Category: Woodhorn Group

A day in the life – Raimonds Mamonovs, Area Operations Manager, The Woodhorn Group

Posted on August 23, 2024 by - Woodhorn Group

BS3882 Topsoil

Meet Raimonds Mamonovs, our Area Operations Manager. In this meet the team blog series, you can find out more about our team, their roles and a what a typical working day looks like.

I’m awake at 6am, and enjoy a fresh cup of coffee whilst checking the day’s weather forecast to prepare for whatever conditions lie ahead. The past few months have been challenging, with one of the wettest spring’s on record, which has impacted the volume of green waste we’ve received, and our compost production, so the weather is a high priority! I’m at the office around 7.20am, to welcome the team as they arrive. Once we’re all in we gather for our morning meeting, to discuss the day’s agenda and share any updates. It’s a collaborative and energising start and gets us all ready for the day. I also make it a point to conduct a walk around our Tangmere site, inspecting operations, ensuring everything is running smoothly and addressing any issues. I’ll also head to Runcton a few times throughout the week. These visits are essential for making sure all sites are running smoothly and efficiently. During these visits, I also run health and safety checks, and environmental assessments, to maintain all regulations and standards.

Back at my desk I make time to review our procedures, update documentation as needed, and implement improvements – we’re always keen to be efficient and effective.

Composting and Collaborating

As Area Operations Manager I oversee our day-to-day operations and the management of our two licensed composting facilities. I’m responsible for the maintenance and upkeep of our machinery, coordinating staff, ensuring health and safety standards are met, and maintaining consistent standards across our sites.

A key aspect of my role is to manage the composting process efficiently, adhering to all health and safety, environmental, and quality standards. This includes maintaining detailed records and ensuring compliance with relevant protocols and regulations.

As part of the management team I also get involved in strategic planning, decision-making, and making sure our organisational goals and objectives are on track.

The best part of my job is undoubtedly the fact that no two days are ever the same. I thrive on the variety and really enjoy problem-solving, which puts my creativity and analytical skills to the test. With a team of  18 to manage, I find working closely with people is incredibly rewarding. Whether it’s collaborating with colleagues to overcome obstacles or interacting with clients and stakeholders, building relationships and making a positive impact is always fulfilling.



Covid Changed Everything

One of the most challenging moments was navigating through the COVID-19 pandemic. Everything shifted overnight – from the way we worked to the way we interacted with customers. As people took to their gardens, our sales surged, so we had to meet increased demand whilst keeping everyone safe. Implementing strict health and safety protocols, such as social distancing and enhanced hygiene, became paramount. And staffing shortages due to self-isolation and ensuring adequate spacing between team members added an extra layer of complexity!

Despite these difficulties, our team rallied together with flexibility and dedication. Strong communication, problem-solving and great teamwork ensured we served our customers effectively during these uncertain times. It was a period that truly tested our mettle but also highlighted the strength of our team and our ability to adapt.

Signing Off

Before heading home, I try to tie up any loose ends and prepare for the next day. As well as checking my emails and calendar for future tasks and meetings, I take a final walk around site to ensure everything’s in order. Finally, I check that all equipment and facilities are securely locked up and put away, ensuring the safety and security of our premises. This always helps my peace of mind, allowing me to switch smoothly from work to home life.

The future of farming – climate change and the impact on operations

Posted on May 30, 2024 by - Woodhorn Group

grass picked up by machines

To remain sustainable as a farming business we must clearly adapt to the changing climate and increasingly extreme weather patterns that we’re now seeing in the UK. Cameron Lewis, our MD, looks at some of the steps we’ve been taking to evolve our operations to better cope with climate change.

The UK growing season now sees regular extreme variations. Typically, we now see very wet mild winter and spring periods, followed by very dry hot summers.

Whilst our farm, which is based on the Chichester plains, has always been quite dry during the summer months, these more arid conditions have tended to arrive earlier and last longer over the last decade. Rainfall – when it comes – is also arriving in larger and in shorter periods of time.

Organic farming and climate change

As a mixed farm with grassland and cereal crops in rotation we’ve historically been quite well protected, spreading our cropping plans across both autumn and spring planting schedules. Being organic also means our cropping rotations are already well balanced, ensuring we protect and maintain good soil health.

