Adding value for levy payers
Agriculture and Horticulture Development Board
Corporate Plan 2013/16
02 April 2013
This is the sixth AHDB Corporate Plan. It covers the three-year period April 2013 to March 2016.
It benefits from a consultation period with AHDB’s key stakeholders, whose comments
and observations have been taken into account.
The performance targets contained in the plan are reported against on an annual basis
in the AHDB Annual Report and Accounts, published in July each year.
© Agriculture and Horticulture Development Board 2013. All Rights Reserved.
Contents
Page
Chief Executive’s Foreword
2
About AHDB
4
Background to the Plan
6
AHDB Strategic Plan and Targets
8
Funding the Plan
26
AHDB Levy Rates 01/04/13 to 31/03/14
27
Budgets
28
Page 1
Chief Executive’s Foreword
Agri-food is the United Kingdom’s biggest manufacturing industry employing 3.5 million people
(13.6%) and contributing £85 billion (6.9%) to our economy.
As a levy board AHDB exists to address areas of market failure. We are entrusted with money from
farmers, growers and others in the supply chain to play a pivotal role in helping to make those
agricultural and horticultural industries more efficient, competitive and sustainable. We add value to
levy payers in many ways, both at the strategic level as well as at the very practical individual
business level.
Strategically we are delivering in two ways – firstly we are informing the debate and decision
making processes within United Kingdom Government and stakeholders and the European Union
through providing factual, evidence-based information and market analysis. For example on the
Common Agricultural Policy (CAP) reform our analysis on the potential impacts of different policy
options/proposals was an essential component to our stakeholders’ understanding some of the
possible ramifications. We are also a primary contributor to Defra’s Green Food Project, the AgriFood Export Forum and other policy advisory platforms.
Secondly we are working with industry partners to map out and help co-ordinate the way ahead on
key strategic issues – on industry skills, on delivering agriculture and horticulture’s share of the
nation’s carbon reduction commitments through the Greenhouse Gas Action Plan. We have helped
to spell out the industry’s view on the research priorities for United Kingdom agriculture in order to
help guide policy makers and funding providers over the next two decades – this work has
contributed towards shaping the Government’s emerging Agritech Strategy.
At the coal-face our aim is to provide very practical support to help the primary production and
supply chain businesses (our levy payers) operate more efficiently and overcome immediate
issues. This work is led by our farm-level knowledge transfer/exchange activity based on research
and development, the provision of essential market information to improve supply chain
transparency and market development activity (see examples on pages 11 to 26).
Working together, both across our own sector-focused operating divisions as well as with external
partners is achieving significantly better return on investment for levy funds. For example we
currently have 39 joint sector-funded R&D projects valued at £15 million – one of these is where
our crop divisions (HDC, HGCA and Potato Council) are sharing the cost of a project on insecticide
resistance management in the peach-potato aphid - each sector will benefit from the work but for a
third of the cost to each levy of doing it alone. Welsh Government money has enabled significantly
more, and better co-ordinated, dairy sector work to take place in Wales; 50% Scottish Government
funding has enabled two very successful monitor farms to be set up to assist cereal growers in
Scotland; and Rural Development Programme for England money from Defra and the European
Union is significantly boosting the quantity of levy-funded farmer skills development.
There is clear evidence that more efficient businesses are more environmentally and economically
sustainable. As a direct consequence of the immense amount of work we do to improve business
margins and productivity we are also helping to deliver the environmental goods expected from
agriculture and horticulture. For example greenhouse gas emission modelling for beef cattle shows
that the carbon footprint has fallen to 14.41kg of carbon dioxide equivalents (kg CO2-e) per
kilogram of liveweight – it was 23.05kg CO2-e in 1970.
Page 2
Levy payers are at the heart of what we do and accountability to these customers is very important
to us. We achieve this through our structure and levy payer involvement is reflected in the delivery
of all our services. We have sector boards, committees and panels comprising levy payers and
other industry stakeholders who help shape all our work programmes and propose required levy
rates. The chairs from our six sector boards sit on the main AHDB Board. We hold regular open
meetings, conferences and workshops for levy payers and industry stakeholders around the UK
giving those that choose to, plenty of opportunity to engage. Our teams can be found exhibiting at
most of the major agricultural shows. We also consult widely on this Corporate Plan and the
proposed levy rates for the year ahead.
AHDB is making a difference – on areas such as soils, water, on animal and plant health, on export
market development, in schools, with skills in the industry, on essential market information and with
consumer communication. The industry is also starting to benefit from the development of a strong
‘AHDB voice’ on industry issues.
This document summarises how we plan to continue to add value for levy payers.
There are no levy increases proposed for 2013/14.
Tom Taylor
Chief Executive and Accounting Officer
Page 3
About AHDB
Serving the levy payer
What we are
The Agriculture and Horticulture Development Board (AHDB) is a statutory levy board, funded by
farmers, growers and others in the supply chain and managed as an independent organisation
(independent of both commercial industry and of Government).
Our purpose
Our purpose is to make our agriculture and horticulture industries more competitive and
sustainable through factual, evidence-based advice, information and activity.
What we do
 We deliver extensive research and development programmes which are delivering
scientifically-robust and commercially useful outcomes for our levy payers
 We undertake efficient farm-level knowledge transfer programmes based on evidence
both from third party science and our own R&D aimed at improving efficiency, productivity
and sustainability
 We provide unbiased, high quality market information that helps business decision
making and improves supply chain transparency
 We carry out export market development work and also domestic marketing activity to
inspire and inform consumers in order to assist the economic viability of sectors which
require this
 We raise awareness of food and where it comes from among school children and we help
ensure the agriculture and horticulture industries are able to develop and attract workers
with the skills needed to operate effectively
 We also ensure that proper account is taken of Government priorities for agriculture and
the agri-food industry, where appropriate.
Who we work for
Levy payers are at the heart of what we do. Our delivery of support services to them is focused
through six branded operating divisions:






