Agriview Winter 2021 by fishergermanllp

AgriView

Winter 2021

Better chicken…lower ROI? Inspired thoughts for change Diversification – Thinking beyond BPS

Rural update from Fisher German

Meet the team Our 26 offices provide local experts in all these work areas. If you would like guidance on any rural property matters, please contact one of us and we will ensure you get to talk to the very best advisor.

David Merton Head of Rural Sector – Estate management and strategic consultancy

Ashby de la Zouch

21 222 8

Banbury

07770 333331

07501 720422

Bedford 18

david.merton@ﬁshergerman.co.uk

stuart.ﬂint@ﬁshergerman.co.uk

Birmingham

15 6

Stuart Flint Head of Agency Sector – Farms, estates and country house sales

1 11

17Canterbury

26 12

Chester Cwmbran 25

7 14

8 9

10 Kinnersley David Agribusiness

Darren Edwards Sustainable energy

16 Doncaster

19 5

Exeter

Glasgow

Head Oﬃce

Hereford

High Wycombe

Hungerford

07501 720405

07918 677571

david.kinnersley@fishergerman.co.uk

darren.edwards@fishergerman.co.uk

Ashby de la Zouch

Helena Tibbitts Valuation

Charles Meynell Expert witness

21 22

Banbury

Knutsford

07918 628985 6

07836 212307

Bedford

London

helena.tibbitts@fishergerman.co.uk 23

charles.meynell@ﬁshergerman.co.uk

1 11

Birmingham

Market Harborough

Canterbury

Newark

Chester

Newcastle

Cwmbran

Richmond

Doncaster

Rossendale

Exeter

Rotherham

Glasgow

Stafford

Head Oﬃce

Southampton

Hereford

Thame

High Wycombe

Worcester

Hungerford

12 John Ikin Compulsory purchase

/FisherGermanLLP

London

17 18

Rotherham

Stafford

Southampton

Thame

scott.odell@fishergerman.co.uk

Richard Benson Building consultancy 07768 552827

ben.marshalsay@fishergerman.co.uk

richard.benson@fishergerman.co.uk

1 11 17

07771 974322 18

www.fishergerman.co.uk Rossendale

07785 616659

/fisher_german Newark

Richmond

Ben Marshalsay Development

Market Harborough

Newcastle /company/fisher-german-llp

@fishergerman

25 14

Scott O’Dell Planning

24 john.ikin@fishergerman.co.uk

Knutsford

07887 627978

4 26

William Gagie 3 2 Minerals 25

Richard Gadd Farm agency

16 07551 152691 14

07966 481487 5

william.gagie@fishergerman.co.uk 24 9

richard.gadd@fishergerman.co.uk

Welcome The ongoing reduction in direct farm subsidies, extreme weather events, volatile commodity markets, input price inflation and political factors over the last 18 months, have all drawn attention to the increasing risk inherent in agricultural production.

enterprises. In the case of Fisher German’s Model Farm, the Fox family are looking into use of otherwise redundant assets to ensure the business remains sustainable, as well as providing a project to get the next generation more involved.

Managing the risks to businesses may have become more complicated, but these times have also highlighted the increasing realisation across the economy that farmland use offers large-scale opportunities to deliver the goods that can help mitigate the impacts of climate change and pressure on natural resources by providing clean water and air.

Anyone considering diversification should focus on their own unique selling points. It’s important to consider what you’re doing and why, if the location is suitable and any costs. One business that has successfully diversified is Hartington Creamery, in the heart of the Peak District. After losing 80 per cent of sales at the start of the pandemic, Robert Gosling explains how his business was reshaped for the modern consumer, with sales now higher than pre-pandemic.

In this issue David Kinnersley considers how regulatory risks on other businesses are creating new opportunities for farmers, and the benefits of setting some time aside to review the risks your business faces over the next five years, opening up some inspired thoughts for change. One of the options to mitigate the reduction in subsidy income is to see whether there is scope to diversify into non-agricultural

Buckley’s Bees, a family-run business based in Cheshire, is on a mission to help save the native species of British bees; working with responsible businesses who want to make a difference, they assist with establishing beehives on open spaces either within a business’s own facilities or elsewhere.