Adapting to climate change

Despite our efforts there are a number of areas in which we’ve had to adapt, to respond to these shifting weather patterns and climate change. Here are some of the key areas that we’ve been focusing on:

  • Increasing land areas dedicated to biodiversity– 9% of our land is now in a 5-year mid-tier stewardship scheme. We’ve also signed up to additional measures to promote soil health and nature within the SFI 2024 scheme. This, along with our organic farming principals, is helping increase insect, flora and fauna across the farm.
  • Aiming to farm with no bare soil – this approach focuses on protecting the soil and ensuring that a living crop is growing all year round. After each cash crop is harvested, we replace it with a green cover crop to bridge the gap over winter until the next spring crop is sown. By keeping a living root system in the soil, the soil biology and ecosystem benefits helping to keep vital nutrients fixed in the plant root system as well as minimising soil erosion. Given the extreme amounts of heavy rainfall which we’ve seen over the last few years this has really helped to protect the soils on our farm, especially from extreme temperature fluctuations.
  • Boosting organic matter – an additional benefit of growing cover crops has been the increasing organic matter in our soils. As part of our drive to be carbon neutral one of our key objectives is to increase carbon in our soils. When we turn the cover crop into the soil to plant the next cash crop we add the biomass back into the soil to breakdown. This helps to increase organic matter, and year on year is helping to lock up more carbon into the soil.
  • Introducing dual cropping plans – dual cropping might mean that we plant clover seed within a crop of wheat. This has two benefits; the clover plant, being a legume, will fix nitrogen in the soil which the wheat plant can then use. It also keeps the soil protected from the warmer summer temperatures.

On our grass pastures we’re also adapting the drier summer climate in three ways:

  1. When planting our new grass leys, we’re adding chicory into the white clover seed mix. This plant is more drought resistant. The deep rooting system will find moisture during the dryer parts of the year and provide grazing cover for the cows.
  2. On part of the farmland we manage, we’re fortunate to be able to access water for irrigation. Over the last two years we’ve been investing in both irrigation equipment and storage to allow us to water key grazing paddocks.
  3. We’ve invested in machinery that can apply liquid waste from our cows that are housed during the winter months. By installing additional winter storage, we can apply the liquid bi-product from the cows to the growing crops and grass leys during the spring and summer months. This helps to both add nutrient and moisture to crops.

Ongoing challenges

Whilst we’re working hard to adapt to climate change, we’re experiencing some real challenges. Often the window of opportunity to prepare for planting and harvesting is much shorter. And in the spring, there is more of a need to let the ground dry out, after large amounts of rainfall, so that we can start planting. Once the soil starts to dry out, the longer dry spells mean conditions can quickly become too dry. Spreading our crop plans between autumn and spring has helped to spread this risk to a degree, but in reality, a shorter planting window means we have to work more efficiently and quicker without increasing costs!

Embracing solar power

These drier conditions and our location on the south coast has also created opportunities. Solar power is one example where we’re using our location to our own advantage. As a result, we’re investing in a number of rooftop and on ground solar installations, with an aim to rely solely on green energy as part of our carbon neutral journey.

Climate change is here to stay, and it’s critical that we acknowledge its impact and take steps to adapt. We remain alert about the work we have to do, and how we can evolve our operations to protect the future of this very special space which we look after.

Manor Farm Composting Site

Posted on May 30, 2024 by - Woodhorn Group

On 31st May 2024, our composting site at Manor Farm on Hayling Island closed, ahead of us handing the management of the site back to the landlord. All trade customers who made use of this facility during the seven years in which we operated it were communicated with ahead of the closure to advise them about the change.

Our two composting sites in West Sussex, near Chichester, at Tangmere and Runcton, remain open and continue to accept green waste. We are extremely proud of our work to recycle green waste from across Hampshire and West Sussex and currently manage around 100,000 tonnes of material each year.

To discuss any aspect of green waste management please contact our team on 01243 781730 or info@woodhorngroup.co.uk.

When is organic truly organic

Posted on April 17, 2024 by - Woodhorn Group

As an organic farm we’re sometimes asked about the reasons we converted, and whether choosing organic products really matters to the public. John Pitts, our owner, shares his thoughts on when and why organic matters.

Why choose organic?

It’s a reasonable question for every shopper and also for me as an organic farmer of 24 years. Without the ability to manipulate nature with the routine use of pesticides, synthetic fertilisers, growth hormones and antibiotics, organic farming is a much more challenging way to produce food. I’m no Luddite; I recognise farming as a science, but I just choose not to make it a chemistry experiment.

Conventional farming has become increasingly intensive as a result of the continuous drive to deliver cheaper and cheaper food. Soils are exhausted, pollution of groundwater and rivers is prevalent, animal welfare takes a back seat to ‘efficiency’ and the global loss of biodiversity is alarming.

