The History of Hybrid Turkeys

The History of Hybrid Turkeys
Kingsley Smith©
The Co-Founder, Milo Shantz with Thijs Hendrix, President of Hendrix Genetics
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The History of Hybrid Turkeys
Founders
Hybrid Turkeys was the name given to the turkey breeding, growing and processing enterprise that was purchased from
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Ralston Purina on July 7 1970. Ralston Purina retained the processing part of that turkey business which had been
trading as Checkerboard Farms (Checkerboard referring to the Ralston Purina logo). At that time Ralston Purina was the
largest producer of formulated feeds for livestock and poultry on the globe. Four years earlier in 1966, Ralston Purina
had purchased the turkey breeding, growing and processing enterprise comprising three companies: Three Star Farms,
Shantz Processing and Shantz Hatchery.
The purchasers of Hybrid Turkeys were the founders of Three Star Farms – the Shantz brothers, Milo and Ross. The
Shantz brothers were born in New Hamburg, Ontario, Milo in 1932 and Ross seven years later in 1939. Milo Shantz and
Earl Habel went into turkey growing business at the suggestion of Arnold Brown, a sales man for Purina. They had had
some broiler chicken growing experience and started growing turkeys in 1953.
Photo 1 The “colony house” was one of the two used as brooding facilities for the original flock of 500 turkeys (Courtesy of Hybrid Turkeys)
They worked nights and at odd times to make the initial accommodation for 500 turkeys, which they decided was a
proper number to begin with. From the outset, they planned to grow in cycles. When the first crop was 8 weeks they
started another 900, then 1500, and finally they reached 3000 in 1955. This number was constant for two years until a
hatchery operator George Pinchin informed them he about 3000 poults hatching with no place to go. Milo and Earl
rented some additional brooder housing (known then as stable houses) with space for 5000 and so bought another
2000 poults to fill them. They then rented another house and filled that. After another 8 weeks, they were running at a
capacity of 10,000.
Earl was working full-time looking after the birds and, in addition, they hired labour. In December 1957, the Shantz
brothers decided to incorporate the business as Shantz Turkey Farms Ltd and to concentrate the growing operation in
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one area. This involved building new pole barns ranging in size from 4000 to 18000 ft . In 1958, Earl Habel started his
own growing business and thus Milo, Ross and their father Irvine, were running the business. With the centralization of
the business, as new buildings were constructed on the two Shantz farms, most of the rented buildings were
relinquished. The Shantz marketed turkeys as broiler and heavies. Beaty’s River Rest and A O Smith were used for the
broilers, while Keithly-McFerrin, Nichols and James were used for the heavies. Over the next 20 years, Hybrid Turkeys
grew to be among the top three breeding companies in the world. In the late 1970’s contacts with Euribrid were
frequent and in 1981 Hybrid was sold to Euribrid and the Hybrid breeding business was continued within it. Ross Shantz
remained as President until 1986 and served on the Board of Directors until 1991.
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Photo 2 Milo Shantz (Courtesy of Hybrid Turkeys)
Photo 3 Ross Shantz (L) and the first turkey flock (Courtesy of Hybrid Turkeys)
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Photo 4 Another early crop of A.O. White’s bronze turkeys (Courtesy of Hybrid Turkeys)
The Shantz Family
The Shantz family were Mennonites and were associated with the Mennonite Community around the village of St
Jacobs about 25km NE of New Hamburg. The village was founded in 1852 as Jacob’s Village in recognition of the efforts
of Jacob C Snider (1791-1865) and his son, Jacob C. Snider Jr. 1822-1857), the “St” added later to make it sound more
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pleasing . A little more than a century later, the village economy was in a perilous state.
Milo Shantz had developed business interests outside meat production and focused his attention on St Jacobs. In 1975,
he opened Stone Crock Restaurant, which was a former Zehrs. In 1981, he founded the Mercedes Corporation to
function as an incubator role in getting artisans - most of them first-time business owners - established in the village to
attract tourists. In the following twenty-five years, he became involved the St. Jacobs and Waterloo Farmers' Markets,
the Ontario Livestock Exchange, the St. Jacobs Outlet Mall, a number of rental properties, and six long-term care homes
for the elderly. As a result, St. Jacobs was put firmly on the international tourism map. He was also involved in
numerous community and church related organizations, including the Mennonite Economic Development Association,
a leader in micro-enterprise development, and Habitat for Humanity that builds affordable housing around the world.
In 1983, Mersynergy Charitable Foundation was created as a vehicle through which to receive and distribute charitable
gifts. The Foundation has close involvement with Mercare Homes, a residence for psychiatrically disabled individuals,
foster care throughout Southern Ontario, the St. Jacobs Schoolhouse and Church Theatres, and the St. Jacobs Daycare.
Mercedes Corporation received the prestigious Business Achievement Award from the Ontario Chamber of Commerce.
Milo Shantz has been recognized by Wilfrid Laurier University where he was awarded an Honorary Doctorate of Laws.
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He passed away on 6 January 2009 (Milo Shantz, pers. comm. 2000; Chilton, 2000).
Ross Shantz was born in 1939 in New Hamburg. He has worked closely with his brother Milo since he came into the
family business and the involvement in developing the St Jacob’s community.
Ross Shantz has been President of Mercedes Corporation since 1986 after resigning as President of Hybrid. He worked
along with his brother in every venture except the founding of Mercedes. (Anon, 2011a)
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Locations and Company Development
Location
Hybrid Turkeys were established and developed in South-West Ontario, centred mostly around Kitchener on a NorthEast:South-West axis. Two years after the company’s name became Hybrid Turkeys Ltd in 1971, the headquarters were
relocated in Kitchener at 100 Ottawa St North. In 1976, the headquarters were moved again within Kitchener to 9
Centennial Dr. There it remained for 20 years until in February, 1996 the Head Office was moved into a new premises
called “Green on the Grand” at 650
Riverbend Drive, Kitchener, not far
from Centennial Drive but closer to
Highway 401. By securing tenancy in
the building, shared with other
business tenants, Hybrid had a built in
office expansion potential as the need
arose. The building was a pilot project
sponsored Natural Resources Canada
C-2000
Advanced
Commercial
Buildings program. The goal of the
project was to integrate four key
areas of advanced building design:
energy
efficiency,
minimal
environmental impact, occupant
health and comfort, and functional
building performance. Paul Jeenes,
President, officially opened the new
head office on 27 March 1996.
The original turkey enterprise was on the established family farm in New Hamburg, Ontario a village in the Wilmot
Township a rural township of the Regional Municipality of Waterloo, approximately, 20km west of Kitchener, Ontario;
New Hamburg currently (2011) has a population of about 8,600.
The Maynards Hatchery at Schomberg was supplying the Shantz with poults including the Keithley- McPherrin breed.
In 1963, the owner retired and the Shantz business purchased the whole operation and renamed it the Shantz
Hatchery. This was located about 125km NE of New Hamburg. The following year a processing plant was purchased at
Ingersoll, about 55km SW of New Hamburg and this allowed the Shantz to become a fully integrated organization with
Photos 5 and 6 The Maynard’s hatchery at the time when it became the Shantz hatchery. And soon afterwards the new sign showing it was a supplier
of the Keithley-McPherrin breed and at the same time the Diamond White. (Courtesy of Hybrid Turkeys)
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Shantz Farms, Shantz Hatchery, Three Star Farms and Shantz Processing under the banner of Shanvest (see Appendix 1)
Following the start of the new company Hybrid Turkeys Ltd two operating divisions were organised, a Hatchery Division
at Schomberg and a Farm Division at New Hamburg. The Farm Division included a research and development unit and
nearby farms at Elora and New Dundee included a breeder division of grandparent stock and a unit for breeder
replacements.
At the outset of the new company formed the Hybrid International Corporation Ltd with Dr R.W. Stevens, the company
geneticist, as the President. This company dealt with foreign trading and marketing.
Development
The Beginning of the Breeding Business
When the Shantz started growing turkeys, they were sold to George Pinchin who was a partner of the Tend-R-Flesh
processing operation in Petersburg. Poults were purchased from hatcheries supplying Keithley-McPherrin, Nicholas,
and Janes (the Max Tingen strain) for heavyweights, and Beaty’s River Rest and A.O. Smith for the “broiler” variety.
Tend-R-Flesh was expanding to a nation-wide supplier of lighter turkeys the demand for which was increasing rapidly in
the late 1950’s. Shantz began their breeding business in 1958, since they were finding it was difficult to obtain good
quality broiler poults. Various lightweight breeds were purchased and the hatchery of Morris Maynard at Schomberg
became part of the operation (Romahn, 1977). In 1963, the Maynards Hatchery was purchased and became the Shantz
Hatchery (see above).
Initially growing and breeding were on the same farm but it soon became evident that it was too risky to have growing
and breeding on one farm and consequently a decision was taken to purchase another farm. This became the Three
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Star Farms and by 1964, there were two 360ft buildings with a third under construction (Lambert and Lambert, 1964).
Len Weeden, who in 1956, was a full-time fieldsman/blood tester for chickens and turkeys at the Ontario Agricultural
College. He perfected an A.I. system for turkeys in 1957 and demonstrated the technique for turkey breeders across SW
Ontario. In 1961, after demonstrating the A.I. technique to Milo Shantz, he was asked if he would like to join them and
form a company.
Photo 7 Three Star Farms Ltd (Courtesy of Hybrid Turkeys)
Thus, Three Star Farms was formed as the commercial breeding part of the business. Len Weeden initially was the A.I.
and Service Crew leader and soon took up the job as Farm Manager. He remained with Hybrid (in various capacities)
until his retirement in 1994 (Anon, 1994).
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Photo 8. The final product of the Shantz turkey business (Courtesy of Hybrid Turkeys)
The Diamond White
Initially, the broiler-type A.O. Smith turkey was used and although it was a good egg producer the conformation was
poor. The Shantz realised that a bird with better conformation was required if they were to continue as a commercial
turkey hatchery and supplying the market with a small white. Cuddy Farms, based at Strathroy, Ontario, were the main
competitors in Ontario and had exclusive rights to the Wrolstad, a superior small white broiler turkey to that produced
by Shantz. Wrolstad was an internationally renowned turkey breeding company based in Oregon, owned by Clifford
Wrolstad. They knew that if nothing changed Cuddy Farms would take an increasing share of the small White Turkey
market. So, the Shantz were forced into breeding a small white strain. In 1964, the company purchased and tested a
variety of breeds including the Mother Lode, Bergen and Wrolstad. Finally, the Wrolstad was the bred chosen as the
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strain to improve (Ross Shantz, pers.com.) About 1000 hens were the base for initial selection and 120 of those hens
were caged in Barn 29 until a new barn was built at Farm 6. From those 120, three hens were selected to begin three
lines: the two female lines 101 and 103, and the male line 102. These lines were the beginning of the Small White
turkey- Diamond White.
Photo 9 A box of hatching eggs
(Photos Courtesy of Hybrid Turkeys)
Photo10 A stock transfer truck
Photo 11 Loading eggs into incubator
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Photo 12 Shantz Farms 1 and 3
Photo 13 Shantz Farms 2 (Courtesy of Hybrid Turkeys)
Ralston Purina
In 1966 Ralston-Purina, who were expanding their vertical integration (as had Cargill who purchased Shaver), purchased
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the breeding and production operation on August 23 . A year later, the business name changed to Checkerboard
Farms, to match the trademark logo of Ralston-Purina. The Checkerboard Office was in Ingersoll (on Hwy 401 about 65
km SW of Kitchener) at the processing plant. This business (Checkerboard Farms) lasted just four years during which
time the Diamond White became established in France. Ralston-Purina dismantled their vertical integration almost as
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quickly as it was set up. Ralston-Purina offered the business back to the Shantz brothers and partners. On 7 July 1970
the breeding and hatchery business were purchased for about a third of the price they received four years previously,
Ralston-Purina however retained the processing plant. The business Hybrid Turkeys Ltd was set up with Hybrid
International Corporation Ltd to manage international sales and marketing. Almost immediately, the company was
purchased by Shore to Shore Corporation only for the Shantz’s to reacquire it again in 1973. The relationship between
the Shantz organization and Shore to Shore was complicated in that Milo Shantz was the Vice President of the latter.
Prior to the development of the Diamond White, Hybrid was one a several broiler turkey breeders in North America
(Wrolstad, Alpine, Nicholas and Orlopp were others), with a modest share of the market in Ontario and Quebec and a
few states in the U.S. and Europe. As soon as the Diamond White proved competitive customers quickly multiplied. By
1974, Hybrid had 70% of the Canadian market with foreign buyers nicely spread out. There was every sign was that a
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small white bird was still going to give Hybrid most volume as a company. In the early 70’s most of the turkey breeders
had abandoned small white turkeys in favour of mediums (Hefferman 1975)
The Ralston-Purina Logo
Canada’s Advantage
Hybrid had several advantages over other turkey breeders once the Diamond breeding and production was in full
operation. Part of this was due to the “terroir” in Canada- 1: total confinement production, 2: year round production, 3:
the health and sanitation programme, 4: Canadian turkey nutrition know-how, 5: a comprehensive delivery system
using the national airlines and Air Canada became a specialist in carrying day-old chicks (Shaver’s HQ is in the same
proximity) and poults. Hybrid participated in the Ontario Hatchery Supply Flock programs of blood testing, monitoring
of hatching eggs and hatchery sanitation. The blood testing enabled Hybrid to monitor Mycoplasma, Salmonella and
Paratyphoid. The company was known by the Department of Industry, Trade and Commerce because they qualified for
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a grant to support their in-house research and assistance in the form of information of the foreign market development
reports which assisted the company in efforts to find new markets (Stevens, 1974).
The small white was very popular in France where Hybrid had a major share. The East European countries were
prepared to manage and grow larger turkeys, having gained experience with the smaller bird. The same was also true of
Brazil. The total volume of broiler poults was very good and Hybrid had the major share of the Canadian market with
Wrolstad breed as their main competition.
Swift
Swift began selling frozen turkeys under the Butterball brand in 1954 initially under licence to Leo Peters, and after
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about 10 years bought the name . In the mid-70’s Swift wanted to expand into a smaller turkey product called the Lil
Butterball. This was introduced in 1978 with two other Butterball products: Butterball Basted Breasts and Pre-stuffed
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Butterball Whole Birds. Swift approached Hybrid to supply commercial breeding stock and for them the real issue was
whether Hybrid had the ability to expand sufficiently to meet their breeding stock needs (Milo Shantz pers. comm.).
They were making a decision on the Hybrid Diamond White. By the mid-1970’s according to the Shantz, the Wrolstad
selection program had changed and the turkey performance diminished and the Hybrid stock were definitely the best
small turkey in North America. Hybrid were committed to supply Swift and built new breeding houses to manage the
anticipated increased volume.
The Swift contract in 1978 came at a crucial time for Hybrid. In the early 1970’s a series of global financial shocks, fuel in
particular, increased prices of supplies and reduced demand. A hatching egg mountain developed as demand fell.
Building new facilities to accommodate the breeders to supply Swift was curtailed until the approach was finalised. The
Swift supply arrangement lasted until about 1984 and when it stopped Swift felt compelled to offer Hybrid
compensation; although, Hybrid were not unduly concerned about the loss of the Swift business since various European
markets were expanding, such as Poland and Yugoslavia. ConAgra purchased half of Swift four years later in 1988 and
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the remaining half in 1990 . ConAgra kept the Butterball brand, including Lil Butterball, going and sold it to Caroline
Turkeys in 2006.
The Next Product- Double Diamond
The Next Product- Double Diamond In the late 1960’s and early
1970’s most turkey breeders were abandoning the Small White
turkey in favour of a Medium (Hefferman, 1975). Hybrid (Shantz)
had been producing Medium turkeys since production started in the
1950’s and so understood the requirement for the medium turkey
market. Cuddy had a large turkey from Nicholas so Hybrid could not
get eggs from the Sonoma, California based breeder. Since they had
been selling the Keithley-McPherrin stock in the 1950’s, the Keithley
–McPherrin was tried twice in the 60’s. In California, KeithleyMcPherrin, also owned by Ralston Purina, were outperforming
Nicholas stock. With their breeding stock in big demand some of the
performance advantages were lost – egg production in the first
instance and then conformation and yield. The Williams Alpine and
the Rose-A-Linda were tried. So none of the products or breeds they
tried had been a success. In the late 1960’s a heavy male, a Rose-ALinda (Appendix 3) large white, was mated to the small Diamond
female to produce a medium strain. The medium strain named
Double Diamond was marketed in 1973, initially in France and then
two years later in Canada. Hybrid acquired part of the medium
“gene pool” of Nicholas and the Williams Alpine. A hatchery in
California also came with the Nicholas “gene pool” purchase
(Romahn, 1977).
