Farm to Fork (F2F) food policy

The Farm to Fork Strategy is at the heart of the European Green DealSearch for available translations of the preceding aiming to make food systems fair, healthy, and environmentally friendly.

Food systems cannot be resilient to crises such as the COVID-19 pandemic if they are not sustainable. We need to redesign our food systems which today account for nearly one-third of global GHG emissions, consume large amounts of natural resources, resulting in biodiversity loss and negative health impacts (due to both under- and over-nutrition), and do not allow fair economic returns and livelihoods for all actors, in particular for primary producers.

Putting our food systems on a sustainable path also brings new opportunities for operators in the food value chain. New technologies and scientific discoveries, combined with increasing public awareness and demand for sustainable food, will benefit all stakeholders.

The Farm to Fork Strategy aims to accelerate our transition to a sustainable food system that should:

*have a neutral or positive environmental impact

*help to mitigate climate change and adapt to its impacts

*reverse the loss of biodiversity

*ensure food security, nutrition, and public health, making sure that everyone has access to sufficient, safe, nutritious, sustainable food

*preserve the affordability of food while generating fairer economic returns, fostering the competitiveness of the EU supply sector, and promoting fair trade.

The own-initiative report, adopted by MEPs during the plenary session in Strasbourg, was put together in reaction to the Commission’s organic action plan, unveiled back in March 2021.

The plan outlines a three-pronged attack designed to incentivize organic produce production and consumption across the bloc, in line with the ambitious target of 25% of agricultural land farmed organically by 2030, as outlined in the EU’s flagship Farm to Fork (F2F) food policy.

However, an explicit mention of the target was notably absent from the finalized text.

Farm2Fork: Do you have the appetite for change?

Instead, the report emphasizes the need for market-driven solutions, more support for member states in drawing up their national organic strategies, and research in organic farming to increase production in line with demand.

The report only expresses the position of the European Parliament – one of the two branches in the EU lawmaking process – on the matter. Still, it is not legally binding and will not amend the Commission’s political ambition either.

Welcoming the report’s adoption, center-right MEP Simone Schmiedtbauer, the Parliament’s author of the EU action plan on organic agriculture, stressed the sector will “only grow if the market for organic products grows.”

“The market should determine the extent of the growth of the organic sector, not any pre-set target figure,” Schmiedtbauer said, underscoring the need to focus on “practical issues of supply and demand”.

“The EU must support farmers to increase organic production and also consumers to find their way to these products”, she said.

For Schmiedtbauer, a “good mix of the right instruments, incentives and sufficient flexibility” is needed to allow each EU country the opportunity to “further develop its organic sector individually and bring the European organic vision into its own national or regional organic strategies”.

She said this, combined with clear labeling, controls, and certification, to help build consumer trust and stimulate demand.

Likewise, the EU organics association IFOAM welcomed its the own-initiative report, saying it “recognizes that organic contributes to more sustainable food systems and delivers ecosystem services,” including climate change, mitigation, biodiversity, and soil protection.

However, for Green MEP and shadow rapporteur on the organic action plan, Claude Gruffat, who tabled the rejected amendment to include the target in the report explicitly, the adopted text was sorely lacking in ambition.

“I deplore the rejection of various amendments that aimed to improve the unambitious text adopted in committee, including those aimed at including the objective of 25% of agricultural land in organic farming as well as the one for increased support for the introduction of organic products in school canteens and collective catering in Europe,” he said.

The second amendment tabled by the MEP, also rejected by the plenary, aimed to improve the place of organic products in collective catering by supporting local authorities and territorial actors in their action project in favor of a sustainable and resilient healthy food system.

This was put forward to stimulate demand by promoting organic products in collective catering, particularly in schools, by supporting local authorities and territorial players in their action, according to the MEP, who lambasted the Parliament for its lack of ambition in this area.

“I do not understand the lack of willpower on the part of my fellow MEPs,” he lamented. 

Final thoughts

Building sustainable food systems together’ is an annual gathering of European stakeholders interested in helping to shape the EU’s path towards sustainable food systems. This means “we are more on track,” the head of CCRES, Zeljko Serdar.

Croatia has approximately 1.5 million hectares (ha) of used agricultural land and 2.5 million ha of forests. Croatia has favorable conditions for diverse farming but is self-sufficient only in the production of wheat, corn, poultry, eggs, and wine. Imports of agricultural and food products continue to grow. Responding to these challenges requires a science- and expertise-based approach, one that addresses the broad range and complexity of these issues holistically and sustainably. Agri-food systems are dynamic structures, in a state of constant change and adjustment, which makes building effective collaborations with all its stakeholders extremely complex, but also necessary for transformation. These are the challenges that all of us are facing.

The adoption of the text will now be followed by the publication of a midterm review from the Commission on the action plan planned for 2024. Stakeholders across the food value chain, public authorities, international and civil society organizations, as well as other citizens and the interested public are invited to join the debate every year and contribute to the implementation of the Farm to Fork Strategy Search for available translations of the preceding for a fair, healthy and environmentally friendly food system.

Related links

• European Green DealSearch for available translations of the preceding linkEN•••
• Sustainable Development GoalsSearch for available translations of the preceding linkEN•••
• Communication on the EU Biodiversity Strategy for 2030Search for available translations of the preceding linkEN•••
• SAM work on sustainable food systemsSearch for available translations of the preceding linkEN•••
• Factsheet on SAM work on sustainable foodSearch for available translations of the preceding linkEN•••
• Eurobarometer October 2020: Making our food fit for the future – new trends and challenges
• Factsheet on Farm to Fork StrategySearch for available translations of the preceding linkEN•••
• Factsheet on The business case for biodiversitySearch for available translations of the preceding linkEN•••
• Factsheet on benefits for farmersSearch for available translations of the preceding linkEN•••
• Factsheet on the Common Agriculture Policy’s contribution to the European Green DealSearch for available translations of the preceding linkEN•••
• Farm to Fork episodesSearch for available translations of the preceding linkEN•••

European gas transmission system operators (ENTSOG)

Winter 2023 weather forecast by zeljko Serdar

The European Commission is drafting plans to help EU countries reduce fossil gas demand and, if necessary, curtail consumption in the face of “a likely deterioration of gas supply outlook” this winter. Over the past few months, gas supplies from Russia have declined in a “deliberate attempt to use energy as a political weapon”, driving energy prices higher and raising concerns about whether Europe will have enough supply to get through the next winter.