Organic farmers rely on natural methods such as composting, crop rotation, and biological pest control to maintain soil structure and fertility and manage pests crop diseases. Genetically modified crops (GMOs) are banned. The World Health Organisation (WHO) cite resistance to antibiotics as one of the top global public health and development threats. As a member of Organic Herd (the farmer-owned cooperative of organic dairy farmers) we are prohibited from using antibiotics and our focus is subsequently on prevention rather than cure. We believe that if we care for our cows in the right way they will not need antibiotics.

Greenwashing and Regenerative Farming

Thankfully, concern for our environment, the impact of climate change and how our food is produced is no longer a niche topic of conversation amongst a few ‘organic weirdos’ but has become mainstream. There is no longer a business, industry or lobby group that fails to make, often ludicrous, claims to be ‘green’, ‘sustainable’ and ‘climate-friendly.’ Greenwashing is rife. Sadly, the agricultural industry is no different. Marketing gurus produce eco-friendly sounding names to repackage what remains the same conventional farming but with a few media sound bite-friendly tweaks.

‘Regenerative Farming’ is such a name undoubtedly filled with promise and the apparent Damascus moment causing regen farmers to consider soil health must be welcomed. But there is no restriction on the use of pesticides, synthetic fertilisers, antibiotics, GMOs and chemical seed dressings. Indeed, Regenerative Farming is totally dependent on the regular and continuous use of the chemical Glyphosate which in 2015 was declared as “Probably Carcinogenic” by the WHO and is banned or restricted in 25 countries including Germany. The global agrochemical industry is estimated (2024) to be worth $253 billion. So there’s no guessing who is controlling the narrative.

A recent article in Farmers Weekly hailed a 1750-cow dairy herd that never saw a blade of grass as an example of Regenerative Farming. There are no enforceable standards governing ‘regenerative’, ‘wild farming’, ‘rewilding’ or any other of the media-friendly names – except for one: organic.

My book of ‘Organic Standards’ is about two inches thick, and its contents are enshrined in law. Independent organisations conduct on-farm inspections and if I break the rules I can not only have my certification removed but I can end up with a criminal record. Consequently, you can trust that organic does what it says on the tin.

Why organic matters

But what about the outcomes? Peer-reviewed evidence around the benefits of organic compared to conventional farming systems demonstrates that. Organically farmed soils are 25% more effective at storing carbon and can mitigate both flooding and drought by storing up to 100% more water. Organic farms are 50% more abundant in wildlife with up to 34% more species including 50% more bees, butterflies, and essential pollinators The only way to guarantee that the milk you buy is from cows that graze grass during the growing seasons is to buy organic. The outcomes are endless and the food is safe, nutritious and has been respectful to the planet in its making.

The question posed was ‘Why Organic’? At Organic Herd we have a mantra: ‘How We Farm Matters’. That’s why.

A day in the life – Cameron Lewis, Managing Director, The Woodhorn Group

Posted on March 25, 2024 by - Woodhorn Group

Meet Cameron Lewis, our Managing Director. In this meet the team blog series, you can find out more about our team, their roles and a what a typical working day looks like.

I’ve spent the majority of my career in farming and agriculture, so I’ve always woken early. I’m normally up and about by 6am, and the addition of children and family life hasn’t really changed things! Being awake early means I can get my eldest two packed and off to the school bus for 7am. I can then spend time with my youngest who, at 4, ensures breakfast involves some enjoyable conversations – she certainly helps set a positive mood for the day ahead. The final job before heading out the door is to make sure Mrs Lewis has a hot cup of coffee in her hand.  

I have the benefit of living on the farm and so it’s a very short commute for me, but also means I have lots of open space on my doorstep to walk Andy, our dog. My proximity to the office also helps me get there early so I can greet the team as they arrive and have a bit of a catch up before we all start work.

It probably goes without saying that as MD of a highly diverse business with a team of nearly 50 employees, there’s no such thing as a ‘normal’ day. I report to the owner of the business and oversee the cultural and strategic direction of The Woodhorn Group, so the demands on my time vary significantly across a year. As with any farming operation, there is some seasonality and I’m used to the flow of that, but equally, life throws curve balls and so even when I do plan my days, sometimes something comes up that requires my attention. I’ve become good at pivoting and delegating to the five members of the senior management team who report directly to me, and I’m fortunate to have effective people around me. They are primarily responsible for the day-to-day operation of our core business divisions which include the farm and dairy, waste management, certified soils and the business centre. There’s also the overall finance and HR aspects of managing a growing team within a multi-million turnover organisation.