Pig meat in England – through our BPEX division
Milk in Great Britain (GB) – through our DairyCo division
Beef and lamb in England – through our EBLEX division
Commercial horticulture in GB – through our HDC division
Cereals and oilseeds in the UK – through our HGCA division
Potatoes in GB – through our Potato Council division.
Page 4
AHDB structure
Our philosophy is that levy payers are at the heart of what we do. In order to deliver genuine levy
payer focus there is a sector advisory committee (known as ‘sector board’) for each of the six
commodity sectors represented by AHDB. Each sector board comprises levy payers, other
stakeholders from the sector and independent members. The main AHDB Board has delegated the
responsibility to each sector board to develop the most appropriate strategies to meet the
challenges of the sector; to ensure the relevant levy rate is recommended in order to
provide adequate funding for the required work; to monitor strategy implementation and to
approve remedies where performance deviates from the plan. The sector board members are
appointed by AHDB.
The main AHDB Board consists of the chairman, the six chairs of the sector boards and three
independent members. The main AHDB Board members are appointed by the Secretary of State
for Defra, acting with Ministers from the Welsh Government, Scottish Government and Northern
Ireland Assembly.
The day-to-day management of AHDB is overseen by a Senior Executive Team (SET) led by the
Chief Executive:
AHDB Board
AHDB Chief
Executive
Director
of BPEX
division
Director
of EBLEX
division
Director of
Finance
Director
of HGCA
division
Director of
Human
Resources
Director of
DairyCo
division
Chief
Scientist
Director
of HDC
division
Head of
Communications
Director of
Potato Council
division
Director of Market
Intelligence
AHDB commercial subsidiary
There is also one commercially trading subsidiary within the AHDB group called Meat & Livestock
Commercial Services Limited (MLCSL). It is a wholly owned subsidiary of AHDB and run as a
separate company, limited by guarantee. All its costs are fully accounted for within the company
and it returns any profits to AHDB to supplement levy funds.
MLCSL provides data, advice, logistics, equipment and inspection services (including independent
carcase classification) to the meat and livestock industry on a commercial basis, contributing to the
industry’s efficiency and profitability. It operates on a national basis throughout the UK.
Additional background on AHDB can be found on its website: www.ahdb.org.uk
Page 5
Background to the Plan
Analysis of the challenges
In our autumn 2012 planning process, we have considered the key challenges and opportunities
facing the UK agriculture and horticulture industry through a detailed PESTLE analysis process
(Political, Economic, Sociological, Technological, Legislative and Environmental). For each factor
we considered, we looked at the potential impact and, given that the six commodity sectors we
work with are affected by the factors to varying extents, we ranked each (High, Medium or Low),
for the effect on each sector. A copy of the PESTLE analysis can be found in the corporate plan
section of the AHDB website: http://www.ahdb.org.uk/publications/corporate.aspx
The PESTLE challenges have then been considered in the light of:
(i) the relatively limited levy resources available with which to address them
(ii) the individual industry sector priorities
(iii) the degree to which any AHDB levy-funded intervention could produce a tangible benefit for
levy payers.
Not all the issues highlighted in the PESTLE are therefore addressed within the Plan.
Cross sector Pestle priorities
In looking at the Pestle the Board identified five issues that were important across all six AHDB
sectors. These areas are:





More effective near market R&D and KT delivery – improve reach and speed of uptake
Soils management – address how to enhance, protect and sustain soil structure
Water – look at ways levy payers can improve management
Inputs - improve efficiency of use
Legislative compliance – do more to provide technical information and analysis to aid
legislators and more to support levy payers on compliance.
Corporate Plan timetable
The process that is followed to finalise this AHDB Corporate Plan is laid out below:
DATE
16 November 2012 to
11 January 2013
29 January 2013
Mid-February 2013
Mid-March 2013
26 March 2013
1 April 2013
ACTION
Stakeholder Consultation – Draft plan, recommended levy rates and
provisional budgets put out for consultation with industry stakeholders,
Defra and devolved administrations.
AHDB Board Meeting considers and agrees an amended draft taking
into account the industry feedback. The Board also signs off the levy
rates to be recommended to Ministers.
Ministerial Approval – Final draft plan including provisional budgets put
to UK Ministers for endorsement of the plan and approval of
recommended levy rates for 2013/14.
Levy Payer Notification – Levy rates which will apply for the coming 12
months are communicated to industry.
AHDB Board Meeting – Board agrees final budget for 2013/14 and
outline budget for 2014/15 and 2015/16.
Publication – AHDB Corporate Plan, including the final budgets,
published on AHDB website.
Page 6
In January 2013 the AHDB Board and Senior Executive Team held a strategy day to look at AHDB
priorities to support levy payers over the next five to ten years. The output was that AHDB should
have five core priorities and that future corporate and sector plans would be structured around
delivering to levy payers against these priorities:
1. Helping levy payers improve productivity and cost management
a. Resource management
b. Climate change
c. Soils and water
d. Managing market volatility
2. Helping levy payers prevent and manage disease
3. Helping levy payers with market development
a. Export development
b. Promoting quality products to differentiate against imports
c. Market information and analysis
4. Helping levy payers understand and respond to the regulatory and policy environment
5. Helping levy payers with the labour market and skills development
The AHDB purpose will remain to make our agriculture and horticulture industries more
competitive and sustainable.
Page 7
AHDB Strategic Plan and Targets
Introduction
AHDB’s role is to deliver value to agriculture and horticulture sectors where there is a market
failure need. Demand for this work is increasing as the challenges faced by all levy payers
continue to mount.
The framework for this AHDB Plan is provided through the corporate objectives which are derived
from the statutory functions defined in the Agriculture and Horticulture Development Board Order
2008. Future plans will be structured around the five priorities introduced on page 7 of this plan.
Each AHDB division has developed a detailed business plan against the corporate objectives for
2013 to 2016. Those for BPEX, DairyCo, EBLEX, HDC, HGCA and Potato Council have been
shaped through discussion and input from their sector boards. The core elements of those plans
are summarised in this top level Corporate Plan.
AHDB purpose
To make our industries more competitive and sustainable.
AHDB corporate objectives
1. Deliver value for money for Levy Payers in everything we do
2. Improve efficiency and productivity in the industry to help levy payers have thriving
businesses
3. Improve marketing in the industry to help profitability and customer awareness
4. Improve services that the industry provides to the community
5. Improve ways in which the industry contributes to sustainable development
The core strategic work programmes for objectives 1 to 5
1. Deliver scientifically-robust and commercially useful outcomes for our levy payers; nurture
more joint-sector projects within AHDB through better forward planning; strive to secure matchfunding across a wider range of activities through extended partnership/collaborative working;
also continue to seek out ways to maximise the efficiency of AHDB operations (procurement,
streamlining processes, board/committee/panel costs).
2. Deliver efficient knowledge transfer/exchange programmes based on evidence both from third
party science and/or our own targeted R&D. The aim is to achieve increased sustainability for
the industry as a whole by reducing costs; increasing yields sustainably; improving quality and
optimising use of inputs; and encouraging benchmarking to help levy payers identify areas for
business improvement.
3. In sectors where there is a specific requirement, undertake export market development and
work to inspire and inform consumers and so assist the economic viability of those sectors.
Page 8
4. Give levy payers and the wider industry access to unbiased, high quality market information;
raise awareness of food and where it comes from among school children; give health
professionals a better understanding of the dietary health and nutritional facts of the foods
produced by levy payers; and help ensure the agriculture and horticulture industries are able to
develop and attract workers with the skills needed to operate effectively.
5. Further develop sector-focused environmental industry roadmaps in partnership with other
industry organisations and help explain and deliver the roadmaps and the targets in the
industry Greenhouse Gas Action Plan – focusing on water, soils, fertilisers, pesticides, waste
and greenhouse gases.
Sector Priorities
For the pig sector in England
The strategic pressure on the industry, although now more acute, remains as it
has been for a number of years. Our lower level of productivity compared to producers in key
competitor countries contributes to higher costs of production which are offset, but not entirely, by
a price premium for the pigs we sell. Although productivity has been improving, we have not
closed the gap on our competitors and the strengthening of Sterling against the Euro threatens to
erode our price premium.
The BPEX division priorities are to use knowledge transfer and R&D to close the
productivity gap and conduct marketing both at home and abroad to try to maintain a
sufficient price premium.
For the beef and lamb sector in England
Against the background of a poor economic climate, future reductions in agricultural
support and increasing concerns about the environment, the beef and lamb sectors
need to achieve a competitive value for beef and lamb that can sustain production in the UK to
maintain both the production base and the supply chain. Beef: Whilst farm gate prices have risen
in the last year to a record high, input prices have also risen, negating much of the benefit. Sheep:
Higher farm gate prices are now being achieved but higher input prices and a strengthening of
Sterling against the Euro mean that the benefits are not as great as may be thought. Generic red
meat: With a backdrop of poor economic conditions and growing health and environmental
challenges from various sources there is a need to maintain the image of meat.
The EBLEX division priority is to help the beef and lamb supply chains to be more efficient
and to help the beef and sheep meat industry add value through improved marketing.
For the milk sector in Great Britain
British dairy farming faces considerable uncertainty in the future year or two. The
major debate concerning milk contracts and milk pricing has instigated a widespread review of
contract arrangements. Analysis shows a wide range in costs of production, independent of system
and herd size. There are dairy farmers who are struggling to make money from milk production but
equally there are other growing, confident and profitable dairy farming businesses in GB. The
introduction of the EU dairy package, the possibility of producer organisations, along with the
removal of the European quota system in 2015 means that in the next three years the way dairy
farmers sell their milk and the markets they need to understand could change markedly. There is
also increased interest from dairy farmers and milk processors in identifying and developing
international markets for GB dairy products.
Page 9
The DairyCo division priority is to improve the profitability of British dairy farmers through
improvements in business management, environmental and economic sustainability and
animal health and welfare, as well as maintain and improve consumers’ perception of dairy
farming.
For the horticulture sector in Great Britain
With a continually expanding global market in horticultural produce, the British
horticulture industry should be able to develop export markets, increase production and
make a greater contribution to UK Gross Domestic Product. To do so will require state-of-the-art
production methods and facilities, a highly educated professional workforce and a self-sustaining
community of applied scientists and technologists capable of driving continual innovation and
development through targeted applied research and knowledge transfer programmes.
The priority of the HDC division is to work in partnership with growers, supply chains, the
other principal research funders and trade organisations to deliver R&D and associated
knowledge transfer and training needs that address the immediate needs of the industry,
whilst also identifying and commissioning research that addresses the strategic priorities
that will help ‘future proof’ the industry.
For the cereal and oilseeds division in the United Kingdom
Weather and disease pressures, increasing global demand for grain and the drive to
secure sustainable production continue to pose long term challenges for the cereals and
oilseeds industry. Over the last 12 months there has been increasing consolidation and
strategic alliances, in the commercial sector in response to changing market conditions. Price
volatility presents a challenge as well as a risk to UK arable farming businesses, so success will
depend on farmers’ understanding of grain markets and price risk management.
The HGCA division priorities are to improve the sector’s business decision making
efficiency; improve its technical efficiency; improve industry competitiveness; and grow the
market through development work at home and abroad.
For the potato division in Great Britain
The consequences of the many challenges experienced in 2012 will continue to unfold
for some time to come. The purchaser base continues to consolidate; the crop is
increasingly grown on contract to stabilise supply chain costs however, this market
dynamic has been considerably strained by events in 2012. Innovation will be critical to
increasing the yield per hectare within the land resource available while optimising inputs - growing
more for less. Achieving this will require the uptake of new technology and best practice
implementation within the supply chain (such as enhanced stewardship of CIPC), improved plant
health to minimise losses and more efficient use of resources, to reduce costs and environmental
impact.
The priority of the Potato Council division is to deliver a sustainable and profitable potato
sector through optimising resource and input use by addressing the apparent plateau in
yield, improving storage efficiency, securing plant health and driving profitability and value
in the supply chain.
In the following pages we outline the key outcomes we are seeking to achieve through the
successful delivery of our strategies.
Page 10
CO1: Deliver value for money for levy payers in everything we do
Delivering good ‘value for money’ to levy payers is a cornerstone of AHDB policy. AHDB is
increasingly linking with other organisations to develop partnership working arrangements to the
advantage of our levy payers and we also strive to secure grant/match-funding across a wide
range of activities. This search for efficiencies includes improving our procurement of services and
work not only to ensure good pricing but also, in the area of research and development, to ensure
what we procure is most relevant to the needs of the industry (whether strategic or tactical), is
managed effectively and delivers scientifically-robust and useful outcomes for our levy payers.
Examples of work in this area for the 2012/13 year to date include:

We have taken significant cost out of running AHDB. We have delivered savings of more than
£3.8m in 2011/12 for the corporate administration and back-office costs when compared
against the pre-AHDB levy board costs.

A programme of activity in the beef and sheep supply chain to improve efficiency and
sustainability in the post-farm gate chain, particularly amongst SMEs, is helping to identify
ways to reduce waste, water usage and exploit opportunities for the fifth quarter - a recent UK
project concentrating on the use of offal saw a £2.2 million cost of disposal turned into an
income source of £13.3 million.