As we begin to reﬂect on the 2021 farmland market we look back on a year of improved confidence, increased supply and a significant shift in buyer profile across the country. We have updates from Richard Gadd on the farmland market, and Rachel Clipsham considers the impact of the Better Chicken Commitment (BCC), which could result in fewer new broiler sites being developed over the next few years, leading to shortages of rearing accommodation. We hope that you find the publication of interest. If you would like to learn more about any of the matters featured, please do not hesitate to get in touch. We would be very pleased to help.

David Merton Head of Rural Sector 07770 333331 david.merton@fishergerman.co.uk

Managing risk in farming Inspired thoughts for change

Source: AHDB

The ongoing reduction in direct farm subsidies, extreme weather events, volatile commodity markets, input price inflation and political factors creating labour and transport issues over the last 18 months, have all highlighted the increasing risk inherent in agricultural production. The variance in wheat and fertiliser prices in the last 18 months is just one example of the dramatic fluctuation in values over that period. On top of price risk there seems to be a growing amount of regulatory risk, often seemingly at odds with other policy objectives. Some of these risks are entirely out of our direct control – the impact of Covid-19 on businesses is an example of one that is difficult to plan for. Many, however, we can at least influence and manage to affect the outcome of, such as buying and selling strategies, and financial management. It may seem counter-intuitive given the rapid pace of change in agriculture but there has never been a better time to put some thought into managing the risk in farm businesses. A simple matrix approach to the high-level risks encountered helps to review how you manage risks you know you have and highlight some that may not have been considered. Most businesses manage risk on a short-term basis with intuition, but having a map of your business risks is a great way of checking that there isn’t something fundamental that has been missed and reassuring to see how much is covered. It's also a great way of focusing on the priorities with so much background “noise” to cope with. Risk area

Risk

Probability

Impact

Mitigation

People

Key person leaving

Med

High

• Develop talent/knowledge within team • Monitor availability of contractors

Partner retiring

High

• Review retirement plans with professionals – timing re BPS changes, pensions, impact on business etc

Purchasing

Input price rises

High

Med

• Review buying strategy • Consider buying groups

Regulatory risk

Future ammonia emission controls

High

Med

• Review options for managing manures & slurries to reduce when investing

Each business will have slightly different risks and also varying tolerance of risk so the “risk list” will not be the same. Some items such as weather-related climate change risk may be impossible to directly manage, but changes in management practices can reduce the risks or indeed identify opportunities: for example building irrigation lagoons to manage water supply. The Spring 2021 edition of AgriView looked at environmental schemes as a means of managing some of the income and margin risk in farming, and the introduction of ELMS could offer some simpler options on that front.

The Farm Investment Fund grant launched this autumn could also be an opportunity to reduce the risk in investing in new processes and equipment for improving the business's profitability. Managing the risks to businesses may be becoming more complicated, but the last 18 months have also highlighted the increasing realisation across the economy that farmland use offers large-scale opportunities to deliver the goods that can help mitigate the impacts of climate change and pressure on natural resources by providing clean water and air. Regulatory risks on other businesses are

creating new opportunities for farmers. It might seem a rather dull task to complete, but setting some time aside to review the risks your business faces over the next five years could open up some inspired thoughts for change rather than just adding to the “to do” list.

David Kinnersley Head of Agribusiness 07501 720405 david.kinnersley@fishergerman.co.uk

Model farm Tiger Farm is a virtual farm that has been created by the Fisher German agribusiness team to model the different business dynamics and scenarios that are often faced by real farms. TIGER FARM is a virtual mixed farm based in Leicestershire. 240ha Owned 128ha Agricultural Holdings Act Tenancy 40ha Five-year Farm Business Tenancy 111ha Contract Farming Agreement OWNED BY THE FOX FAMILY, the parents and eldest son work on the farm along with a full-time farm worker. There are two other children not currently involved with the farm. The farm uses seasonal labour as required. A farmhouse, cottage and buildings are located on the Agricultural Holdings Act Tenancy. A separate farmyard is owned. Current enterprises comprise combinable arable crops and a flock of mule lambs, finished extensively.

