In fewer than 100 days, the Alltech ONE Conference (ONE) will return to Lexington, Kentucky, for a collaborative exploration of the challenges and opportunities in the agri-food industry and beyond. Alltech, a global leader in animal health and nutrition, announced that their 38th annual flagship event will be held May 22-24 both in person and virtually on a first-class platform, with live-streaming and on-demand presentations available to ensure accessibility to everyone, everywhere.

Reflecting the most relevant topics impacting the agri-food industry, the key themes of the discussions held at ONE will include science, sustainability and storytelling.  

“The opportunities are abundant for the global agri-food sector to shape the future of our planet,” said Dr. Mark Lyons, president and CEO of Alltech. “We can deliver nutrition for all, while fuelling economic vitality and replenishing our Earth’s resources. The potential for impact is profound, but it requires a higher level of commitment and collaboration from every one of us. ONE is much more than a gathering; it is an invitation to step forward and share in a vision of promise for our ONE planet.”

ONE attendees will derive inspiration from keynote speakers who have unleashed the power of innovation and courageous leadership for positive impact.

Mick Ebeling, founder and CEO of Not Impossible Labs and author of “Not Impossible: The Art and Joy of Doing What Couldn’t Be Done,” will take the ONE mainstage in person, and his presentation will also be live-streamed for those joining virtually.

Ebeling was recently named by Fortune Magazine as one of the Top 50 World’s Greatest Leaders. He is a recipient of the Muhammad Ali Humanitarian of the Year Award and is listed as one of the world’s most influential creative people by The Creativity 50s. Ebeling has sparked a movement of pragmatic, inspirational innovation, and as a career producer and filmmaker, he harvests the power of technology and storytelling to change the world.

Presenting virtually is Paul Polman, who has been described by the Financial Times as “a standout CEO of the past decade”. As CEO of Unilever (2009-2019), he stopped reporting quarterly earnings to focus on a long-term strategy that would successfully double revenues while reducing the company’s environmental impact by half.   

Prior to joining Unilever, Polman served as CFO and vice president for the Americas at Nestlé and as president for Western Europe at Procter & Gamble. He was a member of the UN Secretary General’s High-Level Panel, which developed the Sustainable Development Goals and which he continues to champion, working with global organizations to push the 2030 development agenda.  

Paul’s new book, “Net Positive,” is a call to arms to courageous business leaders, outlining how to build net-positive companies that profit by fixing the world’s problems rather than creating them. He serves as the chair of IMAGINE — a social venture dedicated to systems change — and of the Saïd Business School. He is vice-chair of the UN Global Compact and is a B Team leader and honorary chair of the International Chamber of Commerce, which he led for two years.  

While the world-class keynote speakers at ONE will offer universally valuable insights, the subject- and species-specific tracks will explore emerging opportunities in aquaculture, beef, crop science, dairy, pig, poultry, equine, health and wellness, business, and brewing and distilling. Confirmed speakers are currently listed on the ONE website, with more to be added.   

Virtual attendees of ONE will have access to live-streamed keynotes and pre-recorded track presentations that can be viewed on-demand. For in-person attendees, the ONE experience will extend into beautiful downtown Lexington, Kentucky, with special events, dinners and tours.   

To learn more about the Alltech ONE Conference, including how to register, visit one.alltech.com. Join the conversation across social media with #AlltechONE.

Since 1985, Alltech’s annual conference has drawn leaders, innovators and changemakers within agri-food to Lexington, Kentucky. In 2020, Alltech reimagined the event in a virtual format to ensure that its ideas and inspiration could reach everyone, everywhere. Last year, the virtual event drew more than 10,000 people, including over 400 media, from 101 countries.

Audentes Fortuna Iuvat: This Latin proverb translates as “Fortune favors the bold,” in reference to the ancient Roman goddess, Fortuna. This phrase has adorned coats of arms and emblems for families, teams and societies throughout world history, advocating the virtues of bravery and the prosperous rewards that can come from it.

While this proverb may not be the official motto of Andrea Stroeve-Sawa and her family business, Shipwheel Cattle Feeders Ltd., the story behind this agricultural enterprise — from its humble yet extraordinary beginnings to its current innovative successes — embodies the same message.

“My Great-Grandpa (Albert) Green started farming in 1893, and he was 17 years old,” Andrea said, explaining the origins of her family’s business in Taber, Alberta, Canada, about two hours from the U.S. border. “The eldest of three sons, he grew up in a time in Sweden of massive drought, poverty and famine, and the story goes that, one night, he overheard his parents talking about the famine and poverty and how they were going to have to send somebody out to work, because they couldn't afford to feed all the mouths that they had to feed.

“So, in the middle of the night, Albert just took it upon himself to go down to the boat docks and board a ship, and he landed in America in search of a better life, in search of starting his own farm and in search of a different life and to send money home to his family,” Andrea continued. “And so, he arrived in Michigan and then worked his way up to Skiff, Alberta.”

Nearly 130 years later, Albert Green’s courage and bravery continue to reap rewards. Shipwheel covers about 900 acres of grassland and comprises a yearling grazing program, a 5,500-head cattle feedlot, bee pollinators, pasture-raised chickens, a no-till “chaos” garden, a fruit orchard and agricultural compost production. Andrea is the fourth generation of her family to manage the operation, but in the same spirit as Great-Grandpa Green, she still searches the horizon for unforeseen opportunities.

Shipwheel defines a “chaos” garden as the following: “The basic idea behind a chaos garden: Mix the seeds in a bag, scatter in loose soil and then sit back and see what happens. As long as you start with soil that’s somewhat loose and bare on the surface, some will sprout and take root. We choose to use cattle to ‘disturb’ the land instead of some means of mechanical tillage because with mechanical tillage we would definitely destroy the habitat of the millions of microbes that take residence in the topsoil.”

“I feel an immense responsibility for the way that I not only maintain what we currently have, but now, I feel like I have to push past where we are and do more,” Andrea said. “Do better. Be bigger.”

Paddocks lead to productivity boost

When Andrea says she feels the need to “do better,” she is not just talking about economics. Sustainability and caring for the land are important aspects of Shipwheel’s modus operandi, and she credits her father, Blake, with implementing this ethos.

In the early 1980s, Blake — with baby Andrea in tow — attended a conference on holistic farm management held by Zimbabwean ecologist Allan Savory. The sparsely attended talk touched on topics that were considered radical at the time but struck a chord with Blake.

“Everything that he was saying made completely logical sense in Dad's brain, and it was different than anything he'd ever done in agriculture thus far,” Andrea said. “But it was logical: working with the ecosystem, allowing the plant to rest and photosynthesize — and, I mean, we didn't know as much then as we do now about what happens underneath the ground as far as microbes and storing carbon and mycorrhizal fungi and the functional glomalin and all those things, but we knew about photosynthesis, and we knew about ecosystems and the water cycle and mineral cycle, and all those things made sense.”

Blake went straight to work on converting their long-established continual grazing operation into 65 different paddocks and three separate grazing cells. While this move may have been seen as peculiar, or even ridiculous, by their peers, for the descendants of Albert Green, decisions like this were what drove the success of the family business.

