9 results
People

Blue Economy CRC (Huon Aquaculture)

Project number: 2019-211
Project Status:
Current
Budget expenditure: $500,000.00
Principal Investigator: Matthew Whittle
Organisation: Huon Aquaculture Group Ltd
Project start/end date: 29 Apr 2020 - 30 Oct 2029
Contact:
FRDC

Need

Commercial in confidence. To know more about this project please contact FRDC.

Objectives

Commercial in confidence

Controlled advance of out of season Atlantic salmon (Salmo salar) brood stock spawning through manipulation of environmental cues using RAS technology (Huon Aquaculture Company)

Project number: 2018-113
Project Status:
Completed
Budget expenditure: $2,153,300.00
Principal Investigator: David Mitchell
Organisation: Huon Aquaculture Group Ltd
Project start/end date: 9 Jan 2019 - 30 Sep 2021
Contact:
FRDC

Need

Need
As demonstrated above, altered hatching time combined with larger onshore facilities has the potential to improve the profitability and sustainability of Huon’s operations, and may form the model for production in the Tasmanian industry. Previous Huon in-house production scale trials have advanced spawning by up to 10 weeks, but the fertilisation rate for advanced fish is 60-65% compared to normal ambient fertilisation rates in the 80-90% range. Huon has successfully delayed broodstock by six weeks previously to produce two pens of spring smolt, but has not combined this with reduced incubation temperature, which is a known risk factor for lifecycle fish performance and deformity. Continued work is required to optimise the environmental conditions and understand the factors involved in spawning success. The inability to produce a predictable outcome in terms of advancement and viability is costly and creates difficulties with production planning.
In order to understand what variables impact fecundity and whether modification of spawning and hatching times has long-term impacts on fish health and performance, commercial scale trials over the lifecycle of the fish are required. In order to do this, a minimum of two (replicate) production pens of fish must be produced for each treatment. Huon has a limited ability to maintain multiple controlled spawning regimes concurrently. A RAS is required as fluctuations in environmental conditions in flow through systems (such as Lonnavale) are extraneous variables that make comparison difficult. Huon owns one facility that is suitable for control of spawning time, the Springfield broodstock facility. This unit provides environmental stability and predictability as the water from all tanks is treated and temperature controlled in the one plant, but only one water temperature can be maintained. Delivering different photoperiod regimes to different tanks within the system is difficult, requiring curtains or screens to be erected along with controllers for the lights in and above each individual tank/section.

Huon has investigated building a twenty tank broodstock facility and priced the construction project at $6,300,000 for labour, materials, plant and equipment, IT and consultants. Such a facility would have the same limitations as the Springfield unit in terms of its inability to test more than one variable in advancement method. Huon would be committed to producing two levels of advancement for the foreseeable future, and it is not yet known what the production mix will be going forward (based on sales channels, managing smolt windows and maturity, and best managing biosecurity). In the long term Huon will invest in such a facility, however, it is crucial that the controlled spawning process and the production plan is fully understood before this investment is made.

In order to provide the ability for three treatments to be compared, Huon Aquaculture is looking to lease two RAS units in addition to the Springfield Broodstock RAS;
• The Tasmanian Eel Exporters, RAS Facility, Bagdad
• The Inland Fisheries Service, RAS Trial Facilities, New Norfolk

Outcomes from these two facilities will be compared with the Springfield advanced RAS facility, Springfield ambient flow through, Lonnavale flow through and a Lonnavale combination where brood are held in flow through and moved into controlled conditions in the November before spawning. The comparison will look at immediate spawning success, as well as lifecycle economic and environmental outcomes. Increased propensity for maturation is the most likely negative outcome with both methods of increasing smolt size.

