Responses to Delayed Estrus after Weaning in Sows Using Oral Progestagen Treatment

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Altrenogest is an orally active progesterone-like compound that can be used to effectively synchronize estrus in cyclic gilts. In sows, progestagen treatment can aid in maximizing farrowing crate utilization by reducing the variation in services per week, increasing the number of pigs weaned per week, reducing variation in weekly weaned pig output and increasing overall breeding herd productivity. A negative energy balance in primiparous sows at weaning is often associated with extended weaning-to-estrus intervals and the syndrome known as the ‘second parity dip’ in sow fertility. Feeding progestagen to weaned sows essentially extends the weaning-to-service interval and allows the sows additional time to recover after weaning. This has been shown to improve the percentage of sows in estrus within 7 days of withdrawal, increase ovulation rate and/or embryo survival, and litter size (Kemp et al., 2006. University of Alberta/University of Minnesota Leman Pre-Conference Reproduction Workshop). The duration of progestagen treatment after weaning needed to produce optimal sow productivity is still unclear. Periods of 3 to 5 days after weaning are traditionally used in batch-farrowing systems (Martinat-Botté et al. 1995. Journees de la recherche porcine en France 27:51-56). However, changing physiology of the weaned sow (Kemp et al., 2006) suggests that longer periods of progestagen treatment may produce results more analogous to the response to ‘skip-a-heat’ breeding. In this experiment groups of multiparous sows (n = 749) weaned in two consecutive three-week periods in June and July were organized into two breeding weeks using the following strategies: M0 (n = 250): Wean weeks 3 and 6 (no progestagen treatment); M7 (n = 250): Wean weeks 2 and 4 (progestagen treatment for two days before and five days after weaning.); and M14 (n = 249): Wean weeks 1 and 3 (progestagen for two days before and 12 days after weaning). The results suggest that feeding progestagen was effective in delaying and synchronizing the return to estrus in weaned sows, and the duration of the treatment affected subsequent sow productivity. Sows treated with progestagen for 12 days after weaning produced the highest percentage of sows bred within 10 days of progestagen withdrawal and pregnant at day 50 of gestation. Also, feeding progestagen resulted in an increase in the number of fetuses at day 50 of gestation similar to that seen in previous ‘skip-a-heat’ studies. These results suggest that a longer progestagen treatment period than the five days typically used in batch-farrowing systems, would be likely to produce the same benefits to sow productivity as seen in response to ‘skip-a-heat’ breeding.

“Protecting Animals, Food, and People”

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The purpose of this paper is to provide a framework for discussing the future direction of
animal health and welfare, food safety, and veterinary public health programs and
services within the Province of Manitoba. It will propose a long-term vision that will
guide the Office of the Chief Veterinary Officer (CVO) over the next decade. It will also
propose a mission statement that will contain four strategic themes that will be
addressed in the short to medium term. These themes will form the basis for creating
three-year directional plans with measurable outcomes.

Economic Assessment of Manure Phosphorus Regulations for Manitoba's Pig Industry: Overall Impact at the Provincial Scale

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Manitoba has proposed new manure phosphorus regulations. This study investigates the additional annual costs for the industry to comply with these new regulations. Using complex economic modeling and functions the researchers have concluded that managers will have to make changes in conventional manure management techniques. From the modeling it is determined that at a regulation of 2x phosphorus removal, it will collectively cost producers 17.88 million dollars, which is 18% of the estimated annual income for 2005, and a 1x phosphorus removal will cost 27.86 million dollars, which is about 28% of the estimated annual income for 2005.

Some Perspective on the US National Pork Producers’ Council’s Claims About Canadian Swine Subsidies

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The U.S. Commerce Department announced on August 17 that Canadian farm support payments to swine producers are fully in compliance with U.S. law and international trade rules. The ruling was a victory for the Canadian swine industry and its U.S. customers and a clear defeat for the U.S. National Pork Producers Council (NPPC), the organization that filed this trade petition. Despite this ruling it appears that the NPPC is in denial or shock.

A note on the effects of two versus one feeder locations on the feeding behaviour and growth performance of pigs in a deep-litter, large group housing system.

