core concern across both sheries and aquaculture. Sea Harvest describes its approach as “resource- rst,” arguing that long-term industry survival depends on maintaining healthy sh stocks. “At the core of this approach is a resource- rst philosophy: without sustainable sh stocks, there can be no long-term growth or survival,” Ratheb says, pointing to catch limits, scienti c collaboration and certi cation standards as central to environmental management.

Beyond food security, the sector is also being framed as a potential contributor to South Africa’s blue economy, linking nutrition, livelihoods and sustainability to broader economic growth.

Ultimately, the country’s seafood sector plays a vital role in supplying protein and supporting livelihoods. The challenge lies not only in increasing production, but also in ensuring this supply translates into meaningful and equitable access.

RISK AND RESILIENCE

INTO THE BLUE

Beneath the ocean surface, subsea cables are driving Africa’s digital future – cutting costs, boosting connectivity and powering the rise of AI and cloud economies, writes RODNEY WEIDEMANN

As of early 2025, there are 77 active or under-construction subsea data cable systems connected to Africa – with Egypt and South Africa hosting 30 cables between them.

Tayshira Khan, MD, client account leadership at Accenture SA, says the expansion of subsea cables has been directly linked to lower internet costs, economic digitisation, global competitiveness and infrastructure resilience.

“During this time, South Africa has transitioned from bandwidth scarcity and monopoly control to one of Africa’s most competitive and resilient international connectivity environments,” she says.

INCREASING DEMAND

Alpheus Mangale, Group CEO of Seacom, notes that the rise of arti cial intelligence (AI), high-performance computing and cloud workloads has accelerated demand for international bandwidth at an unprecedented pace. Today, subsea cables carry between 95 and 99 per cent of the world’s international internet traf c, forming the backbone of the global digital economy.

“As businesses migrate workloads to the cloud, cross-border data ows surge, and submarine cables ensure this traf c moves ef ciently and affordably,” he says. “Without these cables, modern services like cloud computing, streaming, nancial systems and enterprise connectivity simply wouldn’t function at scale. Economically, they’ve already reduced bandwidth costs, improved reliability and enabled South Africa to emerge as a regional digital gateway.”

FOUNDATION OF THE FUTURE

Khan agrees, suggesting that the rise of AI and its attendant workloads means existing subsea

Fast fact

In the past 20 years, there has been a massive increase in bandwidth and performance, with international capacity growing from ≈540 Mbps (early 2000s) to >400 Tbps by 2024, resulting in lower latency, faster international traffic and improved reliability during outages.

Source: Accenture

capacity is becoming insuf cient. Increasing capacity is therefore a structural requirement for digital competitiveness, economic resilience and successful participation in the AI-driven global economy.

“While global hyperscalers and international consortia dominate headline ownership, South Africa has built meaningful local participation across multiple layers of the subsea ecosystem, particularly in landing infrastructure, capacity ownership, terrestrial integration and operations,” she says. “Authoritative infrastructure mapping con rms that most subsea cables landing in South Africa are hosted, operated or co-managed by South African companies. These rms own and operate cable landing stations – the critical control points – and manage power, security, interconnection and access while earning ongoing revenues from hosting and capacity services.”

Chris Geerdts, MD of ICT research company BMI-T, explains that over 70 per cent of cable failures are caused by accidental human activities, particularly fishing trawlers and ship anchors. Further, disruptions in the Red and Baltic seas highlight the growing geopolitical vulnerability of these routes.

“The key lesson from recent outages is that multiple cables sharing the same geographic corridor remain highly vulnerable; true resilience requires divergent underwater paths, inland redundancy and faster repair protocols,” he says.

Rami Farah, Bayobab chief technology and information officer, adds that South Africa unlocks significant economic value by serving as a primary gateway between the continent and global digital markets through fully diverse subsea and terrestrial routes.

“This role enables lower latency, improved resilience and more efficient access to global platforms, supporting cloud adoption, digital services growth and cross-border trade across Africa.”

Looking to the future, Mangale indicates that what is most important to acknowledge is that subsea cables are not merely pieces of telecom infrastructure; they are the foundation of Africa’s digital and AI future, shaping economic competitiveness, national resilience and participation in the global AI landscape.