After adopting holistic land management practices — or what Andrea personally refers to as “adaptive multi-paddock grazing” — the benefits were soon obvious. Improvements in the physical look of the land, the water cycle and the mineral cycle told the family that they were becoming more productive and definitely better than average. These changes also brought more wildlife and forage to the land. But it was not until many years later, when Andrea took her place at the helm of the operation, that the family saw the proof of just how much these radical changes had boosted their business.

Digging out and poring over faded, yellowed grazing charts and pictures dating back to 1982, Andrea traced the farm’s stocking days, revealing that they had gone from an initial 2.36 stock days per acre to reaching around 110 stock days per acre this year. From where they started, this is an increase in productivity of a staggering 3,862%.

“I had to do the math four times to convince myself,” Andrea admitted. “When I looked back to the Ecological Suggested Stocking Rate, which was for our soil type in our area, I realized that we were stocking cattle at six times the suggested stocking rate.”

Of course, there are bigger-picture benefits to multi-paddock grazing. Moving the cattle between paddocks allows the natural vegetation to flourish and, most importantly, to photosynthesize. Plants use energy from sunlight to build carbohydrates from CO2 and water. Most of the carbohydrates plants produce go into growth, but they also release exudates into the soil, which helps build up soil carbon and creates a healthy soil microbiome.

Even with cattle feeding on any given day, Andrea says that 30% of the vegetation is able to photosynthesize. Overall, this means that, along with significantly increasing production, Shipwheel has also managed to integrate natural carbon sequestration methods into the operation, reducing greenhouse gas emissions.

From feedlot waste to fertilizer: Creating nutrient-rich compost

Another environmentally friendly procedure established by Blake was the upcycling of Shipwheel’s feedlot waste into nutrient-rich compost. This idea again came from a class he attended, after which Blake immediately integrated a process for utilizing the 20,000 metric tons of organic matter — namely, manure and bedding — from the feedlot.

According to Andrea, through this process, the operation produces an average of somewhere between 10,000 to 15,000 metric tons of compost. Half of this is used on Shipwheel land as an organic fertilizer, while the other half is sold to local farmers, who are more than happy to use it on their own land.

“We see the compost as a tool to (impact) many acres of land,” Andrea said. “Over the last few years, we have seen that the demand for compost has increased to the point that we can’t meet demand with our current supply.”

With the popularity of their compost products, the Shipwheel team has not only found another way of successfully gaining profits through sustainability, but it has also managed to demonstrate the advantages of using sustainable practices to their peers. In four generations, the business has gone from one person taking a determined shot at building a better life to an enterprise that is now showing others how bold moves can create positive change.

Looking at what Shipwheel has grown into and where they could go from here, Andrea is confident that her Great-Grandpa Green would look fondly on his legacy.

“He had the dream that he was going to be a farmer, but he didn't necessarily know how successful he was going to be,” Andrea surmised. “He didn't know that the fourth generation was even going to be here, right?

“And I don't know what the eighth generation is going to look like,” she continued, “but I think he'd be immensely proud of what he started.”

The Shipwheel blueprint

The name Shipwheel Cattle Feeders only hints at the scope of the entire operation. Over four generations, the farm has implemented and developed a whole host of innovative projects. Taking an all-encompassing look at Shipwheel, the blueprint incorporates:

• Multi-paddock adaptive yearling grazing
• A 5,500-head cattle feedlot
• Beekeeping
• Pasture-raised chickens
• A no-till "chaos” garden
• A fruit orchard
• Manure compost production
• Vermicompost

What sets Shipwheel apart is their unwavering dedication to their holistic management goal of continually improving their land base, the animals entrusted to their care and the community. Let us take a deeper dive into some of the innovative activities on the farm.

1. Low-stress handling (especially during the receiving period)

In 2014, Shipwheel was approached by a customer who wanted to feed cattle without added hormones or antibiotics. They jumped on the opportunity, looking to the knowledge, skill and cattle handling principles taught by rancher Bud Williams. Named one of the “Top Ten Innovations” in the beef industry by Beef Producer in 2011, Bud’s revolutionary stockmanship, combined with high-quality feed and focusing on individual animal care, aligned with the customer’s needs.

This philosophy highlights the importance of focusing on the animals’ emotional well-being, outlining a direct correlation between it and performance. Shipwheel took the knowledge of cattle handling that Bud taught and used it to help boost depressed immune systems and maintain healthy cattle.

“Cattle are herd animals,” explained Andrea. “They far prefer to move as a herd. Our job as caregivers or handlers of the cattle is to gain the trust of the herd through our posture, position, distance and angles while handling. When the cattle have confidence in us as their caregivers, we are then actually able to take the herd for a walk.

“Proper exercise for the herd releases their stress, which will decrease (their) cortisol response, thus increasing the suppressed immune system and breaking the negative cycle of stress,” she continued. “Just as humans would reduce stress through movement individually — by going for a walk, for example — cattle can release stress with proper exercise, but (they) need to do this as a herd as opposed to individually.”

In 2017–2018, Shipwheel fed more than 3,500 ranch-direct cattle. The average weight of the heifers and steers was 451 pounds and 508 pounds, respectively. They were not treated with antibiotics on arrival, were not fed ionophores and did not receive implants. Only 4.74% of the heifers and 6.06% of the steers were treated with antibiotics by the time they weighed 850 pounds.

Every member of the Shipwheel crew must understand Bud's cattle handling concepts and continually practice and apply them. The other leading figure in stockmanship research is Colorado State University professor Temple Grandin. While Bud and Temple differ on their approach and application, ultimately, both have the same goal of working with cattle’s natural tendencies to minimize stress and improve animal welfare through handling. Temple’s research work has changed how we handle cattle across North America and has provided the science to back up what Bud found in the pen — low-stress handling just makes good sense.

Further reading and resources:

• Emotional Fitness in Newly Received Cattle (Drovers)
• Bud Williams Stockmanship and Livestock Marketing (stockmanship.com)
• Review: Reducing Handling Stress Improves Both Productivity and Welfare (grandin.com)

2. Composting

Fifteen years ago, Andrea’s father took a composting class. He came home and started to compost the 20,000 metric tons of manure and bedding from the feedlot to produce an upcycled feedlot waste product.

Shipwheel operates a wind-row composting system in which a mixture of raw materials is placed in long, narrow piles or wind-rows. The team observes and monitors the temperatures of the rows, and when they get to 150–160 degrees Fahrenheit, they turn them with a compost turner. This process helps to aerate the composting materials. The end product is a natural fertilizer high in nitrogen, phosphorous, potassium, calcium and sulfur. Compost helps increase the biological health of the soil, and it also helps decrease the need for synthetic fertilizer. In one teaspoon of compost, there are 1 billion microbes (e.g., bacteria, actinomycetes, fungi, protozoa and nematodes), which are invaluable for boosting soil and plant health.

In Taber, Alberta, Canada, Shipwheel is surrounded by high-value irrigated land used to grow crops such as corn, onions, potatoes, pumpkins and canola. Because of their proximity to this land, they can sell a high-value byproduct to the farmers.

“Every year, in the spring, we clean our pens and put the manure, bedding and whatever other green material we can get our hands on into wind-rows on our (National Resource Conservation Board)-approved compost pad,” Andrea explained. “On average, we haul out about 10,000 wet metric tons that will turn into approximately 5,000 dry metric tons for us to sell.