A changing role in a changing business

My role has changed a lot over the 15 years of working with Woodhorn, mainly because the business has changed and grown so much. Through the week I aim to spend time in each department, working on any live projects and speaking to the team. I will visit all the sites and farms through the month but no longer need to do so on a daily basis, given the skill of our managers.  

From time to time there are projects that require my attention more than others. Our milk vending operation, which launched in 2023, was one of these. This was a big project for us as a business and for me personally, as it’s another aspect of our continued diversification, a key theme in our strategy. It allows us to sell our organic whole milk direct to the public and takes us closer to the consumer than any other aspect of our operations. The complexities of getting the systems and processes in place to sell a single litre of milk to a member of the public, in a business which normally ships 5,000 litres a day in a bulk tanker, was interesting! But this is what I enjoy about my role, and I like that I’m always learning.

Whilst the diversity of my role is what keeps it fresh and interesting, it can also be one of the most challenging aspects. Juggling priorities and allotting time to each of the different operations can mean I have to swap hats at speed and quickly recall information about projects, strategies and budgets. So it’s important that I know and understand each part of the business, but without being involved in everything, all of the time. I have a genuine interest in all that we do, so it can be hard to maintain the divide between strategic and operational. Again, the strength and quality of our team means I know I don’t need to be involved in every little decision.

Strategic time management

One of the practices I’ve developed to remain strategic is booking out chunks of time to look at the business as a whole, each business unit individually and also the wider market. This means going out, meeting other similar businesses, visiting suppliers, attending conferences and importantly, spending time with John, the business owner. I actively look forward to the part of the year where we start looking at the next 12 months and also those sessions where we set a slightly longer term strategic flight path for the business.

Looking back over my 15 years, many of our plans have come to fruition, but there are of course some that haven’t taken off. Like any business we’ve had challenges over the years; from economic impacts to the weather and from health emergencies (both animal and human!) to significant changes in demand. We’ve always had to pivot, and been tested, but typically, because we’ve made diversification the core of our strategy, we’ve not just survived but come through stronger. 

A moment to reflect each day

Generally, I like to ensure that I’m organised and prepared for the next working day before heading home each evening. Recognising what I’ve achieved and looking at what’s on tomorrow’s agenda is important. If I’ve finished the day in the office, then the short walk home with Andy is lovely. In fact the beauty and peace of a rural environment is one of the things I love most. The other thing I like about life at Woodhorn is the people I get to work with. We’ve got a talented group of hardworking and very skilled people and being a family run business also means there is still a personal feel to the company. John still lives on the farm; his family has been farming here since the late 19th century. Sometimes as I walk home, I’ll bump into him and we’ll have a quick, unplanned update ‘over the farm gate’. These brief catch ups, late in the day, are really valuable and give us the chance to reflect on any highlights, challenges or ideas from the day.

Arriving home I’m straight into family life, hearing about school days and clubs before we all have dinner. Because we’re rural, and as the children get older, there’s often the need for ‘Dad’s Taxi’ in the evening, and if there’s some rugby to watch, I’ll be there! But most of the time a bit of peace, a chat, or a quick walk around the farm with Mrs Lewis, the children or Andy the dog is all it takes to reset before it’s time to do it all again tomorrow!

Down on the farm – March 24

Posted on March 23, 2024 by - Blog, Down on the farm, Farming and Dairy, Woodhorn Group

At the time of writing it feels like there is no hope for an end to the rain. We have water lying in fields where I have never seen water before, winter sown crops have been severely damaged and some won’t recover, whilst we are unable to get near the land to sow our spring crops.

These concerns are overshadowed by the desperate need to let the cows out to grass as we are rapidly running out of our winter feed. There is plenty of grass for them but a few hours on saturated fields will create such a muddy mess that the grass will not recover for the rest of the year. In fairness, the cows aren’t aware that their larder is nearly empty and they wouldn’t leave their dry and warm cow shed anyway, even if we pushed them – and you try pushing 800Kg of obstinate cow where she doesn’t want to go!

Rainfall levels have been record breaking but we have to accept the weather is, as always, just ‘part of farming’. Our troubles are nothing compared to those of the poor souls whose homes have been flooded in the parish, sometimes with raw sewage. Our farm team have spent an enormous amount of time, effort and expense clearing and maintaining our ditch network this winter, as they do every year. This is our responsibility and of course we do not get recompensed. It is, however, intensely frustrating when our efforts are undermined by the refusal of the local authority, highways and water companies, to carry out their duties in the same way.