Megan Pemberton Surveyor 07966 481499 megan.pemberton@fishergerman.co.uk

Charlotte Gore Associate Director 07785 425317 charlotte.gore@fishergerman.co.uk

Diversification The loss of BPS over the next six years will have a substantial impact on Tiger Farm. The Fox family are considering whether there is scope to diversify into non-agricultural enterprises to mitigate both the loss of subsidy income over coming years and risk from volatile agricultural commodity markets. There are a number of redundant traditional agricultural buildings on the holding, that could be adapted for alternative use providing a project to get the next generation more involved, and ensuring the business is sustainable for future generations. Tiger Farm’s provisional net profit for the 2021 financial year was £45,000, of which the BPS receipt made up 210%, a not uncommon ratio within the sector. The following table illustrates the decline in BPS income at Tiger Farm over the transition period (2020-2028). In the most recent Farm Business Survey, DEFRA state that 68% of farms have

diversified, with diversification generating on average an additional £19,000 of annual income per farm, which for such farms accounted for 28% of Farm Business Income (a measure of net profit). BPS income reduction for Tiger Farm 2020-2028: Year

BPS Income (£)

£/ha

% of 2020 payment

2020

£96,283

£233

100%

2021

£83,527

£202

87%

2022

£69,084

£167

72%

2023

£54,642

£132

57%

2024

£40,199

£97

42%

2025

£30,150

£73

31%

2026

£20,100

£49

21%

2027

£10,050

£24

10%

2028

£0

Diversification can take many forms including renewable energy, processing raw agricultural products to sell directly to the consumer, tourism and leisure, and lettings. The Fox family have taken the following factors into account in considering their diversification project: • P hysical assets available – including suitability of existing buildings for conversion, infrastructure and utility requirements, land requirements, for example for access and car parking. • L ocal markets and demand – It may seem obvious, but diversification that relies on public interaction is likely to be more successful nearer urban areas. Market research will identify any existing local competition and prevent market saturation. • O pportunity cost – Whilst a diversification project might generate a reasonable return, it is important to compare this to the alternatives for the asset or land involved, particularly where a project requires substantial capital investment or is labour intensive. A partial budget is a good place to start. • F unding – Following the transition out of the EU, grant funding sources are currently limited. The previous Rural Development Programme for England provided a number of grant sources including the local LEADER funding as well as the more recent Growth Programme. The UK Shared Prosperity Fund is expected to provide some funding for rural businesses, although the detail is as yet unknown. Autumn 2021 will also see the opening of the Farming Investment Fund, which will comprise Farming Equipment

& Technology Fund (40% funding towards the purchase cost of a pre-determined list of items) and the Farming Transformation Fund (funding towards more substantial investment in equipment, technology or infrastructure), which may be applicable to some diversification projects. The Farming in Protected Landscapes programme also offers up to 100% funding for projects within AONBs, National Parks and the Broads. • E nvironmental impact – The government’s commitment for net zero by 2050 and the agricultural industry’s accelerated target for 2040 mean that any new enterprises should have a sustainability focus, whether that is using renewable energy sources, a reduced reliance on plastics and packaging or a local emphasis. • T enancy – Whilst the Agriculture Act 2020 introduced measures to allow a tenant to request a variation to the terms of their tenancy to permit diversification activities, there is due process to follow and landlords may still refuse permission on certain grounds. It is also worth considering the impact on rent following a diversification project. • S kills and personality – Potential interaction with customers or guests requires a different set of skills to traditional farming, and depending on the enterprise, a farmer or landowner may need to accept the resultant loss of privacy from a new venture. Conversely, this could be a positive opportunity for a non-farming family member to become actively involved with the business, both at the planning stages and ongoing operation. • Planning & other permissions – Many

diversification enterprises will require a minimum of change of use permissions. Whilst National Planning Policy Framework generally supports agricultural diversification, it is important that sufficient time is allowed for at the outset to obtain planning permission along with any other requirements such as food hygiene certification, insurance cover, revised health and safety policies, and any leases or licence agreements. • I ntegration with other existing enterprises – An ideal diversification enterprise will complement existing farming activities, whether that is utilisation of labour during low farming seasons or adding value to existing farm produce. On the contrary, public access on the working farm can be a potential source of conflict which needs to be managed carefully. • B usiness structure & collaboration – It may be more appropriate to operate a new enterprise under a separate trading entity, for example a limited liability company. Also, some opportunities might be better explored through collaboration with other individuals or businesses who may have different experience, funding or skillsets to benefit the project. • T ax implications – In-hand farming operations usually afford active trading status, which can be important for capital taxation purposes. Some diversification activities such as converting agricultural buildings into commercial lettings will most likely fall into investment income, leaving potential exposure to capital taxes such as inheritance tax. A conversation with an accountant at the outset can clarify this.

Having considered all factors, the Fox family have decided to convert a range of buildings on the edge of the farmyard into basic industrial workshops which can be let out under a commercial tenancy. Fisher German have a wealth of experience in this area having dealt with a wide variety of diversification projects, and would be happy to advise you.

