“We are thrilled to be among some of the top AgTech companies in the world providing innovative technological solutions to help solve global challenges in food production. We are especially proud to accept this award because it is emblematic of our efforts to create lasting and sustainable solutions that support farmers, while also positively impacting the environment,”

said MagGrow CEO Gary Wickham.

The THRIVE | Bayer Sustainability Challenge aims to identify and support key start-up and scaleup innovators like MagGrow in implementing solutions that promote sustainability. In partnership with SVG and Bayer, the collaborative is working to reduce the environmental impact of crop protection, reduce field greenhouse gas emissions, and empower smallholder farmers to access sustainable agricultural solutions. The THRIVE | Bayer Sustainability Challenge combines Bayer Crop Sciences’ sustainability commitments and THRIVE’s Global Initiative focus on the U.N. Sustainable Development Goals to promote innovations that can address pressing challenges in the global agri-food chain.

MagGrow’s core magnetic-assist technology was recognized for its ability to significantly reduce waste, improve sustainability practices, and deliver important plant protection products where they matter the most. Using the MagGrow system, growers have seen improved coverage of 40% or more compared to conventional spraying, and reduced off-target losses by up to 70%.

As the winner of the scaleup category, MagGrow received an automatic nomination for THRIVE’s TOP 50 AgTech and FoodTech listings, in addition to earning pilot project sponsorships from Bayer and access to Bayer’s investment and R&D resources. The company is also eligible to participate in future partnerships within THRIVE’s network.

The post MagGrow Wins the THRIVE | Bayer Sustainability Challenge appeared first on North America FarmQuip Magazine.

Despite the widespread prevalence of specialty crops – along with the fact they currently possess a market value of $79.8 billion (which accounts for more than 16% of total agricultural output) – so often this segment of agriculture gets overlooked.

Specialty crops explained

It’s easy to understand why. “Specialty crops” is a relatively broad term and one which encompasses many different things. According to the 2004 Farm Bill, specialty crops are defined as “fruits and vegetables, tree nuts, dried fruits, horticulture, and nursery crops (including floriculture).” Even this definition is broad, given that so many different products can fall under “fruits” and “vegetables.” And often, when we talk about agriculture, the focus finds itself aimed primarily at row crops or animal agriculture. While row crops constitute a select few crops that are oftentimes harvested with a combine and make up the majority of U.S. farmland, specialty crops are most often found in California and Florida.

However, the number of specialty crops being planted is growing more and more in areas across the United States. Recent estimates found there are now more than 184,000 specialty crop farms spanning over 10.4 million acres of farmland. Despite the fact that U.S. specialty crop production is a big part of overall U.S. agricultural production, it does face a number of significant challenges.

Learn more about AEM’s Specialty Crop Leadership Group and other leadership groups like it.

Challenges and opportunities

U.S. producers often find themselves at a disadvantage on a global (and even domestic) scale because, in most areas across the country, year-round production is impossible. And, unlike with row crops, specialty crops can’t be raised in bulk and stored to be sold throughout the year due to freshness concerns. In addition, specialty crops are often much more weather-sensitive than their counterparts. This makes them extremely vulnerable to instances like the recent extreme weather seen across the southern part of the U.S., one which resulted in specialty crop losses of more than $600 million.

To make matters worse, domestic production has also been hit hard by the ongoing trade war. The U.S. continues to import a number of specialty crop products, which drives down domestic prices, and other countries have hit U.S.-produced specialty crops with high tariffs. Meanwhile, Europe has imposed over $4 billion in tariffs on a number of U.S. products. The impacts of those tariffs could be substantial, with NC State estimating sweet potato exports alone potentially seeing a reduction of $70 million.

And, as is the case with most things, specialty crops have been negatively impacted by the ongoing COVID-19 pandemic. Before COVID-19 emerged last spring, it was estimated that Florida strawberry production alone lacked 30% of the labor it needed. Specialty crops are one of the most labor-intensive forms of agriculture that exists today. This is because most operations have a heavy reliance on H-2A temporary agricultural workers. During the pandemic, many of these workers were cut off from coming to the U.S., and those who were permitted had to have special accommodations, as producers also must provide these workers with housing as well. Even before the pandemic, however, the demand for workers had already far exceeded supply.