The brochure for the French market.
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The Double Diamond was produced to meet consumer demand for the consumer-pac trade and not in response to the
competitor’s products. The Double Diamond fitted neatly into one of the three turkey product segments. In the mid70’s three turkey sizes viz. Small, Medium and Large were aimed at three market segments:
Small> in the Fryer segment, both sexes;
Medium> Hens in the Fryer segment, Toms in the Consumer Pac segment;
Large> Hens in the Consumer Pac segment, Toms in the Further Processing segment.
Each customer aimed at a clearly defined market. The turkey breed had to meet the specifications. The small and
medium turkeys fitted well for the fryer and consumer markets. While growers were satisfied with the Tom from the
Medium White many were disenchanted with the Large White Tom. Growers in the U.S. were trying to make the large
white small to meet their market requirements. Hybrid was expecting the U.S. market for foundation/parent breeding
stock to move towards medium turkeys. Outside the U.S., producers coming into the industry were rearing indoors and
not tied to the end of year holiday season (Hefferman, 1975). By 1978 Hybrid had a total breeding capacity of 70,000
breeders and produced 7,000,000 hatching eggs annually. The company was supplying customers in 22 countries across
the globe (Anon, 1978).
The Large White
The Hybrid management team recognized they had to get a large white to compete in the North American market with
Nicholas. The strains that were in their gene pool were not in sufficient numbers to compete with Nicholas. A
relationship with British United Turkeys was established following a trip to Europe in 1976. An agreement was reached
to supply the large white BUT across the entire Americas (Etches, 1977; Milo Shantz, pers. comm.).
Hybrid provided B.U.T. with a platform to promote the Large White in a marketing exercise beginning in 1978 at the
National Turkey Federation Convention in Miami. The message was that U.S. and Canadian turkey hatcheries would
have an alternative large white which had competed successfully in Europe against with the American strains. The B.U.T
6 then had 25% of the Israeli market. There, the majority of the large turkeys were used in further processing.
B.U.T. was committed to supplying Hybrid each year the latest genetic material from the breeding programs. The
European market was year round and therefore B.U.T. was able to provide a continuous supply of grandparent
breeders from their selection program. From this supply, Hybrid would be able to meet the anticipated demand in
Canada and U.S. (Arnold, 1978).
The great-grandparent stock were imported in 1976 and selection was completed by Len Weeden so that a commercial
poult was ready for customers in 1978. The commercial hens were being marketed at 16 to 20 weeks of age and the
toms at 20 to 24 weeks of age. While the B.U.T. deal was a coup for Hybrid in their aim to compete with Nicholas in the
heavy turkey market, the imported parent stock came in small batches and initially not in sufficient numbers to meet
anticipated demand. This may have reflected small Grand Parent supply flocks of different ages on the breeding farms
in the U.K. Batches of about 2000 were sent over a 10-week period. Hybrid had difficulty in preparing the commercial
breeders from those small flocks whose performance
turned out to be highly variable. Customers of the supply
hatcheries also experienced highly variable poult
performance. B.U.T. tried to correct the problems by
supplying from different Grand Parent flocks. Some of the
stock that arrived in Canada appeared to have been
supplied from Norwestern U.S. states; Hybrid staff were
able to recognise most of the white turkey strains in the
U.S. since most of them had been tried at some stage over
the previous 20 years. Hybrid persisted with the B.U.T Big
6 until 1982 when they stopped the grandparent imports
and withdrew them from the U.S. market. Although the
variability in the market weights of the B.U.T. 6 was giving
Hybrid problems at home, it was less of a problem for
some European (for example France) customers where the
larger poults were used for further processing.
Swifts were still a customer for the small Diamond White
but were about to abandon it. They provided substantial
guidance in the preparation of the Large White breeding
program having the experience of producing the
Butterball brand. Just as Hybrid was in the process of
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launching the Large White, Swift were in the process of stopping the supply of the Diamond White for their Lil
Butterball product. The Hybrid Large White eggs was sent out to selected U.S and Canadian customers in late 1983 and
early 1984 and re-entry into the U.S. market followed soon afterward. The company began a marketing drive in the U.S.
focussed on demonstrating that customers did not have to rely on one breeder. Although Hybrid would have been
aware that B.U.T. were in the process of getting a foothold in the U.S. market with the establishment of B.U.T.A.
The parent company, Euribrid, (see below) which also had had a Large White for five years before purchasing Hybrid,
emphasised the need to read the market carefully; thus ensuring the processors and integrators would readily accept
the new bird. Having a successful bird in the U.S. also opened up the Italian market where large turkeys are favoured by
butchers for the cut-up trade. Although the Large White Tom was aimed at the cut-up sector, the Hens and smaller
Toms were suited to go into bags as a “consumer pac” product (Arnold, 1978). At the time of the Large White
introduction, Jack Merritt, previously at Nicholas Turkeys Inc, was employed at Hybrid for research and customer
relations; particularly with the contracts with producers of the commercial large white. Jack Merritt was brought into
the company to indicate to the turkey industry that Hybrid was very serious about providing a valuable large white
product. He had previously risen from sales coordinator to Vice President of operations responsible for company farms,
sales, distribution and hatchery. He was also Past President of Pacific Egg and Poultry Association, a former Chairman of
the National Emergency Disease Committee and Chairman of the California Turkey Industry Board (Anon, 1984).
During this stage of change in the early 1980’s, the company abandoned the original name of Diamond. That name was
meant to be for the small turkeys. The industry was moving to larger birds and the Diamond did not convey the new
reality. In its place, a numbering system was introduced. The former Diamond White became 1000, the former Double
Diamond became 2000 and the Large White became 3000.
Euribrid Purchase
During the 1960’s through to the 1980’s breeding companies were the target of takeover by pharmaceutical or
agribusiness companies. This gave the breeder extra development finance as breeding became more and more complex
and demanded more expensive tools and techniques to determine performance, durability and disease resistance. In
the 1970’s and 1980’s most of the big turkey breeders were setting out to eradicate Mycoplasma meleagris. It proved
to be a very expensive process and the backing of a larger corporation with larger research budgets was a decisive
incentive. In addition, in the early 1980’s borrowing costs were very high.
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Among the early purchasers was the International Basic Economy Corporation (IBEC) that was founded by the
Rockefeller brothers to boost the profitability of the economies of developing countries. IBEC progressively purchased
Arbor Acres Farms and owned 82% by 1964. Nicholas Turkeys was later taken over by IBEC in September 1978 (and was
in turn progressively purchased by Booker McConnell and which had the majority shareholding by 1985). Then, two
months later in December of 1978, B.U.T. was purchased by Hubbard Farms itself a subsidiary of Merck and Co Inc. A
series of farms and hatcheries were built in North Carolina and West Virginia to supply 40% of the USA market. The
products available to the American customers were the BUTA Big 6, the BUTA 9 and BUTA 37 Roaster. Hybrid’s main
competitors, Nicholas Turkeys Inc. and B.U.T., were now owned by companies with large research budgets and
synergies with other poultry breeding programs.
The Coolen company started turkey production in 1960. They imported initially River Rest breeding stock from
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Oklahoma and started its own breeding program in 1972 under the brand name Indico. On January 1 1979 Euribrid
bought the Indico breeding lines from Coolen and continued turkey breeding under the new brand name Hydon , being
in line with their other brands Hisex, Hybro and Hypor.
Theo Philipsen was employed at Coolen from 1966 and on request of Mr. Van den Eijnden, the Managing Director of
Euribrid – he was appointed head of the Euribrid turkey department of as part of the contract between Coolen and
Euribrid. In the middle of 1979, Milo Shantz asked Theo Philipsen by phone to arrange a meeting between himself and
Mr. Van den Eijnden. Some weeks later, this meeting took place in the head office in Boxmeer with Theo Philipsen also
present. At this meeting Milo Shantz explained that “the time might come that Hybrid Turkeys will need a strong
financial partner, like B.U.T. and Nicholas, who both just were bought by big companies.”
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The logos of River Rest, Coolen and Hydon (Courtesy of Theo
Philipsen)
Further meeting took place in Holland in August 1980 and by
January 1981 a price was settled but because of various fears,
approval to sell was not given until December 1981. Then all the
Euribrid Coolen genetic material was transferred to Kitchener. It was
a very expensive process getting the Coolen stock into Canada and
undergoing a thorough health screening and cleaning. After all of
that, none of the lines were used in the Large White program. The
same was true of the Rose-A-Linda lines, none was used.
The Large White was introduced into the North American market in
1984 and was a huge success over the next five years. The hen was
ready for market at 15lbs and the tom was ready at 30lbs. The
success is attributed to three traits: good livability, good legs and
good egg production.
The cover of a Hydon brochure (Courtesy of Theo Philipsen )
Rebranding
When the BUT 6 was officially discontinued in 1982, a complete
rebranding took place. The company rebranded the products as
Small 1000, Medium 2000 and Large 3000 to define the three
products, Small (Diamond White), Medium (Double Diamond) and
Large (Large White). With the launch of the Large White into the US
market in 1984, the names reverted to Large, Heavy Medium and
Medium. In 1992, the Heavy Medium name discontinued and
replaced with a Super Medium.
The product range for the new millennium was to offer multipliers,
growers, processors and integrators three very different packages,
each designed to maximise the economic return at different market
weights. The name for each package reflected the product’s benefits
and uses. Two brands were introduced into the Large category - the
Converter and the Euro FP, the medium became the Grade Maker
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and the small was continued as a Medium.
Breeding and Management Systems
The Canadian turkey management system, adopted and perfected by Hybrid, was total confinement and year round
production. In order to achieve year round breeding and production the breeders and producers adopted total
confinement of stock because of the Canadian weather. The management system for breeding turkeys was therefore
very similar to that in general use by breeders of all but a few of the broiler strains. The pedigree breeding program for
the female lines of the Diamond and Double Diamond stock (i.e. the same line was used for both products, a larger
male line was used to produce the Double Diamond) was carried out in barns with some hens in floor pens holding 15
and the remainder in cages. The cages used were those designed for broiler breeders. The evolution of management of
turkeys in cages began in 1972. Hybrid recognised that it would take several years for the hen to adapt to the cage
system. A goal of three years was set to complete the adaption of the stock and their management, following which
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they could recommend construction and management of the cage breeding system (Anon, 1972). A typical breeding
house housed 3000 singly caged hens (or 6000 at two per cage at the next level of multiplication) in one wing and 2500
floor hens in the other wing. The cages measured 24in wide by 22 in deep with bottoms made of plastic coated wire
and eggs rolled out onto the collection wire. A collection belt was deemed too risky for egg hygiene and an invitation to
inspect hens less regularly. The hens, female line pedigree parents of the Diamond and Double Diamond products, at
that time weighed around 13lbs (6kg). In the first year of caged breeding the results were “pretty disastrous”. But after
three years there was a good component of genetic adaption by the strains managed in cages. Toms were penned at
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the front of the house in 90 ft pens holding 15 per pen. In this location, they were more visible and received due
management attention. In the system of management adopted there was less fighting, less mortality and better semen
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production. Furthermore, all toms were used in the AI program (Hefferman, 1975).
In the 1970’s under the direction of Bill Stevens, Hybrid developed
husbandry techniques for the broiler turkey and ensured their
customers were kept up-to-date (e.g. Stevens, 1975). In
developing export markets Hybrid emphasised four points of
strength of Canadian stock – 1 Total confinement production, 2
Year round production, 3 Health and sanitation program, 4
Canadian know-how. (Stevens, 1974) Exports began in the mid1960’s with sales in Belgium, England, France, Greece, Hungary,
Japan and West Germany. By the mid-1970’s exports had
extended to 22 countries and in 1977 exports began to China
(Anon, 1977).
Photo 13 Len Weeden examining hens in cages in 1972
Photo 14 A delegation of the Chinese to Hybrid in 1977 receiving a
presentation of hatching eggs. In commemoration of the visit Milo
Shantz was presented with a small tapestry of Tienanmen Square.
(Courtesy of Hybrid Turkeys)
The 1980’s saw a completely new era for Hybrid when it became part of the Euribrid organisation under the BP
Nutrition Group banner. The senior management of Ross Shantz, taking over the reins as President after Milo Shantz
retired, had the following staff to take Hybrid to a new level: Ken Kruger, as the geneticist, David Howey directing
marketing, Jack Merritt, as marketing consultant, Paul Wagoner, for U.S. sales and services, Theo Philipsen, for
European marketing, Max Gilbert, for European customer services, Peter Falley, as the Eastern European
representative, William Hacking, for health and disease eradication, and Olga Dobrescu, for male breeding
performance. Euribrid was able to provide the financial, scientific and managerial ability to provide stabilisation in the
next phase of expansion. In the drive to establish the Large White in the North American market, the company made
sure the integrators and processors needs were thoroughly researched.
13 | P a g e
Hybrid was the industry leader in the stud barn concept where the tom population was put under intense selection
pressure to improve weight gain, feed conversion and carcass yield. Hens were selected for egg production, fertility and
hatchability. Semen was diluted 1:1, held at 5 °C in flasks and taken by the A.I. teams to the hen barns. Four lines two
male and two female were used to produce the Large White. The commercial poult was thus a four way cross, similar to
many of the broilers at that time. The company had placed great emphasis on disease eradication in the 70’s and were
free of Mycoplasma gallisepticum, Mycoplasma synoviae, Pullorum, Paratyphoid and Arizona paracolon. Research
effort was then directed in the 80’s to be Mycoplasma meleagridis–free. The health status of the breeding flocks were
Certified by Agriculture Canada and provided a Certificate of Health Status for every shipment of eggs or poults
exported.
Photo 15 The Pure Line farm in the 1980’s
In the 1980’s the company had two hatcheries and 14
farms. Four farms were devoted to research and
development of the various selection lines in the extensive
gene pool. Seven farms were devoted to the production of
breeder flock replacement eggs and three farms were used
to produce commercial turkey hatching eggs.
Grandparent farms were set up in Brazil and Hungary in a
broad plan to reduce the costs of hatching egg supply.
The establishment of the Brazilian grandparent operation
began in 19when Hybrid set up a partnership with Sadia
Concordia S.A. Industria E Comercio to operate Hybrid
Agropastoril Ltda Chapeco, Santa Catarina. The operation
of the grandparent farm and the breeding farm produced
over 7 million commercial poults annually and supplied
eggs and poults to farms throughout South America (except
Suriname and Guyana). The market in South America was
predominantly for the Heavy Medium strain.
Photo 16 Hybrid grandparent parent farm under construction in Brazil
Photo 17 Hybrid grandparent breeding farms in Hungary in 1976
In Hungary Hybrid had an association with Voros Csilllag
Farm in Nádudvar (about 220km East of Budapest) and the
Agraria Babolna, the Hungarian import agency starting in
1969. The Eastern Europe market was mainly for the Heavy
Medium and Heavy strains. A comprehensive renovation
and building program was completed in 1988 that included
upgrading the growing and laying facilities and the
construction of a new hatchery. The new facilities were
14 | P a g e
planned to produce more to parent stock for the expanding Hungarian and Eastern European markets (Anon, 1971).
A Change of Management Philosophy
In the latter half of the 1980’s there was a change in management of Hybrid with the retirement of Ross Shantz in 1986
and the promotion of Julian Den Tandt to President. During the period that Julien Den Tandt was President the
company changed and developed quickly to become a key international player in turkey breeding genetics, exporting to
over 40 countries and rising from about 6% to roughly 25% of the world market. His skill was to guide the company to
adapt to the fast pace of the modern international business world. Den Tandt brought in a revised management team
and breeding system planning. Len Weeden was appointed Director of Operations. Ken Kruger moved to California to
join Nicholas and was replaced by Lynn Bagley as Research Director. Jack Merritt was appointed Vice President of
Marketing and within North America was helped by Kevin Weeden and Ron Slavnik. The European team were
unchanged.
Hybrid developed a new breeding philosophy of bottom-line profit for the turkey industry. This was one of a number of
initiatives adopted to make the Hybrid’s presence know in the industry. Another was to launch a corporate newsletter
to get the message across with stories about the products, technical activities and scientific staff. The Large White
made huge market gains over the four years since being introduced to the U.S. market from a small base in 1984 the
sales had increased 40-fold (Heffernan, 1987). The marketing Vice-President Jack Merritt and ex-Nicholas executive
believed the industry recognized that a broader genetic base was required. Kevin Weeden, the North American Sales
Manager believed that the hatcheryman and the commercial grower both recognised the merits of the Large White.
