EBIC’s mid-term strategy for 2023–2027 was developed by the EBIC board, in consultation with members and with the support of the Secretariat. The strategy defines the overarching goals for EBIC’s annual work plans for the coming years.
As worldwide agriculture grapples with the multiple challenges of soil health, climate change and food security, plant biostimulants are increasingly recognised as crucial to solving them. Since EBIC was founded in 2011, we have driven progress in our industry, from the early definition of what a plant biostimulant is, to gaining recognition for members’ products in EU law. The Fertilising Products Regulation (EU 2019/1009 – the FPR) was implemented in July 2022 but there is still work to do. EBIC has set out its strategy to 2027 to ensure that plant biostimulants are recognised as essential to sustainable food systems.
The four building blocks of the EBIC mid-term strategy are:
Regulatory harmonisation is still EBIC’s key priority, but this work is now part of a bigger picture. Implementation and engagement are intertwined throughout the strategy. For example, we believe that the work we’ve done in Europe can be used to help other regions develop their own biostimulants markets, which will grow the marketplace worldwide. A key objective is to raise awareness globally of the importance of biostimulants in solving the challenges of soil health, food security and climate change. For this EBIC must speak more loudly, raise its profile and become a thought leader.
A harmonised European market
The first building block of the EBIC mid-term strategy is to enable the development of the plant biostimulant business in a harmonised European market. It is a fundamental principle that all plant biostimulant technologies should have equal access to the market as the FPR is implemented.
Part of EBIC’s role is to identify, prioritise and manage regulatory challenges as they emerge. Since the implementation of the FPR, our advocacy work has already led to six implementing regulations and one supplementary regulation to improve it. We continue to work on a number of key issues such as most microbials being omitted, prohibitive mitigation measures for some animal by-products, and phosphite-based biostimulants not being recognised despite research showing their biostimulants functions. As new technologies are developed, more issues will come to the surface and EBIC will work with policymakers to overcome them.
It is essential that policymakers provide an innovation-friendly environment for plant biostimulants and EBIC has set out a manifesto calling for change that will empower farmers, enable climate change resilience, and place food security at the heart of the new EU agenda. EBIC is asking policymakers to reduce the regulatory barriers preventing farmers accessing innovative technologies such as plant biostimulants, and to incentivise and facilitate their uptake. This will enable a transition to sustainable agriculture. Read our manifesto here.
Engagement with stakeholders is key to creating demand and opportunities for growth. EBIC’s Public Affairs and Communications project teams collaborate with national bodies, industry associations and relevant businesses to raise awareness of biostimulants. Much of the activity undertaken by the project team is targeted at stakeholder engagement, for example EBIC’s annual Summit features speakers and panellists from right across the food supply chain.
Global business development
EBIC is committed to developing not only a fair market for plant biostimulants in Europe, but also to extending that globally. The European market is ahead of the rest of the world in that it has clearly defined what plant biostimulants are and it has introduced regulations governing their certification and supply.
It is important that the definitions of plant biostimulants used around the globe converge around the same fundamentals. EBIC was instrumental in developing the definition and the regulation used in Europe, and we are committed to sharing that experience to help other countries create their own biostimulants regulations. Collaborating with our peers in other regions, including engaging with inter-governmental organisations, will create opportunities for common ground so that biostimulants manufacturers can market their products around the world using the same protocols and efficacy evidence.
A key goal of this part of the strategy is to position plant biostimulants within an enlarged concept of plant nutrition and soil health. Biostimulants are as important to crop productivity as seeds, nutrition and crop protection products. They help plants become more efficient in the uptake of nutrients, creating more yield from lower inputs. They help combat abiotic stress, mitigating the impact of climate change, and they act directly on the soil microbiome to improve soil health.
Thought leadership
The dissemination of messages around the world relies on an authoritative voice. EBIC is already recognised in Europe as the leading voice of the plant biostimulants industry, and this block of the strategy focuses on using that position to educate, inform and persuade stakeholders about the benefits of these technologies.
It is important to make sure not only that farmers, consumers and the food supply chain understand the benefits of our technologies, but also that we are able to present the necessary data to support our advocacy. With a compelling narrative and access to the people that matter, EBIC will ensure that plant biostimulants are considered as an essential tool for sustainable agri-food systems and farmer livelihoods.
EBIC is developing a robust agri-food stakeholder network to support the EBIC strategy. As the authority on plant biostimulants, EBIC is well placed to host discussions on emerging issues, hearing from different sides to enable us to develop a position or consensus. The agri-food stakeholder network will help the industry understand the needs of our various stakeholders, promoting innovation and enabling better communications to support our members. EBIC also works closely with the media to support their understanding of plant biostimulants and ensure effective press coverage.
Leverage the EBIC culture
EBIC members have a shared commitment to our vision, mission and values, and every members has signed up to our code of conduct. The EBIC culture is a big part of our success. EBIC represents the industry, and our members identify with our culture and values. Leveraging this culture will accelerate progress towards our key goals, which is why this is the fourth building block of our mid-term strategy.
>> Read more about our vision, mission and values
EBIC’s governance structure encourages members to take on leadership roles, with opportunities for directorships, steering committee roles, and project team contributions. Member engagement is a priority, and our work plans foster participation at all levels, from CEO down.