While numerous challenges exist, it isn’t all bad news for the specialty crop sector. An annual growth rate of 2.6% is projected over the course of the next decade, and commodity prices have already climbed nearly 40% since 2011. Ultimately, though, it remains to be seen if the challenges facing specialty crops will limit the extent to which producers are able to take advantage of opportunities for growth.

Increased innovation among equipment manufacturers

Specialty crops are often sold in the form they are harvested, largely because aesthetics matter to many consumers. This has made developing harvesting equipment even more difficult, as most people don’t want to buy bruised or damaged fruits and vegetables. As a result, several manufacturers have found ways to develop machinery that can harvest these products in a gentle enough way, so as not to damage the product. Doing so has helped make the equipment more appealing and for some specialty crop products, such as potatoes, harvesting equipment has been around for ages. However, most harvesting equipment is still relatively new and not as widely adopted.

While the mechanization of specialty crop harvesting has been slow and very difficult due to the nature of the crop and consumer expectations, a number of products are already on the market today, including harvesters from AEM member companies New Holland, Pellenc, Gregoire, The Morning Star Company and Oxbo.

Most of these machines can match the output of 20 people on a per-hour basis. This goes a long way in helping to address the labor shortages that this industry faces, while also providing a more secure and reliable source of food. In reducing labor needs, machinery also improves producer margins due to the reduced labor cost that would otherwise be needed. All in all, they make the industry more attractive from a producer standpoint through the improved margins and a worker standpoint due to reduced physical labor and better paying, skilled jobs.

The following article was written by Austin Gellings, AEM Agricultural Services Manager

Source: AEM

The post Specialty Crops: an Industry of Potential appeared first on North America FarmQuip Magazine.

Running a business in a rural area comes with some wonderful perks, such as lower crime rates, beautiful scenery to enjoy, and a sense of community connection that differs from urban areas.

However, it also comes with some unique challenges for workforce development. These can include a lack of access to broadband internet, rural “brain drain,” a lack of diversity, and limited access to educational advancement opportunities. Additionally, there may be challenges with community resources, such as transportation, childcare, health care, and housing. Although every community is different, there are still best practices supported by research and demonstrate solutions that can be considered to support and enhance the rural workforce.

There have been multiple research reports published on rural economies and the workforce. In 2017, the Investing in America’s Workforce initiative held listening sessions and conducted extensive research. The focus of the initiative was to shed light on workforce challenges and opportunities, with rural issues included.

The research identified stakeholder strategies to build stronger rural economies. Building off of the research and listening sessions from 2017, a 2019 report entitled Strengthening Workforce Development in Rural Areas by Ashley Bozarth and Whitney Strifler, was published by the Federal Reserve. The relevant findings presented in Strengthening Workforce Development in Rural Areas are reflected in the data and suggestions provided in this article and AEM’s Rural Workforce Action Plan in the recently released AEM Workforce Solutions Toolkit.

Current Outlook

According to Strengthening Workforce Development in Rural Areas:

• One out of every four businesses located outside metro areas struggles to find qualified workers, compared with one out of six in metro areas.
• Adults 65 and older average 25% of rural populations, versus 19% in metro areas.
• White, non-Hispanic adults age 16 and older make up about 82% of the population in nonmetro areas, compared to 60 percent in metro areas.
• The vast majority of counties with persistent poverty, where more than 20% of the population has been living in poverty over the past 30 years, are located in nonmetro areas
• 40% of nonmetro renter households and 21% of nonmetro owner-occupants spend more than 30% of their income on housing costs.
• 58% of rural census tracts in the United States have limited or no access to quality childcare.
• In rural areas, the overdose rate exceeded metropolitan rates in 2015.
• Rural residents comprise 57% of the population in neighborhoods with no broadband access, but only 15% of the country’s total population.

What You Can Do

To address rural workforce issues, companies need to be willing to think beyond their own needs by connecting and investing in their communities. One report encouraged companies to approach rural workforce development with a quasi-public good approach. The systemic challenges faced by rural businesses require a willingness to collaborate with key community stakeholders in a way that encompasses the five broadly categorized best practices below.