The hatcheryman through poult production efficiency, through egg production, fertility and hatchability; the
commercial grower through the bird being easier to grow, with better feed conversion and more birds getting to the
processing plant.
The other arm to the breeding philosophy was to make steady progress on all important, bottom-line traits, hybrid
vigour, particularly, had not decreased as weights increased and leg strength had been maintained. Hybrid were
confident of being free of Mycoplasma and of almost salmonella-free. In addition all animal by-products were taken out
of feeds. The Large White were free of Arizona paracolon and since the elimination of Mycoplasma meleagris
vaccination for some diseases were no longer needed e.g. Cholera, AE and erysipelas and coccidiostats have been
removed from feeds.
The new breeding philosophy was articulated by Den Tandt in the following way “We at Hybrid know it would be
dangerous to make dramatic changes in our bird. We have shown steady growth from excellent hybrid vigour during
the first five years of our Large White. But, we have not lost our reproductive edge. To introduce any new line which
would drastically increase weight probably would mean a large drop in eg production and hatchability and increase leg
problems which we do not see in our bird. We have been very happy with our product performance, our parent stock
customers are also happy. We are breeding the bird of the future and believe we should hold the bird for at least
another week of growing. It is still walking well and its frame will hold more meat. Things are different now compared
with a year ago. Now we are looking at a situation where the bottom-line squeeze is on and the difference between
profit and loss is between having birds that can or cannot walk, between having breast blisters and not having breast
blisters, between having condemns and not having condemns. One year ago, those problems were the difference
between a large profit and a normal profit. Today it is the difference between profit and loss. The days are gone when
we can say ‘I have combined all my flocks into one big flock this year’. In the commercial turkey industry we like to ask
how many pounds did you get into the plant and what did it cost to get them there. Gone are the days when big birds
meant big profits. That is not to say big birds can’t or won’t show big profits. But, the correlation isn’t simply there. We
get the same reception everywhere we go. People say ‘your selling point makes sense’. It’s something we are going to
work on to get across to everyone in the industry. We are simply asking our customers to refine their systems in
calculating costs.”
Success of the ‘Bottom Line” marketing approach came very quickly when measured in sales volume. In three years,
1985 to 1987, the company’s drive to increase customers around the world was rewarded with the Canada Export
Award (Henrich, 1987).
The turmoil in Eastern Europe and in China in 1989 caused great concern for exporters who had established successful
business links over 20 years in some cases. Hybrid had established contacts in China through visits to China in 1972 and
1975 and in 1977, a delegation of the Chinese Poultry Industry visited Hybrid in Kitchener and took home a
consignment of hatching eggs. In 1989, a shipment of turkeys was lost at Beijing Airport during the crisis of
xi
demonstrations in early June. In the Soviet Union perestroika (economic restructuring) was gathering momentum and
in the summer of 1989, the first opposition bloc in the Congress of People's Deputies formed under the name of the
xii
Interregional Group of Deputies.
15 | P a g e
Julien Den Tandt voiced concern that the anti-reform reactions might develop though Eastern Europe. He was saying
that Canada’s agricultural industry could and should play a major role in keeping those countries on their current path
of perestroika (Romahn, 1989). Den Tandt was aggressively selling his vision to key Canadians – External Affairs
Minister, Joe Clark; Trade Minister, John Crosbie; and Prime Minister, Brian Mulroney. Den Tandt believed that the
companies experience in working in and selling their products to Czechoslovakia, Bulgaria, East Germany, Poland,
Hungary, Yugoslavia and Romania could provide an avenue for access for others in Canadian Agriculture. On offer of
Canadian technology would the businesses in a strong position in Eastern Europe.
Hybrid’s approach had been to teach the poultry people how to use turkey breeding technology. Hybrid had two
choices 1 Guard its technology and grandparent breeding stock with a view to continue with high volume sales or 2
Teach the Eastern Europeans how to set up their own turkey breeding business. The decision to share technology paid
off with huge sales orders. The orders in North America were also expanding rapidly and the share of the market had
exceeded 50% for the first time in 1989.
Hybrid developed a solid base for its company with a broad package of good genetics and fanatical attention to disease
control. In the two years since taking over the role of President, Den Tandt changed the corporate culture to a team
approach, hired many new people and made the company market orientated and market driven. Disease control was
always good, but it was highlighted and was made a ritual for everyone in all of the details. In 1988, both main
competitors were hit hard by disease and Hybrid’s sales and market share increased as a result. Similar returns were
achieved in other aspects of the business coming from patience and persistence with technology such as a broad
approach to genetic improvement rather than one or two highlight traits in vogue at the time.
Among the various facets of company management introduced by Julien Den Tandt, one stood out: The team approach,
People orientation and Growth of business skills. In a Message to Staff (Anon, 1989a) he wrote “My experience tells me
that the single most critical factor in developing and honing business skills is actually performing the tasks. The
combination of practical experience, coupled with applied courses that stress the theory and how to apply it (i.e. the
case study) is probably ideal. I have always been a strong promoter of three crucial and basic concepts in successful
people management. They are: 1) “Team” orientation, 2) “People” orientation, 3) “Growth” and development of your
employee’s overall business skills. They are all important, but the last one is the most difficult to apply and the most
critical for long-term success. Many corporations today send employees with advancement potential on short intensive
courses of 1-4 weeks at business schools or universities. The value of these courses is derived from their combination of
theory and applied practical experience through constant and repetitive use of written case studies. “Growing” people
is mandatory for today’s business success. Therefore, providing both the practical and theoretical knowledge, is but
supplying the tools that they, as future agri-business leaders will need. If we are to continue to meet the meteoric rise
in worldwide demand for high quality and cost efficient foodstuffs, sound people management practice will be
essential.
Julien Ten Tandt resigned in 1989 and the Euribrid Managing Director Antoon Billiet head-hunted Haydn Jones to take
up the post as President of Hybrid Turkeys. Previously he was Vice President of Maple Leaf. Haydn Jones was given the
task to manage the orderly growth of Hybrid in the 1990’s. He began his Presidency by making some strategic changes
to the management team. Lynn Bagley was retained as Director of Research, devoting his entire effort to an expanded
R & D program, Len Weeden took up the post as Director of Technical Services involving employee development and
training and transfer of expertise both domestically and internationally. Dr Helen Wojcinski was appointed Director of
Health Programs, with a directive to supply customers with disease-free stock. Harry Van de Hoef was the Manager of
Farm Operations with responsibilities of all the company production facilities as well as overseeing current and planned
expansion. Gerry Denomme was given the task as Treasurer of Hybrid to develop the management of information
systems so that the operations staff had timely and accurate data. Haydn Jones believed in surrounding himself with
the most competent people in the business, providing them with tools to do their jobs and then letting them do it, but
in a coordinated fashion. Furthermore, he believed it was important that every person in a key management position to
know his or her replacement, because if promoted the position needed to be filled by someone trained for that job. As
President he had autonomy in running the company but he believed that true autonomy had to be earned and as a
newcomer to Hybrid he had to earn that right; “It comes through doing things well and having the company’s ability
and integrity recognized by the people to whom we sell. I believe investors in the business have to make an adequate
return on their capital, especially when a business such as ours has high costs and extraordinary risks associated with it
(Anon, 1990).
The turkey breeder replacement market in 1990 was an estimated $75 million and Jones reckoned would support just
three major companies with an international sales scope. The turkey industry was exhibiting the same supply and
market dynamics as the broiler industry had in the 70’s and 80’s and Hybrid was poised to be part of the growth
prospects.
16 | P a g e
Reorganization of the R & D Group.
Following the resignation of Lyn Bagley in the autumn of 1993 the R & D team was reorganized. Henry Van de Hoef was
given the interim role of manager of R & D in addition to Manager of Farm Operations. Dr Siem Korver, who in 1992
was appointed Director of Product Strategy and R&D in the Animal Breeding Division at Euribrid, was more directly
involved in Hybrid’s R & D. He made bi-monthly visits to Canada to oversee the genetic program. Dr Derek Emerson,
who joined Hybrid in 1991 as a geneticist continued to be responsible for the breeding program and development of
genetic material. The direction of the product development program was provided by The Product Development
Committee, consisting of Haydn Jones, Kevin Weeden, Harry Van de Hoef, Dr Derek Emerson and Dr Siem Korver.
Finally a Leg Task Force of Scott Rowland, Len Weeden, Dr Derek Emerson, Peter Smith, Kevin Weeden, and Harry Van
de Hoef implemented changes to further improve leg selection techniques (Anon, 1993).
On the retirement of Hadyn Jones in 1994, Paul Jeenes, who was the President of Euribrid also took on that role at
Hybrid. At the time, the combined activities of the two companies formed the only primary breeder organization that
was active in four product groups: Hybro broilers, Hisex white and brown layers, Hypor pigs and Hybrid turkeys. Paul
Jeenes saw this as a “unique position offering unparalleled scope in the development and application of breeding
technologies. We have the leading team of animal based geneticists and scientists in the world at Euribrid – the
opportunity for rapid advancement within our genetic program is second to none in the world. We believe in serving
our customer needs by utilising the highest form of sophistication in genetic technological advances to speed up the
process of genetic progress to our customers’ farms and processing plants. The role of the breeding division within the
Nutreco group is to grow in a sustainable way. This will only be possible if we continue to develop the value adding
products our customers require.”(Anon, 1995)
Paul Jeenes made frequent visits to Kitchener with the day-to-day management was the responsibility of senior
management team of David Libertini, Kevin Weeden, Scott Rowland and Harry Van de Hoef. Helen Wojcinski rejoined
Hybrid in the post of Manager Health Programs (after 10 months at Langford Cyanamid as Project Manager) with the
responsibility of disease prevention, the salmonella control program and customer service. Dr Arpad Ferencz continued
as manager of quality control and the diagnostic laboratory. Dr Jihad Douglas completed the new management team as
nutritionist after joining Hybrid in March 1994.
In 1994, BP sold Euribrid into a consortium with venture capital finance and the entity was named Nutreco. The
rd
company set a 3-7 year target for public flotation. This was achieved on June 3 1997, allowing Hybrid through Nutreco
access to the capital markets in order to finance future growth.
Paul Jeenes set short and medium term objectives and strategies in 1994 that included major investments in farms,
hatcheries and offices and increased marketing efforts particularly in the North American market, which represented
60% of the global production. In the three years following, improvements in the performance of the products were
considerable, with progress in feed conversion and yield outstanding and Hybrid remained ahead of the competitors.
The Evolution of Breeding Programs
The following is an abridged and edited version of an article written by Dr Jihad Douglas in 2000 on optimizing
performance of the heavier breeder hen (Douglas, 2000).
“Prior to the 1980’s commercial turkey producers were largely independent and the primary breeders and multipliers
were the driving forces. As such the primary breeders emphasised selection for egg production which multipliers
preferred. In the mid-1980’s turkey meat production increased and the industry was profitable. Live production gained
influence and that part of the industry requested a heavier turkey to reduce the cost per kg of the live turkey. Primary
breeders responded by increasing the selection for body weight and feed conversion. The result was a heavier hen at
the time they received lighting stimulation. Consequently egg production (and poults) was decreased and an increased
in skeletal abnormalities as a correlated response to selection for body weight. In the early to mid-1990’s, processing
plants gained influence. Integrated companies increased killing weights to reduce the cost per kg of breast meat.
Primary breeders were already in a race selecting for turkeys with more breast meat and thus heavier breeder hen
replacements were in more demand. In the late 1990’s the consumer and food retailer gained more influence and
expressed concern over meat quality, health and welfare. Among the concerns were breast blisters, down-grades,
xiii
P.S.E. meat and lack of consistent meat quality. Hybrid increased efforts on meat quality looking at colour, drip loss,
fat and texture and the effect of stress during handling and slaughter on meat quality. Since a 1% improvement in live
production traits was worth more than a 1% improvement in reproduction traits, final production traits and processing
economics which had dominated turkey selection in the past was likely to continue in the next decade.
In turkey breeding programs, the gene pool consists of several males and female lines. Crossing the lines in different
combinations allows the breeder to produce a variety of different size parent breeders. Generally, the heavier the
17 | P a g e
breeder is the lower the level of egg production of the hens. In North America and Europe (accept for France and the
UK (to a certain extent)) the Large White is the most common cross. In South America and Germany, the Medium is the
most common cross. The reasons for these differences are mainly related to the killing weights and the influence of the
multiplier and hatchery. In Germany and Italy, the average killing weight of toms is 17.3kg while in South America it is
10.9kg. In contrast in the U.S., the average killing weight of toms has a spread from 10.9 to 19.1kg; even so this spread
is achieved with the Large White.
Male lines are primarily selected on the basis of final product performance such as body weight, feed conversion and
breast meat yield. The negative correlation between body weight and egg production is clearly demonstrated in the
male line of the grandparent female. The average weight of a full-fed male line female at (the time of) light stimulation,
is about 18-19kg. Egg production is about 36-43 eggs (depending on season). At Hybrid Turkeys the male line
grandparent females are restricted-fed to achieve a body weight about 15.9kg at lighting. This feeding program has
increased the settable egg production in the male line grandparent females by 4 to 6 eggs. Female lines used to
produce the Large White have a balanced selection approach where reproduction traits (settable eggs, fertility and
hatchability) and final product traits (body weight, feed conversion and meat yield) are considered. This balanced
approach was started in the mid-1980’s. Selection methods to increase the genetic gain in egg production were
modified around the time when Julien Den Tandt took over as President in the mid-1980’s, firstly with the
implementation of a Selection Index, and secondly, in the mid-1990’s with the use of B.L.U.P. These changes increased
the accuracy of selection for egg production from 10 to 60%.
From about 1980, Hybrid had started to select for a leaner carcass. Prior to that, selection for an increased body size
produced a higher rate of fat deposition. Selection for carcass increased meat yield and better feed conversion reduced
carcass fat content”.
Following the change in product line customer focus to the Grade Maker, Converter and EuroFP, the emphasis on the
main selection traits on for the three products evolved to improve their profitability. In a technical paper Buddiger and
Wojcinski outlined the selection strategies for the three products lines:
“The world market is segmented in terms of killing weights and product use (whole bird vs. further processing. Killing
weights for males vary from less than 25lbs (11.4kg) (Canada, France and South America) to over 40lb (18.2kg) USA,
Germany and Italy). As suppliers of breeding stock, primary breeders cannot cover the world market with one single
product but have to work with specialized lines. Each line as such is bred for a different market segment and thus has a
different profitability curve with maximum returns at different killing weights. The selection direction within each line is
clearly defined in terms of desired gains. A medium line therefore is much more focussed on conformation and egg
production compared to a large line, where the emphasis is mainly on feed conversion, breast meat yield and livability.
The selection emphasis is summarised in the Table below.
The main selection traits and selection emphasis for different market segments
<26lbs, 11.8kg
26-40lbs, 11.8-18.2kg
>40lbs, 18.2kg
Grade/Conformation
+++
0
0
Feed conversion
++
+++
++
Growth rate
+
++
+++
Durability
+
++
+++
Carcass yield
+++
0
0
Breast meat yield
0
++
+++
Poult cost
+++
++
+
The program for the large white breeds such as the Converter is very much driven by economics. The combination of
weight at a given age, feed conversion and breast meat yield make it a very competitive product in the weight range
from 26 up to 40lbs, with maximum profitability at 36-38lbs. The late maturing large white, such as the EuroFP,
expresses a different growth curve in which feed nutrients initially are allocated more towards skeletal growth. This
gives the bird the possibility to add more weight at a later age and makes it more durable and gives it the potential to
keep depositing muscle to weight ranges beyond 40lbs-18.2kg.
Biosecurity
A carefully planned and implemented biosecurity program allows turkeys to exhibit their full genetic potential, permits
better breeder selection and keeps the breeding flocks free of disease. Hybrid had eliminated Mycoplasma
gallisepticum, Mycoplasma synoviae, Pullorum, Paratyphoid and Arizona paracolon in the 70’s and in the 80’s all lines
were Mycoplasma meleagridis–free. The biosecurity program developed by Hybrid allowed vaccination and medication
18 | P a g e
xiv1
programs for Cholera, Avian Encephalomyelitis and erysipelas and coccidiostats to be suspended. William Hacking
and later, Helen Wojcinski, planned and implemented the biosecurity program at Hybrid. The program in place in the
90’s was described in an article by Helen Wojcinski in the “Perspectives” Newsletter in May 1993 (Wojcinski, 1993). A
large portion of the success of Hybrid can be attributed to this program.
