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The database allows you to find knowledge, projects or initiatives undertaken in recent years at European, national, regional, local levels, classified by theme.

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Published by Bruno Guillaumie - CNC <b.guillaumieSPAMFILTER@cnc-france.com>

Approach

To reduce the gap that now exists between sciences and European shellfish farmers, it is first necessary to clearly understand their approach to the problems they are facing. The shellfish farmer sees his/her business under three complementary approaches:

  • A. THE SHELLFISH COMPANY: ITS TERRITORY / ENVIRONMENT
  • B. THE COMPANY AND ITS MARKET
  • C. THE COMPANY: ITS PRODUCT / PRODUCTION
Professional approach and views
Professional approach and views

A. THE SHELLFISH COMPANY: ITS TERRITORY / ENVIRONMENT

Its activity is carried out on land or at sea, but we should consider as a single territory al the space where shellfish activity is exercised. This is why the management of the water must not be limited to only quality of the marine environment but to consider overall including control of hydraulics, from the watershed to the sea

In the case of a natural environment, it is not possible to control all the parameters involved but flexibility still exists to improve a large number of them and help reduce the factors of fragility of the companies.

The themes to be considered are:

-      The quality of water:

  • Co-management of hydraulic intakes by all users,
  • Management of the trophic capability,
  • Degradation of the environment: better knowledge of the causes and their consequences on the lifecycle of enterprises,
  • Shellfish ecosystem services,

-      Access to the coast to maintain or install sustainable shellfish companies,

-      Other applied research on transversal themes requested by professionals.

B. THE COMPANY AND ITS MARKET

The themes to be considered are:

-      Meet current and future market needs by improving both qualitative and quantitative European production currently essentially positioned on fresh markets,

-      See all the possibilities of creation of added value by upgrading the current production in other markets and by the definition of new products,

-      Diversification and definition of new products (new species, parts of products, molecules from the products…) taking into account the opinion, request and trends of the consumers.

C. THE COMPANY: ITS PRODUCT / PRODUCTION

What types of businesses are the most able to meet the needs of the market. This is a major issue of the professional policy.

How to promote these types of businesses while two important risks must be taken into account:

-      A natural phenomenon of concentration which do not correspond to the culture nor the interests of the European shellfish sector,

-      The persistence of structures unable to adapt to the current context relating to consumer health and security, environmental change and its consequences, or economical trends.

The themes to be considered are:

  • Lifecycle and biology of cultivated species, including breeding and genetics,
  • Technology and innovation:
    • For hatchery production,
    • For suspended culture (baskets and ropes),
    • For seed collection,
    • For ‘offshore’ or integrated culture,
    • For harvesting,
    • For depuration, primary processing and packaging,
    • Shellfish health and pathologies,
    • Shellfish quality, consumption and human health.

 

The strategic vision for the European shellfish sector will need to be conceptualized in such a pattern that corresponds to thinking of the shellfish farmers.

The concept of extension has been proven, including in the agricultural sector, both in Europe and third countries. EUROSHELL proposes to appropriate this concept and to decline it to the specificitiesof shellfish farming.

Last modified on the Monday 30 December 2013