Already, supply to the Baltic States, Poland, Bulgaria and Finland has stopped. Supply to Germany, Denmark, the Netherlands and Italy has been reduced and flows through Nord Stream 1, the largest import route to the EU, have been cut by 60%.

“There is no reason to believe this pattern will change. Rather, a number of signals, including the latest decision to reduce further supply to Italy, point to a likely deterioration of gas supply outlook,” the Commission says in a new policy document.

The policy document, due to be published on Wednesday (20 July), has a self-explanatory title: “Save gas for a safe winter”.

While the EU tabled plans in May to phase out Russian fossil fuels and strengthen its security of supply, full energy independence from Moscow was not envisioned until 2027 at best. Now the EU needs to prepare for the “sizeable risk” of a complete halt of Russian gas supplies this year, the Commission warns.

The EU’s security of gas supply regulation adopted in 2017 defines three national crisis levels: “Early Warning”, “Alert” and “Emergency”.

The EU is currently at the early warning stage, but on 20 July, it will move to the alert stage, the document says. This means “there is concrete, serious and reliable information that an event likely to result in significant deterioration of the gas supply situation may occur and is likely to lead to the emergency level being triggered in the several Member States.”

This situation requires instruments that reduce gas demand, increased daily monitoring and information, measures for industry to reduce demand, switching from gas to other fuels and obliging public buildings to limit heating to 19°C and cooling to 25°C unless not technically feasible.

According to the draft policy document, the EU gas system has “more than compensated” for the 25 billion cubic meters (bcm) of reduced Russian gas imports, with 35 bcm of additional liquified natural gas and pipeline gas imported from elsewhere.

However, according to simulations by European gas transmission system operators (ENTSOG), a full disruption of Russian gas supplies would “likely result” in the EU falling short of its 80% storage target, possibly “as low as 65% to 71%”, leading to a gap of 20 bcm during the winter.

This means several EU countries would risk “running very low by the end of winter,” making it challenging to replenish supplies for the following year.

To anticipate this, the Commission’s proposed ‘demand reduction plan’ looks at cutting gas consumption by protected groups, like consumers and key services, as well as unprotected groups like industry. It also looks at more extreme curtailment measures if the situation becomes critical.

“Coordinated action now will be more cost-effective and less disruptive to our daily lives and to the economy than impromptu action later when gas supplies could be running low,” reads the leaked draft.

‘Protected’ consumers urged to contribute as well

Under the 2017 Gas Security of Supply Regulation, vulnerable consumers who “do not have the means to ensure their own supply” are protected under EU law. This definition covers private households, essential social services and small businesses.

The regulation also introduced a solidarity mechanism whereby EU countries “must help each other to always guarantee gas supply to the most vulnerable consumers” even in severe gas supply situations.

But while citizens are protected, the European Commission outlines gas-saving measures that can be taken to avoid curtailments in other sectors.

This includes “large savings” in heating by using gas saving campaigns targeted at households, including turning down thermostats by 1°C and mandating the reduced heating of public buildings, offices and commercial buildings to 19°C.

The European Commission also calls on EU countries to switch the fuel used for electricity production away from gas, including coal and nuclear power.

In words seemingly aimed at Germany, it calls on EU countries to postpone their nuclear phase-out plans where technically feasible, saying these national decisions “need to take into account the impact on the security of supply on the other Member States”.

The EU executive admits that temporarily switching from gas to coal “may increase emissions” and that renewables remain the top priority. And it also highlights a temporary relaxation of industrial emission rules to grant more leeway to industry. The situation in the gas market is tense, and unfortunately, we cannot rule out the deterioration of the situation. We have to prepare for the situation to come to a head.

Alley cropping in Croatia

Alley cropping in Croatia by Zeljko Serdar

Alley cropping, also sometimes referred to as "intercropping", is the practice of planting rows of trees with a companion crop in between. Frequently this can be used to add another cash crop but it also reduces surface water runoff and erosion, improves soil health and fertility, and reduces wind erosion. Depending on the crops chosen, it can also modify the microclimate for improved crop production or improve wildlife habitat. Multiple crops, when managed appropriately, can keep a farm more productive throughout the year, increasing income and reducing risks associated with monocropping. 

Alley cropping can be viewed as recreating the structure of a savanna in an agroforestry system with multiple canopy layers consisting of a design that contains an overstory of nut trees, a mid-layer of fruiting small trees and shrubs, and a groundcover of annual crops or perennial grass groundcover. In nut-based agroforestry systems, crops grown in the alleys between tree rows provide annual income while the longer-term nut crop matures. Primary agroforestry and alley cropping design criteria include imitation of the structure and function of natural ecosystems with species that generate an economic yield to support the farmer.

Alley cropping in Croatia by Zeljko Serdar

Growers planning to farm between tree rows need to think about the width of their alleyways. Between-row spacing is primarily determined by machinery width, and mature size of nut tree species, with secondary considerations for sunlight requirements of the alley crop. With closer spacing, the intercrop grown in the alley will encounter light competition at an earlier age, requiring a more rapid change to shade-tolerant intercrops. Wider spacing makes intercropping easier but delays the fullest realization of economically viable nut crop yields.

Alley cropping in Croatia by Zeljko Serdar

Recommended principles for designing the cropping system based on this approach include selecting species for complementary functional traits, developing complex trophic levels, and reproducing ecological succession. Trait-based agroecology has emerged as one of the dominant paradigms in terrestrial ecology. Studies that evaluate the complex linkages between functional traits, functional diversity, and ecosystem functioning have recently begun to explore concepts surrounding “multifunctionality,” the idea that multiple ecosystem functions should be considered as a management goal. Multifunctionality has clear implications for trait-based agroecology and for agroforestry, where land managers manipulate on-farm diversity to enhance ecosystem services beyond yield alone.

Drilling & production

While the European Commission has shared three main ways to reduce Russian energy dependency – energy savings, renewables, and diversification – many countries opted for their methods, including the revival of fossil fuel projects. Commission President Ursula von der Leyen recently warned EU member states not to backtrack on their long-term drive to cut fossil fuel use as a handful of nations turned to coal following a decision by Russia to limit their gas supplies.