“Biosecurity is a term used for management practices aimed at preventing disease-causing organisms from being
introduced into a poultry flock. It is a planned methodical approach to securing the barn as a safe, disease free
environment for the turkeys to thrive in. The term “biosecurity” is now used to encompass the wide range of measures
relating to isolation, hygiene and management, which collectively reduce the potential for transmission of disease.
Disease. The turkey industry is a high investment business. As operations grow in sophistication and size the threat of
disease increases and the consequences become more severe. Disease, both clinical and subclinical, is well recognized as
a significant factor in reducing the profitability of any poultry operation. In turkey breeding flocks, the consequence of
disease becoming amplified due to the large investment required to bring a bird to reproductive maturity and will
include: 1) the loss of revenue due to bird mortality. If this occurs during the conditioning period, reduced bird numbers
may result in the inability to exert adequate selection pressure. Mortality during production will result in higher egg
costs and inadequate or insufficient semen. 2) the costs of morbidity. In commercial flocks this is seen by increased food
conversion, poor weight gains and increased condemnation. Breeding flocks exposed to disease may not be affected
equally and consequently selection of that flock may be biased. Disease prevention in both commercials and breeders is
critical in order to allow each bird to exhibit its full genetic potential. 3) depressed and/or poor quality egg or semen
production and consequently reduced fertility and hatchability. 4) increased cost of medications or vaccinations.
Experience gained in the prevention and control of diseases have shown that appropriate biosecurity programs can
reduce the probability of introducing an infection into the operation, and can minimise the financial impact of the
spread among farms operated by the integrator. Effective biosecurity programs should be developed in relation to the
disease risk occurring in an area. Managers must constantly re-evaluate biosecurity as the disease situation in an area
changes. Rational decisions concerning measures to implement biosecurity should be based on a technical assessment
of risk together with a quantifiable evaluation of alternative strategies (i.e. cost/benefit ratio.
Biosecurity allows turkeys to exhibit their full genetic potential and permits better breeder selection. For a biosecurity
program to be effective it must be balanced, with the same level of biosecurity in all aspects of the company or farm. It
must also be practical, otherwise rules may not be followed. Farm personnel must understand and become actively
involved in all biosecurity policies. Farm managers and supervisors must therefore set the tone and provide a positive
example to prevent disease introduction.
In order to understand biosecurity there are a few concepts that need to be understood. Think of your farm as a fortress
with a wall or barrier completely surrounding it. This wall prevents seen and unseen intruders from entering. Each barn
has another wall or barrier to act as a final security check to stop any disease organisms that might have breached the
first line of defence. Now you must carefully scrutinise and control everything and everybody that crosses those barriers.
TRAFFIC Traffic onto a farm is a major source of disease introduction with people being the single most important
culprits. Flock supervisors, truck drivers, sales people, veterinarians, exterminators, visitors and service crew may
routinely go from farm to farm and flock to flock. Human traffic can be controlled by the following:
All non-essential personnel must stay off the farm.
Establish a logbook and record non-farm staff that enter the farm.
Have clearly delineated and recognizable barriers on the farm to distinguish which areas are considered ‘dirty’ and
which are ‘clean’. All personnel must be aware of procedures to follow when crossing from a ‘dirty’ to a ‘clean’ area.
Employee parking and houses must be on the dirty side of the farm.
Doors should be locked and gates should be used to prevent unwanted vehicle traffic.
A single personnel entrance to the farm should be created that includes change rooms, showers, and clean clothing to
be worn only on that farm.
For biosecurity to be effective, everyone must be aware and practice it every day with no exceptions. Any mistake is one
major mistake too many.
EQUIPMENT Equipment used in handling, managing and moving birds, feed, eggs or manure is capable of mechanically
transmitting diseases from one location to another. Many times evidence points to a piece of equipment which comes in
contact with birds as a source of introduction of avian influenza or mycoplasma infection. Control movement of
equipment through the following:
Avoid moving equipment from farm to farm.
Any item brought onto a farm from another should be thoroughly washed and disinfected when leaving the first farm
and again before crossing onto the clean side of the second farm.
19 | P a g e
Trucks, particularly load-out trucks and associated equipment, can be heavily contaminated and should be carefully
washed and disinfected before going to the farm. Visually check such vehicles before allowing them onto the farm.
INTRUDERS Other poultry, wild and pet birds and other animals are a significant source of poultry diseases. Ducks, geese
and gulls are likely to harbour avian influenza. Starlings and sparrows can transmit bordetella. Rodents and darkling
beetles have been shown to be an important source of salmonella infection. Isolate the flock from other animals by:
Implementing effective rodent and insect control programs.
Screen and eliminate nesting areas for wild birds.
Keep feed bin areas free of spilled feed.
Eliminate possible access points into the barns.
Workers must not own backyard poultry or pet birds.
Dead birds must be removed immediately and incinerated or disposed of in an appropriate and safe manner. Each farm
must have a designated area for holding dead birds until they can be disposed of.
Obtain poults from a reputable hatchery. Infected poults can introduce disease onto the farm.
HEALTH STATUS Regular monitoring of the flocks health status will aid in the evaluation of your biosecurity program and
the need for vaccinations. Preventing the introduction of disease into a turkey unit results in many economic benefits:
Healthy turkeys are better able to ‘fight off’ minor infections and recover quicker from stressful events.
It allows the turkey to live up to or exhibit their full genetic potential and permits better breed selection.
Superior quality eggs are produced resulting in superior quality poults.
Increase profitability.
In conclusion, considering the many economic benefits of biosecurity, including minimizing the financial impact of
disease, biosecurity must become an integral part of turkey management.
Husbandry Practices
Husbandry practises evolve gradually over time as the genotype of the bird changes and knowledge of the
requirements of a healthy, comfortable bird accrue. To Len Weeden must go a large portion of the accolades for the
success of Hybrid Turkeys and the last his function within the company was as the Director of Technical Services. When
Len Weeden retired in January 1994 after 37 years in the turkey industry, the Perspectives Newsletter printed a
summary of a talk given by him at the Sixteenth Technical Turkey Conference, in Buxton, UK in the previous year
(Weeden, 1994). This summary is reproduced below partly as a tribute and partly as a concise management manual for
turkey growing based on the Canadian model of total confinement that Len Weeden had a large part in perfecting.
Across the globe, following brooding, turkeys have been traditionally reared on range. Feral turkeys thrive in the wild in
partly wooded land with open grasslands, almost savannah. Their home range is the full extent of Central America most
of the USA where this landscape exists. They cannot survive in a very cold climate during winter and so that establishes
the limits of their range.
The title of the talk was: “Fundamentals of growing large white commercial turkeys in confinement.”
With today’s increasing need for year round production and the implementation of stricter biosecurity measures, we are
now growing more and more turkeys in confinement each year. This means a different approach to management
compared to range rearing. The range gave us the advantage of air, activity, space and light but they were generally
outweighed by the disadvantages, such as weather, disease and predators. With confinement rearing, we now have the
opportunity to control many of the disadvantages; however, we tend to forget basic management concepts and
2
concentrate more on kg/m . With confinement management, the FLAWSS method is a good back-to-basics approach.
F
L
A
W
S
S
Feed
Light
Air
Water
Space
Sanitation
Feed
Light
Good quality, palatable crumbles, pellets or mash.
Hybrid recommends starting with 24 hours of bright lights: 80-100 lux, and generally reduce to 60%
th
intensity and 14 hours day length by the 7 day. A minimum of 30 lux will maintain activity. Many
20 | P a g e
different lighting programs are used worldwide with success. For example intermittent, ‘midnight
snack’, and increasing or decreasing day length.
Air
Exchange enough air to supply oxygen and maintain bird comfort. Fans should run at least 10% of
3
capacity even on coldest days. Total confinement capacity of 4.5 m /kg live weight should be available.
Circulation fans will add to bir comfort in extremely hot weather.
Water
Clean, fresh water should be presented so that birds can drink with minimum effort. Have watr checked
for quality on a regular basis and treat as required.
Space
Space should be sufficient to encourage bird activity that will promote strong legs Hybrid recommends
2
starting commercial birds up to 6 weeks on approximately 0.1 m2/bird and finishing on 40-50 kg/m .
Sanitation
A healthy environment (biosecurity) will minimize the need for vaccinations. Control entry of people,
rodents, wild birds and pets as they can introduce unwanted problems.
Other areas we must not overlook are:
Feeders
Use only feeders that are bird compatible and eliminate wastage. Starter feeders must have easy
access in the first two weeks. Then, raise the feeders so that the feeder lip is at the height of the back
of the average bird in the flock. By 6 weeks, change to adult equipment with a 10cm lip on the feeder.
A feed depth of 1.3 cm is sufficient and prevents wastage.
Waterers
Start the birds by using 5cm bell type pan full of water, then gradually reduce to 2cm water depth.
After 6 weeks change to adult waterers with 10cm lip. Keep the lip 8cm higher than the back of the
average bird to reduce spillage. Move waterers every other day to help pen dry.
Litter
Clean dry absorbent material ( i.e straw, shavings) which is free from dust and mould must be used.
This is essential to ensure good air sacs and lungs and clean foot pads. Never let wet litter accumulate.
Beak
trimming
At day one in the hatchery or on the farm at 7 days or four weeks. This will reduce possible
cannibalism.
Temperature
Hybrid poults start best with a pen temperature of 27°C and a brooder stove temperature of 35°C.
Gradually reduce to 16°C at 12 weeks. Observe the turkeys, as they indicate their own comfort zone.
Whether total confinement or curtain-side buildings are used, the principles are the same. Start with good quality
poults, give them natures blessings of air, activity, space and light, follow the FLAWSS method throughout their life, and
success should follow.
The Expansion Program
The drive to sell the Large White in the U.S. achieved success in a variety of ways. New companies began to enter
supply agreements. The Talley Farms commercial turkey operation in North Carolina made a decision to enter the
breeding business in 1987 using the Hybrid Large White. Two brooding barns, six hen conditioning barns, two tom
conditioning barns, five laying houses, two stud barns and an egg house were constructed to supply poults to growers
throughout North Carolina. When fully underway the operation had 27,000 hens in lay (Anon, 1988a).
At New Hamburg, construction of new farms was needed to meet the demand for grandparent and parent stock. New
male line facilities at Bright Farm were completed to cater for the unique needs of the male line stock whose hen
weighed nearly 17kg at 30 weeks (Anon, 1988b).
After several years of negotiation in 1989 a long-term agreement was signed with the Foreign Trade Company,
Romagrimex of Romania to supply Large White Grandparent stock and technical support where necessary. Supply
began in mid-1989 at the modern turkey breeding facility at Avicola Bacau about 275km NNW of Bucharest (Anon,
1989b). Expansion of egg production facilities was set in train in the summer of 1989 to meet the demand for eggs. Two
units were built, one to house female line stock with a capacity to supply 1,500,000 eggs, from about 16,000 hens. The
21 | P a g e
second at a separate locality was a farm for male line production and included an egg house, straw barn and two new
barns (Anon, 1989d).
In the 10 years 1980-90 the company started up 13 farms and had a further 10 contract units. The company invested
heavily in facilities which contributed to optimal growth, a necessary part of a selection program. Controlled
environment was used for all the breeding flocks and in 1990 automatic nests were installed to reduce egg handling
and allow more frequent collection thus improving poult quality.
An crucial historic step was taken in 1992 when Hybrid constructed an office and egg distribution centre at Forrest,
Illinois, 160km SW of Chicago, to supply Hybrid eggs to hatcheries throughout the U.S. Eggs were supplied from
Hybrid’s Illinois farms division into the distribution centre which consisted of biosecurity shower facilities, cool rooms
for egg storage, a dry storage area and a truck bay (Anon, 1992a).
Hybrid were supplying Large White breeding stock to Avextico C.A. in Quito, Ecuador in the late 1980’s and in 1991 the
company opened a new commercial hatchery in Quito at 3000m, the highest in the world at that time, and would hatch
the Hybrid Heavy Medium line stock from 1991. . The facility was built in a bunker system that could be pressurized to
provide atmospheric pressure control according to hatching eggs needs. This was developed with the assistance of a
Bolivian poultryman who had built a hatchery at 2,600m for layers and broilers (Anon, 1992b).
A new production hatchery was built in an industrial park on Cherry Blossom Rd between Kitchener and Cambridge
about 14km SE of the Riverbend Dr. The hatchery was close to the 401 Highway allowing rapid access to Toronto
International Airport a 55km drive away. State of the art production hatchery opened between Kitchener and
Cambridge, with Tim Hergott as manager and a staff of 13 (Anon, 1996a).
A pedigree complex was completed at Woodside in 1996. Two farms were upgraded and amalgamated into a pedigree
2
farm. The whole complex consisted of nine barns with nearly 15,000m of floor space. The principle feature of the
complex was biosecurity to ensure genetic gains were maximised. Innovations included less people moving between
farms and within a farm showering to enter a building and another shower to enter each pen. A 24m long truck wash
was part of the biosecure plan. Propane lines were buried permitting delivery outside the farm perimeter. The barn
environments were controlled by computers looped to the front office (Anon, 1996b).
A new pedigree complex was completed at Mapleglen in 1997 near Ayr, Ontario, about 30km south of Riverbend Head
2
Office. The complex had 10 new barns giving nearly 15,000m of floor space, with an entrance building for the office,
shower and laundry, and egg house and a truck wash station. Two years earlier Hybrid had decided to concentrate
investment on foundation farms, improved and new hatching facilities and a new central office. Also completed were a
new production hatchery and a diagnostic laboratory (Anon, 1997a).
Comparative Performance of Breeders and Poults
The relative merits of the Large White of the three main turkey breeders – Hybrid, B.U.T.A, and Nicholas was assessed
in 1991 by Dr Robert Warnick at Snow College, Utah State University (Anon, 1992c).
Table The performance of Hybrid Large White, BUT 88 and Nicholas 8850 in a Large White strain test at the Snow Field
Station, Utah State University, 1991.
Sex/Age/Strain
Body weight kg
Feed conversion
White meat %
Thigh %
Hen 105 days: Hybrid
6.76
2.40
28.81
12.84
Hen 105 days: BUT B8
6.54
2.48
28.71
12.62
Hen 105 days: Nicholas 8850
6.89
2.50
28.17
12.32
Hen 153 days: Hybrid
10.66
3.10
33.24
10.05
Hen 153 days: BUT B8
10.68
3.12
32.15
11.08
Hen 153 days: Nicholas 8850
10.74
3.37
33.14
10.01
Tom 126 days: Hybrid
12.55
2.45
31.05
12.83
Tom 126 days: BUT B8
12.05
2.54
31.53
12.73
Tom 126 days: Nicholas 8850
12.49
2.59
31.99
11.70
Tom 161 days: Hybrid
17.17
3.00
35.73
12.75
Tom 161 days: BUT B8
17.29
3.06
34.51
12.94
Tom 161 days: Nicholas 8850
17.15
3.58
33.46
12.91
The main performance feature that is evident is the superior feed conversion of the Hybrid’s Hens and Toms. And
particularly for the Hybrid Toms, at 161 days, a superior white meat yield.
22 | P a g e
The performance of Toms of the three Large White breeds was assessed from the statistics gathered by Agrimetrics
Associates, Inc from a number of U.S. based companies during the years 1994, 1995 and 1996. The Hybrid Tom body
weight was equal or heavier than the BUT 6 and Nicholas 700 and always had a better feed conversion (Anon, 1997b).
Table The field performance of heavy Toms over the years 1994, 1995 and 1996. Weights were adjusted to a common
age and feed conversion was adjusted to a common weight.
Year/Strain
1994 Hybrid White
1994
BUT 6
1994 Nicholas 700
1995 Hybrid White
1995
BUT 6
1995 Nicholas 700
1996 Hybrid White
1996
BUT 6
1996 Nicholas 700
Age, days
130
131
133
131
132
134
133
134
134
Body weight kg
14.6
14.2
14.6
15.0
14.3
14.7
15.0
14.6
14.9
Feed conversion
2.54
2.60
2.65
2.54
2.60
2.67
2.52
2.60
2.62
The information was gathered by Agrimeteric Associated, Inc.
Products
First Flocks Crops of Turkey Broilers
Among the first few crops of turkey broilers was the A.O. Smith White that were marketed at 14 weeks and 3
days at 4.13kg average weight.
Photo 18 A.O.Smith White turkey broilers. (Courtesy of Hybrid Turkeys)
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Diamond White
Diamond White was the first product brand of the
Shantz Research Farms in 1965 and subsequently Hybrid
and remained a popular product until it was phased out
when the market demand for the size subsided. In 1965
the Diamond White was ready for market 13 to 15
weeks to meet a year round demand with an average of
3.9 to 4.8kg and with a 2.5 to 2.7 feed conversion and a
85% Canada Grade A’s. In the following year the
advertisements for the Diamond White were stating “
4.3 to 4.8kg live weight at 13 to 15 weeks, 2.4 to 2.7
feed conversion and 90% Canadian Grade A” (Anon,
1966). By 1975, the poults were ready for market at 13
to 14 weeks. By then the hen produced an average of
100 eggs and from those an average of 65 poults.
