It’s not the building of a successful glasshouse that’s the issue, it’s making sure the whole process is being done for the right reasons from concept to fruition - it’s building a successful glasshouse project,” insists GreenQ’s Eric Boerlage. Project manager for the Dutch glasshouse specialist consultancy, Boerlage is keen to reinforce that a holistic approach to building and managing a glasshouse project is key.
Boerlage is adamant that marketing and purpose must come first when embarking on a glasshouse project, regardless of whether it’s in the Netherlands, Germany or the UK. “The big mistake that investors make is to concentrate on the actual structure of the glasshouse first,” he explains. “They don’t think of what product they are growing, who is going to buy and eat it, and how they are going to grow it. People don’t consider the orientation of the sun, types of screens and the height of plants you’re growing. You can have a structurally sound glasshouse in the North Pole, but it would be no good to anybody.”
GreenQ guides glasshouse projects from building to growing the product through to training glasshouse staff and overseeing production techniques, and Boerlage helps glasshouse projects get off the ground throughout the world. “What’s really important is marketing,” he continues. “You have to have a reason behind the idea to make it work.”
the concept
There arguably couldn’t be a better time to build a glasshouse facility than now, with interest in provenance and sourcing locally at an all-time high. Facilities are popping up worldwide, with producers in Russia and eastern Europe taking an increasing interest. That is only expected to increase with growing food demand.
“Being self-sufficient by utilising provisions close to home is very much wider than a UK issue and as the world’s population increases we won’t continue to import, say, mange tout from Kenya,” tomato producer Evesham Vale Growers’ managing director David Shepherd says. “Individual countries will be growing for domestic consumption, so securing our own food security in the UK is worthwhile.”
With the marketplace confirmed, the next thing to do is ensure commercial customers are in place.
“Talk to the retailers first,” advises Ian Craig, managing director of the largest glasshouse facility in the UK, Thanet Earth. “While it’s hard to get their commitment on paper before you’re operational, you have to be certain of the market you’re aiming at and the product you’ll be growing.”
Traditionally it’s been difficult for companies to get essential backing from local authorities in the UK, which meant the rest of Europe gaining the competitive edge in the meantime. But some believe it’s becoming easier to achieve planning permission now.
EVG has the go-ahead to build two anaerobic digesters on its Evesham glasshouse site, potentially in preparation of building another glasshouse next year. “Since the current economic climate hit, planners are taking a different view - it was almost at a flip of the coin,” says Shepherd, who five years ago struggled to get planning permission for EVG’s 12-acre glasshouse facility. “Now no one is willing to invest, planners are keen on us, especially if we are going to bring new jobs to the area.”
Investment
But first your money has to be where your mouth is and, with UK banks not being as keen or understanding the horticultural industry as much as banks in Europe with agricultural origins, a foolproof business plan and a high level of investment is needed.
The benefits of collaboration are made obvious at Thanet Earth, where Fresca Group works alongside grower partners Rainbow Growers, Kaaij UK and A&A Growers to produce tomatoes, peppers and cucumbers at the same time. “It’s as simple as share the risk and you share the reward,” says Craig, who admits that having Dutch partners with access to a more knowledgeable banking industry made a difference. “You need to garner investment from a number of sources, not just from one, and stand as a co-ordinated voice. We like the mix of products as we can provide the whole salad basket from one site.”
Knowledge
Making sure you are equipped to run a glasshouse may seem like an obvious requirement, but according to Boerlage, practical issues can get lost in the planning. “You have to decide what it is you want to do,” he advises. “Are you doing it to produce energy or the best tomatoes?”
Both water and energy use is key and, although selling energy into the National Grid sounds financially appealing, margins on fresh produce remain low.
“There are so many external factors beyond your control that affect your production volumes and profitability - weather, retailer promotions and production volumes from other sources - that you have to be certain your model is sustainable before you start,” says Craig. “You have to have a large water storage capacity - ensure you have enough as dry summers might cause a real issue.”
EVG is moving towards becoming carbon negative by proposing to feed its future anaerobic digesters with the company’s everyday natural waste created by tomato and spring onion production that will pump back electricity into the National Grid and produce CO2 to heat a new glasshouse. “We have learnt from other industries around Europe,” says Shepherd. “And in comparison we are late starters. We are by no means self-sufficient in the UK but it is with glasshouses that the industry is going to do it. There is no reason why the UK can’t become a competitor of the Dutch of salad items and even export in the future.”
Location
There’s more to the right location than light levels - the area has to welcome a commercial production on its doorstep, the surrounding logistics have got to be right and a labour source has to be available.
“Transport links, rainfall and light levels are key factors,” says Craig. “Have you got a ready workforce nearby? Get close to the community. While the public is generally supportive of agriculture and horticulture, having an application to build a massive greenhouse complex on land adjoining your home can be a pretty upsetting experience for people.
“Build relationships; invite them in and keep them informed. Build yourself a network of advocates in the community. This helps prevent inaccuracies and helps build trust. Get your message out there.” -
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