“We will also sell small amounts of compost to members of our community as a community outreach project,” continued Andrea. “We like the thought of two neighbors comparing gardens (and) saying, ‘Oh, that Shipwheel compost made some great big tomatoes.’ It gives them good feelings about Shipwheel in their community and about regenerative agriculture.”

Shipwheel also boasts a vermicomposting operation. This system of compost bins houses roughly 16,000 red wiggler and European night crawler worms that break down everyday household waste into vermicompost. This mineral-rich soil additive is full of beneficial microbes. Shipwheel sells their vermicompost product, as well as worms for others to make their own.

Further reading and resources:

• On-farm composting methods (Food and Agriculture Organization)

3. Carbon sequestration

Andrea is passionate about increasing the storage of carbon in the soil, and Shipwheel has been involved in a study of technology that measures exactly that. This project has seen Andrea work with soil microbiologist Dr. Kris Nichols, a leader in the movement to regenerate soils for healthy soil, crops, food, people and the planet. Andrea has also collaborated with Kim Cornish, director of the Food Water Wellness Foundation, an organization that works with farmers, ranchers and researchers to understand how soil can be used to mitigate climate change, droughts and flooding, increase biodiversity and, most importantly, produce healthy food.​​

“I am very grateful to Dr. Kris Nichols and Kim Cornish,” she said. “These two outstanding women leaders have helped me learn about soil health, mycorrhizal fungi, glomalin and their role in storing carbon and building soil aggregates.”

The Shipwheel team hopes that by working with organizations developing a carbon measurement system, they can put a value on the carbon that they have been sequestering. By maintaining the grassland, keeping the carbon in the soil and putting a value on that carbon, Shipwheel will potentially be able to increase their income per acre in order to compare with high-value cultivated crops, such as potatoes.

Early indications from their participation in the study show that Shipwheel has stored an estimated minimum of 230 metric tons of CO2 equivalent per hectare and as high as 800 metric tons of CO2 equivalent per hectare.

The current Canadian federal government has committed to reducing greenhouse gas (GHG) emissions to 30% below the 2005 levels by 2030.

“What if the cattle feeders, the beef producers and the agriculture industry were the solution to that?” asked Andrea.

Shipwheel is a one-of-a-kind farming enterprise, but the principles they follow are being used throughout the world. Check out the links below to learn more about regenerative agriculture, multi-paddock adaptive grazing and stories of others using these methods to create a better future for our planet.

Further reading and resources:

• Resource Library – Savory Institute
• The role of ruminants in reducing agriculture's carbon footprint in North America | Journal of Soil and Water Conservation (jswconline.org)
• Carbon Cowboys
• Guardians Of The Grasslands – Canadian Cattleman's Association

I want to learn more about Planet of Plenty.

Data collected from 11 ^th annual survey estimates world feed production increased by 2.3% to 1.235 billion metric tons

Top 10 countries produce 65% of the world’s feed

[LEXINGTON, Ky.] – The 2022 Alltech Agri-Food Outlook was released today, highlighting global feed production survey data. The global COVID-19 pandemic has had major impacts on the agri-food sector, contributing to supply chain challenges and accelerating the adoption of new technology and environmental sustainability practices.   

“The results within our 2022 Alltech Agri-Food Outlook reinforce our confidence and optimism about the future of the agri-food sector,” said Dr. Mark Lyons, president and CEO of Alltech. “We see the resilience of the agri-food sector against the challenges of COVID-19, disease and supply chain disruption, and, even more importantly, there is evidence of growth, modernization and the adoption of more sustainable practices occurring in parallel.”

The eleventh edition of Alltech’s annual feed production survey includes data from more than 140 countries and more than 28,000 feed mills, and based on this data, it is estimated that international feed tonnage has increased by 2.3%, to 1.235 billion metric tons of feed produced in 2021. The top ten feed-producing countries over the past year were China (261.424 mmt), the U.S. (231.538 mmt), Brazil (80.094 mmt), India (44.059 mmt), Mexico (38.857 mmt), Spain (35.580 mmt), Russia (33.000 mmt), Turkey (25.300 mmt), Japan (24.797 mmt) and Germany (24.506 mmt). Altogether, these countries produced 65% of the world’s feed production, and they can be viewed as indicators of the trends in agriculture. Additionally, when combined, the feed production of these countries increased by 4.4%, compared to the overall global growth of 2.3%.

Key observations from the survey:

• The country with the largest increase in feed production by tonnage was China by 8.9% to 261.424 mmt. A key trend resulting in this growth was the continuation of the consolidation and modernization of the country’s feed industry. Swine farms and feed production have moved from utilizing food waste to contracting with professional feed mills. As a result, commercial feed tonnage increased, driven in particular by the growth and continued modernization of the pig sector.  
• Feed production met local expectations in about half of the surveyed countries while falling short of expectations in about 25% of countries due to continued restaurant closures, high raw material prices and/or African swine fever (ASF). The remaining 25% of countries exceeded expectations, mainly due to recovery from COVID-19 lockdowns, including increased exports to re-opening restaurants.  
• Over the past year, there has been strong focus on the environment, as governments worldwide have made renewed commitments to reducing their greenhouse gas emissions. In Europe and Asia, government policies have been the main drivers in most markets, whereas in the Americas, the main drivers have been consumers and private industry.  In some markets, there’s a strong focus on reducing greenhouse gas (GHG) emissions, and in other markets, the focus is more on the expected nitrogen regulations. 

Notable species results:

• The poultry sector experienced a slight reduction in layer feed tonnage (down 1.4%), whereas broiler feed production increased (by 2.3%).
  • The layer business has been facing challenges in many countries due to the high costs of raw materials, combined with flat/low retail prices for eggs. Animal welfare concerns are also a driver, as cage-free and free-range production are on the rise in many countries. In Europe, the most significant decreases occurred in Norway, Russia, Ukraine and Poland. Asia-Pacific also saw a decrease, while tonnage in Australia grew by 4%.  

• • Factors that have aided the broiler sector include an increased demand for easy-to-cook proteins as restaurants closed during the pandemic and an affordable protein option, as the prices of other meat proteins increased. China and India accounted for the most significant increases in Asia-Pacific. In Latin America, Peru, Brazil, Paraguay and Mexico contributed significantly to the region’s 5% increase.  

• Pig feed production increased significantly, by 6.6%, which was primarily boosted by Asia-Pacific’s recovery from ASF. Japan, South Korea, Malaysia and China demonstrated just such a recovery from ASF, but Indonesia, Myanmar, the Philippines, Thailand and Vietnam continued to feel the impact of the disease. In Europe, countries where ASF is not or is no longer a problem were still impacted by a pork surplus due to a reduced demand from China. 

• Dairy feed tonnage increased slightly, by 1.9%. Asia-Pacific saw the biggest increase, which is mostly attributed to growth in India. As COVID-19 lockdowns eased around the world, the reopening of the hospitality industry and in-person classroom education helped boost milk consumption overall. In Australia and New Zealand, dairy feed tonnages were down 6.7% and 2.5%, respectively.  