These are robust strategies that require a community focus and long-term mindset. Organizations like economic development corporations or chambers of commerce often lead these initiatives. Lending your support, at whatever level you are able, will contribute to your community’s success and a stronger available workforce.

Rural Workforce Strategies

The strategies outlined below tie closely with those framed in Strengthening Workforce Development in Rural Areas. Additional research reports and articles confirmed the validity of this comprehensive strategy set.

Connect youth and adult workers with education and training programs that relate directly to existing and burgeoning industry sectors.

A critical piece of the rural workforce puzzle is ensuring that the limited educational programs available in rural settings match the skill and labor needs of the community. It is important that programs create clear career pathways from school to employment. Presenting these pathways to both youth and adult learners is critical. Funding career technical education (CTE) can and should be supported through both public and private agencies. These connections are best supported through industry education partnerships. (Examples of career pathways and funding opportunities can be found in the Workforce Solutions Toolkit.)

Support economic diversification initiatives that increase economic resiliency.

Many rural communities have one or two anchor businesses that drive the economy. Losing one of those key industries can put a community at risk. Diversification of business size and type can help stabilize the impact of potential losses. This diversity also paves the way for attracting workers along the entire skill spectrum. Understanding this dynamic while contributing to a collaborative effort makes sense.

Create community amenities that improve the quality of life in order to attract and retain workers.

Rural employers face a duality when recruiting and retaining employees: the challenge of disproportionate rural poverty and reduced educational access, and the opportunity to entice additional workers who are looking to experience abundant natural resources or a community experience that differs from urban areas. These challenges and opportunities give rural employers the ability to leverage benefits beyond wages while building their workforce. Employers should articulate their area’s unique benefits when posting positions, as it can be very effective (especially if they are targeting a specific audience).

Support community development efforts focused on reducing common rural barriers including transportation, housing, childcare, health care, and broadband.

When willing people are held back from working by issues such as transportation, housing, and lack of childcare, businesses will need to ask themselves whether it is more expensive to invest in solutions or suffer the loss of production capacity. Rural communities also disproportionately lack quality broadband coverage which, in today’s world, is an expectation of workers looking to relocate. Businesses may not want to take these issues on themselves, but engagement in community efforts to address these issues directly benefits workforce recruitment and retention.

Collaborate across the public, nonprofit, and private sectors to align workforce development, economic development, and community development goals.

Rural communities, businesses, and economies face unique challenges that require community stakeholders to work together to overcome. Learn more about how communities can come together and create success by viewing the resources in the Educational Partnership, Regional Initiatives, and Rural Workforce action plans inside the AEM Workforce Solutions Toolkit.

Source: AEM

The post AEM Address the Rural Workforce Challenge appeared first on North America FarmQuip Magazine.

Community Hero

Now in its fourth edition, the Community Hero Challenge is an opportunity to highlight and commemorate individuals making a positive impact in their communities across the country.

With over 100 entries last year from towns like Pugwash, Nova Scotia and Alida, Saskatchewan, Kubota, and the CFL aim to strengthen local bonds and showcase people who help and support their towns.

Previous contest winners like Robert Morse (Quebec City) from last year’s Community Hero Farm Edition were rewarded with exclusive Grey Cup trips and experiences to host cities. Despite the impact of COVID-19 and uncertainty, Kubota and the CFL believe there is still a way to show gratitude and appreciation for hardworking heroes making a difference.

For this edition of the Community Hero, three winners will be selected by a committee composed of Kubota and CFL’s executives. The chosen Community Heroes will receive a CFL x Kubota Special Edition Broil-King Regal PRO BBQ set. These high-quality BBQ units are ideal for a family to get together.

“There are plenty of heroes in our communities that deserve our thanks. So this year more than ever, Kubota in partnership with our friends at the CFL, is very proud to provide the opportunity for people who have a positive impact on others to be nominated and recognized through our Community Hero program,” 

said Rob Allison, Brand Director for Kubota Canada Ltd.

The post Kubota Canada launches the community hero 2020 challenge appeared first on North America FarmQuip Magazine.

