How do you make an arthropod world famous? Well, you could brand it. Nova Scotia is certainly committed to the cause.
Nova Scotia recently revealed a provincial seafood brand, and the federal government just granted $325 million to spur innovation in Atlantic Canadian fisheries. Stephen McNeil hinted that a portion of the funds could help create an Atlantic Canadian seafood brand.
Branding poses tremendous opportunities and challenges for our coastal communities. Could it promote price fairness and stability? How can the iconic lobster serve as an economic buoy for our coastal communities? Could a brand promote and protect the province’s owner-operator fishing fleet? How can we rally around lobster to make the world celebrate the quality of Nova Scotia’s seafood?
With landings and sales booming across the province, it’s no wonder there’s an effort to maximize the resource’s value. These are good times after all. In 2016, Canada exported almost a billion kilograms of live lobster and Nova Scotia’s lobster exports were worth just under a billion dollars. But let’s not get carried away. Lobster catches, quality and prices ebb and flow like the ecology of the ecosystems they live in. Only three years ago, the lobster industry was in a slump, with politicians and industry stakeholders meeting in Halifax for the Lobster Value Recovery Summit.
Graeme Gawn, president of the Maritime Fishermen’s Union (MFU) Local 9 in Southwest Nova Scotia, is interested in optimizing the value of the region’s lobster. “We’re interested in adding value to our product and working in partnership with the buying side of the industry to try to get premium prices for quality lobster,” says Gawn. “We’re all about quality.” Prices that reflect seasonality and quality could give an alternative to lobster fishers who often have to hold onto their product until market prices improve.
The brand could also spur cooperation amongst the mostly independent lobster fleet, and instill more pride in the product. “The pricing system should reflect lobster quality,” says Kevin Squires, president of Cape Breton’s MFU Local 6. “Getting an average price for anything we throw in the crate is hardly an incentive to deliver the best quality possible.”
How will branding impact coastal communities? One thing is clear: the brand will certainly benefit from the romantic imagery of small boats and coastal communities. The independent owner-operator fleet still makes up most of Nova Scotia’s lobster fishing effort. The lobster fishery is integral to many other fisheries in Nova Scotia, including haddock, tuna, halibut, scallops and herring. Small-scale fishers work year-round.
Squires believes in cooperation because “it allows current players to be successful, while avoiding the need for industry consolidation.” If a unified brand will represent our lobster, then we need protective regulations along with it. This should mean enforcing Fisheries and Oceans Canada’s owner-operator policy, a policy created to protect the independence of the inshore fishery and which, if enforced, could make it more affordable for the next generation to enter the fishery.
Lobstering is a different game now. Kevin Squires bought a lobster licence for 25 cents in the 1970s. There is limited entry to the fishery now, and licences can cost more than a house. Evan Baker, a 27-year-old owner-operator from East Jeddore, is an exception. Thirty years younger than the industry average, he knows the recent boom might not last. “I don’t see it going up forever. It’s got to level out or go down at some point.” He fishes halibut and herring outside his short lobster season to stay resilient.
Our lobster is world class. A well-structured lobster brand offers an opportunity to promote the independent fleet that so many of our coastal communities and fisheries rely on. There’s no better time to work co-operatively, focus on quality and create fair prices for fishermen and processors alike.