Photo 19 A Diamond White male (Courtesy of Hybrid Turkeys)
The typical growth of the Diamond White poults in the early 1970’s is shown in the table below.
Age,
weeks
10
12
14
16
18
Males,
kg
3.13
4.40
5.36
6.27
7.31
Females, kg
2.54
3.31
4.00
4.59
5.08
The broiler poult was ready for market at 4.0 to 4.5 kg average weight with a feed efficiency of 2.3 to 2.6 with over 75%
Canada Grade A’s.
The Diamond White turkey broiler at 5, 7 and 9 weeks
24 | P a g e
The Diamond White luscious ready-to-eat
In 1974 the Abbotsford Poultry Test Station, in British Columbia,
conducted a performance test (74-1) on Small White Turkey five
strains: Wrolstad, Diamond White, Nicholas Mini, Alpine Mini White
and Orlopp Small White. The results are presented in the following
table.
Table The performance of five small white turkey strains in a field test in 1974 conducted
Test station, British Columbia (Anon, 1975).
Strain
Male kg
Female kg
Feed
Mortality %
Conversion
Wrolstad
6.37
4.57
2.31
0.94
Diamond White
5.87
4.13
2.50
3.12
Nicholas Mini
6.47
4.69
2.43
2.50
Alpine
Mini 5.80
4.18
2.36
1.87
White
Orlopp
Small 6.17
4.56
2.39
5.00
White
by the Abbotsford Poultry
Grade A %
65.61
93.00
87.50
70.64
77.08
The commentary on the results stated “... it can be said that Wrolstad, Nicholas and Orlopp were in excess of desired
turkey broiler weights. If these strains had been marketed earlier, there would be some question regarding the grades
that would be attained. Although the Diamond White had a lower final weight and a higher feed conversion it produced
93% Grade A birds in respect to fat, flesh and conformation.....” (Anon, 1975)
By 1978 the Diamond White was regarded as the Standard broiler fryer in the world. It was ready for market in at 14
weeks with average flock weights of 4.9 kg (Anon, 1978).
Double Diamond
The Double Diamond was the first Hybrid product launched in
1972 and utilized the Diamond White female parent and a
larger male parent, probably a Rose-A-Linda large white. The
male poults were about 7.0 kg by 16 weeks and the female
poults were about 4.0 kg in 13 weeks. In 1976, the males were
ready for market at 16 to 18 weeks with average weights of 7.7
to 8.6kg, and the females were ready to market as early as 13
weeks with average weights of 4.4kg. (Anon, 1978) In 1978,
the standard for the Double Diamond was males ready for
market at 16 to 18 weeks with average flock weights of 7.7 to
8.6kg and female poults ready for market at 13 weeks with
average weights of 4.4kg.
By 1980, after eight years of
selection progress, the male poults were about 8.1kg at 16
weeks and the females were about 4.8kg at 13 weeks.
Photo 20 A Double Diamond male (Courtesy of Hybrid Turkeys)
25 | P a g e
The Hybrid/B.U.T. 6
The B.U.T 6 was marketed by Hybrid in 1976. The parent male weighed approximately 20kg at 31 weeks and the female
weighed 9 to 10kg at time of lay. The hen was capable of producing 90 eggs in 24 weeks of production.
The growth of the commercial Large White turkeys are shown in the Table below (from a Hybrid/B.U.T. 6 parent and
commercial performance sheet (not dated)
Age, weeks
Females
12
Body weight
kg
4.49
14
5.53
16
6.39
83
8.49
18
7.17
84
9.82
20
7.86
85
11.12
84
12.42
13.62
86
87.5
22
24
Males
Eviscerated
yield %
Body weight
kg
5.65
Eviscerated
yield %
7.07
Photo 21 The B.U.T 6 (Courtesy of Hybrid Turkeys)
Large White
The new Large White was launched in 1983 and was tested on selected Canadian and U.S. farms, before Hybrid fully
committing the marketing team to a concerted drive into the U.S. market. In Germany the successful turkey production
company Moorgut Kartzfehn GmbH at their facilities near Oldenburg achieved the following results in 1989. Males at 21
weeks and 4 days were 18.84kg, with a feed conversion of 3.039 and a mortality of 8.19. The female performance at 16
weeks and 3 days was 8.81kg, with a feed conversion of 2.82 and a mortality of 1.61% (Anon, 1989a).
26 | P a g e
1000, 2000, 3000
In 1982 the company rebranded the products as 1000 Small White, 2000 Medium White and 3000 Large White to
define the three products, Small (formerly the Diamond White), Medium (formerly the Double Diamond) and Large
(Large White).
Medium, Super Medium, Large White
With the launch of the Large White into the US market in 1984, the names reverted to Large, Heavy Medium and
Medium. The Heavy Medium was named the Super Medium in 1992 to remove confusion over the brand name.
27 | P a g e
The growth performance of the males and females of all three products are shown below (Anon, 1998):
These three products continued though to the millennium after which the product profiles and the markets were
reassessed and three new products were branded. The Medium turkey market was abandoned. The three new
products were the Grade Maker, the Converter and the Euro FP.
28 | P a g e
Grade Maker
Previously the Super Medium, the Grade Maker was designed for
the whole body market giving the lowest poult cost with the
highest carcass grades.
Converter
The Converter was formerly the Large White and was bred for
superior feed conversion. The Converter could be marketed over a
wide range of killing weight giving excellent returns at all weights.
The Euro FP
This was the first turkey to be bred for combined late maturity, feed
conversion, high yield and durability i.e. the durability to reach
heavy weights with a higher breast yield. (Photos taken from a
Hybrid Information sheet “Maximising profits for our customers”)
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The optimum killing weights for maximum profit of each of the products is shown below, an extract from the
information sheet.
30 | P a g e
Marketing
In the early 1960’s the main product was the Diamond White broiler turkey and the marketing was aimed at all the
customers: the grower, processor and the consumer. An early company brochure exclaimed:
The Diamond white was bred specifically to meet the rigid demands of the Turkey Broiler market. Developed and
tested and proven by Shantz Research Farms, New Hamburg, Ontario.
Take a look at the outstanding features of this new turkey broiler.
Here is a record of performance with proper management- Age to
market: 13-15 weeks, Weight: 8 ½ - 10 ½ lbs, Grading: over 85% A’s,
Feed: 2.5 – 2.7 lbs to produce a lb live weight depending on age
marketed. Health: extremely hardy because of inherited vigor and
resistance to disease. The Diamond White was developed for the
consumer who wants a compact turkey for year round use, the
producer who wants a turkey that will grow 8 ½ - 10 ½ lbs in 13-15
weeks, a turkey that has good feed conversion, the health and vigour
for high livabilty and the processor who wants a plump, uniform
turkey with high meat yield. Shantz Research developed the Diamond
White by an extensive line-cross breeding and selection program.
Birds used in this line-cross breeding program were selected on the
basis of their performance in the following areas: egg production,
fertility, hatchability, livabilty, disease resistance, vigour, growth rate,
feed conversion, finish, conformation, grade and yield.
.
a
Hybrid, in the mid and late 1960’s as Three Star Farms Ltd and then
Checkerboard Farms developed and improved their Diamond White through
selection of the traits wanted by all sectors of the business Following the name
change to Hybrid Turkeys in 1971 the company brochure had the headline:
Hybrid Diamond White bred to meet the demands of today’s market. Here is a
turkey broiler that combines all the desirable features the hatcheryman, grower,
processor and consumer look for in their ideal bird. The Hybrid Diamond White –
compact meaty turkey with year-round demand that’s ready for market at 13-14
weeks. It didn’t happen by accident. Hybrid planned it that way from the
beginning. What’s behind the Hybrid Diamond White? 10 years of extensive linecross breeding and selection. The result: a superior product that shows
exceptionally high performance by all the following standards of quality:
production, fertility, hatchability, livability, disease resistance, vigour, growth
rate, feed efficiency, finish, conformation, grade and meat yield.
31 | P a g e
In the early 1970’s the Double Diamond was introduced and
in the mid 1970’s the company entered into the agreement
with British United Turkeys to use the BUT6 as the Large
White for the attempt to gain a share of the Large White
market in the U.S. The brochure emphasised : : “The latest
technology in turkey husbandry is employed with particular emphasis
on health and sanitation....Although Hybrid is primarily a genetics
company, its research activities involve all aspects of turkey meat
production from the embryo to the table. In short, the objective of al
Hybrid research is – the most economical production of turkey
meat....Hybrid’s international reputation has been built on superior
health standards, direct air freight, rapid communication and
technical services by trained representatives....The Company’s
strength is directly related to the contributions of a team of
dedicated people collectively experienced in every aspect of turkey
husbandry. This experience has been recorded and published in the
Turkey Manual- the only available comprehensive text book on
turkey technology.
In the early 1980’s the new brochure headlined: ‘careful planning and
dedication are keys to Hybrid’s success in world markets’... and
...’only those companies willing to commit a large part of their annual
profits to research have survived’ ...and... ‘nutrition, environment
and engineering are vital parts of research’...and ... ‘our objective is
to produce turkey meat the most economical way’ ...and ...’technical
service means keeping a watchful eye on all phases of turkey
production for new and existing customers.’
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Hybrid featured on the front cover of “Turkey World” at least three times.
In 1984 when the marketing drive to enter the U.S. market with the Large
White the article banner proclaimed “ Canada-based Hybrid Turkeys Ltd,
respected throughout the world for its heavy-medium turkeys, is entering
the U.S. with its first ever Hybrid large white turkey. Backed by its parent
company, world class breeder Euribrid of Boxmeer, Netherlands, Hybrid’s
new large white emphasizes not only reproductive performance but also
weight, feed conversion efficiency and health.”
In 1987, with Julien Den Tandt as President, Hybrid announced a new
philosophy, breeding for the bottom line, a “New Concept at Hybrid
Turkeys”. The article banner proclaimed “There’s a lot more to growing
turkeys than the final product weight, according to Canada-based Hybrid
Turkeys. Rather, says Hybrid, how many pounds did you send to the plant
and what did those pounds cost to produce? That’s what’s important- the
bottom line. Is the message valid? A growing number of industrymen taking
on Hybrid large whites vote yes”
In 1990, now with Haydn Jones as President, the global gains of sales were
highlighted and the issue was a Hybrid triumph- five articles: 1 Big gains for
Hybrid’s large white in North America, 2 Taking the measure of Haydn Jones,
3 Hybrid’s research director blends art and science, 4 Wojcinski: “We have
the cleanest stock in the world”, 5 Hybrid’s Van de Hoef: People are the key
to company success. The first article had the banner “Philosophy of
controlled, but vigorous growth is paying off handsomely for Hybrid Turkeys.
Its large white turkey, launched in 1982, now is used by more than 60% of
U.S. breeding firms and is growing globally (Anon, 1990).
33 | P a g e
The main advertisement for a breeding company, within the
Sept/Oct 1990 issue of Turkey World, was Hybrid.
The
advertisement illustrates the steady improvement in the genetic
potential growth of the Large White Toms of about 500g per year.
In contrast, the improvement of genetic potential growth of broilers
during this same period was about 70g per year.
Advertising in poultry magazines
One of the first advertisements was in the Canadian Poultry Review 1964.
Maynard’s Hatchery has a new name. Hatching facilities located on Highway No 9, 1 mile west of Schomberg. Canada’s
leading producers of the famous K.M. Turkey Poults. We are now called Shantz Hatchery Ltd. And we are ready to serve
you. Photos of Milo Shantz (General Manager), Breck Foerstner (Sales and Service), Len Weeden (Manager and Breeder
Flock Supervisor Three Star Farm), Murray Edwards (Hatchery Foreman), Paul Good (Sales and Service), and Ross Shantz
(Manager and Grower of Breeder replacements, Shantz Farms)
When in 1970 the Shantz created the new company one part of the
advantage offered by the Diamond White was the reproductive
performance of the hen. An advertisement proclaimed “Only the
Hybrid Diamond White turkey has eggs, eggs, eggs. If your present
breed of small white turkey is not delivering all the eggs you need,
with high fertility and hatchability, then move over to Hybrid
Diamond White, the leader in reproduction. Hybrid’s Diamond White
hen is backed by 10 years of scientific breeding utilizing pedigree
selection in the foundation lines and hybrid vigour in the parent
stock. Result? 55%-60% egg production in 168 days and 65 poults per
hen housed. Mated to the Diamond White male-line tom, the
Diamond White hen capitalizes on all the advantages of a 3-way
cross program to produced a poult that has everything going for it.
Maximum feed efficiency and rapid early growth rate. That’s why
Diamond White will put you ahead in the broiler turkey business. And
keep you there.”
And an advertisement in the Canadian Poultry Review in August 1970 stated “A New firm Hybrid Turkeys Ltd under
experienced management: Ross R. Shantz, Dr R. Wm C. Stevens, Len T. Weeden; working with the Canadian-bred strain
Diamond White. Hybrid Turkeys Ltd have purchased the farms at New Hamburg Ontario and the hatchery at
34 | P a g e
Schomberg, formerly owned by Checkerboard Farms Ltd. Included in the purchase were the R and D facilities and the
gene pool of Diamond White strain of turkey broilers. The same team that developed the Diamond White strain of
turkey broilers is now responsible for its distribution. Hybrid Turkeys Ltd will continue an intensive breeding program to
meet the needs of domestic and foreign markets. The familiar Diamond White trademark still stands- a Canadian strain,
bred, hatched and distributed by an independent Canadian company.”
Hybrid broadened the scope of emphasis on the traits of the Diamond White in an advertisement in Poultry
International in April 1973. It hinted that a range of final product sizes could be achieved by the use of different sires
from the gene pool: “Hybrid’s program is packed with advantages. The Diamond White is a compact, broad-breasted,
meaty turkey, with maximum feed efficiency, superior health and rapid early growth. Our Diamond White line-cross
female is the world leader in egg production, fertility and hatchability. And, Hybrid’s unique male line gene pool allows
us to supply the bird best suited to whatever market you define. Consider all the advantages of the Hybrid Diamond
White program- more eggs, rapid growth, health and total confinement technology. No-one else offers so much.
Diamond White the turkey for all seasons”
The Double Diamond product was announced in an advertisement in Poultry International in February 1977: “Turkey
breeding stock, hatching eggs and day-old poults from Canada every week of the year. Hybrid Turkeys are shipped to
over 20 countries in Eastern and Western Europe, North and South America, Africa, the Mediterranean and Caribbean
regions. Our experience with international air shipments guarantees rapid delivery without damage or mortality.
Diamond White and Double Diamond breeding stock is produced from Government certified healthy Grandparent flocks.
Toms and hens are hatched in Hybrid’s ultra-modern disease-free hatchery and shipped in reinforced boxes. Speciallydesigned dividers are used to assure proper temperature and ventilation. Hybrid Turkeys hatching eggs are shipped in
polythene bags and reinforced cases to prevent breakage and maintain high hatchability. The Hybrid Turkeys breeding
program combines high reproduction with efficient meat production and superior health.”
Later in the same year (1977) after the supply agreement for the Big 6 Large White with B.U.T. had been set up the
August Poultry International carried the advertisement: “Hybrid is the only North American breeder with a full line of
turkey breeding stock; small, medium and large. The Hybrid Diamond White broiler/fryer is the world’s leading compact
turkey. The Hybrid Double Diamond medium turkey combines feed efficiency with a wide range of market sizes. Hybrid
Large White turkeys are designed for further processing. Hybrid turkey health and sanitation exceeds world standards.
The Hybrid Turkeys husbandry programme has been adapted to a variety of climatic regions from Latin America to
Eastern Europe. It is based on 20 years experience in year round production of hatching eggs and meat turkeys in total
confinement. Hybrid has the right turkey and professional technology for all markets. Breeding stock and hatching eggs
are available year round.”