The Agriculture and Horticulture Development Board (AHDB) has had four successes under
the new Skills Framework funding of the RDPE, securing a total £1.7m skills of training funds
for farmers and growers across the country (to be made up to £2.2m with additional industry
match funding). This includesa £315,000 boost to our drive to develop skills in general animal
health and welfare;, an additional £550,000 to further develop training and awareness in the
fight to control endemic disease, with a special focus on Bovine Diarrhoea (BVD) and Scab;
£280,000 for advanced training for farmers in livestock skills; and £490,00 for knowledge
transfer of advanced technical skills in crops, including horticulture and tree fruit. The RDPE is
jointly funded by Defra and the European Union.

We have engaged with EU ‘Horizon 2020’ as a future source of research funding, taking a
delegation of AHDB heads of R&D to meet with the EU Director Generals for Research and
Agriculture.

Our potato Grower Collaboration project has been running for over five years, bringing
growers and researchers closer together to plan their agronomy. Adoption of best practice
from our network of demonstration farms has resulted in potential savings in seed and fertiliser
costs of up to £155/ha/yr.

The eAML2 (electronic animal movements licensing) system was introduced to record and
control the movements of pigs from farm to slaughter and from farm to farm. This new system
reduces administration, improves efficiency and helps to manage the risk of disease spreading
in the event of a major outbreak.

Since 1 April 2011 HGCA has commissioned 30 new research projects attracting co-funding of
£3.7m.
Page 11

By using online and social media as the predominant platforms to launch the 2012 Farmhouse
Breakfast Week, HGCA delivered a cost-effective consumer campaign with a return on
investment of 33:1. Significant leverage was achieved by encouraging over 1,000 third parties
to host Farmhouse Breakfast events.

HDC has entered into negotiations to ensure that intellectual property generated by the HDC
research programme will result in the commercial development of lateral flow diagnostic
devices for early disease detection in key horticultural crops.
Page 12
AHDB Strategic Plan 2013/16
Corporate Objective 1: Deliver value for money for levy payers in everything we do
Core Strategies: Deliver scientifically-robust and useful outcomes for our levy payers; nurture
more joint-sector projects within AHDB through better forward planning; strive to secure match
funding across a wider range of activities through extended partnership/collaborative working; and
continue to seek out ways to maximise the efficiency of AHDB operations (procurement,
streamlining processes, board/committee/panel costs).
Key Outcomes
Owner
Key Reporting Target
Additional value generated for levy payers
per £ of levy invested by tendering more
programmes of work and leveraging our
money through co-funded opportunities.
HDC
Work on at least three strategic
research areas let by tender each
year of the life of this Plan; year on
year reduction in the number of
projects commissioned while average
project value increases year on year
over the three years of the Plan.
Potato Council is regarded by the majority of
levy payers as providing good value for
money and they actively engage in
campaigns and programmes.
Potato
Council
Shift levy payer awareness/value
perception by 7% by 2015.
HGCA’s work is clearly communicated and
widely valued by the industry.
HGCA
Increase levy payer satisfaction score
for identified key activities by 5% over
the three-year period to 2016 as
measured in annual stakeholder
‘intentions’ survey.
More beef and sheep levy funds are able to
be deployed on front-line activity that directly
benefits levy payers by seeking out and
exploiting the benefits of the AHDB
framework by sharing services and finding
synergies through working together.
EBLEX
80% satisfaction rating for EBLEX
published material measured in
stakeholder ‘intentions’ survey and
feedback forms.
BPEX customers have a fuller understanding
of the range of products and services that
BPEX can provide individual businesses; and
there’s more effective targeting of
appropriate KT to different types of business
including producers, AIG, vets and
processors.
BPEX
Improve annual customer survey
score to 1.75 (1 = excellent; 5 =
poor).
An R&D programme relevant to the GB dairy
industry is commissioned and exploited.
DairyCo
Deliver R&D partnerships to time and
budget.
Drive cost reductions through improved
procurement to ensure we get best value for
money on the purchase of all goods and
services and achieve the target of reducing
AHDB support costs as a percentage of
income by 1% year-on-year to 12%.
AHDB
Corporate
Reduce support costs as a
percentage of income by 1% year-onyear bringing it down to 12% by 2014.
Page 13
CO2: Improve efficiency and productivity in the industry to help levy
payers have thriving businesses
It is clear the issues of agricultural and horticultural productivity (essentially, efficient land and
resource use) should be a high priority for AHDB. This is also now being reflected in the national
and international emphasis placed on issues of food security. Ornamental horticulture also has a
positive role to play in the health and well-being of the nation. Improvements and innovation based
on the translation of science into practice is the route to greater efficiency, competitiveness,
profitability and sustainability for the agri-food and ornamentals sectors. Much can be achieved by
the better and more widespread application of existing knowledge, some of which resides with
practitioners as well scientific and technical experts. AHDB plays a pivotal role, across the UK, in
getting science put into practice.
AHDB will work with like-minded organisations to stimulate continued investment in use-inspired
scientific research that is intimately coupled with well-integrated, well-directed approaches to
knowledge exchange and the development of the necessary skills
On a wider scale, AHDB has worked with other leading industry organisations to commission a
report, 'Feeding the Future - Innovation Requirements for Primary Food Production in the UK to
2030’, which spells out the industry’s view on the research priorities for UK agriculture. This is due
to be unveiled on 21 November 2012 and when finalised should be the reference manual for our
policy makers and funding providers over the next two decades.
Examples of work in this area for the 2012/13 year to date include:

AHDB crop divisions (HDC, HGCA and Potato Council) have jointly funded work on insecticide
resistance management in the peach-potato aphid, a key pest affecting both agricultural and
horticultural crops and its management has to be viewed in a ‘cross-crop’ context.

Twenty eight new cereal and oilseed varieties were added to the HGCA Recommended Lists
in 2012 enabling growers to compare variety performance in areas such as yield, quality and
disease resistance. 320 trials were funded across the UK and a mobile website was launched
enabling users to access variety information through their smartphones.

Our HDC division’s HNS Propagation Guide is a valuable reference for growers, bringing
together a wealth of information on best practice in plant propagation for hardy ornamentals
and nursery stock producers.