I wrote a while back about our net zero ambitions. The objective remains, but to my mind it needs to be much more nuanced. There is far too much ‘greenwashing’ and manipulation of numbers and messages in the name of ‘net zero’ throughout industry and even national governments. Furthermore, there is little clarity or agreement as to what should be measured, let alone how. We recently engaged an independent company to carry out a carbon audit on the farm and the results were encouraging – we are making good progress. However some of the advice as to what we should do to progress further was, to be blunt, absurd. An example: we naturally have some cows that produce less milk than others. This, according to the current metrics, makes these lower yielders less ‘efficient’ and therefore they use more resources per litre of milk produced than the higher more ‘efficient’ yielding cows. The advice? To kill the lower yielders and replace them with more ‘efficient’ higher yielding cows. If being carbon neutral means killing perfectly healthy, productive cows then ‘I’m Out’.

Our ambition has always been to produce top quality food whilst being fully aware of our responsibility to the environment from the flora and fauna on the farm, animal welfare and our role in the community, to our role in tackling climate change. Pursuing net zero in isolation appears to be contra to this and whilst it is disappointing to acknowledge, it is something we need to understand better. Our overall approach to farming maybe understood internally but we have never written it down.  Over the coming months I aim to (try) to create our own Woodhorn focused set of written policies and objectives that demonstrate and prove what we are doing (to our customers in particular) whilst helping us to learn where and how we can improve. The ambition to achieve net zero remains but we will do it our way and in a way, I hope, that has real meaning.

A day in the life – Mike Jupp, Commercial Director, The Woodhorn Group

Posted on March 5, 2024 by - Blog, Woodhorn Group

Meet Mike Jupp, our Commercial Director. In this meet the team blog series, you can find out more about our team, their roles and a what a typical working day looks like.

I’m normally in the office at about 7:45am and so my day tends to start early – around 6am. I’ve made a resolution to be more active as once I’m in the office I don’t get much of a chance to do any exercise. So at least once a week I’ll head to the gym for a circuit session on the way in. But most days, it’s a more gentle start; I’ll get up, make the tea, let the dogs outside and prepare their breakfast. Whilst home isn’t that far from the office, it takes about an hour to drive in so I’ll leave the house before 7am. It’s a busy part of the world and so I enjoy listening to the radio as it gives me something else to think about that’s not the traffic! It’s actually quite good to have some time to myself in the car as it gives me a chance to get my thoughts together for the day ahead and – on the way home – to mentally leave things behind or make some calls.

As the Commercial Director at Woodhorn I work closely with the teams across all of our departments. The first conversations in the morning are something I value, whether its discussing what the team got up to last night, what everyone watched on TV or what they ate for dinner. It gives us a chance to chat before the phones start ringing and the craziness of the day begins.

An industry of early starters

Across our certified soils, waste management and farming teams, we work with companies and individuals that typically start early. It’s not unusual to find a batch of emails or orders in my inbox even before I’ve left the house in the morning. Therefore, once the computer goes on, we’re hard at it, certainly for the first couple of hours of the day at least. Whilst I oversee the commercial side of things, I’ve been with the company more than a decade and so I know a lot of our customers extremely well. I like maintaining contact with them and have recently moved back to sit in the sales office because I still love the buzz. As a consequence, the short to-do list I start the day with tends to grow as I enjoy picking up the odd opportunity or deal myself.

I report to our Managing Director, Cameron, and because we’re a close-knit team, we regularly chat about various aspects of the business. Yes, there are the key times of the year such as the summer when we focus on developing new budgets for the coming financial year (which will end up being my targets!) and the winter when we look at bigger, strategic plans for growth and expansion; but we’ve developed a diverse business and so there’s always something to discuss regarding the day-to-day operations or opportunities.

A focus on soil and waste management

Whilst my background is in the horticultural sector, Cameron takes the lead on our farming activities, leaving me to manage certified soils and waste management. I work with our Materials Recycling Director, Morgan, on securing new waste contracts and have a sales team of three people who run soil sales including our retail brand Earth Cycle. Recently, however, a fair amount of my time has been dedicated to launching our milk vending operation. This takes milk from the farm and sells it direct to the public through some innovative vending machines. We opened our first location in Autumn 2023 and have big plans to expand this to other sites and sell more of our milk to restaurants and food producers locally. So having not been heavily involved in the dairy previously, it’s an area I’m getting to know well now.