The final example of advertising is taken from World Poultry Misset August 1997. “For the third straight year Hybrid
Turkeys leads in both independent strain studies and agrimetrics summaries. Hybrid not only leads at the “jumbo tom”
classification (over 34lb) in both weight for age and feed conversion. Hybrid is now clearly the best breed for heavier
weights. F.E. and average daily gain are the areas which Hybrid continues to have clear leadership. The breeder
continually updates its leading-edge feed conversion selection programme which has been underway for almost 20
years. There is no doubt that Hybrid turkeys are the most efficient, fastest growing turkeys available. When breast meat
yield advantages are coupled with the highest average daily gains, Hybrid produces the most breast meat per carcass,
per sq meter of housing and per lb of feed, at the lowest cost. Leg strength improvements continue to be made. In 1993
and 1994 Hybrid began the Leg Strength Improvement Programme at all levels of the genetic chain. The largest
improvement effects have come from selecting Hybrid’s pedigreed birds under commercial conditions. The resulting
progeny are now at the commercial level and real gains in leg strength and durability are being experienced. At the
same time, management, health and nutritional interactions with leg strength are becoming better understood and will
help leg quality while further genetic adjustments take place.”
The Company News and Information Bulletins
In the mid 1970’s Hybrid published a periodical information bulletin “talking turkey” to present the company comments
about the industry and its own products. Following the appointment of Julien Den Tandt as President the style of the
publication changed to a more formal and more leading articles by the leading staff and industry professionals. This was
35 | P a g e
titled “The Hybrid Letter” and continued with minor changes in style and colour up to the millennium. In the 90’s the
emphasis (and the title) was on “Perspectives”. It was the information Newsletter of Hybrid Turkeys. The headings of
Information Sheets or Letters were as follows:
International Customers
Sales outside Canada were crucial to the development of the company. The Canadian market was small compared to
th
that south of the 49 Parallel and Western Europe. When Shantz were operating their hatchery in the early 1960’s a
Canadian export company, Interag Food Exports managed trading. Following the buy-back in 1970 the exports were
handled by Hybrid International. In 1976 Hybrid shipped poults of hatching eggs to 21 countries: U.S.A., Mexico,
Jamaica, Barbados, Columbia, Peru, Brazil, Bolivia and Paraguay in the Americas and the Caribbean; Ireland, France,
Belgium, Czechoslovakia, Hungary, Austria, Yugoslavia, Italy, Spain, Greece and Cyprus in Europe and the Philippines.
By 1981 the customer base had expanded to 41 countries: U.S.A., Mexico, Jamaica, Barbados, Bermuda, Trinidad,
Columbia, Venezuela, Ecuador, Bolivia, Peru, Chile, Brazil, Bolivia, Paraguay, Uruguay and Argentina in the Caribbean
and the Americas; Ireland, Britain, France, Belgium, Holland, Germany, Poland, Czechoslovakia, Hungary, Middle East;
Ghana and Nigeria in Africa; South Korea, China, Philippines and Indonesia in Asia. When the company was awarded
for their export efforts in 1987 customers were in the following additional countries: Albania, Belize, Bulgaria, El
Salvador, Guatemala, Guyana, Panama, Romania, Taiwan, Trinidad and U.S.S.R.
36 | P a g e
Much of the expansion from the early 1980’s was due to the international presence of Euribrid and its customer
support network. However, the technical support team that Hybrid developed with regional responsibilities clearly
defined must get the credit for the international sales success. Hybrid was proud to export turkey management and
breeding technology. This was most welcomed the customers where the technologies of intensive stock management
were sparse. Central to the strategy of expansion was the location of companies established as Grandparent Partners.
The initial GP partners were in Brazil and Hungary. Hybrid was careful to work with Airlines that were prepared to
establish a reputation for care of eggs and stock in transit. Air Canada, Canadian Pacific, Air France, Lufthansa and
Swiss Air were among the first airlines to be trusted to carry eggs and poults. Hybrid made a practise of having technical
staff travel with a consignment where the “precious packages” were transferred to a second flight en route. The critical
period for livestock is during take-off and landing when air conditioning in the cargo hold can be less than optimum,
and particularly in the holding rooms awaiting re-boarding the next plane.
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Staff
During the Shantz Hatchery Ltd stage of the business Milo Shantz was the General Manager and Ross Shantz was the
Manager and Grower of Breeder Replacements at Shantz Farms. Len Weeden was the Manager and Breeder Flock
Supervisor at Three Star Farm. Breck Foerstner and Paul Good were in charge of Sales and Service and Murray Edwards
was the Hatchery Foreman. George Holst was a Farm manager at Three Star Farms in the 1960’s. George Given was the
Hatchery Foreman in 1972.
Some of the Hybrid staff listed below in alphabetical order and where possible a photo is reproduced from company
literature.
Aitchison, Wayne
Mr Wayne Aitchison was first employed by Hybrid in 1972 working on one of Hybrid’s grandparent egg production
farms. In 1980, he was appointed as Manager of the Farm #25 at Inverhaugh. Farm #25 had five brooding and
conditioning barns. Wayne grew up on a farm in the Inverhaugh area, and at Farm #25 lived with his wife and three
children in the farm residence.
Bagley, Lynn
Dr Lynn Bagley joined Hybrid in 1987 as Director of Research, after being responsible for the turkey breeding program
at the Moroni Feed Company, a Utah based turkey integrator. He was a graduate of Utah State University and
completed a Masters in Animal Science at Brighton Young University, Utah. He specialised in Reproductive Physiology
at North Carolina State University where he completed his PhD. He resigned in 1993 to join Tarheel Turkey Hatchery in
North Carolina (Anon, 1990).
Bauman, Dennis
Mr Dennis Bauman joined Hybrid in 1980 as a member of the Service Crew. His leadership skills were quickly recognised
and he was promoted to crew manager within a year. He was also given the job as Head Selector. In 1990, he was
promoted to Supervisor for seven foundation line farms in a newly set up Farm Operations Department. When the
Hybrid Forrest, Illinois operation began in December 1991 Dennis was given the role of Production Manager and mover
to Forrest with his family January 1992. Dennis was brought back to Canada in October 1993 as Supervisor of the
Female line pedigree farms and also of the Service Crews and Service Building operation. He was later given the role of
Manager of the Foundation Farms and Services and had the responsibility of overseeing all the physical selection within
the foundation lines. Dennis travelled widely instructing customer in the methods of selecting the Large White Parent
Stock in the initial years of its introduction to the industry.
Buddiger, Nico
Mr Nico Buddiger worked for Euribrid from 1989 after graduation with an MSc in Animal Genetics from the Agricultural
University at Wageningen. He joined Hybrid in 1996 to work in the R&D group setting up the B.L.U.P. system for
breeding value estimation; he also worked on strain testing and other genetic protocols.
Burnard, Tom
Mr Tom Burnard was a native of Montreal. He graduated with a BSc in Agriculture from the University of Guelph in
1979. He joined Hybrid as assistant to the Director of Research. He had had part time work at Hybrid while at Guelph
and took more poultry courses in his final two years at Guelph. He progressed to research farm manager and manager
of the Male line breeding program. He was appointed to Coordinate the company breeding program and supervise the
research farms and their personnel. He reported to the Director of Research Dr Lyn Bagley. In 1993 Tom had progressed
to the role of Coordinator of Production Planning.
Darden, Joe
Dr Joe Darden joined Hybrid in 1996 having been the Corporate Geneticist at Perdue Farms. Joe graduated with a
degree in Poultry Science from North Carolina State University. He then moved to Georgia and completed a PhD in
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1987. His responsibilities at Hybrid included the physical selection of pedigree poults, the organisation of mating and
hatchery scheduling, yield testing, male line pedigree program and feed conversion testing.
Delong, Garnet
Mr Garnet Delong joined Hybrid in 1965. He resided and managed several farms, and finally managed Shantz Farm #1.
His main responsibility at the farm was the brooding and raising toms of the male line. Successful rearing of the male
line toms was critical to the success of Hybrid. He retired in November, 1993. Five of his six children gained
employment with Hybrid.
Den Tandt, Julien R
Mr Julian Den Tandt, P. Ag was born in Belgium and moved to Canada at the age of 11, where he grew up on a general
farm near Woodstock in Southern Ontario. He graduated from Ridgetown College of Agricultural Technology in 1967.
Soon afterwards he was employed by Ralston Purina Company where his original responsibilities included areas of
quality control, complaints and claims, and laboratories. He became Feed Plant Manager in 1976. In 1978, he became
Division General Manger, responsible for the dairy operation; a facility which produced spray dried high fat blends, milk
replacement, and veal feeds. In 1980, Julien became Director of International Agricultural Operations for a vegetable
processing division of International Multi Foods in Canada; namely Bick’s Pickles. In 1986, he joined Hybrid as VicePresident and General Manager and the following year he became President. In 1989, he joined Norbest Inc. as the
President and Chief Executive Officer. Norbest is a $200 million turkey marketing co-operative located in Salt Lake City,
Utah. In 1992, he came back to Canada and was appointed General Manager of United Breeders Inc. located in Guelph,
Ontario, Canada. United Breeders is a farmer owned insemination unit. In 1995, Julien was appointed Chief Executive
Officer of the Ontario Pork Producer’s Marketing Board. Later he set up a DEN TANDT & ASSOCIATES INC. a community
consultancy in economic development and leadership in Ontario. In 2004 Julien Den Tandt (on the Board of Directors at
the Centre for Rural Leadership) received Agri-Food & Rural Volunteer Recognition Awards presented by the Ontario
Agricultural College at the University of Guelph. The Centre for Rural Leadership was instrumental in nominating Julien
for this award.
Denomme, Gerry
Mr Gerry Denomme was the Treasurer in 1990.
Diamond, Jane
Ms Jane Diamond was the computer programmer and analyst in 1990.
Dobrescu, Olga
Dr Olga Dobrescu graduated in Veterinary Medicine in Romania in 1967 and received a PhD in Genetics in 1976. She
pioneered work in the male stud farms at Hybrid and cooperated closely with other aspects of breeding.
Douglas, Jihad
Dr Jihad Douglas graduated with a PhD in Nutrition from the University of Nebraska-Lincoln in 1989. He was a
consulting nutritionist for Hybrid before taking up the role of Nutritionist with Hybrid in 1994. He was part of the R&D
group and was responsible for Hybrid’s in-house nutritional management programs and technical support for
customers.
Dunlop, James T.
Mr Jim Dunlop was a Sales Manager for Hybrid in the 1970’s.
Elkink, Mannes
Mr Mannes Elkink joined Euribrid in 1984 based in the Netherlands. He was responsible for sales in the Middle East and
the Euribrid joint venture in Hungary. In 1997, he was part of the Technical Services Team for Hybrid, Hisex and Hybro
and was the Sales Manager for the Middle East and parts of Asia.
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Emmerson, Derek
Dr Derek Emmerson was a PhD graduate in poultry genetics from Ohio State University in 1991. Dr Emmerson took
over the lead role of Manager of R&D in 1995 in close cooperation with Dr Siem Korver. His job was overseeing the
breeding program and product quality at all levels.
Falley, Peter
Mr Peter Falley started with Hybrid in 1975 as the Regional Marketing Representative for Eastern Europe and was
resident in Hungary since 1967 until his untimely death in 1989. Peter was a West German veterinary biologist and he
bridged the East-West gap in working relationships in the 1970’s allowing Hybrid to operate effectively in Eastern
Europe. Prior to joining Hybrid he had worked for 12 years in Ralston Purina’s poultry division in Eastern Europe
Ferencz, Arpad
Mr Arpad Ferencz was a veterinary medicine graduate from the University of Agricultural Sciences and Veterinary
Medicine, Bucharest, Romania. He joined Hybrid in 1988 and was the Laboratory and Farm Supervisor in the Health
Program. During the absence of Helen Wojcinski in 1994 he worked in all areas of Health Control and Management.
Subsequently, he was responsible for the Diagnostic Laboratory and Quality Control which also included quality control
at the farm level.
Fotheringham, Julie
Ms Julie Fotheringham was a business analyst.
Gallo, Maria
Dr Maria Gallo took over from Ellen Yonzon as a laboratory technician in the Health Division. Dr Gallo was a Veterinary
Science graduate of the University of La Plata, Argentina.
Gilbert, Max
Mr Max Gilbert joined Hybrid in 1980 and was responsible for customers in France, Spain and Portugal. A French
national, Max was educated in Business Administration at Columbia University and had been involved in poultry and
feed industries since 1960. He reported to Theo Philipsen.
Gingerich, Judy
Ms Judy Gingerich started with Hybrid in 1985 and was employed in the Hatchery Division and assumed the
responsibility of Superintendent Production in Charge of the Poult Processing Room, hatchery quality control, hatch
monitoring and employee scheduling. She shared the management responsibilities of the hatchery with Tim Hergott.
Gingerich, Ronald
Mr Ronald Gingerich joined Hybrid in 1996 as Manager of the Hatchery Division. Previously he had been working for
nine years at P&H Foods as the Hatchery Operations Manager. Reporting to him were Tim Hergott, the Hatchery
Superintendent of Production, and Judy Gingerich, the Hatchery Superintendent of Pedigree.
Grant, Gary
Mr J Gary Grant joined Hybrid in 1977 as Controller and assumed the position of Treasurer in 1983. Gary was a Certified
Management Accountant and was responsible for all financial, administrative and personnel functions.
Gruhl, Peter
Mr Peter Gruhl was one of the Technical Services team in 1998.
Hacking, William
Dr William C. Hacking joined Hybrid in 1982. After graduating from the Ontario Veterinary College in 1969, William
completed a Masters degree in salmonellosis in broiler chickens in 1976. He was responsible for directing disease
control and eradication programs, crucial among which was the program of Salmonellas control in the breeder hens.
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Hall, Gary
Mr Gary Hall was a Farm Manager in 1989 and in 1993 was the supervisor for ten of the breeder farms. In 1991 he
played a key role in the set up of Hybirid’s Illinois operation. He was also involved in technical service visits for North
American customers.
Hart, John
Mr John Hart grew up in France and was educated in England and was fluently bilingual in French and English. He was
also conversant in Spanish and Italian. Living in France he was appointed as Hybrid’s Regional Marketing Representative
for Western Europe in 1989. He had extensive experience in the turkey industry prior to his appointment working for
Goubin SA and Helco SA and Hybrid International. He worked closely with Theo Philipsen of Hybrid’s European Office in
Boxmeer. His main role was to serve customers in France, England, Italy and Portugal.
Hergott, Tim
Mr Tim Hergott began with Hybrid in 1987 in the Hatchery Division. He rose to the position of Superintendent
Operations with the responsibility of receiving and shipping eggs, incubation, hatching and machine maintenance.
Hertel, Bruce
Mr Bruce Hertel was a local resident from Baden and moved the 9km to New Hamburg during the course of his time
with Hybrid starting in 1960. He worked initially on the farms and ran the service crew. In 1979 he transferred to the
feed division. When Hybrid took on full ownership of the Hybrid Feed Manufacturing Inc. Bruce was given full
responsibility of the feed mill operation.
Howey, David R.
Mr David Howey was the Treasurer in 1976
Hua, Yang
Mr Yang Hua joined Euribrid in 1989 and was the chief representative for Euribrid in China. Prior to joining Euribrid, he
was employed by the China Petro-Chemical International Co. In 1997, he was part of the Technical Services team for
Hybrid, Hisex and Hybro.
Ingram, Myrna
Ms Myrna Ingram was a native of Barbados and grew up on a sugar plantation and helped her father rear bronze
turkeys. After her marriage and two children, her family emigrated to Canada in 1970 and to Kitchener in 1977. She
started working with Hybrid immediately and worked with Ross Shantz and Julien Den Tandt in Sales and Production
Planning. Her position was to cover all aspects of production scheduling, hatching and sales commitments and liaison
with customers around the world
Jeenes, Paul
Mr Paul Jeenes took over responsibility for the management of the Euribrid BV in 1991. He had previously been
working in Agribusiness since 1975 involved in livestock and feed raw material trading, pig breeding, compound feed
and pre-mix general management. The agribusiness interests of Euribrid’s parent company BP Nutrition were sold to
CINVen and Baring Capital Investors and then that formed a new company, Nutreco. Paul was directly involved in
structuring and negotiating the sale of the BP Nutrition agribusinesses. Following the retirement of Haydn Jones at the
end of 1994 Paul Jeenes took over the Presidency of Hybrid Turkeys. He was based in Boxmeer and visited Canada
frequently to oversee Hybrid management. The day-to-day management of Hybrid was the responsibility of David
Libertini, Kevin Weeden, Scott Rowland and Harry Van den Hoef. Paul grew up in England but lived in Holland with his
wife and three children.