Would it be surprising to find out this summery city is actually the winter vegetable capital of the world – and that agriculture is its number one industry? The city is Yuma, Arizona; one that most associate with being a dusty, desert landscape is rich and vibrant with agricultural variety and is home to one of the places growers can find RDO Equipment Co. and John Deere tractors.

If it’s hard to believe Yuma is a bountiful agricultural community, just look at Jon Dinsmore’s Instagram account (@thefarmerjon). Yuma is the place where this fourth-generation farmer learned about planting, harvesting, caring for the crops that are now his livelihood.

The Challenge: Year-Round Agriculture Requires Well-Rounded Machines

With 1,200 acres of farmland in Yuma’s diverse and year-round farming area, Dinsmore Farms grows a variety of crops throughout the year.

“We grow a large mix of lettuces and cilantro during ‘produce months’ then alfalfa, Sudan grass, and Durum wheat in the spring and summer,”

Jon said. Along with producing a large variety of crops comes the challenge of finding equipment that can handle the different practices each requires.

“It’s tough to see large tractors parked on the sidelines,”

he explained.

“If they’re not suitable for the crop we’re growing at that time, we can’t use them.”

Jon was always interested in a tractor that could handle a variety of Dinsmore Farms’ practices, particularly its various tillage needs, so it could be productive and working most of the year vs. sitting idle.

The challenge was finding a tractor that could work with the different implements, to go from tilling one season to listing up beds during produce season. If the right equipment was deployed, Jon estimated that it could get them,

“an additional two to three months of work out of the one tractor.”

Smoothing A Rocky Past

As Jon set out to find the right tractor, he had to confront some of his own preconceived opinions. The farm had historically owned and operated a certain brand of equipment, a decision that traces back years before he was ever involved in the business.

“A main reason our farm ran the color and brand we did for so many years is because we were always told John Deere was too expensive,”

Jon said. But he wanted to explore all of his options and set out to find a dealer that could help him get to the bottom of this family folklore and educate him on his options with Deere.

It was then that Jon confronted his second preconceived opinion: dealer reputation. More than two decades ago, the Deere dealer in Yuma wasn’t a great partner to Dinsmore Farms. Jon explained,

“The service aspect just wasn’t there, both my grandfather and father didn’t have positive experiences.”

It’s easy to see how this type of family tradition gets passed down. But Jon says, throughout the years, he noticed the new Deere dealer that entered Yuma in the 1990s, RDO Equipment Co., was different. The way it does business, partners with customers, even its presence in the community have all helped erase the memories of the previous dealership for Jon. That, plus the genuine approach of the team members themselves gave him ample reasons to overcome his long-held convictions. He decided he needed to give RDO the chance to earn business.

About five years ago, Brant Palmer, Precision Product Specialist, Joe Twomey, Regional Sales Manager, and Bobby Walker, Account Manager, began working with Jon, trying to build a relationship and offer solutions they believed would further Dinsmore Farms’ success and solve their unique challenges.

“They gave us opportunities to demo smaller tractors to see if John Deere machines would be a good fit for us,”

Jon said.

“We really liked how the Deere tractors ran, they’re strong machines with more power than what we’d been running.”

That initial experience gave Jon the motivation he needed. As a result of the strong personal relationship plus a new conviction in the power of Deere, Dinsmore Farms converted to three Deere machines for hay work, then made a bigger move two years ago with Deere’s 8345 tillage tractors.

Green equipment would continue to find its way into the Dinsmore Farms’ fleet with another opportunity to address one of Jon’s biggest problems, the earlier-mentioned need for a more productive, robust tractor.

The Solution: Machines

In the spring of 2020, Dinsmore Farms’ Account Manager, Bobby had been talking about Deere’s new 8RX tractor and that it might be the versatile workhorse Jon was looking for, one that could handle multiple tillage practices and give the farm the extra two to three months of productivity it needed.

Coincidentally, Jon had been doing his homework on this tractor. All the online reviews he saw were good. He also follows Precision Product Specialist, Brant on Twitter and enjoyed all the photos and experiences in the valley he was sharing of the tractor.

“Plus,”

he said with a laugh,

“it looked like a cool tractor. It kind of draws out the little kid in you when you see it.”