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Deep-litter, large group housing systems for growing pigs have been developed as an alternative housing system compared to conventional confinement systems. Deep-litter, large group systems are naturally ventilated, have a floor base of deep-litter consisting of rice hulls, straw, corn stalks or other bedding material, accommodate larger group sizes (ranging from 150 to 2000 pigs per pen) and the pigs have a floor space allowance of approximately 1.0m² per pig (Morrison et al., 2003a). Conventionally, pigs are housed in more confined systems with fully, or partially slatted floors, a liquid effluent system, group sizes ranging from 5 to 50 pigs with a floor space allowance of approximately 0.7m² per pig. Pigs housed in deep-litter, large group systems are up to 10% less efficient in converting feed provided to liveweight gain (feed:gain) and present 1–2 mm more backfat at slaughter compared to pigs raised in conventional systems (Morrison et al., 2007; Honeyman and Harmon, 2003). It is speculated that there may be disincentives for pigs in deep-litter, large group systems to visit the feeders regularly. These disincentives may include large distance to travel to the feeders, reduced social facilitation to feed and a reluctance to frequently visit the feeder due to increased opportunity to interact with a large number of pigs away from the feeder (Hsia and Wood-Gush, 1983). The aim of the current experiment was to test the hypothesis that reducing the distance that the pig must travel to feed in a deep-litter, large group system will result in shorter, more frequent feeding bouts, thus improving growth performance (feed intake, growth rate and feed:gain). The experiment studied pigs from 9 to 22 weeks of age, using 720 crossbred pigs. There were two trials conducted, utilising 360 pigs each time. The two treatments were: (A) maximum distance to travel to the feeder (MAX) – one feeder located on the north end of the pen and (B) minimum distance to travel to feeder (MIN) – two feeders: one located on the north end of the pen and one at the south end. Feeding behaviour was observed at 14 and 22 weeks of age. It was concluded that reducing the distance that the pig had to travel to the feeder (MIN) did not significantly change the feeding behaviour of pigs in a deep-litter, large group system. Furthermore, there was no impact of treatment on growth performance. These results suggest that the extra distance that pigs have to travel to feed in deep-litter, large group systems is not a disincentive for the pigs to visit the feeder regularly. Other factors may be responsible for the difference in feeding behaviour between pigs in deep-litter systems and conventional housing systems, such as a combination of deep-litter bedding and social contact with pen mates which preoccupies the pig’s time and distracts them from visiting the feeder and feeding frequently. Morrison et al. (2003a, 2007) have shown that pigs in deep-litter, large group housing systems do spend significantly more time interacting with their environment and their pen mates and perform more locomotory behaviours compared to conventionally housed pigs. These studies provide evidence that perhaps pigs in deep-litter, large group systems may not feed frequently because they are distracted by these other factors rather than being inhibited by the actual distance required to travel to feed.

Financial Management of Pig Businesses: Making Your Lenders, Investors & Partners Comfortable with Your Business Plans

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A business is more likely to achieve its long-term potential, if all parties involved, from the investors down to the staff, are aligned toward a common goal: optimizing the long-term profitability of the business. Because pig production is a business, all parties involved in a swine enterprise should be exposed to at least some aspects of the business’s financial information. The Profit and Loss Statement (P&L) is usually the first bit of financial information reviewed by all stakeholders. Depending upon their specific roles or positions, some parties look initially at the P&Ls for individual flows or farms while others initially examine the consolidated financial information from all flows and farms. When financing is being procured, lenders and investors will want to see projections of financial information at least for the term of the loan, and they usually want to review it in the context of historical information. Direct adjustments to the P&L statement for specific cash and non-cash line items are made in the creation of simple CF reports. Non-cash items reflected in the P&L (e.g. depreciation) are added back to the P&L. Similarly, all cash items that were excluded from a P&L analysis are included in the CF statement. The financing of fixed assets (i.e. Term Debt) is typically based upon a lender financing a portion of the appraised value of the asset. While lenders typically require 25% or greater equity in order to finance an asset, the percentage of equity required may vary with the market value of the asset, which, in turn, usually varies with market conditions. Some type of marketing agreement having a reasonable term will usually be required for lenders to finance a fixed asset. Also, lenders will always need to understand the financial structure of your business if they are to: (1) be able to accurately interpret its financial performance and (2) ensure that they understand their risk. The Balance Sheet (B/S) is the financial statement commonly used by lenders to get a handle on a business’s financial structure. The B/S portrays the financial structure of a business; that is, its assets, liabilities and owner equity. We believe that solid (trusting and long-lasting) relations with lenders will best occur: with the open sharing of all business and financial information and when you understand their needs and expectations. They need to be convinced of the ability of your business to repay their loans. In most cases, this requires that, in the short term, the business generates positive cash flows and that, in the long term, the business is sustainably profitable. While everyone involved with a pig business has different needs, orientations, and goals, they should all be committed to the common goal of the business being financially successful. We believe that the more minds that work on the problems and opportunities of a business, the more likely the business will be successful. Business success appears to be more likely when all parties are united around a common business model, one that provides the correct balance of profits, risks, and leverage.