Jones, Haydn
Mr Haydn Jones joined Hybrid in 1989 as President moving from the Vice-President post at Maple Leaf. Haydn Jones
was born in North Wales where he grew up on a farm and attended Harper-Adams Agricultural College. He moved to
Canada in the mid-1950’s and spent 30 years in the poultry industry. Initially with the Quaker Oats Company in chicken
and turkey processing division and then at Maple Leaf Mills Ltd after Maple Leaf acquired Quaker Oats poultry interests
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in 1968. There he was manager of the hatcheries and later the entire Poultry Division. Canadian Pacific Ltd purchased
Maple Leaf in 1980 and Haydn was promoted to Vice-President of Maple Leaf. He was head-hunted by Antoon Billiet
the Managing Director of Euribrid B.V. for the role as President of Hybrid. His mandate from Euribrid was to manage
orderly growth of the company in the 1990’s. He set up a structure to achieve that by setting goals, developing a strong
organisation to accommodate growth and undertaking long term planning for the future. His reorganisation of the
company was focussed on R&D, Technical Services, Health Programs and Farm Operations and bringing key personnel
into management roles. Within the company, effective tools were used in the information management systems to
allow for continued growth. Additionally a strategic planning process was implemented and an environment for growth
and development of employees was created. Hayden Jones management style was to surround himself with the most
competent people in the turkey industry, give them the tools to do the job and let them carry out their tasks in a
coordinated way. He expected everyone in key management positions to know who their replacement was and train
them accordingly if they expected promotion within the company. Haydn retired at the end of 1994 (Anon, 1990).
Keleman, Tamas
Mr Tamas Keleman graduated from the University of Debrecen and then worked for Nadudvar, the largest agribusiness
cooperative in Hungary. He joined Euribrid in 1989 as the Hungarian country manager. In 1997, he was part of the
Services Team for Europe, Africa and Asia for Hybrid, Hisex and Hybro.
Korver, Siem
Dr Siem Korver joined BP Nutrition in 1989 after a career in the Department of Animal Breeding at the Agricultural
University Wageningen, Netherlands. In 1992 he was appointed Director of Product Strategy and R&D in the Animal
Breeding Division (Euribrid/Hybrid). He was based in Boxmeer and made bimonthly visits to Kitchener.
Langille, Dave
Mr Dave Langille was one of the delivery team.
Larson, Chad
Mr Chad Larson was one of the Technical Services team in the U.S.
Leeman, Kevin
Mr Kevin Leeman was one of the delivery team.
Libertini, David
Mr David Libertini joined Hybrid in 1992 as Controller. After graduating from the University of Waterloo with a
Mathematics degree, he was employed for six years with Coopers and Lybrand accountancy firm where he was
manager of Hybrid’s external audit.
Loveday, Carroll
Ms Carroll Loveday joined Hybrid in 1990 as the receptionist/secretary at Kitchener Head Office. Her duties included
telephone reception, welcoming visitors, secretarial duties for the management group and the Head Office mail.
Machnicki, Feliks
Mr Feliks Machnicki was responsible for Technical Services in Eastern Europe in the 90’s. In 1997, he was given an
additional role of coordinating some of the interactions between various companies involved and direct business
activities within Poland.
Mannai, Bechir
Mr Bechir Mannai was a graduate of the Agricultural University of Tunis. He was employed by the Tunisian Ministry of
Agriculture and Al Wadi Poultry Farms. He joined Euribrid in 1985 and was responsible for sales in Africa. In 1997 he
was part of the Technical Services Team for Hybrid, Hisex and Hybro for Africa.
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Martin, Murray
Mr Murray Martin was the Manager of the commercial breeding farms in 1976.
McKenzie, Ian
Mr Ian MacKenzie was a truck driver, who along with Greg Weeden, Dave Langille and Kevin Leeman, delivered
hatching eggs and poults to Toronto Airport and to customers throughout North America. Ian was promoted to
Shipping Manager.
Merritt, Jack
Mr Jack Merritt was hired by Hybrid in 1984 and was Vice-President Marketing from 1984 to 1988. Previously, he had
been employed by Nicholas Turkeys. He joined Nicholas in 1956 as Research Coordinator and Research Farm Manager.
He spent 28 years at Nicholas rising to Vice-President Operations. At the time he joined Hybrid the first Large White
was introduced into the U.S. and his marketing efforts helped Hybrid to become one of the major suppliers of Large
White in North America. Jack Merritt had a marketing philosophy of customer satisfaction and following that
philosophy was the basis of Hybrid’s long-term success.
Mitchell, Sheila
Ms Sheila Mitchell was the Laboratory Manager in 1990.
Nash, David
Mr David Nash was employed by Hybrid in 1993 as Production Manager of U.S. operations and was based at the Office
of the Egg Distribution Centre in Forrest, Illinois. David had previously worked in the turkey industry for 22 years. He
had his own turkey farm in the Mid-West in the early 80’s. David had an Animal Science degree from Kansas State
University and worked for Louis Rich Co and Christensen Farms in California. David was also President of the California
Poultry Forum for two years.
Olenuk, John
Mr John Olenuk joined Hybrid in the 1970’s and was a Three Star Farms Supervisor. He progressed to the Technical
Services Team in the 1990’s.
Philipsen, Theo
Mr Theo Philipsen began his career in 1966 with Coolen B.V. which was a primary turkey breeder in the Netherlands.
Euribrid took over Coolen in 1979 and Theo was responsible for turkey sales for Euribrid in Europe, the Middle East,
Africa and Asia. He continued in this role for Hybrid in 1984 and was largely responsible for the dominant market share
of Hybrid in Eastern Europe. At the time of his retirement in 1996 he was Head of the European Marketing Division.
Picanco, Lidia
Ms Lidia Picanco joined Hybrid in 1996 in the Advertising and Promotions section and was the Manager the section in
2000.
Radke, Myrta
Ms Myrta Radke worked in the Hybrid hatchery in the 1970’s
Ramseyer, Julie
Ms Julie Ramseyer was the Coordinator of Traffic in 1991.
Roberts, Dave
Mr Dave Roberts was the Traffic Manager in 1998.
Rowland, Scott
Mr Roland Scott joined Hybrid in 1990 as the Manager of the Hatchery Division based at New Hamburg. Previously he
worked at P & H Foods, a major turkey producer in Ontario. He controlled the day-to-day operations in the hatchery,
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supervision of the pedigree and grandparent hatches and coordination of shipments with the sales and transport
departments.
Sladek, Jindra
Mr Jindra Sladek was a graduate of the Prague Agricultural University. He was involved in poultry processing and in the
layer and broiler breeder sectors prior to joining Euribrid as a Technical Representative in 1991. In 1997 he was part of
the new service group set up following the retirement of Theo Philipsen with responsibility for Hybrid, Hisex and Hybro
in the Czech Republic and Slovakia.
Slavnik, Ron
Mr Ron Slavnik joined Hybrid in 1987 in the Sales and Technical Service Team. He graduated in 1982 from the University
of Guelph. He became Sales Manager – International, including Canada in 1996. Together with Carl Wittenburg he
shared overall responsibility of sales.
Smith, Al
Mr Al Smith was the coordinator of research and production in 1976.
Smith, Elaine
Ms Elaine A Smith joined Hybrid in 1989 and initially was in the Accounting Department. Subsequently Elaine was
involved in Payroll and Personnel Supervision. In 1993 she was appointed as Manager of the Human Resources
Department with full participation on the general management team.
Stevens, R. William C.
Dr R. William C Stevens was initially hired in 1964 on a contract as a consultant rather than a member of staff. He later
was employed and was the Director of Research at Hybrid in the 1970’s and President of Hybrid International
Corporation Ltd the company managing foreign trading and marketing for Hybrid.
Uribe, Hector
Dr Hector Uribe joined Hybrid in 1993 as the Technical Services Representative for Latin America. He worked in close
cooperation with Ron Slavnik the Sales and Customer Services Manager for North and South America. A native of Chile,
Hector received a D.V.M. from Austral University, Chile in 1980, and a Masters from the University of Guelph in 1993.
Hector had had a part-time job at Hybrid in the R & D Department for several years prior to his full-time appointment.
Van de Hoef, Harry
Mr Harry Van de Hoef. A Dutch national, Harry joined Hybrid in 1980 as the research farms Manager. Then in 1991, his
responsibilities were expanded to the supervision of production farms as well as research farms as well as coordinating
the activities of three newly appointed farm supervisors.
Van Drunen, George
Mr George Van Drunen was a Research Data Analyst in 1990.
Wagoner, Paul
Mr Paul Wagoner joined Hybrid in 1976 working in the Illinois subsidiary in sales and technical services. Paul had been
working with turkey breeding since 1966. He moved to Canada in 1980 and assisted Jack Merritt when he joined Hybrid.
Weeden, Greg
Mr Greg Weeden one of the two sons of Len Weeden working at Hybrid, was one of the delivery team.
Weeden, Kevin
Mr Kevin Weeden was one of two sons of Len who started their working careers in Hybrid. Kevin rose from Farm
Manager to Vice President – Sales for the company. In 1986 he made the move from production to sales and technical
services. Following success in sales he took on the sales and marketing worldwide and was a key member of the team
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that brought Hybrid prominence in the North American and worldwide. He left the company in 1996 to pursue his own
poultry related business.
Weeden, Len
Mr Len Weeden was one of Hybrid’s most valuable employees starting in 1961 with Shantz Farms. His job then was A.I.
and Serviced Crew Leader. When he retired in January 1994 he held the post of Director of Technical Services. In 1955
Len Weeden joined the staff of Ministry of Agricultural working at the University of Guelph after graduation in 1954
from the Ontario Agricultural College (Anon, 1994b). His job was a part-time blood tester. A year later he was employed
full-time as a fieldman/blood-tester. His other duties were in charge of the hatchery at the College and to act as a
liaison between academic staff and the Research Farm. In the course of his duties he developed a technique for
artificial insemination of turkeys and the tools required for the job. In 1961 he joined Shantz Farms. He was installed in
a house on the newly built Farm 3 where he set up an egg store and crew headquarters in the garage. His wife Mary
became the bookkeeper and payroll clerk and established the New Hamburg office. During the sixties and seventies Len
was responsible for the establishment of many new farms and during this stage the company gained its reputation as a
small-type (broiler) turkey breeder with the Diamond White. Len was responsible for the physical selection of all the
Diamond White parents. As the company grew Len took on the responsibility of visiting customers around the world
offering technical support. In all, he visited 27 countries on behalf of Hybrid. He helped set up a joint venture company,
Hybrid Agropastoril Ltd in Brazil, with Sadia Brazil’s largest poultry producer. Len was also the unofficial company
photographer and tour guide. He looked after all the customer visits and documents them. His home was the
accommodation for many visitors while they were at Hybrid for technical training.
His two sons, Kevin and Greg, joined the company; Kevin as Sales and Marketing Manager and Greg as a driver
delivering eggs and poults around North America.
Wittenburg, Carl
Mr Carl Wittenburg was appointed as a Sales and Customer Service representative for the U.S.A. in 1992. He was a
graduate of the North Dakota State University and the University of Minnesota. He served Hybrid’s customers in southeastern and south-central U.S. while based in North Carolina. He reported to Ron Slavnik, the Sales and Customer
Service Manager for North and South America.
Wojcinski, Helen
Dr Helen Wojcinski was appointed Manager of Hybrid’s Health Programs in 1989 and continued in that role for 4 years.
After a break of 1 year as a Project Manager for Langford Cyanamid, Helen resumed her former position at Hybrid with
responsibilities for disease prevention, the Salmonella control program and customer service.
Yonzon, Ellen
Dr Ellen Yonzon was a laboratory technician in the Health Division of Hybrid. Dr Yonzon was given leave to complete a
Masters in Avian Medicine at the University of Georgia.
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Staff Photos
Milo Shantz, Len Weeden, David Howey, Ross Shantz and James Dunlop checking the contents of the newly published
Hybrid manual which was then (in 1976) the only available comprehensive textbook on turkey technology
46 | P a g e
Wayne Aitchison
Lynn Bagley
Dennis Baumann
Nico Buddiger
Tom Burnard
Joe Darden
Garnet Delong
Julian R. Den Tandt
Gerry Denomme
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Jane Diamond
Derek Emerson
Julie Fotheringham
Jihad Douglas
Peter Falley
Maria Gallo
Mannes Elkink
Arpad Ferencz
Judy Gingerich
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Ron Gingerich
J Barry Grant
Peter Gruhl
Gary Hall
John Hart
Tim Hergott
Bruce Hertel
Yang Hua
Myrna Ingram
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Paul Jeenes
Hayden Jones
Tamas Keleman
Truck Drivers: L-R Ian McKenzie, Greg Weeden, Dave Langille, Kevin Leeman
Siem Korver
Ken Kruger
Chad Larson
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David Libertini
Bechir Mannai
John Olenuk
Carroll Loveday
Jack Merritt
Theo Philipsen
Felixs Machnicki
Sheila Mitchell
Lydia Picanco
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Julie Ramseyer
Jindra Sladek
Hector Utribe
Scott Rowland
Dave Roberts
Ron Slavnik
Harry van de Hoef
Elaine A Smith
Kevin Weeden
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Karl Wittenburg
Helen Wojcinski
Ellen Yonzon
Hendrix Genetics
On 4 June 2007 Hendrix Genetics acquired Euribrid (including Hybrid Turkeys), the animal breeding division of Nutreco.
Hendrix Genetics B.V. today:
Hendrix Genetics, its foundation laid in 1959 by the late Harry Hendrix (1926-2010), headquartered in the historical Villa
“de Körver”, Boxmeer, the Netherlands, is a leading multispecies breeding company, with 5 divisions: layer breeding
(Institut de Sélection Animale-ISA), pig breeding (HYPOR), turkey breeding (HYBRID) poultry distribution (GRELIER,
GRELAVI, GRELEGER, STVO, ALS, SFPA, INTEGRA, JOICE AND HILL) and aquaculture breeding (LANDCATCH NATURAL
SELECTION). The company is dedicated to providing innovative and sustainable genetic solutions to the animal protein
sector. Hendrix Genetics, supports the global animal protein sector in more than 100 countries, with wholly owned
operations and joint ventures in 24 countries with more than 2.400 employees.
Appendices
1 Small White Turkey Definition
In the 1970’s the small turkey was defined as a broiler to indicate that its use was similar to that of the broiler chicken
and to differentiate it from the medium size general multi-use turkey and large seasonal turkey. The size and grading
was unique to specific markets. In the USA it was termed a fryer/roaster or broiler/fryer and in a mixed sex market 1214 weeks of age at 8-10lbs. In Europe (France specifically) it was termed a medium turkey and in a mixed sex market
15-16 weeks at 11-13lbs. In Canada it was called a turkey broiler (though not usually broiled). In each Province the
Marketing Board defined them differently by age or weight or both. Usually they were less than 16 weeks, with a
maximum weight of 10.5lbs; this meant hens at 8.5 to 9.0lbs and toms at 11.5 to 12lbs. Furthermore, the Canada
Department of Agriculture had helped to define turkey broilers as different from young hens because of the amount of
back fat required for Grade “A” differed between the two classes although they may weigh the same. The Hybrid
Diamond White was bred to satisfy the C.D.A. requirements for back fat (Stevens, 1975).
2 Shanvest Limited
Shanvest Limited was formed in 1963 when the Maynards Hatchery at Schomberg was purchased and the business
expanded into four companies: Shantz Farms, Shantz Hatchery, Three Star Farms and Shantz Processing. Shanvest
developed investments the livestock and feed industry while the ownership of the turkey business were in RalstonPurina hands. When Ralston Purina sold the businesses back to Shanvest (minus the processing) and Hybrid Turkeys Ltd
and Hybrid International Corporation Ltd were formed, they were as wholly owned subsidiaries of Shanvest. Also in the
same category were Featherhill Ltd and Four-o-one Holdings Ltd, with a 70% ownership of Agrivest Ltd. Shanvest also
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had investments in Hybrid Feed Manufacturing Inc (50%), Wideman Farms Ltd (50%), Hoffman Meats Ltd (14.7%),
Kitchener Stockyards Ltd (12.5%), Bergenland Rendering (333519 Ontario Ltd) (9.5%) and Central Ontario Metal and
Construction Ltd (3.5%).
These businesses include real estate holdings, feed manufacturing, turkey meat production, feed manufacturing, cattle
feed lots, corn production, hog processing, animal by-product rendering and livestock auction marketing. (Hybrid
Brochure 1976)
3 Rose-A-Linda Turkeys
Rose-A-Linda Turkeys was owned by Chester A Gibson. There was a hatchery at Rio Linda, a little to the north of
Sacramento and about 50 km north, a 270 acre farm north of Lincoln in Placer County California. There was also a
hatchery in Concordia, Missouri. He began breeding in 1948. His breeding business plan was to sell the newly hatched
poults to his dealers across the U.S. and then buy back selected birds as breeders for the next generation. The annual
hatch was about 400,000 foundation poults. Gibson travelled more than 50,000 miles a year in his own twin-engine
plane to his franchise dealers in Missouri, Kansas, Iowa, N. Carolina, Arkansas, Indiana and British Columbia. He also had
eight local multipliers around Rio Linda, six for the Auburn turkey and two for the White turkey. In addition to the
foundation stock about 700,000 poults were hatched in the multiplication stages. In 1962 Gibson produced an autosexing auburn turkey. When the Auburn Toms were bred back to bronze hens the toms were bronze and the hens were
auburn. These were to be markets nationally in 1962. He also was planning to remove the ink pigmentation in the quills
of the auburn stock (Anon, 1962).
