5 questions to Bronwyn Page-Shipp, FLOCERT’s New Chief Regional Officer

As the newest member of FLOCERT's Leadership Team as Chief Regional Officer, what do you bring to the table?

BPS: Well, our Leadership Team (LT) benefits from a wide range of experience across different industries and organisations. Adding to that diversity of perspectives, I bring a deep understanding of FLOCERT’s history and business evolution, as well as a strong regional and operational perspective shaped by many, many years of working across Africa and the Middle East. As FLOCERT's first Chief Regional Officer, I bring regional perspective to leadership discussions. Having worked closely with producers, traders, customers and stakeholders across diverse markets, I have seen first-hand how global decisions translate into local realities. The combination of institutional memory, regional and operational expertise, and hands-on business development experience enables me to contribute uniquely to both our LT and FLOCERT AG's new governance structure in my role as one of two members of the Management Board, alongside Thorsten Niklas. Having seen the organisation from many different angles over the years, I’m excited to help shape FLOCERT’s future, while staying closely connected to the people and regions we serve.

For those who don't know you, can you tell us a bit about your background at FLOCERT?

BPS: I started working with FLOCERT in 2005 as a freelance auditor. Later, I managed certification services in Southern Africa as a consultant before establishing and leading FLOCERT’s subsidiary for Africa and the Middle East in 2009. Today, I continue to serve as Regional Manager for Africa and the Middle East and Deputy Director of Operations alongside my Leadership Team and Management Board responsibilities. Over the years, I’ve had the opportunity to work across virtually every certification function in the organisation. One of the things I value most is having worked closely with many of the more than 1,000 Fairtrade-certified producers and traders across Africa and the Middle East, as well as numerous stakeholders throughout the global Fairtrade system. Beyond Fairtrade certification, I have also helped develop and deliver new business opportunities for FLOCERT, from our early ventures into carbon credit verification and sustainable tourism to my current role as project owner of the ICE CoT service.

What do you think are FLOCERT's main challenges right now?

BPS: As Fairtrade's main certification body, safeguarding the Fairtrade Mark is central to us. Our transition to an AG is an important milestone in strengthening FLOCERT’s independence and ensuring we remain a trusted and impartial partner. For FLOCERT, this is not just another organisational change. It marks a fundamental shift in how FLOCERT works, how we engage with our shareholders, and how we fulfil our role within the Fairtrade system. While the transformation begins with our new governance structure, its success depends on all of us. We therefore need to equip our people with the direction, confidence, and support they need. Equally important, we must continue to deliver high-quality, consistent, and cost-effective services that ensure the long-term sustainability of both FLOCERT and the global Fairtrade Certification system. From this follows logically that FLOCERT must grow beyond Fairtrade certification alone. This need was identified more than a decade ago, and despite changing leadership, shifting priorities, and numerous internal and external challenges, we have steadily built the foundations for a broader service portfolio.

What are your personal long-term priorities?

BPS: I have two priorities:

1. Strengthen and clearly communicate FLOCERT’s value proposition as the leading certifier of Fairtrade Standards under our ISO 17065 accreditation, ensuring that our shareholders, customers, and stakeholders fully understand the value we create
2. Expand our expertise into innovative services that respond to evolving market demands across Africa, the Americas, Asia, and Europe, securing FLOCERT’s future relevance and growth.

These priorities are closely aligned with FLOCERT's long-term strategic ambitions. We already have the expertise, experience and commitment needed to make them a reality. My role is to help keep us focused, foster collaboration across teams and stakeholders, and turn our plans into action. This is an ambitious agenda, but having spent more than 20 years at FLOCERT, I’ve seen what our people can achieve when we’re aligned behind a common goal. That’s why I’m confident about the future and excited to help shape the next chapter of FLOCERT’s journey.

That's a long time to stay with a company – what is special about FLOCERT? What does it mean to you to be a FLOCERTian?   

BPS: What stands out most to me is our people. FLOCERTians are both mission-driven and business-savvy. We understand that our work goes far beyond delivering assurance services. Every day, we contribute to making global value chains fairer, more transparent and more sustainable, and that is a powerful source of motivation. As a truly global organisation, we benefit from a wide range of cultures, perspectives and experiences that enrich our thinking and help us make better decisions. That diversity also requires openness, mutual respect and a willingness to learn from one another as we work towards shared goals. To me, being a FLOCERTian means leading with integrity, embracing innovation, putting people first and recognising diversity as a real strength. It is this shared commitment to our values that connects us across regions.