Besides diversification, saving energy, or pushing for renewables, some countries have opted to expand existing gas drilling sites or exploit unused reserves as the EU prepares to end its dependency on Russian gas. Other countries decided to speed up or expand gas drilling initiatives, and some U-turned on previous decisions against drilling.

One example is the joint Dutch-German North Sea drilling operation. The project has been planned for some time now, but the German state of Lower Saxony government decided against issuing permits. The Dutch Ministry recently announced that Lower Saxony “is now making a different decision because of the war in Ukraine,” and drilling is set to begin in 2024.

The push for the expansion of gas drilling activity is also happening in Italy. The country produces around 3.3 billion cubic meters of gas annually, and the government estimates there are reserves of 70-90 billion cubic meters in Italian subsoil. However, reserves are currently locked by law, and gas cannot be extracted.

In February, in response to the energy crisis and rising energy bills, Italian Prime Minister Mario Draghi’s government started reasoning on the hypothesis of doubling extraction.

The war in Ukraine has accelerated the discussion on the country’s energy strategy to exploit its resources. After Gazprom cut supplies to Italy, Ecological Transition Minister Roberto Cingolani opened up to a review of drilling activity, calling it a “mistake to have gone from 20% domestic gas in 2000 to 3-4% in 2020.”

Romania

 is the biggest oil producer among EU member states and also has proven offshore gas reserves. Until April, these reserves have been locked. The governing coalition, however, agreed to change the offshore law and allowed investors to exploit the reserves.

Norway

 has traditionally been the second most important gas supplier for the EU. After the invasion of Ukraine, Norway vowed to help the EU reduce its dependency on Russian gas. To replace Russian gas, the Norwegian government authorized an increase in production, which was met with strong disapproval from the left-wing opposition, warning of the lock-in of investments in the fossil fuel projects.

Plans for gas drilling projects are popping up not only in big countries with a tradition of drilling but also in smaller ones. Slovakia is one of the most gasified countries in the EU, with 5 billion cubic meters consumed annually. A few years ago, a gas deposit was discovered, which could cover about 10% of domestic consumption, according to estimates.

In the past, drilling has been strongly opposed by environmentalists who argued that the project was harmful and unnecessary. War has changed that, and the project is back on the table. According to investors, drilling could start in two years if everything goes as planned. Government officials have not ruled the project out.

Albania 

currently does not consume, produce, or import any gas. It does, however, hold reserves, and the government is pushing for gasification both in production and energy use with several extraction projects due to start as well as LNG floating terminals off the southern coast.

Despite these initiatives, not all countries chose to exploit their gas reserves. Bulgaria has an estimated 480 billion cubic meters of shale, but current legislation prevents exploitation, and the government has no plans to change the status quo.

France

 has a significant potential for offshore and onshore reserves, but as in Bulgaria or Italy, the law prohibits granting new permits. With the notable exception of MP David Habib, who pleads for the reopening of gas fields in Alsace, there is no push to change the situation.

USA

Global well integrity and production optimization expert Coretrax has completed a world record-breaking project in the Utica Basin, Northeast America, for a major gas operator with its ReLine Expandable Technology.

The company successfully deployed the ReLineMNS system across three wells and expanded a total of more than 27 000 ft of tubular across the campaign. With one of the expandable liners reaching 9000 ft in its expansion, all installations beat the previously held record of 7243 ft by at least 1000 ft. The total setting time from beginning expansion to exiting the top of the liner took only nine hours well over a total of seven days on location. 

Covering the well integrity issue with one full-length liner, the overall setting time was significantly less than that of competing products on the market, setting at approximately 1000 ft per hour.

Coretrax’s technology was deployed into each of the wells with a 4.25 in. outer diameter liner. On the expansion of the liner, the post-expansion of the inner diameter was 4.1 in. with an internal pressure capability of well over 10 000 psi, covering the wellbore issues identified.

Scott Benzie, Chief Technical Officer at Coretrax commented: “Our advanced no shoe expandable technology allows operators to effectively isolate well integrity issues and immediately proceed with their next operations without the requirement to drill out a shoe, enabling our clients to access to huge time and cost savings on their projects.”

“The engineered materials used in the expandable technology ensure reliability is maintained through the operation, resulting in a consistent expansion reflecting our attention to detail.”

“Our highly skilled team members from the operations and applications departments were key to the success of this world record, and delivering our valuable services for each well. This project pays testament to the strong and trusting relationship we have built with our client.”

Subvencije za kupnju električnih vozila i hibrida

Ako nekom trebaju poticaji za nova električna vozila sada je pravo vrijeme. 

Kako bi ostvarili pravo na sufinanciranje zainteresirani trebaju odabrati vozilo te kontaktirati neko od prodajnih mjesta koje je evidentirano u bazi Fonda i navedeno uz listu vozila. Redni broj podnošenja prijave dodjeljuje se kronološki, a da je rezervacija uspješna, potvrđuje potvrda koju će prodajno mjesto ispisati i dati kupcu. Na potvrdi će biti i upute za plaćanje obveznog minimalnog predujma koji iznosi sedam posto traženih sredstava Fonda. 

Primjerice plug-in hibride vozila M1 kategorije financiraju se iznosom do 40.000 kuna, a vozila M1 kategorije s električnim pogonom do 70.000 kuna. Lista vozila i 301 prodajno mjesto na kojima ih je moguće kupiti nalaze se na stranici vozimoeko.fzoeu.hr.

Rezervacije poticaja bit će moguće sve dok iznos rezerviranih sredstava u prijavnoj aplikaciji ne dosegne 103,3 milijuna kuna. 