Objectives

1. Producing eggs with a ten-week advance and a viability of over 80%
2. Producing 500-1000g advanced out of season smolt
3. Maximise the economic value derived from Whale Point
4. Develop knowledge that informs future investment in RAS for both brood stock and large smolt
5. Quantify the increase in Huon’s overall biomass resulting from Whale Point, and the optimal level/levels of advancement to improve this
6. Investigating alternative light and temperature profiles and their impact on maturation rate
7. Investigate the amount of time required for the brood stock to adjust to a new temperature and photoperiod profile

Final report

Author: David Mitchell
Final Report • 2024-07-25
2018-113-DLD.pdf

Summary

Tasmania’s available areas of sheltered Atlantic salmon (Salmo salar) marine lease space are highly utilised
with collaborative research recommending greater utilisation of onshore recirculating aquaculture 
systems (RAS) combined with expansion into offshore areas to produce more biomass. This has led to 
Huon Aquaculture to expand into the more dynamic offshore environment of Storm Bay and developing 
the Whale Point nursery. A $45-million-dollar state of the art Atlantic salmon (Salmo salar) recirculating 
aquaculture system (RAS). This expansion has resulted in the need to stock larger more robust post smolt 
which are capable of better tolerating the harsh offshore marine environment with the aim of stocking at 
sea for less than twelve-months. Therefore, Huon Aquaculture conducted experimentation on 
manipulating the timing of brood stock spawning by placing them under an artificial temperature and 
photoperiod regime that mirrors an ambient regime but is offset by a number of weeks (offset is measured 
in relation to summer solstice) in Huon’s New Norfolk and Bagdad freshwater RAS hatcheries. The intended 
outcome was to advance the timing of spawning by six, ten and fourteen-weeks and delay spawning by six 
and fourteen weeks. In combination with changing day length, egg incubation time was also manipulated 
by chilling the eggs to slow development. The ability to advance or delay hatching and first feeding time 
gives Huon the potential to produce larger, early smolt and use the new Whale Point nursery facility to 
house these larger smolt. The final outcome was to provide Huon with a longer and more flexible stocking 
period, the ability to fill market gaps throughout the production year, produce large robust smolt that 
spend less time at sea and an increase in end biomass. The trial was deemed a success, with smolt being 
produced with a six, ten and fourteen-week advance and a ten and fourteen-week delay with some cohorts 
spending less than twelve-months at sea. However, both the advanced and delayed stock had a lower 
maturity rate, lower fertilisation rate and higher mortality in incubation that will require further 
investigation and fine tuning to optimise the process. 

Assessing the people and capability framework for the aquaculture industry

Project number: 2016-148
Project Status:
Completed
Budget expenditure: $230,000.00
Principal Investigator: Tony Baker
Organisation: Huon Aquaculture Group Ltd
Project start/end date: 19 Jun 2017 - 30 Mar 2019
Contact:
FRDC

Need

Huon has identified through employee interviews a need to focus on developing our current and future leader’s skill sets. Many of our Leaders hold extensive Aquaculture qualifications however many have not participated in Leader specific development nor are aware of career succession pathways. Furthermore, should an employee have an idea to make an improvement or better utilise a tool of trade/technology they don’t know who to share the idea with.

For Huon to be equipped for the future a focus and plan is needed now.
As outlined in the FRDC People Development Program (2008-2013), the following points are still relevant in the aquaculture industry and present at Huon:
• There is a shortage of industry leaders in all sectors of the aquaculture industry;
• The aquaculture industry has a poor performance in the uptake of formal training, and apprenticeships;
• The aquaculture industry will need to learn from other industries that have embraced a knowledge and innovation culture; and
• Existing leadership programs are inaccessible to most, either through limited availability or expensive course fees.

To address these opportunities Huon wants to invest in introducing an innovation and new ideas program. This will create the governance around structuring ideas and nurture employee’s innovation. This will additionally enable employees to feel comfortable expressing their ideas knowing there is a systematic approach applied to all requests received and reviewed.

The Aquaculture Leaders Program will be designed specifically around enhancing current Leadership capability, providing the leader cohort with skills in managing team performance and motivating employees by the introduction of coaching standards. Generally, random acts of training across an organisation fail. If no behavioural growth practises are developed. This will be an important consideration in the design of the training program so that the new learning is embedded. Furthermore, to ensure that training decay doesn’t occur, a set of post training accountability activities will be developed to encourage application of skills post training.

