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Fish

Best possible health and welfare

Fish

Traditionally, fish farming has been divided into three categories: extensive, semi-intensive and intensive, depending on the degree of human interaction and control of the fish and the production regime. With RAS, we can say that we have entered ultra-intensive aquaculture. With RAS, we have entered ultra-intensive aquaculture, with the highest degree of human intervention and control.  In such systems it is especially important to respect the physiological needs and limits of the fish. They are living animals with their own physiological needs and limits. They are protected by the same animal welfare legislation as cattle, cats and dogs. The health and welfare of fish is perhaps the most important element of sustainability in aquaculture.

Fish welfare

Under Norwegian aquaculture legislation, all companies serving the Norwegian fish farming industry are only allowed to do so if their equipment and/or services do not compromise the health and welfare of the fish. At Pure Salmon Technology, the Fish welfare department is responsible for ensuring this. Our team includes an immunologist, a veterinarian, a fish health biologist and a parasitologist. We work closely with the company’s process engineers, mechanical designers, electrical and automation engineers, and commissioning team, to ensure that fish welfare aspects are taken into account at every stage of our deliveries.

The fish and the microbiom

We have entrusted the vital conversion of the toxic ammonia excreted by fish to the nitrifying bacteria kept in the bioreactors of the RAS plants. The microbial community undergoes natural succession and needs time to mature and stabilize. Keeping the bioreactor stable over time compromises the “all in – all out” principle generally favored in fish farms. However we believe that running a RAS plant is all about working with bacteria. This means that stimulating nitrification is the best way to combat the heterotrophic pathogens potentially present in fish. Disinfection of bioreactors should therefore only be carried out when there is an urgent need for a fresh start.

Hygienic design and resource friendly disinfection

Although we liken our bioreactors to vintage wines that improve with age, we fully recognize that thorough cleaning and disinfection may be necessary at some point. In this case, it is important that the entire procedure is resource-friendly in terms of direct costs and use of energy, human resources, chemicals, water and time. The latter includes the time needed to restart and mature the bioreactors. In collaboration with our business partner, we have carried out the complete remediation of RAS plants, and have the knowledge and resources to carry out such processes from start to finish.

Internal escapes - the hidden biosecurity risk

Even if the bioreactors are not disinfected between bathes of fish, keeping the fish tanks empty for a while between batches (i.e. fallowing) is an essential part of the “all-in all-out” principle. The fallowing periods should ideally have a duration long enough to allow the life cycle of fish pathogens to be broken. Fallowing is most useful for organisms with an obligate parasitic life cycle, such as viruses and several parasitic protists. Many of these can only survive for a short period of time if no hosts (fish) are present. The problem is, however, that fish can be present in a RAS-facility despite the fish tanks having been emptied. Internal escapees, so called pipe fish, are often seen in the water treatment department in RAS facilities. Live fish have been found in the pipes, in the bioreactors, in the pump sump and even the oxygen cones in the water treatment plant. These fish can serve as pathogen reservoir (healthy carriers), effectively ruining any attempts to fallow a whole department. Based on laboratory experiments and a full-scale pilot test, Pure Salmon Technology has developed a protocol for effective and bioreactor-friendly culling of pipe fish using an overdose of anaesthetics.

Production related disorders

In salmon hatcheries and other land-based facilities using disinfected intake water, infection diseases are much less common than in open net cage farming. Production related disorders, however, are the main causes of mortality, reduced welfare, and reduced growth in salmon hatcheries. Production related disorders are problems caused by the water quality, the technology used, or the applied production regime. In short – conditions that we (farmers and suppliers) must take the responsibility to improve. Pure Salmon Technology takes this responsibility and contributes to solving problems such as nephrocalcinosis, haemorrhagic smolt syndrome, fin erosion, heart deformities, operculum shortage and other deformities, and water quality issues, in cooperation with partners.

Good looks are important

Well-conditioned, well-proportioned, and good-looking fish is important. Eroded fins and gills, deformations, scale losses and wounds, huge size differences and other observable flaws don’t lie. Low scores on such welfare indicators tell that the fish experiences sub-optimal conditions linked to mechanical impacts in tanks and transport pipes, aggression, feed distribution, water flow, temperature regime etc. Including the fish welfare indicators in the NJORD control system, helps farmers producing good looking and healthy fish.
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Xavier Govare

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Chairman, Pure Salmon France

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"Over 30 years of experience in the food industry, including 15 years as Chairman and CEO of Labeyrie Fine Foods (LFF) Group."

  • Over 30 years of experience in the food industry, including 15 years as Chairman and CEO of Labeyrie Fine Foods (LFF) Group.
  • Chairman and CEO of the Labeyrie Fine Foods Group since 2002, Chief Executive Officer since 2000, and Sales and Marketing Director from 1989 to 1999. Significant shareholder of the LFF Group since 1999.
  • Business leader who led the creation, in 27 years, of Labeyrie Fine Foods, a well-recognised food group, through aggressive organic growth policies, as well as 12 acquisitions and creation of synergies:
  • Turnover increased from EUR 30M in 1989 to EUR 1.1 Billion in 2016
  • EBITDA X 30 in 25 years
  • Expert in strategic vision, marketing strategy, brand development, private label, sales strategy, product innovation, as well as in P&L, and Working Capital & Investment management.
  • Excellent knowledge of European markets, of food customers and consumers in supermarkets, in food service distribution, and in specialised channels.
  • Great knowledge of the industrial food sector with more than 20 factories under management.
  • Expert in bank financing and high-yield debt raising.
  • Experiences with 3 types of shareholders: Listed company (France and Iceland), Company under LBO (3 different sponsors), Private company (foreign shareholders).