Integration of Immigrant Labour into Workplace and Communities

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The purpose of this paper is to enhance cultural sensitivity; develop awareness of cultural adaptation stages; and to provide an overview of key elements for integrating foreign workers into the workplace and community. In order to effectively facilitate the integration, we must explore the key concepts of culture, adaptation, and awareness. Culture can be defined as “the learned and shared values, beliefs, and behaviours of a group of interacting people” (Bennett & Bennett, 2007). As a starting point for integrating foreign workers into the workplace and community, we must recognize that: (1) cultural differences exist; (2) all cultures are deeply engrained in the hearts, minds and behaviours of their members; and (3) no culture is superior or inferior to any other, they are just different. (Adler, 1998, p. 236) As foreign workers enter a new culture, an inevitable process of personal transition begins. It is important to note that adapting to a new culture is a “process”, not an event. In the case of foreign workers, it is mutually beneficial for hosting employers to foster a smooth transition. Cultural adaptation is, after all, about two cultures interacting with each other; and happy workers tend to be more productive workers and stay with their employer longer. Awareness on several levels is crucial to facilitating the integration of foreign workers. These include awareness of differences in cultural values and communication styles; your own cultural predispositions; the process of cultural adaptation including culture shock; and some practical strategies for fostering successful adaptation. The success of both existing and new workers will depend on how well prepared they and you are for this intercultural work experience. Enjoy the opportunity to interact and work with individuals from different cultures. The journey, even if a bit bumpy at times, will fill you with satisfaction if both parties engage in the enriching process of mutual adaptation and learning.

Identification of a female-pig profile associated with lower productivity on commercial farms

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Some positive results, but continued vigilance and assessment required

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Our June issue told the stories of three more producers whose herds have been afflicted with PRRS. They have not yet won the battle, but all have undertaken testing or made changes with a view to returning to PRRS-negative status
:The Vanden Boogaards of Gorrie, Huron County
:Darryl and Cheryl Terpstra, Birchlawn Farms, near Dorking
:Ron and Glen Manjin, Teeswater Pork, Huron County

Evaluating Water Quality for Livestock

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Water is the single most important nutrient for livestock. Animals, as well as humans, can live for long periods of time without food. Without water, however, death can occur in a matter of days. Unfortunately, both the quality and quantity of the water provided for livestock is often overlooked.
Water is involved either directly or indirectly in virtually every physiological process. Water is a medium for transporting nutrients, waste material, hormones and other chemical messengers, as well as food along the gastrointestinal tract. It also plays an important role in regulating body temperature, acts as a lubricant for skeletal joints and is a component of many basic chemical reactions.
Water quality is determined by analyses of water samples. A bacterial analysis indicates if water contains microorganisms, such as bacteria, which may be harmful. A chemical analysis determines the levels of various minerals present in water.
Evaluating the content of water is relatively straightforward. The major difficulty is establishing levels at which animal health, welfare and productivity may be impaired.
This factsheet outlines recommended levels and potential problems found during water analysis. Table 1 summarizes the water quality guidelines established by the 1987 Canadian Task Force on Water Quality.