Seafood Growth Strategy

The Hon. N.J. CENTOFANTI (Leader of the Opposition) (17:01): I seek leave to move the motion standing in my name in an amended form.

Leave granted.

The Hon. N.J. CENTOFANTI: I move:

That this council—

1. Celebrates that the Seafood Growth Strategy 2021-2031, developed with industry, is a 10-year plan that aims to drive growth and opportunities for a sustainable and profitable seafood sector;

2. Acknowledges the strategy is underpinned by seven key pillars: support, unity and resources; seafood products and production; security of access and investment; industry promotion and communication; capacity building, education and training; strategic research, development and extension; and technology adoption and innovation;

3. Encourages South Australians to take a moment to consider the people behind the fish and support our fishers by enjoying seafood caught locally; and

4. Calls on the Labor government to release the priorities and activities for the Seafood Growth Strategy over the next two years.

The Seafood Growth Strategy for South Australia 2021-2031 is an example of strategic industry planning that has successfully harnessed the voices of industry stakeholders and directed the input into a solid action plan. This strategy was a partnership between the Marshall Liberal government and the seafood industry, and one that we are proud of.

As mentioned in the plan, South Australia's seafood industry directly employs approximately 6,000 people and generates $469 million in revenue from the wild catch and aquaculture sectors. It is estimated that more than 277,000 recreational fishers enjoy wetting a line in this state, with considerable flow-on benefits from recreational fishers in terms of tourism and retail business.

South Australian fish species such as bluefin tuna, southern rock lobster, abalone, King George whiting, Pacific oysters, snapper and many others are highly prized as premium seafood locally, interstate and internationally, in particular in Asian markets where we enjoy the advantage of close proximity to their markets.

The aim of the strategy is to sustainably drive growth in the South Australian seafood industry, with planned growth of 3 per cent per annum and the goal of reaching $23 billion net value by 2031. The plan specifies that this growth would be underpinned by research, innovation and a skilled workforce. The strategy includes provision for cultural fishing practices for Indigenous communities and recognises Aboriginal fishing as a unique fishing sector in South Australia.

The 2020 formation of the Seafood Advisory Forum to drive this process brought together stakeholders from across the seafood industry, including commercial, recreational, aquaculture, charter fishing, Aboriginal fishing, marketing, research and development, processing, fish processors, as well as others.

This forum was tasked with developing a shared understanding of the seafood sector and identified commercial opportunities for growth and development of the sector through a collaborative approach between the various stakeholder groups. It was asked to develop an overarching strategic plan for the seafood industry and was also asked to identify a vision, achievable goals and strategies to achieve the desired growth.

The Seafood Growth Strategy plan articulates seven key pillars that support the aims of building the growth and expansion of the state's seafood sector, namely, (1) support, unity and resources; (2) seafood products and production; (3) security of access and investment; (4) industry promotion and communication; (5) capacity building, education and training; (6) strategic RD&E; (7) technology adoption and innovation.

The issues addressed under these pillars include, under pillar 1, support unity and resources, which is really about the importance of co-management of resources and ensuring that that is key, with a closer relationship between industry and government. The recommended action to establish a seafood advocacy body in South Australia has been achieved with the formation of Seafood Industry South Australia last year, enabling industry-led collaboration with government. There is also a special effort to ensure Indigenous participation and engagement on growth plans and opportunities in the sector.

Under pillar 2, seafood products and production, there really needs to be a strong focus on seafood products, exploring new markets, innovating and adding value to South Australian seafood exports. It is important that we review the ecological sustainability of the industry, while exploring efficiencies and opportunities for growth, and making sure that we are adding value to the recreational fishing sector by ensuring healthy fish stocks, and encouraging the growth of aquaculture industries through measures that promote growth and development.

Under pillar 3, security of access and investment, it was found that the Seafood Growth Strategy encouraged investment in the seafood industry by ensuring a transparent and rigorous regulatory framework, and a review of the Fisheries Management Act 2007 to ensure a flexible and effective management environment. We need to be developing biosecurity strategies to minimise issues with water and movement of seafood products, as well as encouraging better logistics and transport to improve movement of seafood products and explore cost efficiencies. It is important to review regulatory framework for processor registrations to ensure that health standards are maintained.