Hartington Creamery Hartington Creamery was established by the Duke of Devonshire in the 1870s and over the years has been synonymous with producing high-quality cheeses. After losing 80 per cent of sales at the start of the pandemic, the business was reshaped for the modern consumer and sales are now higher than pre-pandemic – with its artisan cheeses even attracting the attention of a Michelin-starred celebrity chef.

Hartington Creamery has a long history of cheesemaking and was once one of many cheese factories in the Peak District. It was also one of the largest employers in the area, with around 300 members of staff until the late 1990s.

Hartington, right in the heart of the Peak District. Despite being a much smaller team, with just 12 members of staff, most of those were longstanding employees of the original Hartington Creamery who have helped the business keep its historic cheese-making techniques alive.

However, as the twentieth century progressed it became far more profitable for farmers to supply milk to the fast-growing urban townships, and one by one the cheese factories in Derbyshire gradually closed, until only Hartington was left. It kept the Derbyshire cheese-making tradition alive up until 2009 when the factory closed.

Take a step forward to 2019 and Robert Gosling had taken charge as the majority owner. A dairy farmer by trade, Robert owned a nearby farm which he purchased in 2003, one of many deals supported by Fisher German’s David Merton. Robert is now the managing director of the business.

This tradition was reinstated in 2012 when the new Hartington Creamery Limited made its first cheese at Pikehall Farm in the Parish of

Hartington Creamery now holds the unique title of world’s smallest Stilton maker and is the only cheesemaker in the UK to produce four

“Diversification can be hugely rewarding providing it is the right thing at the right time for the business.”

protected designation of origin (PDO) cheeses – blue Stilton, white Stilton, Dovedale blue cheese and Buxton blue cheese. It also makes a bespoke cheese for the prestigious Chatsworth farm shop, part of the stately home in the Derbyshire Dales. Robert said: “Hartington Creamery has a fantastic history and is extremely well-known for its cheeses in the area. “It’s this long-spanning history which makes our cheeses incredibly popular with tourists. We’re well stocked in the local area, and when visitors want to buy local produce they choose our cheese – not just for the product itself, but because of the story behind it.

“You also need to get the right people in to advise you. David does a fantastic job in terms of our property assets – his expertise was vital during the process – and we’d never have been able to launch our online business or produce targeted marketing campaigns without seeking support from digital experts. “Diversification can be hugely rewarding providing it is the right thing at the right time for the business.”

“All of our cheeses are handmade, using traditional methods, but we like to make our cheese slightly different, making it slightly creamier and slightly milder to appeal to a younger audience who are our next generation of customers – and to this day, Stilton is our biggest seller. “When I took over the business in 2019 it was being run very differently to the Hartington Creamery of today. Our main customers were wholesalers, and even before the Covid-19 pandemic, the business was not as profitable as it could be. “When Covid hit we lost 80 per cent of our sales and I knew the business needed to adapt and be reshaped to cater for the modern consumer. We launched our online shop and looked for other routes to the customer through those who remained open during lockdown, such as local butchers, fruit and vegetable sellers and dairies doing home deliveries.

chef Tom Kerridge who Hartington Creamery is working with via The Cheese Merchant in London to include its cheese in his corporate Christmas gift hampers. The business saw further success this year as staff member Ryan Gee, a fourth-generation cheesemaker, won the Young Cheesemaker of the Year Award at this year’s Virtual Cheese Awards. Speaking about the future of diversification in farming, Robert said: “Diversification can be a fantastic thing for farm businesses – particularly with the phasing out of BPS payments. “Anyone looking into diversification should focus on their own USPs and do a lot of research. It’s important to consider what you’re doing and why, if the location is suitable and any costings. It’s also essential to look for gaps in the market and ensure there’s not too much competition in the local area.

For further information about Hartington Creamery, visit hartingtoncreamery.co.uk. Enter the code FGDISC21 on the website for a 10 per cent discount on every shop. This will also work in conjunction with other discounts and offers running.

