Director for Agricultural Markets and Agrifood Chain

Apresentação em tema: "Director for Agricultural Markets and Agrifood Chain"— Transcrição da apresentação:

1 Director for Agricultural Markets and Agrifood Chain
November 24th| MYRIAD by SANA Hotels, Lisbon ICOP 2016 11th International Conference of Producer Organisations of fruit and vegetables National strategy: managing expectations and challenges of Producer’s Organizations in Portugal David Gouveia Director for Agricultural Markets and Agrifood Chain

2 What does Fruit & Vegetables mean for Portuguese agriculture and economy?

3 10,9% average export growth in 2005-2015
Fruit & Vegetables sector represents 20% of Total Agricultural Production value in Portugal Sector has shifted menaces into opportunities with a clear bet on the international market leading to improved bargaining power in internal market 10,9% average export growth in 22,9% of PT’s total agrifood (fresh and processed) export value in 2015 GRANDE DINAMISMO E EVOLUÇÃO DO SETOR COM APOSTA NA INTERNACIONALIZAÇÃO SUPORTADA POR INICIATIVAS CONJUNTAS E DEDICADAS E EM MARCAS DE REPUTAÇÃO INTERNACIONAL COMO A PERA ROCHA

4 And what about Portuguese Producer’s Organizations?

5 F&V POs have had a remarkable growth for the last 10 years, and almost tripled organization rate, from 10% in 2005 to 28% in 2015 Production organization has allowed a better use of resources along the whole supply chain for: - production inovation, marketing and planning - promotion and internationalization - middle and long term strategies Specific support instruments and regulation mechanisms, such as Operational Programmes, origin labeling, marketing standards, have contributed for this performance ORGANIZAÇÃO DA PRODUÇÃO, NAS SUAS DIVERSAS FORMAS, PERMITE ESTRATÉGIAS DE MÉDIO E LONGO PRAZO, ULTRAPASSANDO AS BARREIRAS EXISTENTES À INOVAÇÃO POR PEQUENAS E MÉDIAS EMPRESAS, NOMEADAMENTE OS CUSTOS ELEVADOS, A INDISPONIBILIDADE DE CAPITAIS PRÓPRIOS E A DIFICULDADE DE ACESSO AO CRÉDITO, BEM COMO A FRACA DISPONIBILIDADE DE RECURSOS HUMANOS NUM SECTOR EM QUE PROLIFERAM AS MICROEMPRESAS.

6 Remarkable evolution, but still a long way to run…

7 EU Organisation rate (2013)
PT com evolução assinalável mas ainda abaixo da média UE Dados 2013, mas situação não se alterou significativamente em termos relativos 2015: 28% PT

8 PO’s VMP Classes POR OUTRO LADO, AS OP NACIONAIS AINDA TÊM REDUZIDOS VPC MÉDIOS A CLASSE MAIS REPRESENTATIVA, EM TERMOS DE VPC MÉDIO POR OP (MAIS DE METADE) SITUA-SE ABAIXO DE 5 M€ QUER PARA OP NÃO F&H QUER PARA OP F&H 63% OP F&H INFERIORES A 5 MEUROS EM 2015 (preliminar)

9 Only 60% of PT’s F&V PO have an aproved OP
Relativelly small average VMP leads to a less effective use of EU support Only 60% of PT’s F&V PO have an aproved OP Lower use of measures addressed to innovation, training and crisis prevention 18 MEUR 19 MEUR/year 1.251 MEUR/year GRANDE DINAMISMO E EVOLUÇÃO DO SETOR MAS AINDA LIMITADO ACESSO A INSTRUMENTO ESPECÍFICO 20 MEUR 2015 Source: EU CE-DGAGRI-C.2 — MS data annual reports 2010; annual report 2014 PT

10 And what are Portuguese PO’s expectations and needs?

11 Keep the specific support regime under SCMO market measures and addressed to PO
Add value to marketed production Increase bargaining power Effective safety net to potentiate investment in new markets and products Environmental framework that doesn’t shift competitiveness and streamligned with other environmental measures Policies and instruments stability To be able to comply to every rule on OP management, control and implementing measures

12 And what about administration’s major difficulties?

13 Keep it simple and stable
Listen to PO’s expectations and needs in asymetric PO development Allow a wide range of actions under National Strategy Work along EU regulation’s possibilities and obligations Develop effective market risk management tools under a 30% OP thereshold Establish an environmental measures framework that doesn’t overlap other regimes (DP and RD) Avoid unproportionate administrative burden to PO or administration but with adequate control Keeping it simple and stable To have a set of measures under National Strategy that allows a range of objectives that are suitable for asimetric development of PO in Portugal To listen to PO difficulties and demands and work along EU regulation possibilities and obligations To have effective market risk management tools, that are expensive, under a 30% OP thereshold To have a broad environmental measures pack that doesn’t overlap greening obligations under Direct Payments support or agrienvironmental measures under rural development programme Going from generic EU regulation to specific national implementing rules avoiding unproportionate administrative burden to PO or administration Adequate control Keep it simple and stable

14 How can we address all these concerns?

15 Regulation must be simple but with clear rules for everyone to understand
Risk prevention and crisis management are not the same and need to be addressed with different instruments Simplification is not just reducing regulations to basics and sending obligations to MS or PO, it starts on rules that are fair and steady along the years Risk prevention is one of the major concerns for PO’s nowadays, and should be incentivated by not having a thereshold on EU financing Environmental concerns and measures under OP support should not be mandatory, and must be streamlined not only with Rural Development but also with Direct Payments Crisis are not predictable and so is not the budget needed to deal with them when occours, and should be dealt outside PO’s operational found While working along with PO to adapt National Strategy to previous regulation, we were confronted with a new regulation proposal –

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17 Thank you for your attention