We continued our popular horticulture sector work on Extension of Authorisation for Minor
Uses (EAMU), ensuring growers have access to an effective and sustainable toolbox of crop
protection products. We have achieved around 60 new re-registrations on crops ranging from
plums to broad beans to outdoor ornamentals.

HDC was instrumental in 2012 in working with many stakeholders to develop a strategy, plus
background information, for spotted wing drosophila (SWD), a key new pest which attacks a
very wide range of fruit crops.

The CIPC stewardship programme has helped to protect the availability of this crucial potato
sprout suppressant. Research in bulk potato stores had identified that the use of variable
frequency drives for ventilation management reduces the risk of high CIPC residues.
Page 14

Changes in weed control as a result of EU pesticide reviews would have resulted in additional
costs to the potato industry of £13.5m p.a. Modified herbicide strategies derived from our
Potato Council research have been evaluated and a conservative estimate of uptake of advice
(based on 10% of Linuron treated area) shows that a £390k p.a. cost to the industry of
additional hand weeding has been avoided.

The DairyCo Healthy Feet Programme has developed well with good uptake across the
industry helping dairy farmers to reduce and control lameness.

A national Pig Health Improvement Plan has been introduced in England (with RDPE funding).
This helps groups of producers manage pig disease at a local level while having a national
impact. Locations of farms have been mapped and an assessment made of disease status.

The safety of pork and pork products is a constant priority for the industry. BPEX continues to
play a leading role in coordinating the ZNCP (zoonosis national control programme) initiative
that includes industry, government and its agencies.

HGCA facilitated cereal/oilseed growers and supply chain businesses coming together at 15
‘Meet the Processor’ events to discuss issues such as product specification, supply sources
and varieties in a non-contractual setting.

DairyCo Breeding+ evaluations are now delivered using genomic data, improving the accuracy
of breeding values. The potential for increased rates of genetic gain using genomics is a step
closer to being realised.

Top commercial sheep breeders using estimated breeding values (EBVs) are seeing an
average benefit of £4 per lamb. The top beef breeders using EBVs are seeing an average
benefit of £48 per head.
Page 15
AHDB Strategic Plan 2013/16
Corporate Objective 2: Improve efficiency and productivity in the industry to help levy
payers have thriving businesses
Core Strategies: Deliver efficient knowledge transfer/exchange programmes based on evidence
both from third party science and/or our own targeted R&D. The aim is to achieve increased
sustainability for the industry as a whole by reducing costs; increasing yields sustainably;
improving quality and optimising use of inputs; and encouraging benchmarking to help levy payers
identify areas for business improvement.
Key Outcomes
Owner
Key Reporting Target
A sustainable crop protection toolbox is
available for growers to use and there is
increased uptake of Integrated Pest
Management in protected crops.
HDC
Increase year-on-year cost/benefit
ratio resulting from uptake of specific
EAMUs by the industry. Increase
sales of biocontrol products as
evidenced by EU survey data.
Ongoing R&D projects and communication to
the industry achieve their planned and stated
outcomes and deliver a combined impact on
yield improvement.
Potato
Council
Marketable yields improve by 5%
over 5 years with more efficient use
of inputs to maximise returns.
Technical efficiency means the best possible
value for money is provided in research
investment.
HGCA
From an evaluation of the R&D
programme against a 2010 baseline,
deliver a 5:1 cost/benefit per crop
tonne from HGCA-funded R&D.
Sheep and beef producers are more efficient
and more environmentally sustainable
through the delivery and uptake of innovation
and technical solutions on-farm from
research and development programmes.
EBLEX
Improved carcase weights. Also,
improved carcase weights for beef
measured against the age of
slaughter by looking at kg carcase
per day gain, both measured on a
three-year rolling average.
Communicating new and existing knowledge
on pig production techniques which results in
individual businesses changing their
behaviour to improve pig physical
performance and delivers 27 weaned pigs
per sow per year (Target 27).
BPEX
Deliver Target 27 (27 pigs weaned
per sow per year) as measured
through national herd recording.
Knowledge transfer services effectively
delivered to GB levy payers in an
appropriate, differentiated way.
DairyCo
Face-to-face delivery with 4,200 dairy
businesses that contribute milk levy.
An integrated data management system
enables AHDB teams to streamline project
management, communication channels, and
improve customer segmentation and
targeting.
AHDB
Corporate
Scope, design and deliver an AHDBwide Project Management System by
2013 to enable effective ‘birth to
death’ commissioning, resourcing,
accounting, running and assessing
research and other projects.
Page 16
CO3: Improve marketing in the industry to help profitability and
customer awareness
In sectors where there is a specific requirement, AHDB undertakes export market development
and works to inspire and inform consumers in order to assist the economic viability of those
sectors. It also helps the industry respond to factually incorrect/unjustified criticisms.
Examples of work in this area for the 2012/13 year to date include:

Following an extended period of frost in GB and challenging unrest in North Africa our Potato
Council division conducted emergency trade missions to Egypt in conjunction with Scottish
Government. We negotiated an extension to the usual trading window which resulted in an
extra £670K worth of trade into the region and helped our potato industry achieve in excess of
100,000 tonnes of seed exported.

A special dairy sector report was commissioned and published in 2012 examining the
opportunities for more dairy exports from GB.

Our BPEX division assisted English exporters to achieve consistent growth in both the volume
and value of pork and pork products exported. Since 2009 exports have increased by 38% in
volume and 48% in value. BPEX has worked with UK government to secure the opening of
important markets such as South Africa and China.

The first export mission was made to Algeria, a key target market for UK cereals. Algeria also
took part in HGCA’s Bread Baking Workshop, which gave delegates from countries with a
potential 20 million tonne milling import requirement the opportunity to bake their national
breads using ukp and uks wheat.

Our EU co-financed campaign has allowed Potato Council to increase its investment in
educating and inspiring younger consumers (25 – 44) with 49% stating that the campaign has
encouraged them to eat more potatoes. It has delivered £10 of media coverage for each £1
invested and in total delivered 54 million opportunities to see the campaign message.

Beef and sheep producers receive between 5% and 15% premium through branding such as
QSM and Red Tractor, which equates to between 13p and 40p per kg deadweight. The
average premium was approximately 25p per kg dwt.

The promotion of Red Tractor pork and pork products has been vital in seeking to defend the
price premium for English pork and pork products, despite the pressure from the movement in
the value of Sterling. Successful campaigns have included British Sausage Week, Bacon
Connoisseurs Week, Pigs are Still Worth It and the campaign to highlight the impact on the
market of the EU ban on the use of sow stalls from 1 January 2013.