PS. Moja draga je izabrala, i sad se ne miče od njega. Idem po broj.😉

Stages of creativity / Get out of the mud

Get out of the mud / Zeljko Serdar

Današnji zadatak je izaći iz mulja živog blata i proširiti vidike. Vrijeme je da logici dodamo novu kreativnu komponentu kako bi mogli kompleksnije rješavati probleme i stvarati nove, zanimljive ideje koje će napraviti razliku. Graham Wallas i Richard Smith, u svom djelu Art of Thought, objavljenom 1926. godine, predložili su model kreativnih procesa. U Wallasovom modelu, kreativne uvide i prosvijećivanje objašnjeno je kroz proces koji se sastoji od 5 dijelova:

1. Priprema (pripremni rad na problemu koji usmjerava pojedinčev um na problem i istražuje dimenzije problema),

2. Inkubacija (problem je ušao u podsvijest pojedinca i izvana nije vidljiva reakcija),
3. Nagovještaj (kreativna osoba dobije ‘predosjećaj’ kako je rješenje na svom putu),
4. Prosvijećivanje ili uvid (kreativna ideja oslobađa se iz pojedinčeve podsvijesti u njegovu svijest),
5. Potvrda (ideja je svjesno potvrđena, promišljena, a zatim i primjenjena).

In the book The Art of Thought from 1926, Graham Wallas proposed one of the first complete models of the creative process. Wallas described how it consists of the four-stage process of preparation (or saturation), incubation, illumination, and verification (or implementation).

While all creative people apply unique methods and thought processes to their work, there are five stages that most creators subconsciously follow while pursuing their creative endeavors. The five stages of the creative process each flow logically into the next phase of the process. As you embark on your own creative process, unleash your mind and let your ideas grow through the five stages of creativity.

Preparation stage: As you begin the creative journey, the first stage involves prep work and idea generation. This is when you gather materials and conduct research that could spark an interesting idea. Brainstorm and let your mind wander, or write in a journal to foster divergent thinking; this will help you consider all possible approaches to building out your idea. In this first part of the process, your brain is using its memory bank to draw on knowledge and past experiences to generate original ideas.

Incubation stage: When you have finished actively thinking about your idea, the second stage is where you let it go. Part of creative thinking is taking a step away from your idea before you sit down to flesh it out. You might work on another project or take a break from the creative process altogether—regardless, you are not consciously trying to work on your idea. Walking away from your idea might seem counterproductive, but it’s an important stage of the process. During this time, your story or song, or problem is incubating in the back of your mind.

Illumination stage: Sometimes called the insight stage, illumination is when the “aha” moment happens. The light bulb clicks on as spontaneous new connections are formed and all of that material you’ve gathered comes together to present the solution to your problem. In this third stage, the answer to your creative quest strikes you. For example, you overcome writer’s block by figuring out the ending to your story. It can take you by surprise but after the incubation stage, an idea has emerged.

Evaluation stage: During this stage, you consider the validity of your idea and weigh it against alternatives. This is also a time of reflection when you look back at your initial concept or problem to see if your solution aligns with your initial vision. Business professionals might do market research to test the viability of the idea. During this phase, you might go back to the drawing board or you might forge on, confident in what you’ve come up with.

Verification stage: This is the final stage of the creative process. It’s when the hard work happens. Your creative product might be a physical object, an advertising campaign, a song, a novel, an architectural design—any item or object that you set out to create, propelled by that initial idea that popped into your head. Now, you finalize your design, bring your idea to life, and share it with the world.

The right way / Zeljko Serdar

Don't complicate things.

Don't do this to yourself / Zeljko Serdar

Sudanska trava / Sorghum Sudan / Sorghum sudanense

Sudanska trava je jednogodišnja jara krmna kultura koja spada u obitelj trava Poaceae (rod Sorghum). Biljka je toplog i suhog klimata koja potječe iz Sudana po čemu je i dobila naziv. Stabljika je uspravna i može dostići visinu do 2 metra. Dobro busa iz prizemnog čvora busanja, dok iz pazušca listova prizemnih članaka može formirati sekundarne izboje. Zbog toga se nakon otkosa brzo regenerira i u vegetaciji može dati dva do četiri otkosa. 

Bogata je lišćem na kojem se stvara zaštitni sloj koji sprečava isparavanje vode. Korijenov sustav je žiličast, jako razgranat i dug, zbog čega je biljka otporna na sušu i polijeganje. Važno je spomenuti da sudanska trava ne stvara rizome nego se razmnožava samo sjemenom. Za svoj rast treba visoke temperature, pri nicanju od 8-10 ˚C, a za porast 25 ˚C i više, dok pri temperaturama nižim od 10 ˚C prestaje rasti. Mrazevi je unište i nema mogućnosti prezimljavanja. Osjetljiva je na kisela tla s niskim pH. Otporna je na bolesti i štetnike, pogotovo na žičnjake. Količina glikozida durina, koja može izazvati probavne smetnje kod životinja, smanjena je križanjem pa je u biljci iznad 80 cm gotovo i nema.

Sudanska trava / Željko Serdar

Sudanska trava daje izrazito visoke prinose zelene mase i visoku energetsku vrijednost suhe tvari. Odlikuje se visokom probavljivošću, a zbog sočnosti ju stoka rado jede. Zbog svoje otpornosti na sušu konkurira ostalim krmnim kulturama čiji se porast smanjuje tokom ljeta.

Sudanska trava se može uzgajati kao glavni, naknadni i postrni usjev. Treba izbjegavati uzgoj u monokulturi, jer zbog visokog prinosa iscrpljuje tlo. Kao predusjev dobre su kupusnjače, leguminoze i žitarice. Osnovna obrada tla ovisi o predkulturi, ali i o načinu uzgaja. Osnovno oranje obavlja se u jesen na dubini od 25-30 cm. Dopunska obrada vrši se pred samu sjetvu, uz pripremu tla do mrvičaste strukture sa tvrđom posteljicom, što se postiže upotrebom sjetvo spremača.

Za postizanje visokih prinosa potrebno je napraviti analizu tla i plan gnojidbe. Prema potrebama biljke ovisno o tlu, treba unijeti mineralna gnojiva u količini od 120-150 kg/ha dušika, 80-100 kg/ha fosfora te 120-160 kg/ha kalija. Potrebno je 1/2 fosfora i kalija dodati prije oranja a ostatak u dopunskoj obradi uz predsjetvenu pripremu s 1/3 dušika. Preostalu količinu dušika rasporedimo za prihranu kada biljka ima 5-6 listova i nakon svakog otkosa. Gnojidba sudanske trave, osim mineralnih gnojiva, može se obaviti i organskim gnojem. U osnovnoj obradi može se zaorati 20-30t/ha zrelog stajskog gnoja, a prihranu izvršiti sa razrijeđenom gnojnicom u omjeru 1:2 ili 1:3. Prva prihrana gnojnicom se obavlja poslije sjetve uz unošenje u tlo, u količini od 15 000-20 000 l/ha. Druga prihrana se može obaviti kada biljka dosegne visinu do pola metra. Od prihrane do ponovne košnje ili napasivanja treba proći barem mjesec dana.