• Beef feed production shrunk by 1.9% globally. The industry continues to be challenged by GHG regulations and perceptions of environmental and health impacts. European markets are especially focused on reducing GHG emissions in an effort to align with COP26, the EU Green Deal and the FEFAC Feed Sustainability Charter 2030. The U.S. experienced an increased steer and heifer harvest due to carryover from 2020, as well as a record demand for beef exports. Argentina saw a significant reduction due to reduced exports, and high inflation and the devaluation of the local currency are also affecting Argentinians’ purchasing power, although export regulations are easing and could impact Argentina’s outlook for 2022. 

• The aquaculture industry continues to grow in many markets and increased by an impressive 3.7%. Recirculating aquaculture systems (RAS) are becoming more prevalent, and consumer demand for fish is on the rise. Markets with ASF challenges saw additional growth due to their reduced pork supply. India saw a significant increase in its aquaculture feed tonnage of 9%; additionally, Indonesia accounted for 10% of Asia-Pacific’s growth. In Latin America, Chile, Brazil, Honduras and Ecuador contributed to the regional growth of 5.6%. 

• Pet feed production had the highest increase among the sectors, with an 8.2% rise in production. This significant increase is largely due to the rise in pet ownership amid the COVID-19 pandemic. While some regions remained flat, there were no reported decreases in any region around the world.    

Notable regional results:

• North America saw steady growth of 1.9% over the last year, and the U.S. remained the second-largest feed-producing country globally, behind China.

• Latin America experienced moderate growth of 0.5%, and Brazil remained the leader in feed production for the region and ranked third overall globally.

• Europe saw a decrease of 1.2% in its feed production due to issues such as ASF and high raw material costs, combined with low end-product prices, declines in ruminant feed production and COVID-19-related government regulations.

• Asia-Pacific saw the largest regional growth of 5.7% and is home to several of the top 10 feed-producing countries, including China, India and Japan.

• Africa saw growth of 2.4%, despite challenges caused by high raw material prices, foot and mouth disease and geopolitical tensions that have impacted the exports of foods of animal origin and caused raw material shortages in some areas.

Alltech works together with feed mills and industry and government entities around the world to compile data and insights to provide an assessment of feed production each year. Compound feed production and prices were collected by Alltech’s global sales team and in partnership with local feed associations in the last quarter of 2021. These figures are estimates and are intended to serve as an information resource for industry stakeholders.

To access more data and insights from the 2022 Alltech Agri-Food Outlook, including an interactive global map, visit alltech.com/agri-food-outlook.

The hustle and bustle of spring calving is quickly approaching, and now is the time for cow/calf producers to begin planning their calving management strategies. Making time to do the proper planning prior to the start of calving can improve overall animal welfare and can save producers both time and energy. One of the keys to successful calving planning is the anticipation of any possible health challenges that could impact calf and/or overall herd health. Management protocols designed to prevent disease exposure should be considered and implemented prior to the start of calving, and producers should contact their local veterinarians about the potential treatment protocols in the case of widespread disease.

One disease complex that producers should develop management strategies for is calf scours, also known as calfhood diarrhea. Scours is the leading cause of early calf death. This illness is the result of inflammation of the intestinal tract, which can be caused by a variety of infectious agents, including bacteria (E. coli or Salmonella), viruses (rotavirus or bovine viral diarrhea virus) and parasites (coccidia). The occurrence of scours can impact profitability via both direct and indirect costs. Direct costs include revenue loss due to calf death, additional labor and medicinal costs, while indirect costs include reduced performance in calves that got sick but recovered.

Implementing preventative management practices can prove to be an effective tool for preventing scours infections in a new calf crop. Here are a few strategies to help control scours events:

1. Properly manage calving areas

The period of greatest risk for a calf to get scours is the first 10 to 14 days after birth. As such, maintaining clean, dry calving areas is essential for minimizing calf exposure to causative agents. Many causative agents — such as E. coli, Salmonella and coccidia — are found in manure. Avoid overcrowding in calving areas to minimize manure contamination. If the environmental conditions make it hard to maintain dry calving areas, it is essential to provide manure-free, dry bedding areas that are large enough to allow both the dam and the calf to get out of the mud. This is important for maintaining the health of both the cow and the newborn calf.

Minimize commingling among herds after calving, especially during the first month of the calf’s life. This will prevent the spread of infection from apparently healthy older calves to younger calves, whose immune systems are more naïve.

Keeping calving heifers separated from the older cow herd can also help reduce scours. Heifers tend to have lower-quality colostrum, which can leave their young calves at a higher risk compared to calves from older cows.

2. Isolate sick calves quickly

Many causative agents are contagious, so quickly identifying and removing sick calves and their dams is essential to preventing widespread infection. To be able to successfully and quickly remove animals from the herd, producers must first be able to recognize the signs of a scours infection. Diarrhea is the most easily identifiable symptom. Diarrhea is classified as loose, watery stool and may be brown, green, yellow, white or even blood-red in color. Other symptoms to look for include weak suckling reflexes, depression and dehydration, which can manifest as sunken eyes or abdomen.

3. Quickly provide treatment

Once sick calves are identified, addressing dehydration should be prioritized as the first method of treatment. Fluids and electrolyte solutions need to be provided to rehydrate calves, as diarrhea can quickly dehydrate young calves and, if left unaddressed, can be deadly.

4. Maintain the proper dam nutrition

Establishing the proper dam nutrition begins prior to calving. Meeting their nutritional requirements — including energy and trace minerals — is necessary for dams to be able to produce quality colostrum. Colostrum is the mother’s first milk and is high in nutrients and maternal antibodies. At birth, calves are born with a naïve immune system, so the proper transfer of maternal antibodies to the calf is critical for establishing early calf immunity.

5. Establish a vaccination program

Work with your local veterinarian to develop a vaccination protocol that fits your herd and its specific challenges. Scours vaccination protocols can include both dam vaccination (to promote the transfer of antibodies through colostrum) as well as calf vaccination at birth (to support the calf’s naïve immune system).

6. Promote gut health

Scours are the result of an unhealthy gut environment — an environment where the beneficial bacteria that reside in the gut are outnumbered by pathogenic bacteria. Supplementing the herd with yeast cell wall products, which are classified as prebiotics, can help promote the growth of the beneficial bacterial and support healthy immune function.

The goal of calving season is to produce healthy calves — and the production of healthy calves starts prior to calving. Implementing preventive health management strategies can prove to be both effective and economical for producers.   

I want to learn more about nutrition for my beef cattle.

Calving season is gametime for a cow herd, and producers want to make sure that their cows are in peak condition prior to kick-off. The best way to measure the condition of your cow herd is by utilizing body condition scores (BCS). As the name suggests, a BCS is an estimate of a cow’s condition or the amount of fat they are carrying.

The amount of fat — and its placement — determines BCS.

Body condition scoring is an easy and effective tool for producers to use, but a familiarity with the fat deposition and skeletal structure of cattle is required to properly determine BCS. The key areas used to evaluate the degree of body fat on cattle are the ribs, brisket, hooks, pins and tailhead. Typically, for beef cattle, a scale of 1 to 9 is used to indicate BCS, with 1 being emaciated, with all of the cow’s ribs and bones easily visible, and 9 being obese.