Under pillar 4, which is industry promotion and communication, the industry have been developing protocols that promote South Australian seafood locally, nationally and globally, and raising awareness of the unique product quality and health benefits of South Australian seafood. It is important that we leverage the tourism potential of the seafood industry and add value to the recreational and charter sectors.

The industry has also been working hard to develop and deliver innovative and effective marketing campaigns that really promote South Australian seafood and build trust and respect in the industry, and to also ensure that the wider community has access to accurate information about fishing and aquaculture.

Under pillar 5, capacity building and education, this pillar really involves building skills, competencies and abilities to ensure that the industry remains commercially competitive and agile to deal with change. The industry is working to ensure a skilled workforce to deliver high-quality training and retention of capable staff.

Under pillar 6, strategic research development and extension (RD&E), it is critical that government work with industry to identify key research gaps and opportunities for RD&E to drive innovation and development of the sector. This should not and cannot be government led. This must be industry led, with government working alongside and with industry. It is important to acknowledge that in this seafood strategy there is recognition of inclusion of all sector catch data in stock assessment reports.

Last, but certainly not least, pillar 7 is about technology adoption and innovation. This pillar is really about driving the adoption of cost-effective technology innovations that improve seafood sustainability, productivity, traceability and, of course, profitability. It is about forecasting the impact of climate change on aquatic populations and developing new technology to ensure traceability to offer benefits in market expectations, biosecurity and origin promotion. Finally, it is about building expertise and confidence in the adoption of technology through training and the development of user-friendly apps and programs to enable efficient collection and dissemination of data and information.

The Seafood Growth Strategy concludes with a statement of commitment, including operational plans, in how this strategy will be implemented. There is strong recognition that for the strategy to succeed it must be supported by strong collaboration and engagement across all stakeholder groups, including government.

Can I just say, unfortunately, how quickly things can change under a change of government. Despite the Seafood Growth Strategy 2021-2031, today our commercial fishing sector faces unprecedented turmoil, a situation exacerbated by a minister who, rather than standing as a champion for their cause, seems to have turned her back on the sector.

Despite repeated calls for transparency and dialogue, critical documents are being kept away from critical stakeholders who, unlike in the development of the Seafood Growth Strategy 2021-2031 document, are not engaged properly on matters affecting their livelihoods. Proper process and engagement appears non-existent, and even the most straightforward questions posed in parliament are met with silence.

The Seafood Growth Strategy 2021-2031 specifies that growth can only be achieved through innovation and a skilled workforce. Both of those are at stake. The commercial fishing sector is buckling under financial strain worsened by a botched cost recovery review that the minister has fumbled disastrously. It is a classic example of how not to engage with stakeholders, showcasing a masterclass in mismanagement.

Fishers, some of whom have been in the game for generations, are telling me that they have had enough. It is clear the minister has lost the confidence of the entire sector, leaving us adrift in uncertain waters. The situation is a stark contrast to the development of the Seafood Growth Strategy 2021-2031, which brought together stakeholders from across the seafood industry, including commercial, recreational, aquaculture, charter fishing, Aboriginal fishing markets, research and development, processing and fish producers.

It is time to reset the compass. As South Australian consumers we can all do our bit, and we should take a moment to consider the people behind the fish we so love. We should support our fishers by enjoying seafood caught locally and supporting their local fishing sector. Mr President, I know that you are an avid supporter of our fishermen in that instance.

By choosing locally caught seafood we are not just indulging in the freshest of flavours; we are also casting a vote for the hardworking fishers who are contributing to the sustainability of our marine heritage. We must also demand that the Labor government release its priorities and activities for the Seafood Growth Strategy over the next two years. This is critical.

The sector desperately needs recognition, it desperately needs support and it desperately needs certainty, now more than ever. It also desperately needs leadership from the minister in this place. It is time to stop the inaction. It is time to stop the secrecy. This sector deserves more.

Debate adjourned on motion of Hon. I.K. Hunter.