Sudanska trava je osjetljiva na kasne proljetne mrazeve, pa je sjetvu najbolje obaviti u vrijeme nicanja kukuruza, početkom svibnja pa sve do kolovoza kao postrna sjetva, ovisno o predkulturi. Sije se žitnim sijačicama na razmaku od 12 do 25 cm ako je koristimo za košnju ili ispašu, uz upotrebu sjemena od 25-30 kg/ha. Sjetva za silažu obavlja se na razmak od 60-70 cm, zbog korištenja mehanizacije za spremanje silaže, uz upotrebu sjemena od 15 kg/ha. Dubina sjetve ovisi o tipu tla i iznosi od 2- 3 cm uz obavezno valjanje tla. Zaštita od korova uglavnom se obavlja mehanički međurednom obradom zbog slabog početnog porasta. Za sjetvu se mogu koristiti sorte koje se nalaze na EU sortnoj listi.

Košnja sudanske trave može započeti kada biljka dostigne visinu od 60-70 cm pa sve do formiranja metlice. Bitno je da se pokosi na visinu reza od 10-15 cm do faze metličanja, kako bi se regenerirala za drugi otkos. Za rast od nicanja do prvog otkosa biljci je potrebno oko 50 dana, a za svaki naredni otkos oko 40-tak dana. U vegetaciji se može ostvariti od 2-4 otkosa uz prinos od 80-100 t/ha zelene mase ili od 12-18 t/ha sijena. Hranjiva vrijednost zelene mase u suhoj tvari iznosi oko 10-12 % sirovih proteina, 3,6 % sirovih masti, 20-24 % sirovih vlakana i 49 % nedušičnih ekstraktivnih tvari.

Za spremanje sjenaže sudanska trava se kosi kada dostigne visinu 90-100 cm. Pokošena masa treba provenuti na 55-60 % vlage i nakon sječkanja se sprema u bale. Siliranje se vrši u fazi metličanja kada biljka dostigne visinu 120–130 cm uz prinos mase oko 80 t/ha.

Sudanska trava se najčešće koristi za zelenu krmu ili kao sjenaža i silaža za ishranu stoke, ali u posljednje vrijeme sve više i za proizvodnju bioplina i biodizela. Kod uzgoja sudanske trave za proizvodnju bioplina ostvaruju se veći prinosi biomase nego kod uzgoja silažnog kukuruza, a energetski potencijal za proizvodnju je isti. Prinos biomase 1 ha kukuruzne silaže odgovara prinosu biomase sudanske trave sa 0.6 ha površine. 

Sudanska trava / Željko Serdar

Ako se sije kao naknadni usjev nakon skidanja predusjeva izvodi se plitka obrada tla i predsjetvena priprema tla. Sudanska trava ima izrazito velike potrebe za dušikom koji se dodaje u količini od 120-150 kg/ha, fosfora 80-100 kg/ha, a kalija 120-160 kg/ha. Polovicu fosfornih i kalijevih gnojiva treba dodati prije oranja, a drugu polovicu u dopunskoj obradi tla. Do 1/3 dušika treba unijeti sa predsjetvenom obradom tla, a preostale količina 30-40 kg/ha dušika dodaje se u prihrani kada sudanska trava ima 6 do 10 listova te poslije svake košnje treba obaviti prihranu sudanske trave sa 30- 40 kg/ha dušika (100- 150 kg/ha KAN-a). Od prihrane do uporabe (košnje ili napasivanja) treba proći najmanje oko 20 dana. Pri gnojidbi sudanske trave dušikom treba biti oprezan, s obzirom na to da sudanska trava sadrži glukozid durin, a kao međuprodukt njegove razgradnje nastaje HCN (cijanovodik), koji je otrovan za domaće životinje.

Sudanska trava / Željko Serdar

Sudanska se trava ne bi smjela koristiti za ispašu dok biljke ne dostignu visinu od 50 cm, kada je i prinos znatno viši. Sije se od kraja travnja do srpnja kao postrni usjev. Najčešće se uzgaja kao naknadni ili postrni usjev. Za proizvodnju mase za silažu može se uzgajati kao glavni usjev ili kao naknadni usjev poslije iskorištavanja ozimih krmnih usjeva (grašak, grahorice, krmna repica i ogrštica). Često se sije u više rokova sjetve kako bi mogla kontinuirano pristizati za stočnu hranu u krmnom slijedu. Sije se na razmak između redova 15-20 cm za zelenu krmu, sijeno i napasivanje, a za proizvodnju silaže na međuredni razmak od 70 cm, kao kukuruz, zbog korištenja silažnog kombajna. Dubina sjetve sudanske trave je 3-4 cm. Norma sjetve iznosi 25-30 kg/ha. Samo se u postrnoj sjetvi mora upotrijebiti veća količina sjemena 30-40 kg/ ha. Poslije sjetve u postrnom roku tlo bi trebalo obavezno povaljati. Zbog sporog početnog porasta, sudansku travu treba zaštititi od korova herbicidima koji se upotrebljavaju za zaštitu kukuruza (Radazin, Gesaprim i sl.), ali ne onim herbicidima koji suzbijaju divlji sirak u kukuruzu.

Sudanska trava / Željko Serdar

Korištenje sudanske trave

Košnju sudanske trave za zelenu krmu najbolje je obaviti do početka izbijanja cvata metlice, kad se sudanska trava izvrsno regenerira iz čvora busanja i prizemnih izdanaka i daje još jedan otkos zelene mase koja je izvrsne kakvoće. Za silažu se kosi kada su metlice formirane, a zanimljivo je da se i u toj fenofazi još uvijek dobro regenerira. Treba posebno istaknuti da ako se sudanska trava koristi za zelenu stočnu hranu, treba je kositi na visini 10-12 cm iznad površine zbog znatnog broja začetaka sekundarnih izboja u pazušcu listova prizemnih članaka važnih za regeneraciju. Lisna masa je bogata bjelančevinama, a stabljika sadrži puno ugljikohidrata. Kao glavni usjev kod višekratne košnje dostiže prinose više od 100 t/ha.