• Thin cows have a BCS of 1 to 3
• Moderate-condition cows have a BCS of 4 to 6
• Fat cows have a BCS of 7 to 9

The ideal BCS for mature range beef cows at calving is a score of 5, and for calving heifers, an ideal BCS would be a 6. This difference in BCS at calving is because heifers are still growing and have a higher nutrient requirement for growth compared to mature cows.

Evaluate BCS prior to calving and breeding.

Timing is important when evaluating body condition scores. Producers should aim to evaluate BCS prior to the calving and breeding seasons. Suggested evaluation timepoints include 90 days prior to calving, breeding and the start of the winter season. This will give the producer enough time to try to improve BCS if cows aren’t hitting their target prior to breeding and late gestation.

Body condition scores can be used as a nutritional management tool. For instance, depending on a producer’s facilities, cows can be sorted into groups using BCS. Cows that meet or have above-target BCS scores need no special nutritional intervention and can maintain condition on quality range pasture. Cows with low body condition scores or replacement heifers could be supplemented with additional nutrients to improve or maintain their body condition during calving and breeding.

Another good time to evaluate BCS is heading into winter grazing. Cows that are thin at the start of winter grazing will require supplemental feed just to maintain their body condition, as energy requirements increase up to 40% during the winter. Additionally, trying to improve BCS during the winter is going to cost 20–30% more than during the fall.

 A poor BCS can negatively affect a cow’s calf.

The productivity of a cow herd depends on keeping them within the producer’s ideal BCS. It is well-established that a poor BCS can have detrimental effects on a cow’s reproduction. Thin cows take longer to come into heat and, therefore, only have one chance at rebreeding. Over-conditioned or fat cows can also negatively impact reproduction rates. However, a poor BCS can also affect the overall health and performance of a dam’s calf.

The relationship between cow BCS and calf performance is based on the energy requirements of the cow. To maintain an ideal BCS, cows must have enough energy to support all of their bodily energy requirements. When a cow’s energy requirements are not met by her diet, then she must use the energy stored in her body as fat. The more stored energy she uses, the further she moves down the BCS scale.

There is a priority use for energy for bodily functions, as outlined below:   

Priority energy use by cows (adapted from Short et al., 1990)

1. Basal metabolism
2. Grazing and other physical activities
3. Growth
4. Supporting basic energy reserves
5. Maintaining an existing pregnancy
6. Milk production
7. Adding to energy reserves
8. Estrous cycling and initiating pregnancy
9. Storing excess energy (i.e., fat deposition)

This hierarchy shows that maintaining pregnancy (i.e., gestation), milk production and reproduction are all lower on the list of energy-use priorities. This illustrates the importance of cows consuming enough energy from their diet to meet their maintenance requirements before energy can be used for pregnancy and milk production.

A cow’s BCS affects her reproductive ability, too.

Evaluating BCS at 90 days prior to calving — when cows are about to enter late gestation — is critical, as this is a moment in time that could impact the future growth and performance of her calf. Seventy- five percent of calf growth occurs during the last 60 days of gestation, meaning that the cow’s energy requirements are going to be higher for the last 60 days of her pregnancy. If cows are thin going into the third trimester of pregnancy, then there could be reduced calf growth due to a lack of energy available for supporting the pregnancy.

Smaller calves are more prone to sickness after birth. Weaning weights have also been shown to be lighter when cows have a poor body condition. Until weaning, milk is the major energy and nutrient source for calves. If cows are in poor body condition, they lack the energy necessary to produce the quality milk needed for calf growth.

Research has shown that herds that maintain cows with the ideal BCS ranges (5–7) have better calving and weaning percentages, which are a measure of the herd’s overall reproductive and production efficiency. Thin cows are going to have a harder time maintaining pregnancies and growing calves. A poor BCS leads to fewer pregnancies, fewer calves weaned and calves weaned at a lower weight, which leads to lower overall returns.  

Body condition scoring helps evaluate the nutritional status of the cow herd.

Producers should routinely check the body condition scores of their herds to continually monitor the condition and nutritional status of the cows. If a large portion of the cow herd has a low body condition score, the herd nutrition should be evaluated to make sure that their energy and protein requirements are being met. A prolonged poor BCS can have a harmful impact on production outcomes, which can also negatively impact the economic returns of an operation. Evaluating BCS to determine not only the herd’s reproduction readiness scores but also its nutritional status is an opportunity to positively impact calf performance.

Short, R. E., R. A. Bellows, R. B. Staigmiller, J. G. Berardinelli, and E. E. Custer. 1990. Physiological mechanisms controlling anestrus and infertility in postpartum beef cattle. J. Anim. Sci. 68:799-816.

I want to learn more about nutrition for my beef cattle.

Thank you for your interest in the 2023 U.S. Harvest Analysis!

Alltech 2023 U.S. Harvest Analysis Report

For more than 40 years, Alltech has focused on scientific research to provide solutions and products for the global animal health industry. This focus has continued with the publication of a white paper entitled, “Organic Trace Minerals: Enhancing mineral bioavailability through chelation” by Dr. Richard Murphy, director of research at Alltech. There are many options when it comes to formulating trace minerals in livestock diets, and this paper focuses on organic trace minerals (OTMs) as a more bioavailable mineral source than their inorganic counterparts and other inferior organic products.  

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Does your company culture align with the values of today's workforce? Scott Nielsen, chief culture and talent officer at Alltech, joins us on Ag Future to discuss the importance of identifying company culture and developing an organization's most important asset — its team. 

The following is an edited transcript of the Ag Future podcast episode with Scott Nielsen hosted by Tom Martin. Click below to hear the full audio or listen to the episode on Apple Podcasts or Spotify.

Tom:                        Welcome to Ag Future, presented by Alltech. Join us as we explore the challenges and opportunities facing the global food supply chain and speak with experts working to support a Planet of Plenty™.

                                Scott Nielsen is chief culture and talent officer at Alltech. Scott has experience in human resources policy development and administration, benefits plan design and administration, employee relations, recruiting and staffing, compensation, training and development and employment law compliance with an emphasis on strategy, systems and organization design. At Alltech, it’s his mission to cultivate the growth and development of the company’s most important asset: its people.

                                So, our focuses for this conversation are the raw materials — the talent and culture — and why these things matter to the well-being and success of an organization.

                                Welcome, Scott    

Scott:                       Thank you, Tom. I’m delighted to be here.

Tom:                        And so, just to get our bearings, Scott, are culture and talent synonymous with human resources?

Scott:                       Generally, yes. The profession of human resources has evolved from personnel management to human resources to human capital. Now, you may see many companies using the term “people” instead of HR. Here at Alltech, our focus is on the fact that our culture and the talent of our people are strategic contributors to our success. So, for us, culture and talent can and should be cultivated and developed and can be a very meaningful part of our team members’ experience here.

Tom:                        Well, Scott, we're living in extraordinary times right now. Some of it very puzzling and we want to tap into your expertise to try to better comprehend the fact that there are some 10 million job openings out there in the U.S. right now, but about 8.5 million people are unemployed. These numbers just don't seem to add up. Lots of jobs. Too few takers. What's going on?