As they had done in the past, the RDO team arranged for Jon to demo the tractor. Jon was interested to see how the tractor would handle the farm’s various implements, how much impact it had on the field, and how it integrated technology and data management.

The Results Are In

When it came to Jon’s goal of less field impact, the 8RX performed as he’d hoped, saying,

“With the 8RX, I was really surprised it could turn as sharp without leaving as much of a trace. Our experience with two-track tractors was they’d leave a mound of dirt after pivoting at the end of each row.”

In addition to fields looking more aesthetically appealing, the performance cut down on added clean-up work of the mounds.

Jon was pleased with the tractor’s performance, both in terms of having the power to handle implements, as well as the added bonus of comfort.

“It’s a good, stable tractor in the field,”

he said.

“It really grabs the ground and distributes that power.”

Jon continued, pointing out the 8RX could handle a variety of implements, while being fuel-efficient and providing a smooth, comfortable ride.

The technology aspect also impressed him, saying,

“We had no GPS issues. When trying to get an A/B line, the tractor didn’t waver off point, which is a big deal, because with other systems, we’ve experienced down moments when they drop the satellite signal.”

Jon further commented on this key aspect, noting the ease of data sharing from the machines to their devices.

“I can pull up everything right on my phone, be able to monitor hours, keep track of where the machine is, watch all the data easily. RDO also has access so Brant can send us breakdowns and make it easier to understand the usage reports. It takes the pressure off us because, we all know that when work gets busy, you can get complacent. But the reports make it easy to understand the data and get us to best usage.”

Speaking of usage, the real benefit xperienced from the 8RX demo was the one that he’d hoped for and directly affected the bottom line.

“Using the 8RX, we realized we can downsize from running two competitive-brand tractors because it does everything we need,” he said. Jon also recalled his earlier comment, his father’s and grandfather’s previous concern with Deere equipment being too expensive.

“There’s a lot of available technology that gives us more opportunities. That’s on top of the savings that come from getting more production out of a single machine. Overall, it saves us money.”

While not a drawback of the machine, Jon acknowledged one adjustment they’ll have to make with the 8RX is monitoring hours and maintenance due to the tractor running more hours than they’re used to.

“With two tractors we’d normally share the workload, so with the increased hours per machine, we’re cautious not to over use it.”

The demo period went so well that Jon decided to move ahead with a purchase of the 8RX tractor. He’s eager to have it as a permanent fixture in the fleet so he can keep doing what he loves – farming.

The Future of Farming

Jon’s long family farming history is certainly a point of pride but he’s glad he further investigated the family’s folklore on Deere and the local dealer. In selecting his Deere equipment, Jon is starting new family traditions and using those machines to power them forward.

“It wasn’t until I got a little older I really started to grasp and understand what a blessing of an opportunity it was to grow up on the farm,”

he said.

“I always wanted to follow my grandpa and dad, and now I get to provide that same opportunity for my kids.”

Jon says that, even if they don’t share his same passion and follow in the family’s farming footsteps, the lessons learned on the farm will serve them well, no matter the path they take.

“I don’t know if any of them have it in their heart but I hope they find whatever it is that lights the fire like farming does for me,”

he said.

SIDEBAR – Making Farming Social

With more than 5,000 followers and dozens of photos and videos shared every month, Jon has done something many farmers haven’t – in fact, something many Instagram users haven’t: created an engaged fan base that gets a behind-the-scenes look at the hard work and beauty that is farming. And for Jon, the value of social media has nothing to do with how many likes and comments he gets.

“I love to connect with other farmers on Instagram, from everywhere,”

he said.

“It’s especially fun when people tell me my photos remind them of their farm where they grew up, even if they’re not still in the business.”

As a professional farmer, part of the Dinsmore Farms family, Jon also appreciates the business aspect that comes with the connections he has built, opportunities to share ideas and best practices, and see new equipment.

“There’s real business that happens on social media,”

he added.

In addition to Instagram, Jon is also on Twitter (@thefarmerjon).

Source: RDO Equipment Co.

The post RDO Equipment Co. and John Deere Tractors Team Up for a Yuma Farmer appeared first on North America FarmQuip Magazine.