For a while Hybrid held shares in the Rose-A-Linda company.
Rose-A-Linda stopped production in the late 1960’s when their Trade Mark was abandoned but the strain was
continued until at least 1977. The Company Trademark
was discontinued in 1969 and
is now up for sale http://www.trademarkia.com/company-rosealinda-turkey-farms-and-hatchery-1052330-page-1-2
(19/10/2011)
4 Benchmark Growth of Turkeys.
The performance of turkeys and the improvements achieved are more difficult to provide and demonstrate from a
historical viewpoint than that of laying hens or broilers. This is mainly because turkeys are of lesser importance as
protein producers than hens and broilers. In the collection of texts and performance tests of the author there were only
two publications. The book on Turkey Management by Marsden and Holmes Martin first published in 1939 and revised
and updated in 1955 gives some standards of growth for the wild turkey and the improved breeds in the 1940’s and
1950’s.
Standard growth curves of Standardbred Bronze, Jersey Buff and Wild turkeys
(Marsden and Holmes Martin 1955)
12
10
8
Weight, kg 6
SB
4
JB
2
W
0
4
8
12
16
20
24
28
32
Age, weeks
The data for the Standard bred Bronze was from the U.S. Department of Agriculture, Beltsville, Md.
The data for the Jersey Buff were from the New Jersey State Turkey Experimental Station, Millville, N.J.
54 | P a g e
The data for the Wild Turkey were from game farm stock reared on full feed and a limited range (USDA, Beltville, Md.
1936)
In 1942 the Poultry Division, Dominion Experimental Farms, Ottawa, Ontario conducted a study of the growth and feed
consumption of Broad Breasted Bronze, Standard Bronze and Beltsville Small White. The Standardbred Bronze data are
about the same as those from strains of White Hollands of larger than standard size.
The growth of Broad Breasted Bronze, Stanard Bronze and Beltsville Small
White at the Poultry Division, Dominion Experimental Farms, Ottawa, 1942
12
10
8
Body weight
6
kg
BBB
SB
4
BSW
2
0
2
4
6
8
10 12 14 16 18 20 22 24 26
Age weeks
The standard growth curves shown below are the toms of the most popular varieties in 1954, Broad Breasted Bronze,
White Holland and Beltsville Small White.
The growth curves of Broad Breasted Bronze, White Holland and Beltsville Small White
USDA, Beltsville, Md 1954 (from Marsden and Martin, 1955)
16
14
12
10
Body weight kg
8
BBB
6
WH
BSW
4
2
0
4
8
12
16
20
24
28
32
36
Age weeks
The results of the 1959 tests conducted by Agricultural Research Service of the U.S. Department of Agriculture as part
of the National Turkey Improvement Plan provides the growth performance of the breeds common for the period. The
industry was still dominated breeds of the Bronze type but with a few White turkeys. In all there were 53 participants,
among which was some of the notable breeders: Kimber Turkey Breeding Farm in Niles, Ca (who later sold their turkeys
lines to Nicholas); Lyon’s Turkeys, McMinnville, Or (a well known early turkey breeder); Nicholas Turkey Breeding
Farms, Sonoma, Ca (one of the big three turkey international breeders); Nichols Inc., Exeter, NH ( a New Hampshire
55 | P a g e
breeder known mainly for broilers); and River Rest Turkey Sales, Shawnee, Ok (who established a presence in Europe in
1960’s) and the Rose-A-Linda (one of the breeds in the gene pool of Hybrid). The majority of the breeds entered in the
tests were Broad Breasted Bronze, some were Broad Breasted Large White, Broad Breasted White, Broad White, Broad
Breasted White Holland and Large White.
Growth of Nicholas Large White and Rosa-A-Linda toms in
performace tests in 1959
16
Body weight,
kg
14
N Kansas
12
N Minnesota
10
N Nebraska
8
N NDakota
6
N Texas
4
N Penns
2
RL Pennsylvania
0
0
10
20
30
RL Kansas
Age, weeks
Acknowledgements
Very special thanks are due to Lydia Picanco who arranged the visit to the company headquarters in 2000 and also
made it possible to have a general interview and discussions with Milo and Ross Shantz and Len Weeden. Lydia
provided rare company photos and copies of newspaper and magazine articles about the company from the beginning
of Shantz Farms. I am grateful to Thijs Hendrix for a carefully reviewing the story and pointing out omissions and
corrections and providing additional material. My thanks are also due to Theo Philipsen for his careful review and
corrections on the purchase of Hybrid by Euribrid and for the photo of the Hydon, Coolen and River Rest logos.
i
th
Wikipedia, May 6 2011
It was never mentioned during the staff interviews at the Hybrid HQ or written in documents seen by the author, but the Three
Stars would seem to be in the three Diamonds on the Logo.
iii
Quite how the purchase of the Wrolstad stock was negotiated remains untold.
iv
In the book “The Ralston Brain Regime,” a turn-of-the-century human-diet guru named Webster Edgerly presented “a course of
conduct, exercises and study designed to develop perfect health in the physical brain.” The name Ralston was itself an acronym of
Edgerly’s seven life principles: Regime, Activity, Light, Strength, Temperation, Oxygen and Nature. One of the 800,000 “Ralstonite”
acolytes Edgerly eventually attracted happened to be William H. Danforth, a young fitness fanatic and animal-feed entrepreneur who
had begun to shovel together a mix of grain, molasses and salt that he sold under the brand name Purina, “where purity is
paramount.” When Danforth approached Edgerly, the diet celebrity granted Purina an endorsement from “Dr. Ralston,” and the
company took on a new name. http://nancyfriedman.typepad.com/away_with_words/2007/09/how-ralston-pur.html 6/10/2011
v
Swift and Company The meat packaging company was founded in the 1855 by Gustavus Franklin Swift in Chicago, Illinois. In
addition to meatpacking, Swift sold various dairy and grocery items, including Swiftning shortening, Allsweet margarine, Brookfield
butter, cheese under the Pauly and Treasure Cave brands, and Peter Pan peanut butter. Swift began selling frozen turkeys under the
Butterball brand in 1954. http://en.wikipedia.org/wiki/JBS_USA 13/10/2011. The name Butterball was originally registered as
trademark #378,438 on June 11, 1940, by Ada Walker of Wyoming, Ohio. Leo Peters purchased the trademark in February 1951. Leo
Peters licensed the name to Swift and Co. for 10 years before selling it in the 60's. Peters sold the name "Butterball" to Swift, which
was acquired by ConAgra in 1990. http://en.wikipedia.org/wiki/Butterball 13/10/2011
vi
Currently Lil Butterball fresh and frozen whole turkeys have a weight range from 6 to 11 lbs
http://www.butterball.com/product/frozen-whole-turkey 13/10/2011
vii
History of JBS USA http://en.wikipedia.org/wiki/JBS_USA 18/10/2011
viii
A private American business corporation, IBEC focused on building the "basic economies" of developing countries, hoping to
encourage nationals in those countries to establish competitive businesses. During 1947-1955, IBEC established a subsidiary in
ii
56 | P a g e
Venezuela that formed companies in the fishing, food distribution, and milk industries. IBEC established five agricultural companies
in Brazil and invested in Brazilian manufacturing and investment banking. During 1956-1971, IBEC entered such fields as mutual
funds, housing, coffee, and poultry in thirty-three countries. By 1972, the subsidiaries and joint ventures were reorganized into five
operating groups: food, housing, distribution, industrial, and financial services. The company began a divestiture program in 1973. By
1980, when IBEC merged with Booker McConnell Limited, its primary activities were in agriculture. The name of the company was
changed to Arbor Acres Farm, Inc. in 1985.
ix
The weight categories Large, Medium and Small were listed as such in Poultry International annual Who’s Who “Breeders Section”
and each breeder supplies the brands that match these weight classes. The weights have changed over time. A small turkey in the
90’s would have been a medium in the 70’s
x
Using all the toms for breeding ensures that the desired improvements in traits undergoing selection are achieved. Using any less
could skew the improvements in unpredictable directions. In the pedigree population, it is important to use all the toms to minimize
inbreeding.
xi
th
Perestroika. http://en.wikipedia.org/wiki/Perestroika Accessed Jan 4 , 2011
xii
The members of this body included almost all of the liberal and Russian nationalist members of the opposition led by Boris Yeltsin
th)
(http://en.wikipedia.org/wiki/Perestroika Accessed 2011 Jan 4
xiii
PSE is an abbreviation that stands for pale, soft, and exudative and refers to meat that is pale in colour, forms soft gels, and has
poor water holding ability. Most frequently used in reference to pork, this defective meat is being seen with increasing frequency in
turkey and broiler processing plants. It is has been estimated that this PSE type meat represents 5-40% of meat that is produced in
the poultry industry (Barbut, 1996; Owens et al., 2000a). With the increased production of further processed products, this PSE
problem has become more apparent in the turkey industry. Owens et al. (2000a) estimated that due to the high incidence, a single
turkey processing plant could be losing $2-4 million per year resulting in a loss in excess of $200 million dollars by the turkey industry
alone.
The causes of this condition seem to be genetic, environmental, and a combination of both. In swine, a genetic mutation in the
ryanodine receptor has been identified and has been associated with animals that are stress susceptible and prone to developing PSE
meat. Although this genetic mutation is well understood in swine, to date, there is no evidence to support or refute a genetic
mutation in turkeys as related to PSE development. Pale, soft, exudative meat is also associated with ante mortem and post mortem
stressors including heat stress, preslaughter handling practices, and carcass chilling regimes. Casey M. Owens (2008) Pale, soft, and
exudative meat in the turkey industry. Zootechnica International 2008 21:26
xiv
Erysipelas (Red Skin) occurs worldwide in growing turkeys, geese, chickens, quail and Peafowl between 4 and 7 months. This acute
to chronic disease is caused by a soil borne, gram-positive bacteria - Erysipelothrix rhuisopathiae.
References and Bibliography
Interviews
Interviews of current and former Hybrid and Shantz staff : Milo Shantz, Ross Shantz, Len Weeden, David Libertini and
th
Lidia Picano, Hybrid Headquarters, Kitchener 5 September, 2000.
References
Anon (1962). Self – Sexing. Gibson’s Auburn Turkey Bear Different Coloring. Modesto Bee, December 2, 1962.
Anon (1966). Interag Food Exports of Cananda Ltd. Poultry International July, 1966 .
Anon (1972). The Diamond White Story. Canadian Poultry Review, August, 1972.
Anon (1975). Lighting programmes for turkey broilers. Canadian Poultry Review, March, 1975.
Anon (1977). Peking group receives Hybrid hatching eggs. New Hamburg Independent, June, 1977.
Anon (1978). Turkey spells success for Hybrid breeders. Canada Courier, September, 1978.
Anon (1984). New heavy turkey enters U.S. market. Turkey World, May-June, 1984.
Anon (1988a). Hybrid Large White parent stock-Talley Farms, North Carolina, USA. The Hybrid Letter, Vol.2: Summer,
1988.
Anon (1988b). Expansion of maleline facilities at Hybrid’s Bright Farm. The Hybrid Letter, Vol.2: Summer, 1988.
Anon (1989a). Message from the President.The Hybrid Letter, Vol. 3: Winter, 1988-89.
Anon (1989b). Moorgut Kartzfehn gets results with Hybrid Large White. The Hybrid Letter, Vol.4: Summer, 1989.
Anon (1989c). Hybrid signs multi-year contract with Romania. The Hybrid Letter, Vol.4: Summer, 1989.
Anon (1989d). Hybrid continues to expand egg production facilities. The Hybrid Letter, Vol.4: Summer, 1989.
Anon (1990). Taking the measure of Haydn Jones. Turkey World Sept/Oct, 1990.
Anon (1992a). Open house at Illinois egg distribution centre. Pers.pectives, Vol.9: July, 1992.
Anon (1992b). Highest altitude turkey hatchery in the world. Pers.pectives, Vol.9: July, 1992.
57 | P a g e
Anon (1992c). In the field. Pers.pectives, Vol.9: July, 1992.
Anon (1993). Reorganization of Hybrid’s R&D Group. Pers.pectives Vol.11: December, 1993.
Anon (1994). 37 years in the turkey industry. Canada Poultryman, August, 1994.
Anon (1995). Paul Jeenes, CEO Euribrid now also President of Hybrid. Pers.pectives, Vol.13: January, 1995.
Anon (1996a). Woodside pedigree project. Pers.pectives, Vol.14: January, 1996.
Anon 1996b). Woodside pedigree project. Pers.pectives, Vol.14: January, 1996.
Anon (1997a) Hybrid Turkeys opens new pedigree complex. Pers.pectives, Vol.16: January, 1997.
Anon (1997b) Breed performance review. Pers.pectives, Vol.17: July, 1997.
Anon (1998). Hybrid’s “Three Products”. Pers.pectives, Vol.18: January, 1988.
Anon (2011). Hybrid Turkeys, HR Dept.
Arnold, H. (1978). B.U.T. outlines its program for U.S. turkey producers. Turkey World, May, 1977.
Buddiger, N. and Wojcinski, H. Heavy toms: from breeding to management to processing. A Hybrid Technical Services
and Health Program Technical Note.
Chilton, S. (2000). Shantz family empire thrives. The Record, Kitchener; April 22, 2000.
Douglas, J. (2000). Optimizing performance of today’s heavier breeder hen: Role of genetics. pp 32-35, Zootechnica
International, November, 2000.
Etches, C. J. (1977). Hybrid goes united. Poultry In Canada, June, 1977.
Hefferman, B.E. (1975). Why Hybrid Turkeys jumped on the medium white bandwagon. pp 14-20, Turkey World, March,
1975.
Heffernan, B.E. (1987). Hybrid Turkeys “new philosophy”: breeding for thebottom line. Turkey World, Nov-Dec, 1987.
Henrich, A. (1987). Firm honoured for exports. New Hamburg Independent, October 14, 1987.
http://www.trademarkia.com/company-rosealinda-turkey-farms-and-hatchery-1052330-page-1-2 (19/10/2011)
Lambert, M and K. Lambert, K. (1964). Turkeys are big business. Farmer’s Advocate, April 11, 1964.
Marsden, S.J. and Holmes Martin, J. (1956) Turkey Management. The Interstate, Danville, Ill.
Romahn, J. (1977). Kitchener is Canada’s turkey capital, thanks to Shantz boys. Kitchener-Waterloo Record. October 29,
1977.
Romahn, J. (1989). Political fragile markets. Kitchener-Waterloo Record, June 12, 1989.
Stevens, R.W.C. (1974). Canadian turkeys overseas. Canadian Poultry Review, June, 1974
Stevens, R.W.C. (1975). Management of Turkey Broilers. pp 12-14, Canada Poultryman, March 1975.
Weeden, L. (1994) Fundamentals of growing large white comm.ercial turkeys in confinement. Pers.pectives, Vol.12:
January, 1994.
Wojcinski, H. (1993). Biosecurity on the turkey unit. Pers.pectives, Vol.10: May, 1993.
Bibliography
Anon (1957). Success with turkey broilers. Canadian Poultry Review, June 1957.
Anon (1994a). Hybrid moves on. Turkey World, December, 1994.
Anon (1994b). Still talking turkey after 30-plus years. New Hamburg Independent. April 27, 1994.
Anon (1998). Hybrids “Three Products”. Pers.pectives, Volume 8: January, 1998.
Henrich, A. (1988). So, what’s the capital of turkey? – New Hamburg? New Hamburg Independent. October 12, 1988.
Klager, L. (1991) Pursuing Perfection. Talking Turkey. Exchange, serving business in Waterloo region and Guelph. Vol. 8,
No.6, 1991.
Company brochures
1960s Shantz diamond white turkey broiler.
1972 (approx.) Hybrid DIAMOND WHITE TURKEY BROILER.
1973 (approx) Hybrid Dindons Diamond White et Double Diamond.
1978 (approx) Hybrid.
1978 (approx.) Hybrid The breed that delivers.
1981 (approx.) Hybrid.
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