The use of isotope analysis as a means of enhancing traceability and auditing of Red Tractor
pig meat has been completed. This will now move into regular use starting with chilled and
frozen pork.

Our HGCA division has facilitated an industry-wide project to look at the feasibility of moving
the current paper based grain passport to an electronic system. This paves the way for an
improved flow of information between growers, buyers and processors.
Page 17

Evidence about the value of potatoes for the health of the nation and as a sustainable food
crop for Britain has been developed to improve the positive messaging of potatoes to
consumers. This is being shared with stakeholders to assist them in developing their
communications.

The consumer-facing website www.thisisdairyfarming.com, continued to achieve Google 1st
page search rankings as it helped the industry communicate factual, accurate and positive
messages to inform consumers about dairy farming in Britain.

Over 200 delegates including leading businesses and policy makers attended HGCA’s 2012
Grain Outlook Conference, in October, to hear AHDB give the first comprehensive overview of
the 2012 season. Delegates also heard experts speak on the Eurozone crisis, the global
importance of this year’s US maize crop, the impact of China on world grain markets and the
accuracy of weather forecasting. Videos of the 2012 conference were posted on HGCA’s You
Tube channel, where last year’s presentations were viewed over 3,500 times.

HDC has continued to assess the role it may play in improving the provision of market
intelligence to the industry, and has started gathering its own data to enable trends in the
industry to be better identified.
Page 18
AHDB Strategic Plan 2013/16
Corporate Objective 3: Improve marketing in the industry to help profitability and customer
awareness
Core Strategies: In sectors where there is a specific requirement, undertake export market
development and work to inspire and inform consumers and so assist the economic viability of
those sectors
Key Outcomes
Owner
Key Reporting Target
The key production trends in the horticulture
industry are identified.
HDC
Provision of information on key trends
in production.
GB industry profitably supplies consumers
with a range of potato products that
consistently deliver distinct taste and cooking
characteristics, recognised and valued by
shoppers.
Potato
Council
3% shift in consumer (25-44 year
olds) awareness that potatoes are not
all the same by 2014.
Improved business decision making and
profitability in the industry.
HGCA
Deliver a 5% increase in proportion of
crops grown for specific end markets,
including exports, over the three year
period to 2016 as measured in the
annual stakeholder ‘intentions’
survey.
Improved profitability and customer
awareness within the industry through
successful communication of the health and
nutritional benefits of beef and lamb, the
identification of quality assurance to aid
consumer choice, and the maximising of
carcase value at home and on global export
markets.
EBLEX
Sustain percentage of lamb exports
at 35% and beef exports at 17%.
As a result of marketing activities, the retailer
stocking and identification of Red Tractor
pork/bacon/ham rises; and consumer
understanding of the core values of Red
Tractor Pork improves.
BPEX
Consumer understanding of Red
Tractor Pork core brand values to rise
by 10% measured by consumer
research.
Accurate and timely information on markets,
inputs and prices is available
DairyCo
Publication of milk price league table
for 50 contracts each month.
Raised awareness among AHDB
stakeholders of how AHDB is helping to
successfully make agricultural and
horticultural businesses more competitive
and sustainable.
AHDB
Corporate
Increase combined Market
Intelligence publications circulation
from 24,700 to 27,250 per month.
Page 19
CO4: Improve services that the industry provides to the community
This covers two main areas of work for AHDB: Skills development; and the dissemination of
information we gather and analyse to better inform all players within the industry, allowing them to
make better business decisions.
On the information front, we are a knowledge house for our industries producing essential pricing,
statistics and market analysis to assist in market transparency and business decision making. We
target our information to producers, supply chains, health professionals, the education sector and
the media.
On a wider scale, the thrust of all our workstreams, to deliver more efficient, profitable and
sustainable agricultural and horticultural businesses, has a positive knock-on impact on our rural
communities.
Examples of work in this area for the 2012/13 year to date include:

Our Milkbench+ team produced a report in January 2012 based on data from 350 farmers in
2010/11. The report used evidence to debunk some often quoted “facts” about milk production.
The report showed that profitable milk production can be achieved at any herd size and any
yield per cow. It also showed that in all systems there was a wide range between best and
worst performers.

Good quality impartial market information is vital to the efficient operation of the pig meat
market. We improved the availability and timeliness of market information through the BPEX
website and also delivered a major overhaul of pig price reporting and especially the DAPP
(Deadweight Average Pig Price).

The targeted market information collected in the UK and EU market surveys is estimated to
have a potential value to the beef and lamb industry of up to £8.75 million per year.

The milk price debate in the summer of 2012 meant our evidence-based analysis of a difficult
dairy market situation was widely used by media outlets, stakeholder organisations and
individual levy payers.

We launched the AHDB Education strategy, which takes a long-term approach to educate the
next generation on food and farming through joint AHDB activity aimed at primary and
secondary schools, teachers, education professionals and parents, that also better aligns this
activity with other education programmes in the industry.

Over 14,300 schools took part in our Potato Council primary education programme, reaching
nearly 500,000 children. The cost to reach each child was just 33p for 14 weeks learning about
potatoes and trying out their freshly dug crop.

A series of four teacher conferences, attended by 110 teachers, were held across the UK
during the year with the millers’ organisation nabim. These events highlighted the online
educational resources available through www.grainchain.com.

AHDB is developing a skills strategy that dovetails with other industry initiatives and coordinates external skills development across all our six sectors.
Page 20

HGCA continued to support skills upgrading and careers development within the industry
through its sponsorship of 18 PhDs and student bursaries and involvement in Careers in
Farming and Food Supply.

Our accredited HGCA meetings and events for crop production and protection have up-skilled
agronomists, advisers and farmers, enabling them to collect more than 80 BASIS and 25
NRoSO points.

Our HDC division has extended our Fellowship programme in horticulture by reaching a cofunded agreement with the Royal Horticultural Society to develop underpinning research
expertise in delivering high quality plants grown in sustainable substrates, with efficient water
use and novel nutrient sources. This is in line with our commitment to ensure that appropriate
research expertise continues to be available to the horticultural industry. We have also
introduced a student bursary scheme to encourage undergraduates into broader employment
opportunities in horticulture.

HDC launched its Twitter feed in May 2012 to help signpost events and other activities. HDC
currently has 250 followers.