“Our products continue to be sought after worldwide. Some of the orders on our books are of crucial importance and their shipment cannot be postponed.”

pointed out Bernd Baader, head of MTU engine and system assembly.

At the same time, that a ‘new normal’ now prevails cannot be denied. Employees must keep each other at considerable distance and when that is not possible wear protective FFP2 masks. Work stations are sanitized between shifts to prevent the risk of infection among staff whose health has been given top priority at the company.

In addiction, punctual delivery of their MTU systems still remains crucial to many customers – for example emergency generator sets which are indispensable in vital facilities such as hospitals or in security-critical data centers. Added to that, China is starting to rev up its industrial activity again.

Logistics experts keep supply chains afloat

The biggest challenge of all is protecting supply chains. “We kept in contact daily with many suppliers and forwarders, negotiating things like extended delivery times, alternative delivery routes and higher quantities as emergency stock,” said Werner Schlegel, head of materials planning, supplier and production control. Many suppliers of parts for MTU products have been forced to suspend their production operations. Using their powers of persuasion, however, the logistics team have been able to ensure procurement of the parts needed in production.

Automotive suppliers re-starting production

One thing logistics experts did was persuade automotive suppliers suffering the loss of key customers to re-start their production operations. One, for example, agreed to run an extra shift on his soldering ovens to make thermostat inserts for Series 4000 units. And the shipping department managed to get approval for export from Italy across its currently closed border of a heavy goods consignment comprising a 1163 marine engine gearbox weighing several tons.

“We had to pull out all the stops. Where shutdowns had been instructed by the authorities, we sent our suppliers letters of request to pass on to them. In many of these cases, we were able to argue convincingly that we supply system-critical emergency plant whose delivery cannot be delayed under any circumstances.”

reported logistics chief Simone Rühfel.

If a supplier, with the best will in the world, was still unable to deliver, service spare parts were released from internal stocks. Furthermore, to fill in the gaps, the development section made it possible for components of similar construction to those needed to be rebuilt if available in sufficient quantities.

Remote engine acceptance

To overcome Corona-induced difficulties, other kinds of creative solution were needed too: Due to travel or stay-at-home restrictions, for example, customers were no longer able to confirm acceptance of their engines at the test stands of Friedrichshafen, Novi, or Singapore. The solution is now a test-stand visit per Skype or Webex. Using a camera, the technicians take the customer on a tour of the engine. Monitors displaying parameters such as speed, pressures, power output and temperature can be viewed by the customer in the comfort of his own office.

“The first nine MTU engines that we put through their paces with the customer attending virtually were duly accepted,” explained Philipp Gleissner, senior manager for product approval and acceptance. Is that the model for the future? “Definitely,” said Gleissner, who predicts that some customers are now likely to forgo making the journey and will accept the engine digitally instead.

Emission certification remote

This was what employees from Chinese classification society CCS and Jing’an Test Center decided to do when it came to certifying MTU-brand marine engines. Instead of flying to Friedrichshafen, the certification was done remotely online. This way of proceeding is in fact unprecedented in the engineering industry and there was definitely excitement in the air when Paul Röck, who heads Power Systems engineering activities in China, along with his colleagues from the product compliance section, first suggested it.

To put it into effect, stationary and mobile cameras were installed at the engine testing facility in Friedrichshafen, giving staff at the agency in China the chance to survey what was happening at the test stand. They could also view the engine data displayed on the monitors at any time. And so, in the end, certification of compliance of the 2000 and 4000 units with China 1, the maritime emissions stage, was done remotely.

“It all worked amazingly well thanks to the excellent teamwork between our colleagues at the test stands, in our Development and Quality divisions, and from the Works Council,” said Paul Röck. His colleague Oleg Minz, who is responsible for emissions approval in Friedrichshafen, agreed, “All those involved have shown extraordinary commitment. In normal times, this would certainly not have been so quick and easy.“

Remote commissioning

These days, service technicians in particular are called upon to be uncomplicated and super-flexible. Since their job is to commission and maintain customer plant all over the world, they are particularly thwarted by the current travel restrictions and quarantine rules. German service technician Michael Schuler, for example, had to abandon his commissioning assignment in the Bilgin shipyard in Turkey where he was working on the yacht Tatiana, since flights between Germany and Turkey had been disrupted. He actually escaped being stranded in Turkey by a hair’s breadth. Since the Tatiana is the first Turkish yacht to be powered by MTU‘s new IMOIII-compliant propulsion system with engines and SCR, technicians at MTU Turkey needed specific support from Germany. Working from home, Michael Schuler managed to provide it – in various telephone calls, and with the help of pictures and videos sent by his Turkish counterparts.

