Maxine and Richard West
There is a real sense of pride fuelling the family at Stocken Farm, Risborough, Buckinghamshire, which is driven by innovation, teamwork and a commitment to excellence. For the family, it is more than just a business; it is a blueprint for unapologetic achievement.
The predominantly dairy-focused mixed 405-hectare (1,000-acre) farm, which also incorporates beef and arable operations, is home to 400 milking cows and a team passionate about its people and performance alongside animal welfare.
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With Richard and Maxine West responsible for the overall management, their daughter Charlotte, 27, and son Robert, 25, take charge of the dairy and arable respectively.
Autumn calving
The Holstein Friesian herd operates year-round but with a heavy focus on autumn calving, ensuring all heifer calves are born in a block from June to September, with beef calves arriving throughout the rest of the year.
This structure allows the family to balance the demands of a diverse farm while ensuring each aspect gets the attention it needs.
Charlotte says: "We have worked hard to divide responsibilities and play to our strengths. It is not always easy, but having a clear structure keeps everything running smoothly."
Charlotte's path back to Stocken Farm was not quite the one she had envisaged. Keen to travel or secure a job before returning to the family business, the choice to come home was made out of necessity when the Covid-19 pandemic disrupted both plans.
Her international experiences, however, have shaped her approach to farming. During her placement on the McDonald's Progressive Young Farmer scheme, she gained insights into production, processing, and consumer trends, while time spent working in New Zealand and the US were, in her own words, 'transformational'.
New Zealand
"New Zealand's grass management was a real eye-opener, and I have implemented some of their practices here," says Charlotte.
"In the US, the focus on hygiene and protocols was everything, and it is something we have worked hard to improve on-farm."
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Recognising that youngstock are the foundation of a productive herd, Charlotte has transformed the farm's calf-rearing practices, and her rigorous protocols ensure calves receive the best possible start while also empowering the staff to deliver consistent care.
"Protocols play a very important role in enabling everyone to be doing the same job and understand why they are doing what they are doing," she says.
"My goal was for any member of staff to treat the calves at any given time, so we introduced a flow chart to ensure the correct treatment for every sickness, and it worked."
"Our heifers are the most important and genetically valued animals on-farm and if we can give them the best start possible then they will grow to be a successful and profitable animal for the farm."
Colostrum
Charlotte has focused on every detail, from colostrum management to growth monitoring. Calves receive four litres of high-quality colostrum within two hours of birth, tested using a Brix refractometer, followed by another three-litre feed within 12 hours.
After being moved into individual pens, they are provided with fresh water, nuts and a high-protein milk powder, fed twice daily. At four weeks, milk volume increases to four litres per feed to support growth.
Weaning begins at seven weeks, but only for calves that have doubled their birth weight. Those that have not achieved this milestone remain on milk until their growth is satisfactory.
Once weaned, they stay on calf pellets for a while and then move onto a blended straights and chopped straw ration and are moved to larger groups of 30.
"We did struggle just after the calves were weaned. We found they were not hitting their target weights for weaning and [were] therefore struggling once weaned. That is when we moved to feeding the four litres from week four and started monitoring and weighing them on a more regular basis to ensure they were on track," says Charlotte.
"By weighing them just before we plan to wean them, we can then do something about it if they have not hit their weights.
"Winter months see the use of calf coats to preserve energy for growth, and a new weaned calf shed has significantly improved conditions."
Calf mortality
This meticulous approach has delivered impressive results, with calf mortality rates reducing dramatically from 4.6% in 2020 to 1.8%.
Charlotte credits the success to her calf-rearing team, who are a mix of new entrants and those living and working in farming.
She says: "We all worked together to develop protocols, and they have taken real ownership of the calves. It has been amazing to see their confidence and skills grow."
The team also tackled cryptosporidium scours by implementing biosecurity measures, improving calving pen hygiene and refining treatment protocols.
She says: "Sick calves can be incredibly demoralising for the team, especially when dealing with cryptosporidium.
"In our case, we discovered the calves were not picking up the oocysts in the calf shed but from the calving pen. Educating the entire team about cryptosporidium and the interconnection of our roles improved calf health and strengthened team collaboration.
"We rarely see cases now. And when we do, we catch them early and the calves recover well."
Mastitis was once a major issue on-farm, with rates as high as 80 cases per 100 cows, but rather than immediately turning to expensive vaccines, Charlotte focused on identifying and addressing the root causes.
Teat scrubbers, a change in milking liners, and strict hygiene protocols have since reduced mastitis cases to just 12 per 100 cows.
Extensive sampling revealed that E. coli from the environment was the main culprit, leading to an emphasis on clean bedding and improved communication about hygiene practices.
"The whole team got involved," she says. "It was inspiring to see everyone's commitment to improving herd health."
Team approach
A strong team culture has been central to Charlotte's vision for Stocken Farm, and with 13 team members working varied shifts to support three-times-a-day milking, communication and engagement is critical.
She introduced monthly team meetings, which have since become a cornerstone of farm operations, although admittedly with teething problems.
"At first, they were rigid, and the older staff members were awkward, but now everyone looks forward to them," she says.
"We share successes, set targets, and celebrate even the smallest wins."
Initiatives like Project Lemon, an efficiency drive inspired by Charlotte's placement at Arla, have further united the team.
"Everyone got involved and everyone came up with an idea to identify small changes that could make a big difference, from turning off unused lights to streamlining workflows," she says.
"It was not just about efficiency; it was about bringing the team together and giving everyone a voice."
The family is now preparing to host Open Farm Sunday this year – an event they have not hosted since 2018 – to connect with their community and showcase their work.
"This was a team decision," says Charlotte.
"Everyone takes pride in what we have achieved and wants to share it with the public."
While Charlotte continues to set high standards across the dairy, she credits her parents for fostering a culture of trust and innovation.
"I am lucky my parents have always supported my ideas, but I have to do the research and explain why they will work," she says.
"I am incredibly proud of what we have achieved as a team. Happy people mean happy cows, and that is what it all comes down to. We are not just a farm; we are a family, and we are building something special for the future."
Farm facts
- 400-head Holstein Friesian herd
- All heifers kept for replacements
- Beef calves sold privately at 42 days
- Finish 100 cows a year through the local market
- Milk sold to Arla on the CARE programme
- Average 11,700 litres, 4.1% fat and 3.18% protein