European Parliament ban sale of new petrol and diesel cars by 2035

Members of the European Parliament have voted to ban the sale of new petrol and diesel cars by 2035. The move aims to step up the fight against climate change through the faster development of electric vehicles.

The voting was held on an amendment that would have allowed some auto emissions from new vehicles after 2035, which was rejected by Members of Parliament.

The European Union assembly voted in Strasbourg, France to require automakers to cut carbon-dioxide emissions by 100 percent by the middle of the next decade. The mandate would amount to a prohibition on the sale in the 27-nation EU of new cars powered by gasoline or diesel.

Members of the European Parliament still have to negotiate the final law with ministers from the EU’s 27 national governments. Yesterday's vote has however increased the pressure on governments for a clear end to the internal combustion engine in the EU single market of 447 million people.

Negotiations to determine the final shape of the law are set for later this year. If an agreement is reached, it effectively spells the end of the combustion-engine car in Europe, marking a radical overhaul of a form of transport.

EU lawmakers also endorsed a 55 percent reduction in CO2 from automobiles in 2030 compared with 2021.

The move deepens an existing obligation on the car industry to lower CO2 discharges by 37.5 percent on an average by the end of the decade.

Trideset srebrnjaka

Trideset srebrnjaka i dvije priče u jednom postu. Tada jedan od Dvanaestorice imenom Juda Iškariotski, ode glavarima svećeničkim te im reče: "Što ćete mi dati, pa da vam ga izdam?" Oni mu polože trideset srebrnika. Otad je tražio prigodu da ga izda. (Matej 26, 14.)

Čitam da proizvodnja prirodnog plina iz nove bušotine Ika B-1R-DIR ide super i da sve funkcionira izvrsno spajanjem na postojeće proizvodne sustave platforme IKA B. Bušotina se nalazi na plinskom polju Ika, koje je dio eksploatacijskog polja Sjeverni Jadran.

Uspješno je spojena na postojeći tvrtkin proizvodni sustav u sjevernom Jadranu, čime je osiguran ulazak novih 150.000 m³ prirodnog plina dnevno u hrvatski plinski sustav. Godišnja proizvodnja nove bušotine bit će gotovo 55 milijuna prostornih metara, što je u ovom trenutku gotovo sedam posto ukupne Inine proizvodnje plina na moru i kopnu.

Nova bušotina rezultat je Ininih aktivnosti koje su počele 2019. u sklopu 'Razradnog programa sjevernog Jadrana'. Njegova je svrha definirati sve potencijalne lokacije za nova bušenja na sjevernom Jadranu, što bi zaustavilo očekivani prirodni pad proizvodnje na sva tri Inina eksploatacijska polja na kojima je operator: Sjeverni Jadran, Marica i Izabela.

Do sada su izrađene tri nove bušotine. Ika B-1R-DIR prva je puštena u proizvodnju, a početkom travnja 2022. puštena je u proizvodnju i druga bušotina, Marica-D-DIR, čija je očekivana dnevna proizvodnja oko 40.000 m³ prirodnog plina. Treća bušotina, Irena-2, podrazumijeva potencijalnu gradnju nove platforme, o čemu će biti odlučeno nakon realizacije cijelog programa u idućim godinama. Super, zar ne?

Proizvodne platforme eksploatacijskog polja Sjeverni Jadran od godine 2015.

PROIZVODNE PLATFORME 

PLINSKO POLJE IVANA

Platforma Ivana A

Platforma Ivana B 

Platforma Ivana C

Platforma Ivana D

Platforma Ivana E 

Platforma Ivana K

PLINSKA POLJA IKA I IDA

Plinsko polje Ika 

 Platforme Ika A, Ika B, Ida A, Ida B, Ida C

Platforma Ika A 

Platforma Ika B

Plinsko polje Ika JZ 

Platforma Ika JZ 

Plinsko polje Ida 

Platforma Ida A 

Platforma Ida B

Platforma Ida C

PLINSKO POLJE ANNAMARIA 

Platforma Annamaria A

PLINSKO POLJE IRINA

Platforma Irina 

PLINSKO POLJE ANA – VESNA

Platforma Vesna

Platforma Ana 

Unutar Eksploatacijskog polja Sjeverni Jadran od 2015. godine nalazi se osam plinskih polja na kojima je raspoređeno 15 proizvodnih i jedna servisna (kompresorska) platforma. Većina platformi, njih devet, je tipa monopod odnosno imaju postolje s jednom nogom. Po tri platforme imaju postolja sa četiri odnosno tri noge. 

Na plinskom polju Ivana postoji pet proizvodnih te jedna kompresorska platforma koja je mostom povezana s centralnom platformom Ivana A plinskog polja Ivana. Prva proizvodna platforma eksploatacijskog polja Sjeverni Jadran puštena u rad 1999. godine je platforma Ivana A. Ukupno je na polju Ivana proizvedeno 8 498 913 771 m3 plina iz 12 bušotina od 9 769 019 990 m3 utvrđenih rezervi plina. 

Na plinskom polju Ika nalaze se dvije proizvodne platforme koje su od 2006. godine proizvele 2 088 127 899 m3 od 4 237 milijuna m3 plina, u početku iz šest, a kasnije pet bušotina. Plinsko polje Ika JZ nalazi se u blizini polja Ika, i sadrži jednu proizvodnu platformu koja je proizvela ukupno 131 525 199 m3 plina od ukupno 2 966 milijuna m3 plina iz pet bušotina. Ika JZ je ujedno i najnovija proizvodna platforma eksploatacijskog polja Sjeverni Jadran, a puštena je u proizvodnju 2014. godine. 

Plinsko polje Ida sadrži tri platforme Ida A, B i C koje su od 2006. godine iz šest bušotina proizvele 1 571 160 910 m3 plina od 4377,013 milijuna m3 utvrđenih rezervi plina. 

Plinsko polje Annamaria zajedničko je s Republikom Italijom, pritom hrvatski dio polja čini 51%, a talijanski 49%. Na hrvatskom dijelu nalazi se platforma Annamaria A, a na talijanskom Annamaria B. Annamaria A je do sada proizvela 2 214 172 586 m3 plina iz šest bušotina od 16 258 milijuna m3 utvrđenih rezervi plina. 