I know a lot of people say that no two days are the same at work, but they’re really not here, especially because of the seasonality we encounter in each aspect of the business. For instance, our soil sales are non-stop from March to September with retail sales peaking around Easter or early summer, subject to the weather. Our green waste, however, tends to be offset to that and is busier from summer into the early winter. The farm is of course dictated by crops, harvest and calving but from a sales perspective can be quite busy over the autumn and winter as we sell our calves, crops and grains to various customers and merchants. Oh, and there’s always thousands of litres of milk to collect and sell every day too! So not only are no two days the same, what I am doing on those days will be dictated by the part of the business currently most in demand.

Establishing a B2C brand

As far as challenges go, growing the Earth Cycle brand is probably the one aspect of my job that has brought the most over the years. The majority of our work is about bulk, business to business transactions. Setting Earth Cycle up as a consumer facing brand with ecommerce and all that entails presented some interesting tests to the business model and our normal mode of operation. By and large we have overcome them and today, Earth Cycle is a highly successful part of our business and I anticipate that it will continue grow into a big enterprise of its own. I’ve enjoyed being part of that journey and helping it establish and flourish.

Having spent a lot of my previous career outside and selling, I still enjoy getting out and about. I’m based at head office but frequently visit our compost production sites in either Tangmere or Fawley. I also like to go and meet customers, do site visits, and catch up with some of our suppliers. Thankfully I’ve got a great team at the office, so I know that everything will be looked after, whilst I’m away.

Without my team I don’t think we’d have built the customer base we have. Our customers trust us as their supplier because they know the people they’re working with and they can rely on us. Working alongside these guys and being in a rural location are probably the things I love most about my job. Whilst the drive from home can be tortuous, once I arrive at work and take in the peace and quiet and the views and catch up with the team it all becomes worthwhile.   

Reviewing the day

Towards the end of each day, the team will come together to review the day’s sales, look at tomorrow and the remainder of the week and month. We analyse and track our performance against budget constantly and will share thoughts and ideas as to how we can correct the numbers or manage supply and demand to try and even out production. As noted, I start the day with a small, focused to-do list and this is the point where I prep that and look at what the following day will bring in terms of meetings, calls and visits. We end the day as a team much as we started it, having a friendly chat about any evening’s plans.

I’ll go home via the gym a couple of times a week to maintain my resolution to be more active and help break the journey and avoid the peak traffic. I also DJ occasionally so from time to time, I’m heading to go and do that. It’s busier around Christmas as I work in several venues across the festive period, but during the remainder of the year, Fridays and Saturdays are when I’m typically spinning the decks! It’s very different to the day job and I love listening to music and watching others enjoy it. As a family we have property in Spain and so my other relaxation includes holidays or long weekends there. It’s great to have a bolthole in the sun, especially during the autumn and winter; it always helps me recharge the batteries, ready for the next big push or project at work. 

The journey to becoming Organic

Posted on November 13, 2023 by - Farming and Dairy, Woodhorn Farm, Woodhorn Group

We’ve been farming at Woodhorn Farm since 1882 and during that time there have been some key milestones. Some of these came from technical advances, some were driven by the need for diversification, but some were key decisions about the direction we wanted to take the business in and the role we have as custodians of the land.

Probably the biggest decision was the move to becoming a fully organic farming operation in 1998. Looking back there’s little else that would have such a fundamental impact on the way we operate as a business – even Brexit.  So whilst we continue to diversify, like with the launch of our milk vending operation recently, and continue to reach key milestones in our business growth, the decision John Pitts took 25 years ago was a significant one and dictates almost everything else we do today. As a result the markets we now sell into are more limited than if we weren’t organic and we have to achieve a slight premium to cover the increased costs of production. On the flip side, the success of our milk vending operation is in part due to the benefit of being able to offer organic whole milk direct from the dairy – rather than just fresh milk.

The other consideration in choosing to farm organically is that it’s not an overnight process. It’s certainly not as simple as wanting to become organic tomorrow! Our farm, like many others, had been farmed traditionally for generations with an impact on the soil quality that needed to work its way through. Today we’ve developed ways of working and our own supply chains of fertiliser and humus that support us in being organic, but these didn’t exist on day one. So, we had to work through a transition period, set up new relationships and fundamentally alter our way of working and thinking! And this is a key point. Organic is not just a way of working – it’s also a thought process and a way of life.

Protecting and encouraging wildlife

From a farming perspective organic means farming in a way that protects and encourages wildlife whilst looking after the health of the soil. So, instead of relying on chemicals, we strive to work with nature to feed the soil and control pests. We use crop rotations, legumes, clover and vetches along with our own composted cow manure to build fertility in the soil.