Scott:                       Well, you're right. It doesn't really add up. And in fact, the latest numbers that I think I saw this weekend were almost close to 11 million positions now, which is a record. So, to start, Tom, this is a very complex issue. There are a lot of factors at play. Not just the pandemic that we've been going through here. We know that childcare costs are making it difficult for parents to rejoin the workforce. Primarily, that's affecting women and single parents more than others. We also have learned that as people have been able to work remotely or have been unemployed for a period of time, many have been reevaluating what the work they do means to them and how it fits into their values.

                                So, I believe people want to contribute and provide for themselves and their families. However, they also want to feel like they've contributed something meaningful [to the workforce]. We’re seeing some geographic shifts in the workforce as well. Some people need to, or because of a loss of a job, or simply because they want to, are relocating to have a better quality of life. You know, Tom, we may be seeing or hearing comments that people just don't want to work. I don't think that's the case. I think people want to be more purposeful in what they're doing and the type of life they want to live.

Tom:                        Do you think the pandemic has brought about some sort of a reset in that respect?

Scott:                       I think in some ways it has because, again, people have had a situation where they can take a look at what is meaningful to them. And in some cases, it's been very difficult and very challenging for individuals who have had to figure their way through this difficult time. And what we're seeing is that… You know, I wouldn't call it a reluctance to get back to work. I would think of it more as a reluctance to go back to how things might have been, recognizing that they see that there might be something that is more meaningful to them.

Tom:                        Well, we're talking about a lot of job openings out there. What are three or four “most important” first steps that a hiring manager should take before beginning that hiring process?

Scott:                       I would say the first thing is to just be very clear about what the role is going to be and that sounds very simple. But fundamentally, we need to think about work from the perspective of the value that it adds as opposed to simply a job to fill. Perhaps a manager is looking to fill a position that has been vacated for whatever reason, and it may be a matter of, “Well, let's just replace that position.”

                                 And the reality is there may be an opportunity to rethink how that work can be done now. Can it be done more effectively in a different way? Can we align it with other objectives? So, being very clear on what that is, understanding what the needs are. And of course, opportunities and business needs are changing every day and that may create different opportunity for where we focus those resources.

Tom:                        How important are internal programs and initiatives to developing talent along their career path?

Scott:                       Well, as individuals, we never stop growing. We can identify some of those experiences that will create a more rich journey for the person. One of the things that we’re starting to look at very closely is the idea of the employee experience. You know, how are we engaging people even before they come onboard with us as we're in the recruiting and interviewing process? Once we do make a decision, how do we onboard them and make sure that they understand what the mission and the vision of the company are? I know those are phrases that might get tossed around, but it's actually very important for somebody to be able to align their personal interests with what the company is doing. That creates a lot of value. And then of course, you know, we have any type of educational programs or learning opportunities. These don't necessarily have to be formal programs. They can be job enrichment, where an individual expresses an interest or a manager notices that an individual might be able to expand their skillset. And so, they do something to help work through that.

                                 And then another piece of that is telling the story of all of those initiatives. For example, here at Alltech, we have a number of things that have been part of the culture from early on that truly create some of those development opportunities. We have a Back2Basics program. We also have a mini-MBA program that individuals might get tied into. And those are excellent opportunities for the individual to grow and develop and also create tremendous value for the company. So, that's probably one of the greatest opportunities we have, to find ways to continually encourage employees to develop and to give them those opportunities.

Tom:                        When you first walk into an organization, you're like a stranger in a strange land and there is a lot of orientation that has to go on. Does a good manager practice patience with that person and give them the space and time, you know, a week or so, a couple of weeks, to just become oriented, to find their sea legs, as it were?

Scott:                       I think it can go both ways there, Tom. Realistically, we all know that when somebody is joining it's because we have a need and we need to have them be productive. At the same time, we can't expect them to be productive right off the bat. And there are a lot of things that an employee needs to learn just to get a frame of reference of the organization. So, yes, absolutely a manager needs to have some patience with that. I would suggest that what a manager also is going to benefit from, and the employee more particularly will benefit from, is to have a plan.

                                So, what does the first day look like? What does the first week look like? Who are we going to connect this person to? Do we have a mentor, for example, that we can put them with, whether it's even just a job mentor or whether it's someone just to help them get to know the company a little better? How can we create some of the relationships that we know they will need to have to do their job well? Let's figure out a plan to put some of those things in place so that when they first show up, we kind of know what's in store for them. They can understand and, as you put it, get their legs underneath them and move forward and hopefully rise to productivity more quickly.

Tom:                       Culture has always been an important feature of the workplace and it can be a minefield, from hierarchy to humor.

                               Talk to us about company culture and why managers and owners need to pay particular attention to it.

Scott:                       Well, it's important to note that the company culture exists whether you pay attention to it or not. Culture consists of the ways we interact with each other, the activities or results we put emphasis on, how we recognize and support each other. Just a lot of things that are coming into play with that. Just as an example, growing up out west, my father had a small orchard of peach and pear trees, and we needed to irrigate the orchard. Now, of course, we had the furrows between the trees. But during the water turns, we had to make sure that the furrows weren’t clogged with leaves or other debris and make sure the water got to the end of the row.

                                Similarly, if a manager isn't thinking about the cultural attributes of their operations or how their people are behaving, if they're not paying attention to those things, they may give clear objectives for the work, but find that things aren't happening the way they would like it to be. So, I think that from that perspective, a manager needs to think about the organization and just be aware of what's happening. I would also suggest that culture is the glue that holds the organization together. It includes the norms, the values that are expected. We have to realize, every time we bring a new person into the workgroup, they're coming in with their own cultural norms and values. And that's one of the reasons that [carefully] selecting new hires is so important.

Tom:                        Let's drill down just a bit further and talk about micro cultures. What is a micro culture, and how do these micro cultures take on different meanings depending on one's role and department within a company?

Scott:                       I define micro culture as the culture of a workgroup. We know that within an organization, we may have a company culture. And that is absolutely important; for us to be as clear as we can on what the culture is that we want within the organization. At the same time, since culture is influenced by how individuals interact with each other, the behaviors, the norms that they have, you might find a group having a little different culture. You know, one group may be a little more focused on speed, if you will, whereas another is a little more focused on accuracy because of the type of work that they're doing. And those are cultural differences. So, that's a bit of how we get a difference in the cultures.

                                One other thought there is that we need to help managers and supervisors understand just how much of an impact their behaviors and interactions with their team members have on that micro culture. It can truly make a meaningful difference for the employer, the team member in how they contribute, and what they do, and how much they enjoy being a part of that team.

Tom:                       So, it remains important to lead by example.

Scott:                       Absolutely. Always has been the case. And oftentimes, a supervisor or a manager may not recognize that every piece of their example matters.

Tom:                        What can a team leader do to make sure the company culture has extended to their team and to establish a positive micro culture within their own team and one that ensures that everybody is on the same page and has the same goal?

Scott:                       Let me kind of back up and describe culture as a tapestry. This is the way that I've viewed culture for many years now, is it’s like a tapestry. If you think about a beautiful tapestry hanging on a wall, there are many different colors, patterns and designs in a tapestry. However, there are certain colors or designs — themes — that flow through the entire tapestry.