Funded by DairyCo and residual Milk Marketing Board funds, working with an industry steering
group, we have set up Dairy Pro, a continuous professional development scheme that enables
dairy farmers and their staff to get recognition for developing their skills and achievements in
their profession. The project will be self-funding after three years.

EBLEX Business Pointers has highlighted that top third producers can be performing nearly
66% more effectively than average producers.
Page 21
AHDB Strategic Plan 2013/16
Corporate Objective 4: Improve services that the industry provides to the community
Core Strategies: Give levy payers and the wider industry access to unbiased, high quality market
information; raise awareness of food and where it comes from among school children; give health
professionals a better understanding of the health and nutritional benefits of levy payer-produced
foods in the diet; and help ensure the agriculture and horticulture industries are able to develop
and attract workers with the skills needed to operate effectively.
Key Outcomes
Owner
Key Reporting Target
Delivery of postgraduate training for potential
entrants into the horticultural industry.
HDC
Delivery of six Fellowships over the
next three years and start-up of four
new PhD studentships per year.
To have an educated next generation of
Potato
consumers: connecting them with their food, Council
giving them the skills to prepare potatoes and
improving attitudes to potatoes as a healthy
and sustainable choice.
Reach 0.5 million primary school
children at a cost per child of 29p
(12% lower cost than 2012/13).
Sustainable demand for UK cereal and
oilseed products maintained through clear
communication of their benefits and value.
HGCA
10% increase in website visitors
accessing key information over three
year period to 2016.
Industry players have greater understanding
and are able to make better informed
business decisions as a result of the wider
dissemination of and greater access to beef
and sheep market information.
EBLEX
Generate at least 500,000 views of
market information pages on the
EBLEX website each year.
The diverse needs of the pig industry are
better reflected in the suite of skill
development packages; external funding
enables wider delivery of skills development
to English pig producers; and new entrants
are attracted to the industry.
BPEX
1000 members of the industry
actively engaged in training and skills
development annually.
Consumers have access to balanced
information on GB dairy farming through the
provision of a consumer website
thisisdairyfarming.com.
DairyCo
First page result for internet search
engines for relevant search terms.
An AHDB-wide skills strategy that dovetails
with other industry initiatives and helps coordinate external skills development.
AHDB
Corporate
Delivery of an AHDB skills strategy.
Page 22
CO5: Improve ways in which the industry contributes to sustainable
development
‘Sustainability’ is recognised as being important for future generations and it is part of farming
culture to want to nurture the land and hand down a viable business to the next generation.
According to the Foresight report, a sustainable future will demand more food production with less
land, water, emissions, energy and waste. The UK has the potential to show the way by virtue of its
resilient soils, a sufficiency of water, a warming climate and a high level of intellectual capacity and
innovation. Truly sustainable systems of production based exclusively on renewable products and
practices are still somewhat distant. However, advances in engineering, information technology
and bioscience are moving us in the right direction. A key factor for adoption of new, more
sustainable practices is that they need to be either cost-neutral or generate a cost-benefit to the
agricultural/horticultural enterprise.
AHDB divisions are working on R&D and KT strategies to ensure we are able to provide new
information on soil and water management that allows farmers and growers to meet compliance
targets and minimise any impact on productivity.
Examples of AHDB work in this area for the 2012/13 year to date include:

AHDB continued its commitment to the industry Greenhouse Gas Action Plan consortium,
helping to report on milestones and delivering the ‘Farm Efficiency Hub’ pilot. HGCA
contributed through the production of the first greenhouse gas emissions roadmap for cereals
and oilseeds.

AHDB joined forces with Catchment Sensitive Farming (CSF) to provide farmers and growers
with information on the latest research and best-practice on soils at a local level. From July
2011 until March 2013 AHDB and CSF are jointly running more than 70 events, with a focus
on soil and nutrient management.

Our DairyCo division has taken the lead in the industry on measuring GHG emissions from
dairy farms by committing to funding the measurement of average GHG emissions from a
statistically robust selection of farms. Data from 415 farms was collated and analysed giving a
national benchmark for grammes carbon equivalent per litre of milk produced for the last two
years and will be repeated in 2013-14 to examine seasonal variation and/or progress.

Our HGCA division contributed to Natural England’s Catchment Sensitive Farming initiative
and the industry’s Greenhouse Gas Action Plan, through production of the first greenhouse
gas emissions roadmap for cereals and oilseeds.

Our HDC division has continued to deliver an integrated approach to energy efficiency in
protected horticultural crops via its GrowSave programme of work. Delivery routes to the
industry included a one-stop-shop website (www.growsave.co.uk), focus nurseries for on-site
demonstrations, energy training workshops, an annual conference and printed Energy News
updates.

HDC has continued to commission and deliver projects that aim to increase water and nutrient
use efficiency in crops with high embedded water, such as strawberry and raspberry.
Page 23

Managing energy costs is vital to the sustainability of businesses. Our Potato Council
division’s surveillance trials and on-line comparisons have revealed a wide range of potato
storage costs and the reasons behind this have been assessed in detail. Sealing, fridge
performance and airflow offer scope for cost reductions of up to £6/tonne.

In addition to commissioned research (£480K investment over 8 years) on the integration of
precision irrigation and non-water based measures to suppress common scab, Potato Council
published guidance ‘Managing the Risk of Common Scab’ to promote efficient use of irrigation
and reduce losses, supported by in-field events. Our work shows that an estimated 14mm of
irrigation could be saved by more carefully targeted irrigation during the common scab control
period, which equates to potential savings of up to £2.2 million over the total planted area.

Our HGCA division has published its Farm4Bio Guide, the results of a £1 million five year
project to look at ways of enhancing the biodiversity of uncropped land.

EBLEX work shows the benefit to the economy of using available agriculture landscape for
beef and sheep stands at £63.8 million per year, rising to £0.9 billion when considering the
wider landscape.