There are plenty of benefits of organic farming, though most people think of the absence of pesticide and/or antibiotic residues first. For us it is also about the environment as a whole; by not using pesticides we’ve seen a transformation of the flora and fauna on the farm. No herbicide usage means that all our crops have varying levels of weeds and wildflowers in them. These act as a habitat for a wide range of insects, small mammals and ground living birds.

Animal welfare

Where animals are concerned, organic is about maximising their welfare, concentrating on the principle of prevention rather than cure. Organic means free-range and all our animals are grazed on fresh grass throughout the spring, summer and autumn period and fed home grown forage through the winter. All our feeds are, of course, GM free. We proudly antibiotic free across the herd now, with herbal and homeopathic remedies the preferred options for dealing with health related issues.

We’re not leaving it there

Once we’d made the decision to become an organic farming operation, there’s little else that can be changed in agricultural terms that has as big an impact. There are no ‘levels’ when it comes to organic and it’s impossible to become more organic…! So, anything we do now concerns better land management and increasing the positive impact of our work on the soil, wildlife and our animals. Here’s what we’re planning or already underway:

Land management – we now have a zero bare soil policy. This means there is always something in the ground, so as we finish cropping and harvesting, we immediately replant with a different crop or natural green fertiliser. Rather than being classed as intensive farming, this process is referred to as a ‘green bridge’ helping hold nutrients in the soil, limiting erosion and reducing run off into rivers and ditches.

Land management – we’re working towards minimum tillage. Each time the soil is disturbed, nutrients escape and the structure is broken down a little more. This also releases carbon that would otherwise be sequestered in the soil. Ploughing and tilling the fields can have a detrimental impact on soil health as well as releasing carbon into the atmosphere. We’re therefore looking at how we can minimise surface and ground disturbance. It is a bit of a trade off as to use our own green fertilisers (vetch, legumes, clover etc.) to maximum effect, they need to be ploughed back into the ground to encourage them to break down and release nutrients at root level. At present, we plough ahead of our main crops, but our cover crops and fertilisers are drilled directly into the soil. It’s an area whereby there is currently a lot of research and innovation taking place and so we’ll continue to adapt as soon as we can.

A bold move that has paid off

Back in 1998, John’s decision was still something of a bold move. Other farmers were moving to partial organic farming but John felt it needed to become a wholesale change across the entire farm. Today our organic farming activities extend to 1,500 acres on the Chichester Plain and the South Downs. We have a 250 head of organic dairy cows and sell our milk, some 5,000+ litres a day, through our organic co-operative, Organic Herd, and directly to the public via our Woodhorn Farm milk vending machines. Our crops go to organic producers manufacturing a range of foods and drinks, like our barley which is used by a European organic brewery.

We understand what it takes to be an organic farm and actively embrace it. We also have plans to do more. It’s not necessarily been easy; organic farms are often more at the mercy of nature than non-organic farms and major diseases or extremes of weather can, and have, impacted us more than other farmers over the years. But organic remains a philosophy we’re committed to, ultimately we believe that how we farm matters.

Down on the farm – July 23

Posted on July 24, 2023 by - Blog, Down on the farm, Environmental Management, Farming and Dairy, Woodhorn Farm, Woodhorn Group

Another year, another drought! Another ‘Down on the Farm’ article, another frustrating delay to our milk vending project!

The latter is down to the continued delay of the supply of our pasteurising equipment. The only manufacture of the particularly specialised kit that we need is in Ireland and they have singularly failed to meet their promised delivery schedule. I sincerely hope by the time I write my next article we will be up and running. In the meantime, please help us choose our first milkshake flavours here.

Weather extremes, a principal feature of climate change, are becoming the norm.

 This year we had the driest February on record when just 3.8mm (0.1 inches) of rain fell. Compare this to our February historical average of 60mm (2.4 ins). Conversely, we had the wettest March and April for many years with a combined total of 148mm (6 ins) compared to an average of 52mm (2.1ins) for the same period. June and July are looking exceptionally dry like last year.

We aim to complete all our spring sowing in March, but the ground was so saturated that much of this was delayed until May. This significantly reduces yield potential and some fields or part of fields never dried out enough to sow at all. The high temperatures and lack of rainfall now is restricting grass and clover growth, both for grazing and to make silage for next winter’s feed reserves.

 Farmers Weekly has just run an in depth article “Dairy Farming in a Drought” which essentially takes the experiences of dairy farmers in New Zealand and Australia where droughts are the norm. My two ‘take aways’ following a bit more personal research, were how New Zealand dairying (one of largest producing countries in the world and the biggest contributor to its economy) manages drought with huge amounts of irrigation. However, this is becoming environmentally unsustainable as natural groundwater supplies are diminishing causing rivers and lakes to dry up, with over 60% severely polluted due to the intense use of artificial nitrogen and phosphate fertilisers which ‘runs off’ the land into the waterways, where the problem is exacerbated by the lack of water to create a dilution effect.