David Merton Head of Rural Sector 07770 333331 david.merton@fishergerman.co.uk

“The business suffered financially last year, but we weathered the storm and have worked hard to get into a positive position by selling the right products to the right people.” Hartington Creamery has an online shop based on its website and also sells produce on Amazon and Etsy. Its cheese is not only stocked in local stores and used by pubs and restaurants across the Peak District and available through wholesalers, it is also stocked at a number of London-based artisan cheese stores. The brand has built up a dedicated following online, with more than 10,000 followers on social media and more than 12,000 people signed up to its online newsletter. Its high-quality produce has also attracted the attention of Michelin-starred

Farmland Market Update Winter 2021

Transactional activity increases with improved supply and environmental-led buyers. As we begin to reflect on the 2021 farmland market we look back on a year of improved confidence, increased supply and a significant shift in buyer profile across the country. Our spring market update forecast a more buoyant marketplace this year, with more landowners taking advantage of undersupply and others moving retirement plans forward, whilst cashflow remained largely unaffected. More vendors have cited these reasons for sale through 2021 and we expect this trend to continue in the short term. Market activity has been further driven by low interest rates, allowing those with a strong business case to fund acquisitions with greater ease. The increasing number of smaller holdings coming to the market has allowed more buyers to compete at a lower price level, often encouraging more neighbouring and local buying competition.

Buyers We continue to record significant levels of interest in farmland from a broad spectrum of buyers. Funds from both agricultural and nonagricultural sources are prevalent but often with very specific requirements. Interest in smaller residential farms and amenity land remains buoyant, most notably from the lifestyle-driven buyers. Larger-scale farming businesses and those buyers with rollover funds continue to compete aggressively within the commercial farmland market, often seeking more substantial acreage. Whilst the agricultural-based buyers remain dominant, considerable funds from nonagricultural sources are now being targeted towards those holdings with additional conservation, environmental and carbon investment opportunities as evidenced through a number of recent transactions. The strengthening interest in land for afforestation and rewilding opportunities looks likely to impact our marketplace for some time to come. Such interest was evidenced through

the marketing of Strawberry Hill Farm in Bedfordshire, launched in May this year. Extending to about 377 acres in a ring fence, and easily accessible, the property comprised a Grade II listed dwelling and listed farm buildings. The principal selling feature, the land, had not been actively farmed since the early 1990s when it was entered into a habitat scheme. The following 25+ years has seen an incredible diversity of habitats develop with, in our opinion, considerable opportunity for future conservation projects, ecological research and environmental protection opportunities. The depth and range of interest was astonishing with viewers travelling from across the country.

Values As always, quality, scale and location will continue to dictate values for farmland and, where rollover/tax-driven buyers and amenity or lifestyle purchasers are active, values should remain strong. We anticipate little movement in average values through the remainder of 2021 and into 2022. Interestingly we are starting to see the previous disparity in values between the most and least productive holdings contracting. The interest

Hall Farm, Langar, Nottinghamshire A well-equipped commercial arable and poultry farm with two houses, extending to about 284 acres in a ring fence.

Guide Price: £4,950,000

and values paid for poorer holdings suitable for afforestation and environmental-led opportunities are, in many areas, strengthening and as such raising average values for those previously less attractive land holdings.

SOLD

Greens Norton Farm, Northamptonshire An impressive and rarely available complete arable and livestock farm extending to about 473 acres. Offered as a whole or in up to three lots.

Guide Price: £7,000,000

Volumes We now anticipate supply will remain fairly flat through to Spring 2022.

Values continue to hold firm for those farms with additional strategic or other latent value, including potential mineral extraction, or residential and commercial development prospects.

With demand continuing to outstrip supply we do expect to see increased acres on the market next year with vendors seeking to take advantage of a more confident marketplace. Further debt-related and early retirement sales will likely bolster supply in 2022.

Farms with additional income streams or with smaller-scale development opportunities remain in high demand. Such interest again has been evidenced through a number of farm sales with Fisher German this year.

We have seen, and continue to experience, a greater proportion of land traded privately. Fisher German have traded a significant acreage of land this year off-market where vendors have required discretion and flexibility around their

MAJORITY SOLD

disposal strategies. Such transactions have generally been at the upper end of the market in respect of values. We would remind those considering a disposal in the near future that early advice should be sought in order to commence and complete preparations thoroughly in good time. Understanding your target market and knowing your buyers will be ever more important in an increasingly competitive market. Most of our farm and land sales are to purchasers known to us, buyers we have been cultivating for a while as the strongest prospects. This market knowledge continues to add significant value for our clients.