AHDB contributed at multi-levels to the Defra Green Food Project, including delivering a series
of detailed case studies on wheat and dairy working in partnership with other stakeholders.
Page 24
AHDB Strategic Plan 2013/16
Corporate Objective 5: Improve ways in which the industry contributes to sustainable
development
Core Strategies: Further develop sector-focused environmental industry roadmaps in partnership
with other industry organisations and help explain and deliver the roadmaps and also the targets in
the industry Greenhouse Gas Action Plan – focusing on water, soils, fertilisers, pesticides, waste
and greenhouse gases.
Key Outcomes
Owner
Key Reporting Targets
A review of current knowledge and priorities
in strategic areas including soils and growing
media; crop protection and resource use
efficiency are completed by the end of
2014/15; and specific follow-up research
commissioned as required.
HDC
Complete the knowledge and
priorities review and share/discuss
outputs with industry to inform
development of project tenders for
future work.
Potato industry is recognised as delivering on Potato
the sustainability agenda.
Council
The long-term sustainability of the cereal and
oilseeds sector is promoted through the
delivery of the sectors Environmental
Roadmap as part of the Greenhouse Gas
Action Plan.
HGCA
EBLEX
Delivery of ways to measure and reduce onfarm carbon; utilisation of modelling of costs
of production; plus improved waste reduction,
water usage and exploitation of fifth quarter
opportunities by SMEs post-farm gate.
Eight potato supply chains recognise
Potato Council’s contribution to
achieving their sustainability targets.
Increase the proportion of research
projects which include environmental
improvement factors.
Audit 60 farms to establish the
carbon footprint and monitor for 3
years for improvement in response to
changes in management and
performance.
Improvements achieved by the pig industry in
climate change, eutrophication, acidification
and abiotic resource depletion through
delivery of the English pig industry
environmental roadmap.
BPEX
Improve GHG equivalent impact of
pork production by 4%.
Measurement and reduction in carbon cost
per kg of milk produced across all production
systems.
DairyCo
Carbon measurement of 400 farms
and publication of results by March
2014.
The industry meets the targets for GHG
emissions reduction that have been set
within the industry Greenhouse Gas Action
Plan.
AHDB
Corporate
Work with partner organisations
(NFU, AIC, CLA and others) to
develop and deliver advice for onfarm actions aimed at delivery of the
targets for GHG emissions reduction
that have been set within the Industry
GHG Action Plan.
Page 25
Funding the Plan
Funding the Plan
The work of AHDB is funded by a statutory levy (a parafiscal tax) paid by farmers and growers and
others in the supply chain. AHDB is legally responsible for the collection of these levies.
The forecast total net levy for 2013/14 amounts to just under £54m and this is supplemented with
grants and other income forecast to be in the region of £3.1m. The funds raised from each
commodity sector are ring-fenced to ensure they can only be used to the benefit of the sectors
from which they were raised.
Industry Sector
Pigs in England
Beef and Lamb in England
Milk in Great Britain
Horticulture in Great Britain
Cereals and Oilseeds in UK
Potatoes in Great Britain
Grants and other income
Total net income
Forecast net levy
2013/14
£8.040 m
£15.450 m
£6.820 m
£5.913 m
£11.437 m
£6.210 m
£3.150 m
£57.020 m
The sector boards, on an annual basis, recommend the levy rates that should be applied across
their sectors in order to fund the strategic work programmes outlined in this Corporate Plan and
explained in more detail in our divisional business plans. The main AHDB Board assesses the
recommendations from the sector boards and subsequently proposes the annual levy rates for
approval by Ministers in Defra and Devolved Administration.
This Plan contains no levy rate increases for 2013/14.
The levy rates for April 2013 to March 2014 can be found on page 27.
Page 26
AHDB Levy Rates 01/04/13 to 31/03/14
The recommended levy rates remain unchanged from the current 2012/13 rates.
SECTOR
Levy rate 2012/13
Levy rate 2013/14
Pigs (England)
Producer
Slaughterer/exporter of live pigs
Beef and Lamb (England)
Cattle (excluding calves)
Producer
Slaughterer/exporter of live cattle
Calves
Producer
Slaughterer/exporter of live calves
Sheep
Producer
Slaughterer/exporter of live sheep
Milk (GB)
Buyers and direct sellers of milk
Cereals and oilseeds (UK)
Cereal grower
Cereal buyer
Cereal processor (human and
industrial)
Cereal processor (feed)
Oilseeds
Horticulture (GB)
Horticulture products
Mushroom spawn
- Agaricus
- Non-agaricus
Potatoes (GB)
Potato growers
£ per head
0.85
0.20
£ per head
£ per head
0.85
0.20
£ per head
Higher rate for
late payment
£ per head
0.935
0.22
£ per head
4.05
1.35
4.05
1.35
4.05
1.35
0.08
0.08
0.08
0.08
0.08
0.08
0.60
0.20
Pence per litre
0.060
Pence per tonne
46.00
3.80
9.50
0.60
0.20
Pence per litre
0.060
Pence per tonne
46.00
3.80
9.50
0.60
0.20
Pence per litre
0.066
Pence per tonne
50.60
4.18
10.45
4.60
75.00
% sales turnover
0.50
Pence per litre
8.0
2.0
4.60
75.00
% sales turnover
0.50
Pence per litre
8.0
2.0
5.06
82.50
% sales turnover
0.55
Pence per litre
8.8
2.2
£42.62 per hectare
Purchasers of potatoes
£0.1858 per tonne
£42.62 per
hectare
£0.1858 per
tonne
£48.08 per
hectare
£0.2076 per
tonne
Page 27
Budgets
The following pages contain the 2013/14 budget estimates for AHDB and its subsidiary, MLCSL,
split between each sector. The reports also show indicative budget plans for the following two
years. This final budget was agreed at the AHDB Board meeting held on 26 March 2013.
The table below shows how the forecast levy collected from each commodity sector in 2013/14 will
be deployed across the core activity areas of R&D and knowledge transfer/exchange, trade
development, international, supply chain integration, market intelligence (e.g. pricing and other
business information), communications and support services (IT, finance, legal, HR, etc). This
helps to demonstrate the different priorities across the sectors and is presented as a percentage of
the overall income ring-fenced for that commodity sector.
The last two lines in this table show if a sector is running a breakeven budget (i.e. total expenditure
= 100%), a surplus budget (i.e. total expenditure is less than 100% and the surplus is going to build
back up reserves), or a deficit budget (i.e. total expenditure is more than 100% and the extra funds
are being drawn down from reserves).
Overall in 2013/14 AHDB is budgeting to deliver a small surplus at the year end.
Page 28
Page 29
Page 30
Page 31
Page 32
Page 33
Page 34
Page 35
Page 36
AHDB Office Address
Agriculture and Horticulture Development Board
Stoneleigh Park
Kenilworth
Warwickshire
CV8 2TL
Email: info@ahdb.org.uk
Tel: 0247 669 2051
Web: www.ahdb.org.uk
Page 37