Servicing work under adverse conditions

A flexible response to the crisis was also shown by MTU service technicians working on the Spanish catamaran Benchijigua Express at the Fred. Olsen shipping company. The high-speed ferry shuttles between La Palma, Tenerife and La Gomera and also delivers foodstuffs, drinks and medication to the islands. After a case of Covid-19 on the 12-man team caused maintenance work in the dry dock to be stopped, everyone was sent into quarantine, and the catamaran put back into service. Having completed their quarantine, the Spanish service technicians resumed their maintenance work, but working in night shifts, when the ferry was not being used.

“Working under challenging conditions brings you all closer. And people have really shown us gratitude – not only the staff at Fred. Olsen but local inhabitants too”.

reported Spanish MTU service technician Daniel Guerra.

Donations from Rolls-Royce Power Systems

Gratitude was also shown by the recipients of numerous donations given by staff in the Power Systems division of Roll-Royce in recent weeks. Some used a 3D printer to make holders for the protective masks worn by doctors and care workers. Staff in the special production section also manufactured equipment frames for the local hospital, and 5000 FFP2 masks were donated to ambulant care services. Along with a Chinese partner, Rolls-Royce Power Systems donated an electrical generator set to the Yichang Red Cross Society that will be installed in a hospital located near the metropolis of Wuhan.

IT gets digital infrastructure ready for remote working

And how was it possible for staff to do all of the above while working from home? In mid-March, when all of a sudden several thousand employees were forced to work remotely, a small, global IT team moved into action and in just a few days got the company’s digital infrastructure ready for the extra load. Technical issues arising over the first few days were resolved quickly. Head of IT Jürgen Winterholler said:

“All of a sudden, we were able to enact in just a few days a measure that under normal circumstances would probably have taken several months to push through – and without superfluous discussion and debate. We just went ahead and did it”.

The spread of the corona virus that causes the disease COVID-19 requires increased sensitivity and special precautions from everyone.

With immediate effect, entry to Germany from an EU member state, a Schengen associated state or the United Kingdom of Great Britain and Northern Ireland is again possible without quarantine. Entry into Germany from another country still require a 14-day quarantine. The only exception is international stays abroad of less than 48 hours. These also do not require quarantine on return to Germany.

International guidelines

When entering other countries (except Germany), the local regulations regarding quarantine must always be observed. It is not possible to define a general quarantine rule here, as the spread of the coronavirus varies strongly internationally.

Furthermore, only business-critical travel is permitted. Air travel is approved by the responsible E2, all other travel is decided by the responsible E3 manager.

No access with symptoms

The following still applies: (contractor) employees who have returned from abroad or have had contact with a person suffering from COVID-19 or a suspected case of COVID-19 must have been free of COVID-19 specific symptoms in the past two days. These include:

Common:

• Fever > 37.3°C (without antipyretic medication)
• Exhaustion
• Sniffles
• Loss of sense of taste and smell – even without a cold
• Cough/ sore throat/ throat Scratching
• Shortness of breath

Possible:

• Muscle pain/headaches/ dizziness
• Diarrhoea, nausea, vomiting, stomach ache
• Skin rash
• Trachoma
• Enlarged lymph nodes

Source: Rolls-Royce Power Systems

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Responsible for one in eight jobs across the country, our food sector is a powerhouse of the economy, particularly in our rural communities. However, more needs to be done to improve our food system. For example, we waste more than 11 million metric tons of food every year, worth nearly $50 billion.

The Government is discussing with key organizations concerned with food waste over the coming months to finalize the terms of the Food Waste Reduction Challenge, which will launch in early 2020. The challenge is a $20 million investment that will fund the most innovative food waste reduction proposals in key areas such as the food processing, grocery retail and food service sectors. Minister Bibeau also announced that the Government of Canada is leading by example and will invest $6.3 million to cut its own food waste in federal facilities.

