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Quality Meat Scotland Unveils Focused Five Year Strategy and Vision
The organisation tasked with promoting some of Scotland’s most iconic food brands, Quality Meat Scotland, has today (Wednesday 16th May, 2018) unveiled a new strategy and vision for the five-year period to 2023.
Speaking at QMS’s spring media briefing, Jim McLaren, Chairman of QMS, said the development of new strategic priorities had followed full and careful consideration of the factors influencing the different parts of the Scottish red meat industry.
“The development of QMS’s strategic priorities involved input from our board and executive team along with our wider staff and key stakeholders over a five-month period and took into consideration the challenges and opportunities which exist for the businesses operating in the various areas of our industry,” said Mr McLaren.
Quality Meat Scotland’s overall strategy for 2018 to 2023 is “to support the development of a sustainable, professional, resilient and profitable Scottish red meat industry which makes an important contribution to Scotland Food & Drink’s target of £30bn by 2030”.
This strategy is closely aligned with the Scottish Government’s economic strategy of increasing sustainable economic growth and the next phase of Scotland’s National Food and Drink Policy - Becoming a Good Food Nation as well as Scotland Food & Drink’s “Ambition 2030” vision.
Alan Clarke, chief executive of QMS, said that soon after he took over the reins as chief executive ten months ago it become very apparent to him that QMS as an organisation is delivering a very impressive and diverse workload for the industry.
“I have been incredibly impressed with the sheer scale of work being delivered by the team of around 20 staff here – from marketing, economic analysis and our work on health and education in schools to quality assurance and activities to support our industry to be profitable and sustainable,” said Mr Clarke.
“As an organisation QMS is definitely punching above its weight and doing so with limited staff resource and tight budgets. With that commitment to delivering for the industry as a backdrop, I have made focusing on refreshing our strategic priorities top of our list since joining QMS.
“What we now have is a strategy which will position the organisation well to deliver strongly during the next five years, which are certain to be a time of unprecedented change,” he added.
The new strategy features four very clear key aims. The first is to build the Scotch Beef PGI, Scotch Lamb PGI and Specially Pork brands through quality assurance and effective marketing and communications with consumers. Over 70% of QMS’s external levy spend is on consumer-facing activity.
Another key aim is to support the sustainable growth of the industry through strategic engagement with key stakeholders, supply chain collaboration and cascade of key market information.
The third is to develop capability and capacity in the Scottish red meat industry through training and education initiatives which attract, motivate and develop the workforce.
The fourth is to deliver professional services which support the continued growth of a resilient, professional Scottish red meat industry able to grasp opportunities and meet challenges.
Having spent much of his first 10 months travelling around Scotland to meet people working in every part of the Scottish red meat industry, Mr Clarke said the industry had a great deal to be proud of.
“Equally, QMS takes great pride in the work it delivers for the Scottish red meat industry which supports 50,000 jobs and generates over £2 billion for Scotland’s economy.
“Our vision, developed as part of our strategic review, is to be valued by our key stakeholders as a business support organisation which delivers strongly for the Scottish red meat industry as it continues to build a global reputation for animal welfare, quality assurance and integrity”.
To view the full strategy visit www.qmscotland.co.uk/qms-business-strategy-2018-2023.