Australia’s farmers tend not to have the same access to irrigation and so the country has a significant and growing shortage of milk and dairy products forcing it to import much of its needs.

We are, as a nation and like Australia, importing more and more food. However, this is not (yet) because of drought but because of the power of the supermarkets and a lack of government interest in a food strategy generally. Like New Zealand, our water supplies are under pressure though but more as a result of our ever increasing population than from the needs of farming. However, as droughts become more common, the demand for scarce water supplies from both farming and people will increase. However, we continue to be blessed by guaranteed and plentiful winter rainfall. If we, as country and as farmers, invest in adequate infrastructure to collect and store that winter rain, we can meet all of our needs. The cost though of such infrastructure is inevitably enormous at both national and farm level.

After last year’s drought, we made some investment to create the ability to irrigate and we will do more over time. It is an expensive and challenging direction of travel, but one I think will be essential if we are to continue to grow food for our nation. Farming Organically (and so we don’t use the polluting fertilisers and chemicals) and if we are able to store winter rainfall, we will not cause the pollution problems seen in New Zealand

Harvest is not far away now and the harvest machinery and grain stores will be getting their final checks. Calving at Reeds farm starts in mid August.  We will be starting the Organic conversion at Madame Green Farm immediately post-harvest and will be sowing a variety of legume (clover and vetch for example) based crops which will start to rebuild the soil’s fertility and organic matter during the statutory conversion period – one can only sow the first organic crop two year’s after the last chemical or artificial fertiliser was applied, which means it will be nearly three years before we will harvest our first Organic crop.

John Pitts

The Belgravia Dairy Company

Posted on July 7, 2023 by - Blog, Down on the farm, Farming and Dairy, Woodhorn Farm, Woodhorn Group

John Pitts is the 4th generation of the Pitts family to farm at Woodhorn. In this article about our company’s history, John provides more background on Fred Pitts, his Great Grandfather, who moved to the area in 1882 to begin farming the Chichester plains. A farmer and a businessman, Fred Pitts was also the Managing Director of the Belgravia Dairy Company. Here John explains more about life on the farm back in those very early days.

The Pitts family were once long established dairy famers in south Devon. In the late 1800s, farming in England was in dire straits due to a flood of cheap imports from throughout the British Empire. Many farms were abandoned, land values declined and the big landowners could not find tenants for their farms. So it was for one of the country’s biggest landlords, The Church of England, who had many vacant farms in Sussex where the soil quality was considerably better than that down in Devon.

My Great Grandfather, Fred Pitts, saw an opportunity and put his cows, horses, carts, ploughs, wife and children on a train and headed east in 1882. The Church gratefully offered him tenancies on Broyle farm outside Chichester (now a housing estate), Houghton Farm near Amberley and Woodhorn Farm in Oving. I am now the 4th generation of the Pitts family to farm at Woodhorn.

In 1889 Fred move his family to ‘Sunnyside’ in Chichester and his eldest son, William, moved in to Woodhorn. Sunnyside was a rather beautiful Georgian townhouse situated next to the equally imposing Chichester Police Station. Both were demolished in the 1960s to make way for the existing Chichester bus station.

Rider Haggard (author of King Solomon’s Mines) tells of a visit to West Broyle Farm in his 1901 book ‘Rural England of 1901’. The farm was ‘mainly dairy with 90 pure and cross bred Guernseys’ and the staff consisted of ’15 men, 2 boys and 3 milkmen along with 12 horses’. He also described how Fred was ‘a good horseman and rode regularly around the 3 farms upon a high and strong horse inspecting with a critical eye and a strong arm’.

 Fred was a businessman as well as a farmer (a relatively rare combination in the 1800s) and was owner and Managing Director of The Belgravia Dairy Company in West Kensington with 26 branches in the West End, including 7 in the Mall. When my Father celebrated the centenary of the move from Devon to Sussex in 1982 , the Chichester Observer ran the story. My Father subsequently received a letter from an aged gentleman who had read the piece and described how his first job ‘as a very young boy’ was helping out on one of the horse and cart milk floats around London.

The Belgravia Dairy Company was sold after Fred’s death in 1924 to United Dairies (later to become Unigate and Dairy Crest). Nearly 100 years later we will be selling milk from Woodhorn Farm direct to the public, but this time via our vending machine in Oving rather than on the streets of London!