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Effect of logging residue removal and mechanical site preparation on productivity of the subsequent Scots pine (Pinus sylvestris L.) stands
Abstract Key message Removal of logging residue negatively affected tree diameter and height, but had no significant effect on the basal area of the subsequent stand (in the mid-term). On the other hand, different methods of mechanical site preparation (bedding, plowing furrows, and trenching) had no effect on tree growth 1 year after planting, but had a significant effect on tree diameter, tree height, and basal area in the mid-term. Bedding treatments could have a significant positive impact on the productivity of the subsequent Scots pine stands, even when planted on sandy, free-draining soils. Context Increased use of logging residues in forests may address the growing demand for renewable energy. However, concerns have arisen regarding the depletion of the forest soil, resulting in a decrease in the productivity of the next forest generation. Identifying the drivers of forest growth may be the key to understanding the relationship between logging residue removal and stand productivity. Aims Quantifying the effect of three mechanical site preparation methods (bedding, plowing furrows, and trenching) combined with five methods of logging residue management (complete removal, comminution, incineration, leaving whole, comminution with, and without mixing with topsoil) on growth of subsequent Scots pine stands, 1 year and 12 years after planting. Methods The experiment was set up as a randomized complete block design of 45 plots with three replications of combinations of three mechanical site preparation methods and five logging residue treatment methods. Results The effects of the different methods of mechanical site preparation were not significant 1 year after planting but bedding treatment caused increase in DBH, tree height, and basal area after 12 years. Various methods of logging residue management did not cause any differences in the survival rate nor the basal area of the next-generation stands; however, there was a significant influence on tree sizes. Moreover, the effects changed with time; in plots with a complete removal of logging residues, the trees were the highest 1 year after planting, but after 12 years, their height and DBH were the lowest. Conclusions It can be concluded that bedding treatments could have a significant positive impact on the productivity of the subsequent Scots pine stands. No effect found of different logging residue treatments on the productivity of Scots pine stands further confirms that the increased removal of biomass from the forest environment does not necessarily result in its rapid degradation. Observations at longer term are however needed to obtain the full spectrum of responses to logging residue removal.
Effects of logging residue treatment and mechanical site preparation on below- and aboveground biomass production in Scots pine stands
Key interpersonal skills of a game warden as part an employee soft skills assessment from a commitment and performance perspective
Abstract The study presents an innovative, proprietary concept of identifying soft skills predisposing individuals to occupy a forestry position, along with the definition and discussion of key factors constituting the assessment criteria. The authors provide their individual perspective on the specific personality traits and attitudes relevant to the assessment of an employee's soft skills concerning their suitability for the given position. Six fundamental categories of skills and attitudes within the realm of soft skills for foresters were identified and proposed for evaluation. These categories included the following: Collaboration and information flow management: This category assessed the ability to effectively collaborate with other company employees and the sense of responsibility for achieving the team's goals. Special attention was paid to how information was communicated, facilitating planning, making changes and executing task effectively. Initiative and engagement: This category focused on the ability and willingness to seek and implement new solutions. It identified and proposed an assessment system for actions such as the forester's submission of new ideas and solutions to emerging problems, their engagement and identification with the company, their drive to improve existing work methods, and their adaptability to new tasks and working conditions resulting from changes. Shaping a positive company image: This category involved evaluating the attitude that leads to dignified and ethical representation of the company through appropriate appearance, behaviour and attitude. It encompassed aspects such as building strong relationships with customers, business partners and the company's environment, making agreements aligned with the company's interests and taking active steps to enhance the positive image of the forestry operation. Collaboration with external entities: This category analysed constructive actions defined as the interaction of the forestry district with external entities aimed at creating a favourable business climate for forestry operations. Independence and decision-making: In this category, competencies for independently managing the Forest District were discussed, without the need for direct supervision. The proposed assessment system considered the traits predisposing the forester to make quick and accurate decisions, anticipate their consequences, take personal responsibility for task execution and accept the consequences of their own or their team's work results. Developing subordinates: The final category analysed teamwork skills, with a particular focus on actions aimed at the systematic development of subordinates, recognising potential, and identifying areas for improvement and providing subordinates with opportunities to gain experience and enhance their qualifications and professional competencies. The assessment of the forester's soft skills in each category was based on a descriptive classification of their behaviour, which was assigned to five groups: unacceptable, below expectations, good, very good and outstanding. An illustrative description of employee behaviour facilitating their classification into one of these groups was developed for each evaluation category. The research results are presented in a Table 1, which shows the identified traits, the system for their identification (specified behaviours subject to assessment) and the assessment system. A rating system based on descriptive indicators was proposed to facilitate a homogeneous and repeatable employee assessment process, which is one of the fundamental elements of human resource management. In today's world, the concept of sustainable development is being replaced by efforts to sustain the system through its regeneration at the economic, social and sociological levels. Therefore, the presented concept of identifying and evaluating soft skills was compared with the principles of management in the Volatility, Uncertainty, Complexity, Ambiguity (VUCA) environment.
Characterization and Evaluation of the Organizational and Legal Structures of Forestry in the European Union
Achieving organizational efficiency requires the selection of an appropriate operating model. To date, no objective indicators, methods of measuring, or criteria for evaluating the effectiveness and efficiency of forest management organizations have been developed. In the heterogeneous forest management of the European Union (EU), multiple objectives and functions—from production to social and ecological services—coexist at regional and national levels. This study provides an overview of the organizational and legal forms of EU forestry, taking into account environmental conditions, ownership structures, and the role of the forestry sector in national economies. The legal information of EU countries on forest management was verified. We examine the impact of the entity’s organizational and legal form on the implementation of sustainable forest management and the objectives of the New EU Forest Strategy 2030, particularly in terms of absorbing external capital for forest protection and climate-related activities. Joint stock companies, public institutions, and enterprises are the most relevant. The private sector is dominated by individual farms, associations, chambers of commerce, and federations. A clear trend toward transforming state-owned enterprises into joint-stock companies and expanding their operational scope has been confirmed. Multifunctional forest management is practiced in both state and private forests. Economic efficiency, legal and property liability, and organizational goals depend on the chosen organizational and legal form.