                                 And I think that as we look at culture, we need to think about what I'll call the thread running through the tapestry. And so, team leaders need to understand that broad picture, the whole tapestry, and how does my piece of the organization, the team that I'm leading, how does the work that they're doing fit into all of this and then tie that together. One of the key ways to do that is with communication; such an important part of what a team leader does.

                                 Be able to create a common language and understanding and make sure that everyone understands where are we going, how is this work aligning with the objective of the company. And the overall culture ties it together, whereas these micro cultures and the managers, the team leaders, are able to influence it at a very direct level.

Tom:                        As you described just a moment ago, one team might have emphasis on speed, another a deliberate focus on accuracy. So, various departments can have competing needs, agendas, ideas. Is there an approach to managing these various dynamics to ensure constructive outcomes?

Scott:                       Right. So, the differences are going to create a little bit of… I don't want to use the word “conflict.” I'd rather use the word “friction.” And along with thinking about friction is the whole idea of traction. So, too often we might think about some of these things as negatives. And the reality is that it's okay for us to have some of those differences, as long as we understand how they influence and help achieve the objectives across the organization. So, we can't really take a one-size-fits-all type approach to this.

                                 And coming back to the idea of a tapestry, if everything were the same, from my opinion, it would be a little bit of a boring tapestry. Rather, we need to have some of those differences. And the method for a team leader to do that again clearly comes back to understanding where are we going as an overall organization and how does this piece of the business that I have some responsibility for, how does that tie in and help the entire organization succeed?

Tom:                        Okay. Let's turn in a slightly different direction and talk about family operations and farming. These family operations actually account for about 96% of the farms in the United States. And it might seem that legacy is built in, but is that true? Does legacy need to be cultivated and how best to accomplish that mindset?

Scott:                       So, interestingly, a number of years ago, I did a little research on family transition, generational transition of businesses. And as we know, oftentimes, there's a big challenge associated with that, and many family operations struggle to continue for multiple generations. One of the strongest ways, both from what I learned and what I think we see with a lot of operations today, is just always, always tell the story. So, you know, why did the founder start and develop, in this case the farm, for example? You know, was it simply a matter of need or was there some other interest associated? Why was it continued? What are the challenges that have been overcome? And what are the accomplishments that have been achieved as it goes forward? Storytelling is by far the best way to maintain an ingrain the culture in an organization and to help that legacy come about.

Tom:                        Scott, I know that you have your own talent as a singer and a member of a barbershop harmony society. And I'm sure your colleagues and other employees bring their own to the table. Is it to a company's advantage to support and encourage talents and passion outside the workplace? And if so, why?

Scott:                       So, yes, this gets to the idea of recognizing a whole person. I have for a number of years been concerned with the idea that perhaps — I don't think everyone — but perhaps some organizations think that when someone walks through the door, they need to leave part of themselves outside the door. And that just doesn't feel natural to me because I don't do that. Now, I don't sing in the office. Some may like it. Some may not. But being able to find joy and fulfillment in an activity outside of the workplace definitely influences how someone is inside. We know the talents are not unidimensional. We know what when people can find that joy and meaning in their lives, regardless of where they find it, if they find it in their work and outside, it just allows them to be more energized and productive overall.

Tom:                        I'm sure you keep an eye on current trends, what's going on in the field. And I'm just wondering what of those trends that you're watching excites you and gives you confidence in the future.

Scott:                       Well, yes, there are a number of things that have been happening. One that really comes to mind is that I think we have to recognize that leaders are making significant efforts to be listening and to be empathetic. We understand that there have been a lot of challenges for many different reasons and different ways over the last period of time. And so, I think we've got some good focus there.

                                One of the things that really has jumped out at me is just the idea that there's an entire population of people that we now refer to as essential workers that have been getting the spotlight because they are so important and so integral to making our society run. I mean, from our perspective, that includes the folks in the agribusiness and associated companies. That is just so important. Additionally, I think we've got some attention that is being focused on inclusion, equity and diversity. We know that those have been issues for a number of years. And I think it's just good what we’re seeing some additional focus and hopefully some continued change there as we move forward.

Tom:                        All right. Scott Nielson is chief culture and talent officer at Alltech. Thank you so much, Scott.

Scott:                      Thank you. Glad to be here.

Tom:                        I'm Tom Martin. Thanks for listening. This has been Ag Future. Presented by Alltech. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts.

The receiving period can be a stressful time for cattle. Recently, during the Alltech ONE Ideas Conference, Dr. Carlo Sgoifo Rossi gave a presentation titled “Receiving With Ease: Minimizing Stress During the Adaptation Phase.” Dr. Sgoifo Rossi is currently an associate professor in the department of veterinary science and technology for food safety at the State University of Milan. Utilizing his perspective and knowledge of the European beef production system, Dr. Sgoifo Rossi shared some information about the various considerations related to stress and adaptation that producers should keep in mind when implementing feeding programs and management practices.

When cattle are undergoing a transition like weaning and receiving, they experience stressors, including:

• Transportation
• Interactions with other cattle
• Interactions with humans
• Changes in nutrition

These stressors can have a major impact on cattle and can lead to such issues as changes in their immunodeficiency, reduced rumen motility, altered nutrient absorption, increased nutrient requirements and an upsurge of mineral excretion by the kidneys.

Receiving stress can lead to BRD

Regarding immune function, one common but highly concerning issue is bovine respiratory disease (BRD), which can strongly affect the performance of cattle. As illustrated in Figure 1, cattle who arrive and are treated for BRD can exhibit a decrease in average daily gains. It is also important to understand that animals who experience BRD often produce meat with lower marbling and quality grades. Considering all of these factors, mitigating BRD is important not only for the animal’s quality of life but for the producer’s bottom line and the consumer’s satisfaction.

Appropriate sanitary conditions make a difference

While the health of newly arriving animals is impacted by their location of origin, it is also greatly affected by the sanitation and management of the receiving location. According to Dr. Sgoifo Rossi, “The type of vaccination, the type of antibiotics used (and) the type of anti-parasitic product can affect the sanitary conditions of our animals.” Dr. Sgoifo Rossi encouraged producers to approach sanitation with an understanding of their specific herd and facilities and posited that, for some beef production systems, the strategy of going “all-in and all-out with cleaning and disinfection” is the best approach.

Nutrition is critical in the cattle business

When talking about management, we must be sure to properly feed and rehydrate the cattle upon arrival. Ensuring that clean drinking water is readily available and being conscious of the arrival diet are both crucial. Feeding the arrival diets in small amounts multiple times a day is recommended, as this will reduce competition among the animals, giving each of them an opportunity to receive adequate amounts of protein and energy. Arriving cattle can sometimes be considered high risk, making this a critical period for helping them recover properly and get back to normal rumen functionality.

Studies have shown that the appropriate arrival diet should have a crude protein and dry matter composition of less than 13%.

“Several studies show that if we improve the crude protein level of adaptation diets or the energy level of adaptation diets, we increase not only the incidence of morbidity but also the severity of morbidity and, consequently, the risk of mortality,” Dr. Sgoifo Rossi said.