Objectives

1. To develop an Aquaculture Leaders Program that will not only upskill leaders but strategically plan future leader succession.
2. Furthermore, create an environment at Huon where idea generation is streamlined and all ideas for process improvement, cost reduction savings or new ways of working are reviewed and managed by a dedicated approach.
3. The Program will be focused on designing training content to:• Strengthen leaders to the next revolution in people leadership
• Extract value from the leadership workforce by empowering them with new skills to motivate and influence their people
• Create an Aquaculture Leaders Program that is industry specific and contextualised
• Design and implement a development pathway for current and future industry leaders
• Strengthen leader’s skill sets in managing teams, change resilience, personal performance and leadership fundamentals
• Implementing an Innovation Program and designing the appropriate support framework to automate and operationalise it
and• Define and develop a Leader Succession Program to strategically place Industry leaders of the future.

Final report

ISBN: 978-0-646-80871-0
Author: Natalie Chee Quee
Final Report • 2019-11-15 • 1.04 MB
2016-148-DLD.pdf

Summary

Foreword
The following report has been developed by Huon Aquaculture as a summary of findings from the ‘Assessing the people and capability framework for the aquaculture industry’ project. 
This project is of huge importance for Huon and the aquaculture industry as a whole, as it explores leadership and people development, especially where the report’s findings will be embedded or operationalised within an organisation.
The findings from this project provide insights into the key learnings identified in the project facilitated by Huon.
Some key findings include:
  • Design of resilient people and leadership development frameworks to support constantly evolving and changing roles;
  • The importance of engagement and understanding leadership motivation;
  • Operationalising a leadership program across multifunctional teams, the learnings and skill sets;
  • Establishing a transferable Succession Planning Framework to meet future skill requirements with a significant focus on leadership competencies;
  • Developing a retention strategy and career pathways program;
  • How a workforce can operationalise innovation; and
  • Lessons learnt from this project.
Results/key findings 
Future leadership development programs often require a change in organisational culture and seamless change is notoriously difficult to deliver, so senior leader commitment was crucial to the project, especially when staff were taken away from business as usual. 
Facilitating a Leadership Program within an organisation also requires consultation on training with minimal operational impact. This point required maximum attendance and the Huon Leaders Program achieved attendance rates just short of 100%. This attendance rate is testament to the enthusiasm of participants and their proactive engaging in all content. 
Introducing a Leadership Program is not a one-off activity, it needs to be strategically placed into the people development cycle within an organisation. In Huon’s case, the Leader Development Program will continue to evolve as leaders across the organisation provide feedback and share their developmental needs. Huon have also asked for an emerging leaders’ program, so team members can be developed at an early stage of their career. To continue the growth of leaders, post the Leaders Program is a robust Succession Planning Framework to stretch and grow leader skill sets.
The project resulted in Huon gaining increased self-awareness and leadership skills from the existing workforce, whilst also helping to revitalise innovation across the organisation. 

The Innovation Program enables Huon to connect with all employees and provide them with an avenue to innovate and help build Huon and the aquaculture industry. 

Implications for relevant stakeholders
  • People development frameworks require Executive Team support to ensure the programs are embedded into the organisation. In Huon’s instance, the work was interconnected, therefore project management and stakeholder management were key when facilitating the project.
  • Traditionally, employees have undertaken training aligned to some form of certification. In this instance, the focus often shifts to assignment completion and not on using the new skills learned. The Huon Leaders Program was focused on operationalising learning and providing tools and approaches to leading teams able to be immediately applied. 
  • Succession Planning frameworks and career pathways require maintenance and ongoing commitment from the Human Resources Team to oversee and manage the work. Simply deploying any framework across an organisation will therefore be insufficient.
  • Innovative workplaces should be encouraged with Innovation Programs to provide an exceptional platform to foster on-going innovation. Without the introduction of structure and rigour within any Innovation Program, this may affect the organisations engagement and culture. 
Recommendations 
This project resulted in a number of frameworks for industry partners to review and adopt 
however, spending time reflecting on existing processes and practises is critical to success.

The programs are designed so others can use, accepting this should be contextualised to an 
organisation.