Richard Gadd National Country Agency Team 07966 481487 richard.gadd@fishergerman.co.uk

Better Chicken… lower ROI? The Better Chicken Commitment (BCC), otherwise known as the European Chicken Commitment or the Broiler ASK campaign, is one of the biggest issues currently affecting UK chicken production. It was devised by a group of European welfare organisations including the RSPCA and Compassion in World Farming and promotes the adoption of additional standards for chicken production by 2026. These new standards exceed the requirements of current legislation in the UK, and the voluntary standards set out in the Red Tractor assurance scheme. Several large retailers including KFC, Nando’s, M&S, Waitrose and Tesco have already committed to switch all their sourcing to the new standards before 2026.

The headline changes required as part of the new standards include: • A slower-growing breed • Birds must have more space and natural light in buildings to encourage natural behaviours like pecking, scratching, wing flapping and use of perches • Birds must be reared to a lower stocking density 30kg/sq. metre compared to 38kg/sq. metre

These changes will present many challenges in the industry, not least the negative impact on the environmental credentials of chicken. Independent research carried out by ADAS shows that farms committed to the standards saw an 18% increase in farm costs, 22% increase in water usage and a 23% increase in greenhouse gases. Perhaps more crucially in the interests of supply and demand, consideration must be given to the extra growing space required by the campaign. If the BCC keeps up its current pace, it is estimated by ADAS that by 2026 BCC could account for 25% of the chicken market; this would result in approximately 14% more growing space required

within the sector at an estimated cost of £165 million to build.

withdraw from the industry and employ their capital elsewhere.

With longer growing periods and reduced stocking density it would appear that the BCC creates an opportunity to develop more broiler rearing space and therefore investment opportunities. However, for those considering new units, the Covid-19 pandemic and Brexit have impacted significantly on the price of building materials. From the ground up, everything that goes into construction is impacted. Groundworks and construction companies have been experiencing continual price increases since summer 2020; concrete is being supplied on an allocation basis and even the supply of silicone is reported to be restricted. Steel prices have doubled since last year and unprecedented market demand for timber throughout lockdown has been compounded by the annual shutdown of European sawmills, leading to a significant hike in prices and lack of supply.

There will always remain those within the industry who are wanting to develop new sites but are unable to do so due to shortages in material and stock delays. It is also possible that new sheds will be required to meet increased welfare specifications required under the BCC, most likely increasing costs further.

We consider that with significantly increased build costs, investors who have previously enjoyed an 8-10% return on investment (ROI) could start to see their ROI from new sites falling. If new projects fail to provide adequate investment returns, investors may

These factors could result in fewer new sites being developed over the next few years leading to shortages of rearing accommodation, and the industry as a whole struggling to plug the increased space requirement. The major integrated poultry processors will be keen to secure the additional bird-growing space required to meet the increased welfare standards. If fewer new sites are developed, we believe there will be a short-term opportunity for existing site owners to benefit from higher rental values under Farm Business Tenancy (FBT) agreements, as processors compete to keep rearing space within their supply chains. We consider that there is a chance for existing site owners to increase the rents achieved for their sites through the

rent review process (if this is available to them within their agreements) or under new lettings once old agreements come to an end. We have recently been involved in several rent negotiations of broiler sites on behalf of landowners. We have achieved competing interest from a range of producers which has resulted in very good returns to our clients and agreed figures have exceeded previous rental figures; even on sites which are over 10 years old. Fisher German’s property consultants work with farmers, landowners and investors within the industry and provide a comprehensive service across the sector including records of condition, valuation expertise, sale and purchase of existing units and undeveloped sites and planning, for both extending and new farms.

Rachel Clipsham Senior Associate 07855 077152 rachel.clipsham@fishergerman.co.uk

Buckley’s Bees Fisher German’s new online service The Green Offset, which pairs those looking for areas to site natural capital schemes with parties who have land available, has seen a successful start, with more than 50,000 acres of land now available across the UK. The platform aims to easily link companies, or ‘offset seekers’, looking for land to site environmental schemes with landowners, or ‘offset providers’, who are open to discussing the potential of siting these, and the website has already attracted thousands of visitors. Its concept aligns with family-run business Buckley’s Bees, based in Cheshire, which is on a mission to help save the native species of British bees. In its newest and most ambitious campaign so far, ‘BEEcause’, the company is working with responsible businesses who want to make a positive difference to the world. With more than 55 years of beekeeping experience, its dedicated team of professional beekeepers are committed to reversing the decline of the bee population. The Buckley’s Bees team are registered members of the British Beekeepers Association (BBKA)