Na plinskim poljima Irina, Ana i Vesna nalazi se po jedna proizvodna platforma. Njih tri zajedno daju ukupnu proizvodnju od 715 651 846 m3 plina. Plinsko polje Ivana je najveće polje s najvećom ukupnom proizvodnjom plina. Plinsko polje Ika zajedno s poljem Ika JZ daje drugu najveću proizvodnju. Skoro isti volumen plina dala je platforma Annamaria A. 

Plinsko polje Ida sa svoje tri platforme nalazi se na četvrtom mjestu ukupne proizvodnje. Od plinskih polja Irina, Ana i Vesna, Ana daje najveću proizvodnju, a Irina najmanju. 

Od 2016. godine raste broj bušotina i na kopnu, što je do sada rezultiralo komercijalnim otkrićem plinskog ležišta pokraj mjesta Severovci s izmjerenom količinom plina od 53 tisuće kubičnih metara na dan.

 INA u rujnu 2022. kreće u novu kampanju bušenja u sjevernom Jadranu, planira se uložiti dvije miliarde kuna u izgradnju novih bušotina i platformi. 

Što se tiče Ivane D, bušotina će biti zacementirana i likvidirana početkom iduće godine, a Institut Ruđer Bošković izradio je studiju kojom se predlaže da se sama platoforma ostavi na dnu kao umjetan greben. 

Prema nezavisnim analizama koje su proveli Bureau Veritas te Fakultet strojarstva i brodogradnje u Zagrebu, zaključak je da je do pada platforme Ivana D, došlo sinergijskim djelovanjem više čimbenika. Sam dizajn je bio adekvata za vrijeme koje je u tom trenutku vladalo na Jadranu, međutim svi smo svjesni tijekom zadnjih 20 godina da je došlo do ekstremnih promjena vremenskih uvjeta. Dodatno, uočene su nekonzistentnosti u materijalu od kojih su platforme izrađene kao i određene pogreške u izvedbi zavara na samim pilonima. Sve to zajedno dovelo je do platforme Ivane D. Korozija i održavanje otklonjeni su kao uzroci pada. Ostale platforme u Jadranu su sigurne zbog znatnih razlika u dizajnu i izvedbi u odnosu na Ivanu D.

INA - Industrija nafte d.d. Zagreb (INA), poznata i pod nazivom INA Matica, dioničko je društvo u potpunom vlasništvu Republike Hrvatske. INA je osnovana 1. siječnja 1964. godine spajanjem Naftaplina (poduzeća za istraživanje i proizvodnju nafte i plina) s rafinerijama u Rijeci i Sisku. Do konca tog desetljeća INA se proširila i na Rafineriju Zagreb, Trgovinu (poduzeće za domaću trgovinu), petrokemijske tvornice OKI i DINU, te tvornicu umjetnih gnojiva u Kutini. INA je 1974. godine pretvorena u tzv. "složenu organizaciju udruženog rada", a taj je potez zahtijevao i osnivanje nekih zasebnih poduzeća. 

U tom je obliku INA ostala do 1990. godine, kad je prema Zakonu (NN 42/90 i njegovoj nadopuni NN 61/91), postala poduzeće u državnom vlasništvu. Godine 1993, INA je postala dioničko druπtvo, u skladu sa zakonskom uredbom objavljenom u Narodnim novinama 60/93. Na dan objave ovih financijskih izvješća Republika Hrvatska 100%-tni je vlasnik dionica INE. Društvo je s Agencijom za osiguranje štednih uloga i sanaciju banaka potpisalo sporazum o financijskom restrukturiranju, koji je stupio na snagu 31. prosinca 1996. godine, kojim je INA prestala biti vlasnikom većine svojih udjela u organskoj i anorganskoj petrokemiji, turizmu i bankarstvu, a Agencija je za za uzvrat preuzela neke njezine dugoročne obveze po kreditima i kamatama. 

Hrvatska Vlada je preuzela 11. ožujka 2002. godine, udjel u ININOM ovisnom društvu Plinacro d.o.o., zajedno s 21,37% udjela u društvu JANAF d.d., koje posjeduje i upravlja jadranskim sustavom naftovoda, u zamjenu za dugoroćni kredit od Londonskog i Pariškog kluba u iznosu od 172 milijuna američkih dolara (1.438 milijuna kuna). 

Hrvatski Sabor donio je Zakon o privatizaciji INA Industrije nafte d.d. 19. oæujka 2002. godine (Narodne Novine 32/02) koji regulira provođenje privatizacije INE d.d. prodajom do najviše 25% plus jedne dionice strateškom partneru, prodajom najmanje 15% dionica u postupku javne ponude, prodajom do najviše 7% sadašnjim i bivšim zaposlenicima društava članica INA Grupe, prijenosom bez naknade 7% dionica hrvatskim braniteljima i članovima njihovih obitelji, a od preostalih 21% izuzet če se potreban broj dionica za naknadu bivšim vlasnicima, a preostale dionice će se prodati ili zamijeniti sukladno odlukama Vlade uz pristanak Sabora. 

Republika Hrvatska će zadržati vlasništvo nad 25% plus jednu dionicu INE, koje će biti privatizirane u skladu s posebnim zakonom nakon što Hrvatska postane član Europske Unije. 

Tijekom 2002. godine, Hrvatska Vlada je raspisala međunarodni natjećaj za prodaju 25% plus jednu dionicu strateškim ulagačima, i primila ponude od zainteresiranih kupaca za kupnju takvog strateškog udjela u INI. 

Dalje znate i sami. U potpuno razumljivoj atmosferi sklonoj propagandnom izvještavanju o krvavoj invaziji na Ukrajinu, u mainstream medijima tako se pretežito ne polemizira o mogućim negativnim učincima sankcija Rusiji, nego je taj prostor rasprave prepušten neovisnim izvorima.  Hrvatske Jude pa ni sama Republika Hrvatska i njeni građani ne trebaju se previše zavaravati o nekim superprofitima zahvaljujući LNG-u i ovim platformama jer ti profiti ne mogu nadomjestiti jeftiniji plin, ali ćemo barem moći računati na nešto sigurniju opskrbu.