Consideration to other internal people development activities and their alignments is an important element, leadership development is not a stand-alone activity. 
 
There are additional materials that were developed for this project, should anyone wish to obtain these please contact the FRDC. 

Huon: Design and testing of well-boat bathing systems including the development of full freshwater re-circulation capability, and, the safe and reliable use of hydrogen peroxide treatment in both seawater and reusable freshwater baths for Atlantic Salmon

Project number: 2014-247
Project Status:
Completed
Budget expenditure: $500,000.00
Principal Investigator: Guy Westbrook
Organisation: Huon Aquaculture Group Ltd
Project start/end date: 14 Jun 2015 - 29 Sep 2016
Contact:
FRDC

Need

The present project relates principally to Programs 1 (Environment) & 2 (Industry) of the FRDC’s Strategic priority areas. Specifically the project will increase the gross value of production, profit margins, productivity and opportunity (Theme 7) for Huon, through providing the company with a means to expand operations into offshore and more exposed fish farming areas. The successful use of the well-boat also extends to Theme 1 through providing a means to prevent and manage disease incursions through providing a biosecure vessel for transferring fish between marine sites.

On a broad operational level the project is needed in order to:
1) Allow the company to expand offshore
2) Ensure the cost effective use of the well-boat at inshore and offshore sites
3) Provide low risk SOP’s for bathing on board the well-boat

To make the use of the well-boat cost effective Huon has to both reduce the time for bathing so that more baths can be undertaken during appropriate weather conditions, and the well boat has to be able to reuse freshwater or find a method for bathing in seawater that will greatly reduce the need to return to shore-based freshwater fill stations to re-load with freshwater as all fill stations are at least 50kms from the exposed water sites.

Objectives

1. Design and test a water quality treatment system that allows multiple reuse of freshwater in well-boat bathing operations.
2. Adapt previous experience and experimentation of the use of Hydrogen peroxide as a therapeutant in both fresh and seawater bathing into Huon’s well-boat operations, including devising mechanisms and systems for freshwater reuse during treatment.
3. Provide detailed SOP’s for the previous objectives.

SCRC: Visiting Expert: Dr John Taylor visit to Tasmania

Project number: 2012-755
Project Status:
Completed
Budget expenditure: $0.00
Principal Investigator: David Mitchell
Organisation: Huon Aquaculture Group Ltd
Project start/end date: 26 Aug 2012 - 30 Aug 2013
Contact:
FRDC

Final report

ISBN: 978-0-9756044-0-3
Final Report • 2012-08-31 • 3.85 MB
2012-755-DLD.pdf

Summary

There is currently no research on triploidy in Atlantic Salmon being carried out in Australia, For Tasmanian growers, triploids are one of the poorer performing stock types but a necessary part of the strategy for producing the right sized harvest fish all year round. The growers hoped to achieve improved performance and quality of triploids through to harvest –faster growth, higher quality, lower deformities, higher survival, possibly enhanced breeding.

Dr John Taylor from the Institute of Aquaculture, University of Stirling in the UK was invited to visit Tasmania to share his wealth of experience in the environmental control of fish physiology and nutritional regulation of deformity. His research is industry driven and practically orientated to ensure outputs are timely, current and with the highest industrial application and impact.

Dr Taylor spent a week visiting marine sites and hatcheries where he presented a review of results from a variety of studies over the last few years, many of which are as yet unpublished. This has resulted in early access to research findings. In addition the question and answer sessions with staff were very wide ranging and gave the companies an overview of recent results of trials concerning improved salmon and trout production.

TSGA IPA: HAC: design, testing and assessment of seal exclusion systems for salmon (Salmo salar) farm netpens and leases in Tasmania

Project number: 2011-235
Project Status:
Completed
Budget expenditure: $294,399.50
Principal Investigator: Dominic O'Brien
Organisation: Huon Aquaculture Group Ltd
Project start/end date: 21 Sep 2011 - 31 May 2013
Contact:
FRDC

Need

Commercial in confidence. To know more about this project please contact FRDC.

Objectives

Commercial in confidence
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