and the Bee Improvement and Bee Breeders’ Association (BIBBA), and the company is a regional finalist in the Best Rural Start-up Business category of the 2021/22 Rural Business Awards. The business was founded by Emma Buckley in 2018. Her love of bees began at an early age, inspired by her father David who spent his career working as a beekeeper. After a number of years working in the corporate world, Emma left this behind to go travelling around New Zealand. It was here that she witnessed beehives stacked on top of each other that were being used commercially for the pollination of mass monocropping – a far cry from the welfare standards she was used to. When Emma returned she was passionate to make a change – not only to ensure that bees across the UK continued to have access to natural habitats and to help reverse their declining population, but to educate others on the importance of all pollinators and the vital part they play in the ecosystem. It was then that Buckley’s Bees was launched. It initially ran beekeeping courses, but Emma soon realised that more needed to be done. She said: “I saw there was an opportunity to increase our outreach and impact by getting businesses involved – those who wanted to have a positive impact on the environment by enhancing pollinator numbers and their wider ecosystem. “I now work with corporate businesses to site beehives on their open spaces. “We begin by working with the client to find the perfect area to place the bees where there’s enough available flora. “If there isn’t a suitable area, we will work with the client to create spaces for nature; planting pollinator-friendly plants before the bees are placed. We also review the area to ensure that

the correct number of bees are sited to avoid overpopulation. “For those of our clients that do not have access to suitable sites, we can host their hives at our apiaries across the UK. “We then manage the bees, with our beekeepers conducting weekly checks in the summer months and monthly checks over winter. We monitor their health and manage swarming to ensure that it takes place in a controlled way. “As part of our checks we also invite our clients' staff members to see the bees and learn more about them. “We’ve found that the more our clients learn, the more they want to know about what they can do to support the environment. We provide advice on methods such as wildflower, hedgerow and tree planting which pollinators can use for food and habitats, benefiting the whole ecosystem. “The money that our clients invest also enables us to visit schools and educate children on pollination and how this affects food production. We even take along a glass hive so that they can see the bees up close. “All of this to me is amazing – I feel so proud that my small business is striving to make environmental change.” Businesses must commit to siting their beehives for a minimum of two years to allow the bees to settle into their new area. Any excess honey that is created can also be used by the business as their very own corporate produce. It’s Emma’s passion which has seen Buckley’s Bees gain a number of high-profile clients spanning the length and breadth of the country. Her first was Bentley Motors and she has since gone on to work with others including Yeo Valley, Arla UK and Instem pharmaceuticals to name a few. Together with managing their bees, Emma also works with Taylor Wimpey to ensure that spaces for nature are included in planning applications for development sites, making sure pollinators have homes too, and she has just signed her first international client which will see Buckley’s Bees not only have an impact on bees abroad, but also create jobs for local beekeepers. Following the launch of DEFRA’s Healthy Bees Plan 2030 which looks to protect the future of honeybees, Emma now hopes that support for all pollinators will also be included in the upcoming Environment Bill. She said: “It’s hard to say exactly what will be included in the Environment Bill, but I’d hope that there is a significant push for habitat creation.

“We’ve lost 97 per cent of our wildflower meadows, something that has had a huge impact on our pollinators, so it’s vital that this is taken into account by the government. “There needs to be as much encouragement as possible for landowners to plant wildflowers and hedgerows to provide habitats for our pollinators. “To put things into perspective, we are seeing other countries lose their pollinators at a dramatic rate. For example, farmers in China are now having to pollinate their crops by hand as a result. “It’s estimated that it would cost the UK £1.8 billion to hand-pollinate its crops, and even then, we still wouldn’t do it as well as insects.” Emma’s passion for encouraging businesses to take the environment into consideration as part of their Environment, Social & Governance (ESG) policies very much aligns with Fisher German’s values. Alex Watts, of Fisher German, said: “Buckley’s Bees provides corporate businesses with a fantastic opportunity to make a positive impact on the environment. “We launched our platform The Green Offset under a very similar premise – we aim to connect businesses looking to improve the environment through natural capital schemes, with landowners who have the available space to site them." “We are already working with a number of businesses looking to give back the environment and are supporting them in finding the right natural capital schemes for them.”

Alex Watts Senior Surveyor 07584 707294 alex.watts@fishergerman.co.uk

Further information about Buckley’s Bees is available at www.buckleysbees.com while more details about The Green Offset can be found at www.greenoffset.co.uk

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