Additionally, with the arrival diet typically being richer in forage and higher in fiber, reducing the chop length of the fiber will also reduce the likelihood that animals will sort through the ration. This is important, because sorting can cause cattle to eat too much starch or protein, which can lead to fluctuations in the pH level.

Consider all of the nutritional needs of arriving cattle

Unsurprisingly, it is also important to consider the nutrients available in the arrival diet. Providing new-arrival animals with the proper nutrients will improve their immunity, digestibility, and energy and protein balances.

To recover rumen and immune system functionality in newly arrived cattle, it is important to consider diets that include the following:

• High levels of digestible fiber
• Yeast
• Mannan oligosaccharides (MOS)
• Slow-release nitrogen
• Vitamins
• Minerals

As mentioned previously, the arrival period is so critical for getting cattle right. Vitamins, minerals and other supplements can help improve their feed and can be fundamental in helping these cattle adapt to their new home. In his presentation, Dr. Sgoifo Rossi mentioned that studies have shown that organic zinc and selenium, live yeast and mannan oligosaccharides can be huge players in the reduction of morbidity and mortality in these potentially high-risk cattle.

Too often, producers and nutritionists underestimate the importance of these ingredients, leading to negative results. Dr. Sgoifo Rossi shared a study completed in Italy that examined the mineral status and mineral plasma levels of cattle after arrival. This trial focused on the evaluation of various mineral levels in the blood immediately after arrival. As shown in Figure 2, 83% of new-arrival beef cattle were in a deficient or sub-deficient condition regarding their copper availability, and 30% displayed deficient or sub-deficient zinc availability and reserves.

Weather can be a stressor

Weather can play a significant role in cattle stress, and more thoughtful management practices should be implemented with the weather in mind. Spring, summer and fall are less of a concern when it comes to sanitation management, but winter is a critical period for sanitation. Producers often forget to consider the relationship between temperature and humidity during the winter and how it can lead to cold stress. This can create a potentially dangerous environment for cattle and can result in increased incidences and more severe cases of BVD. As shown in Figure 3, low-temperature, high-humidity environments can create a risk area where sanitation conditions are an issue, leading to a slower adaptation for arriving animals.

As previously mentioned, there are challenges leading up to and during the receiving period that can result in the highest risks of morbidity and mortality. Implementing the proper sanitation and vaccination protocols, providing sick animals with antibiotics, being proactive about their nutrition, and understanding which management practices to use based on the origin of your cattle, as well as their transportation details and the time of year, are all effective ways to mitigate any potential challenges associated with receiving cattle.

I want to learn more about nutrition for my beef cattle.

Feed is expensive — especially the grains that serve as the major energy source in most finishing rations for beef cattle. With this expense on the rise, nutritionists work hard to make sure that their feedlot rations for beef cattle are high-quality feeds that support weight gain and feed conversion efficiency. 

Energy is a key element to consider when developing a feed to promote weight gain in beef cattle. Both grains and forages contain energy that is useful when finishing beef cattle. Grains are considered high-energy feeds because the energy in grains comes largely from starch. Starch is composed of glucose chains, which can easily be broken down by rumen microorganisms. The structural components of forage — such as cellulose, hemicellulose and lignin — surround the nutrients with complex linkages. Rumen microbes can’t always break these linkages, however, limiting the availability of energy in the forage. This is particularly true for feedlot cattle, as the ruminal pH of feedlot cattle is less than optimal for fibrolytic microorganisms, resulting in reduced fiber digestion.

When thinking of these structural components, imagine them as locks protecting the energy and nutrients in feedstuffs. Enzymes — which are either endogenous, from the microbial population, or the exogenous enzymes in feed additives — can break apart these protective structural components, unlocking both the potential of feeds and the potential of the cattle being fed.

Enzymes can make a difference in finishing cattle

The scientific literature shows inconsistent results for enzyme use in beef cattle diets. However, this is likely due to the wide variety of enzymes that have been tested, the vast array of feedstuffs that have been used in experimental diets, and the kind of data that has been recorded. For example, cattle grazing cool-season versus tropical grasses have different enzymatic needs, because those grasses have different chemical compositions. The same goes for cattle consuming corn silage versus barley-based finishing diets. This is especially true in diets that utilize byproducts, as the most easily accessible nutrients have generally already been extracted by the initial industry that processed the material.

• Starch-based diets: Corn, barley
• Forage-based diets: Corn silage, barley silage, hay and grasses
• Byproducts in diets: Corn gluten meal, distillers grains, cottonseed hulls, etc.

The rumen is a complex, enzyme-rich environment. The microbes of the rumen can break down most components of foods — but the extent and speed of this breakdown is often a limiting factor for nutrient release. A common question when discussing rumen efficiency is: Can a small enzyme addition really make a change in rumen function and feed digestion?

For an enzyme to be effective, several factors need to be met:

• It must fill a gap in feed digestion not met by the existing microbiota.
• The type of linkage it opens must be present in the feed.
• The enzyme needs to be stable in stored and mixed feed.
• The enzyme must be active at rumen temperature and pH.
• It must be able to survive in the feed.

Returning to the lock-and-key metaphor about enzymes, any enzyme added to a diet must fit the “locks” on the components of that diet.

How do you measure enzyme efficacy in finishing cattle?

Measuring the effects and value of enzymes can be tricky. Often, researchers expect an increase in the rate or extent of digestion for a particular diet component — and sometimes, they are right. Other times, however, the enzyme acts in an unanticipated way, such as changing the rate of passage to promote feed intake, shifting the metabolites available to microbes in the rumen, or even affecting downstream metabolic processes. If researchers are not measuring these actions, they may conclude that the enzyme had no effect, when in reality, they were simply looking in the wrong direction and missed the action of the enzyme. As such, in enzyme research, it is important to look beyond intake, weight gain and feed conversion and to measure a wide range of parameters to fully capture the effects and mechanisms of a given enzyme. 

Outside of the scientific realm, it’s important to recognize what you expect an enzyme to do when it is added to the diet. Here are a few common reasons for utilizing enzymes:

• By incorporating enzymes into your finishing rations for beef cattle, you may be able to utilize lower-cost ingredients in the diet while still experiencing equal performance.
• Enzymes can help improve feed efficiency in feedlot cattle without making any other changes to the diet.
• Getting more pounds on your animals can be possible with enzymes. Certain enzymes can support superior carcass weight. More pounds per day = more dollars.
• Some enzymes reduce digesta viscosity, which can contribute to better post-ruminal nutrient absorption and support digestive health. Get the most out of your rations.

Look at your cattle’s diet and your goals for your operation. Could enzymes help you reach those goals?

There are enzyme options available — just know your goals

Most research on cattle focuses on tweaking existing procedures, feeding plans, etc. Researching enzymes takes years of trial and error, on both the benchtop and in the animal, to find effective, cost-efficient, scalable options. This type of research is slow but generates the knowledge that can lead to new insights and technologies that allow us to maximize feed efficiency in feedlot cattle. New enzymes are popping up regularly. If you choose to utilize these additives in your feedlot rations, be sure that they are effective on the ration ingredients you use and will provide the results you want in your operation. Consult with your nutritionist or an Alltech representative below to learn more about how enzymes can work in your operation.

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