...izdao ga je, u Getsemanskom vrtu, gdje je Isus molio s apostolima. Uhvatili su ga, odveli pred Pilata, osudili, okrutno mučili i na koncu razapeli. Shvativši što je napravio, Juda se pokajao i odluči vratiti 30 srebrnjaka visokim svećenicima i starješinama. Ali oni ga odbiju. "Što se to nas tiče? To je tvoja stvar!", rekli su mu. Juda baci srebrnjake, ode i objesi se...

Toliko i hvala. 

Permaculture Management Consultant

Clients need a better understanding of what consulting assignments can accomplish. They need to ask more from such advisers, who in turn must learn to satisfy expanded expectations. This article grows out of current research on effective consulting, including interviews with partners and officers of five well-known firms. It also stems from my experience supervising beginning consultants and from the many conversations and associations I’ve had with consultants and clients in Croatia and abroad. These experiences lead me to propose a means of clarifying the purposes of management consulting. When clarity about purpose exists, both parties are more likely to handle the engagement process satisfactorily.

A Hierarchy of Purposes

Management consulting includes a broad range of activities, and the many firms and their members often define these practices quite differently. One way to categorize the activities is in terms of the professional’s area of expertise (such as competitive analysis, corporate strategy, operations management, or human resources). But in practice, as many differences exist within these categories as between them. Another approach is to view the process as a sequence of phases—entry, contracting, diagnosis, data collection, feedback, implementation, and so on. However, these phases are usually less discrete than most consultants admit. Perhaps a more useful way of analyzing the process is to consider its purposes; clarity about goals certainly influences an engagement’s success. 

Exhibit A hierarchy of consulting purposes

Purposes 1 through 5 are generally considered legitimate functions, though some controversy surrounds purpose 5. Management consultants are less likely to address purposes 6 through 8 explicitly, and their clients are not as likely to request them. But leading firms and their clients are beginning to approach lower-numbered purposes in ways that involve the other goals as well. Goals 6 through 8 are best-considered by-products of earlier purposes, not additional objectives that become relevant only when the other purposes have been achieved. They are essential to effective consulting even if not recognized as explicit goals when the engagement begins.

Moving up the pyramid toward more ambitious purposes requires increasing sophistication and skill in the processes of consulting and in managing the consultant-client relationship. Sometimes a professional tries to shift the purpose of an engagement even though a shift is not called for; the firm may have lost track of the line between what’s best for the client and what’s best for the consultant’s business. But reputable consultants do not usually try to prolong engagements or enlarge their scope. Wherever on the pyramid, the relationship starts, the outsider’s first job is to address the purpose the client requests. As the need arises, both parties may agree to move to other goals.

1. Providing Information

Perhaps the most common reason for seeking assistance is to obtain information. Compiling it may involve attitude surveys, cost studies, feasibility studies, market surveys, or analyses of the competitive structure of an industry or business. The company may want a consultant’s special expertise or the more accurate, up-to-date information the firm can provide. Or the company may be unable to spare the time and resources to develop the data internally.

2. Solving Problems

Managers often give consultants difficult problems to solve. For example, a client might wish to know whether to make or buy a component, acquire or divest a line of business, or change a marketing strategy. Or management may ask how to restructure the organization to be able to adapt more readily to change; which financial policies to adopt; or what the most practical solution is for a problem in compensation, morale, efficiency, internal communication, control, management succession, or whatever.

3. Effective Diagnosis

Much of management consultants’ value lies in their expertise as diagnosticians. Nevertheless, the process by which an accurate diagnosis is formed sometimes strains the consultant-client relationship since managers are often fearful of uncovering difficult situations for which they might be blamed. Competent diagnosis requires more than an examination of the external environment, the technology and economics of the business, and the behavior of nonmanagerial members of the organization. The consultant must also ask why executives made certain choices that now appear to be mistaken or ignored certain factors that now seem important.

4. Recommending Actions

The engagement characteristically concludes with a written report or oral presentation that summarizes what the consultant has learned and that recommends in some detail what the client should do. Firms devote a great deal of effort to designing their reports so that the information and analysis are clearly presented and the recommendations are convincingly related to the diagnosis on which they are based. Many people would probably say that the purpose of the engagement is fulfilled when the professional presents a consistent, logical action plan of steps designed to improve the diagnosed problem. The consultant recommends, and the client decides whether and how to implement it.

5. Implementing Changes

The consultant’s proper role in implementation is a matter of considerable debate in the profession. Some argue that one who helps put recommendations into effect takes on the role of manager and thus exceeds consulting’s legitimate bounds. Others believe that those who regard implementation solely as the client’s responsibility lack a professional attitude since recommendations that are not implemented (or are implemented badly) are a waste of money and time. And just as the client may participate in diagnosis without diminishing the value of the consultant’s role, so there are many ways in which the consultant may assist in implementation without usurping the manager’s job.

6. Building Consensus & Commitment

Any engagement’s usefulness to an organization depends on the degree to which members reach accord on the nature of problems and opportunities and on appropriate corrective actions. Otherwise, the diagnosis won’t be accepted, recommendations won’t be implemented, and valid data may be withheld. To provide sound and convincing recommendations, a consultant must be persuasive and have finely tuned analytic skills. But more important is the ability to design and conduct a process for (1) building an agreement about what steps are necessary and (2) establishing the momentum to see these steps through. An observation by one consultant summarizes this well.

7. Facilitating Client Learning

Management consultants like to leave behind something of lasting value. This means not only enhancing clients’ ability to deal with immediate issues but also helping them learn methods needed to cope with future challenges. This does not imply that effective professionals work themselves out of a job. Satisfied clients will recommend them to others and will invite them back the next time there is a need.

8. Organizational Effectiveness

Sometimes successful implementation requires not only new management concepts and techniques but also different attitudes regarding management functions and prerogatives or even changes in how the basic purpose of the organization is defined and carried out. The term organizational effectiveness is used to imply the ability to adapt future strategy and behavior to environmental change and to optimize the contribution of the organization’s human resources.

If you are interested in hearing more about how we can help you install an agroforestry system, implement a whole-farm water management system, or otherwise find and execute solutions in the areas of agriculture and natural solutions, please contact us at solarserdar@gmail.com.