Challenges are internationally recognized innovative funding models used to address complex issues. Challenges shift the programming focus from an activity-based approach to one centred on outcomes and impact, with solutions that demonstrate tangible, measurable results for Canadians.

The Food Policy for Canada is the product of consultation and collaboration with Canadians across the country. The Government of Canada heard from more than 45,000 Canadians, including food producers and processors, experts in environment, health and food security, Indigenous groups, non-government organizations, and community advocates.

The vision for the Food Policy for Canada developed through these consultations is: All people in Canada are able to access a sufficient amount of safe, nutritious and culturally diverse food. Canada’s food system is resilient and innovative, sustains our environment, and supports our economy.

To realize this vision, the Government of Canada is investing $134 million through Budget 2019, to support new initiatives in key action areas, including:

• a Local Food Infrastructure Fund designed to support community-led projects that improve access to safe, healthy and culturally diverse food;
• a new Canada Brand and Buy Canadian promotional campaigns that will aim to increase pride and consumer confidence in Canadian food;
• support for community-led projects like greenhouses, community freezers, and skills training that address food challenges and food insecurity in Northern and isolated communities;
• new funds to help the Canadian Food Inspection Agency crack down on food fraud – the mislabeling and misrepresentation of food products – to protect consumers from deception and companies from unfair competition;
• taking the first steps to work alongside provinces, territories, and not-for-profit organizations towards the creation of a National School Food Program;
• the creation of a Canadian Food Policy Advisory Council to bring together the expertise and diversity needed beyond government to address the food challenges of today, as well as the future of Canada’s food system.

The Food Policy for Canada aligns with the objectives of initiatives across the Federal Government, such as the Canadian Agricultural Partnership, the Heathy Eating Strategy, and the Poverty Reduction Strategy, among others.

“Food loss and waste is an important issue – one that, if addressed, would help save consumers money, contribute to food security, improve the efficiency of the agriculture and food sector, and reduce greenhouse gas emissions. The Food Policy for Canada’s Food Waste Reduction Challenge is an important step towards achieving our vision of a sustainable food system, one that provides safe, nutritious, and culturally diverse food for all Canadians.” Says Marie-Claude Bibeau, Minister of Agriculture and Agri-Food.

Quick facts

• Starting now and throughout the summer, AAFC will engage with key stakeholders for the design phase of the Food Waste Reduction Challenge. This exercise will consist of developing a detailed framework for the Challenge, including specifics on the following: defining the target audience and potential applicants; outlining the external engagement process and external communication plans; scoping the challenge process, including use of stages, prizes, facilitation grants to assist in final proposals; and

• Developing the selection criteria and the use of an external expert jury.

• Specific activities of focus for the Challenge will be refined through the engagement process. Preliminary work carried out by Environment and Climate Change Canada, in collaboration with AAFC, has identified several key contributors to food loss and waste in each of the three sectors. Examples of projects that could emerge and be supported through the Challenge based on this preliminary work, include, but are not limited to: food processing – developing effective food processing equipment and addressing line production inefficiencies; grocery retail – establishing efficient inventory forecasting tools to limit oversupply; instituting protocols and methods to ensure food rescue and redistribution; and food service – developing pricing strategies based on encouraging consumption of certain foods to clear out inventory and reduce waste.

• Eligible participants of the Challenge could include for-profit and non-profit organizations, Indigenous organizations, community groups, Canadian academic institutions, regional and municipal governments, and individuals.

• Quest Food Exchange is a not-for-profit organization that works with food suppliers who donate their surplus food to individuals and families facing food security challenges in British Columbia. The organization’s mission is to reduce hunger with dignity, build community, and foster sustainability. Last year, Quest Food Exchange redistributed more than $9.7 million worth of surplus quality food, donated by more than 190 food supplier partners.

• The Food Policy for Canada will also help the country meet its commitments under the United Nations’ Sustainable Development Goals, including to end hunger, promote good health, cut food waste, and encourage sustainable food systems.

Sources: www.canada.ca and www.budget.gc.ca

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