“Continued collaboration between government, industry and international partners is essential to ensure Africa remains connected, competitive and ready for the next wave of digital innovation,” he says.

Khan adds that subsea cable networks will continue to expand at scale, capacity and sophistication, evolving from isolated links into continent spanning, AI-ready digital backbones. “This transformation positions Africa – led by key hubs like South Africa – not only to connect to the global internet, but also participate meaningfully in the next generation of cloud- and AI-driven economic activity,” she concludes.

Follow: Tayshira Khan www.linkedin.com/in/tayshira-khan-23328919

Alpheus Mangale www.linkedin.com/in/alpheusmangale

Chris Geerdts www.linkedin.com/in/christophergeerdts

Rami Farah www.linkedin.com/in/rami-farah-b96846b

THE OCEAN’S POTENTIAL TO SUPPORT GLOBAL FOOD SECURITY

Sustainable and well-managed food from our oceans or “blue foods” must be one of the key pillars in addressing the looming issue of how to feed fast-growing populations, writes the MARINE STEWARDSHIP COUNCIL

Food from our ocean offers huge potential to alleviate hunger –potential that can only be unlocked when governments and other policymakers work together to create sustainable, well-managed food systems.

The United Nations estimates that the world’s population will reach about 10 billion by 2050. We know that many people already suffer a shortage of nutritious food, and food production can negatively impact our planet. In the face of these and related challenges, there is increasing recognition that our oceans should be part of the solution.

FOOD SECURITY AND SUSTAINABILITY

One of the key effects of an expanding population is a decrease in food security. Sustainability is an important component of food security – we can’t keep feeding everyone until resources run out.

HOW CAN OUR OCEANS SUPPORT FOOD SECURITY?

The United Nations recognised the potential for shing and aquaculture to help nourish our population while protecting nature, stating: “The ocean covers 70 per cent of our planet, but currently provides only 5 per cent of our food.”

The UN Food and Agriculture Organisation’s (FAO) Blue Transformation Strategy aims to help meet the UN Sustainable Development Goals to end poverty, protect the planet and ensure prosperity for all, and focus on the sustainable expansion of “blue food” production.

In 2021, more than 100 scientists collaborated on the Blue Food Assessment to gain a better understanding of the role of these foods in feeding the world. It found that sustainable management of the world’s wild-capture sheries is imperative in feeding a growing global population.

WHAT IS “BLUE FOOD”?

Blue foods are those we get from water: sh, seafood and seaweed (algae). This means those we harvest from oceans, rivers and lakes as well as those that are farmed (aquaculture).

• 2 200+ wild species shed.

• 600 aquatic species farmed.

• 800 million people derive livelihoods from blue foods.

THE BENEFITS OF BLUE FOODS

The FAO believes the Blue Transformation initiative is a “win-win”, with multiple bene ts for us and the planet:

1. Nutrition.

About 3.2 billion people get at least 20 per cent of their animal protein intake from sh. In some countries, small pelagic sh like sardines provide the most affordable form of protein.The foods we take from the water possess a diverse range of important nutrients and could help alleviate malnutrition.

2. Livelihoods

Wild-capture shing alone employs an estimated 33 million people, and an estimated 61.8 million people work in sheries and aquaculture. The economies of many coastal communities and island countries depend on shing. Blue foods are among the world’s most traded commodities.

3. The environment

Research has found that wild-capture shing is less harmful than land-based animal farming. Fishery production produces much lower CO2 emissions than most meat production and uses no land and virtually no fresh water.

THE MSC AND THE BLUE TRANSFORMATION

The Marine Stewardship Council (MSC) welcomes a blue transformation of our food systems. We need a global overhaul in both thinking and action around food production and distribution. Governments and other policymakers need to ensure that food from the ocean is central to national and international food strategies, while also putting in place support for shers and businesses that champion sustainable production.

The bene ts could be signi cant. Fisheries that are managed sustainably are more productive in the long-term and those in the MSC programme have contributed improvements, bene tting habitats and protected marine species, while maintaining healthy stocks of the sh they catch.