LFF Group’s main companies: Lyons Seafoods, Farne of Scotland, Labeyrie, King Cuisine, Père Olive, Blini, Le traiteur Grec, Delpierre, Labeyrie Traiteur Frozen, Salé Sucré.

Track Record: 

  • Building of a benchmark food group in Europe with the vision of being the leader of Pleasure and Trendy Food sector.
  • Turned around a loss making company in 1989 into a solidly and continuously profitable company for the last 25 years since then.
  • Internationalization of the LFF Group. Exclusively French until 2000, LFF is today international with 45% of turnover originated outside of France.
  • Business diversification: smoked salmon and foie gras until 2000, multi-product and multi-market today.
  • Building, year after year, of solid leadership positions in all its markets and in several countries, with very strong brands in terms of image and reputation: Labeyrie, Blini, Delpierre, Farne of Scotland, Lyons Seafoods, Père Olive, etc.
  • Successful and continuous management of the Group with 6 shareholding changes over the last 17 years and several refinancing of all types.
  • Creation of a very professional management team, that is committed, senior, and loyal to the group, with a shareholding stake of up to 15%.
  • Close and regular management of a team of 7 General Managers, each in charge of their Business Unit and surrounded by a comprehensive management teams.
  • Management of the Group’s Finance and Administration Unit in charge of group financing, of the consolidation of Business Units’ results, of group management control, and of shared support functions between the Business Units.
  • Responsible for the management of the industrial Investment plan of EUR 35M per year.
  • Performance management within highly framing Business Plans and Budgets.

Directorships: Snacks International, SIA Group Savencia Fromages and Dairy, Logismose Meyers Denmark, Alliance Etiquettes and Family Service.

  • Over 30 years of experience in the food industry, including 15 years as Chairman and CEO of Labeyrie Fine Foods (LFF) Group.
  • Chairman and CEO of the Labeyrie Fine Foods Group since 2002, Chief Executive Officer since 2000, and Sales and Marketing Director from 1989 to 1999. Significant shareholder of the LFF Group since 1999.
  • Business leader who led the creation, in 27 years, of Labeyrie Fine Foods, a well-recognised food group, through aggressive organic growth policies, as well as 12 acquisitions and creation of synergies:
    o Turnover increased from EUR 30M in 1989 to EUR 1.1 Billion in 2016
    o EBITDA X 30 in 25 years
  • Expert in strategic vision, marketing strategy, brand development, private label, sales strategy, product innovation, as well as in P&L, and Working Capital & Investment management.
  • Excellent knowledge of European markets, of food customers and consumers in supermarkets, in food service distribution, and in specialised channels.
  • Great knowledge of the industrial food sector with more than 20 factories under management.
  • Expert in bank financing and high-yield debt raising.
  • Experiences with 3 types of shareholders: Listed company (France and Iceland), Company under LBO (3 different sponsors), Private company (foreign shareholders)

LFF Group’s main companies: Lyons Seafoods, Farne of Scotland, Labeyrie, King Cuisine, Père Olive, Blini, Le traiteur Grec, Delpierre, Labeyrie Traiteur Frozen, Salé Sucré.

Track Record: 

  • Building of a benchmark food group in Europe with the vision of being the leader of Pleasure and Trendy Food sector.
  • Turned around a loss making company in 1989 into a solidly and continuously profitable company for the last 25 years since then.
  • Internationalization of the LFF Group. Exclusively French until 2000, LFF is today international with 45% of turnover originated outside of France.
  • Business diversification: smoked salmon and foie gras until 2000, multi-product and multi-market today.
  • Building, year after year, of solid leadership positions in all its markets and in several countries, with very strong brands in terms of image and reputation: Labeyrie, Blini, Delpierre, Farne of Scotland, Lyons Seafoods, Père Olive, etc.
  • Successful and continuous management of the Group with 6 shareholding changes over the last 17 years and several refinancing of all types.
  • Creation of a very professional management team, that is committed, senior, and loyal to the group, with a shareholding stake of up to 15%.
  • Close and regular management of a team of 7 General Managers, each in charge of their Business Unit and surrounded by a comprehensive management teams.
  • Management of the Group’s Finance and Administration Unit in charge of group financing, of the consolidation of Business Units’ results, of group management control, and of shared support functions between the Business Units.
  • Responsible for the management of the industrial Investment plan of EUR 35M per year.
  • Performance management within highly framing Business Plans and Budgets.

Directorships: Snacks International, SIA Group Savencia Fromages and Dairy, Logismose Meyers Denmark, Alliance Etiquettes and Family Service.