January is an ideal opportunity for pig farmers to review how their farms performed over the past 12 months and to plan for the year ahead. Louise Clarke discusses the importance of good record keeping and how it can help improve performance.

Central to this process is record keeping. Accurate, timely and well-organised records are not just a regulatory requirement; they are a vital management tool that supports better decision-making, improves profitability and strengthens the long-term sustainability of our industry.

At its core, record keeping gives farmers facts instead of assumptions. While many farmers make an effort to keep records, accuracy is often where things fall short. Record keeping must be approached as an all-or-nothing task, as incorrect information can be more damaging than having none at all. Without reliable records, it becomes difficult to pinpoint where gains or losses are occurring. Accurate, well-maintained records enable farmers to track performance against targets, compare results from year to year, and benchmark their herd against industry standards. Follow the link to compare your farm against the National Pig Herd Performance Report 2024.

We all know pig production operates on tight margins, where even small changes in feed efficiency, fertility, or mortality can have a significant impact on overall profitability. The examples below highlight these KPIs and demonstrate how marginal improvements can deliver substantial financial gains.

Example 1: Cost associated with difference in feed efficiency

Two 600-sow units producing 28 pigs per sow per year. Unit A has a finisher FCE of 2.6 and Unit B has a finisher FCE of 2.7. Both have an average feed price of €328. What will be the cost of this 0.1 difference in FCE?

Table 1. Cost associated with difference in feed efficiency.

Example 2: Cost associated with the difference in litters per sow per year (LSY)

If we analyse two 600-sow units: Unit A has a LSY figure of 2.28 and Unit B has a LSY figure of 2.38. What will be the cost of this difference? If we assume the average weaned per litter is 12.2 and each unit has a combined post-weaning mortality of 4%, then:

Net alive per litter: 12.2 weaned – 4% mortality = 11.71 pigs sold per litter.
Pigs sold per year at 2.28 litters/sow/year: 2.28 × 11.71 × 600 sows = 16,019 pigs sold per year.
Pigs sold per year at 2.38 litters/sow/year: 2.38 × 11.71 × 600 sows = 16,722 pigs sold per year.
Difference in pigs sold per year = 703 pigs.

If these missing pigs had been brought to slaughter (88 kg dwt at €1.78/kg), then this equates to €110,118 in lost sales revenue on an annualised basis for Unit A.

Example 3: Cost associated with a difference in weaner and finisher mortality

Lastly, looking at another two 600-sow units: Unit A has a LSY figure of 2.28 and has a combined weaner and finisher mortality of 5%, and Unit B has a LSY figure of 2.28 and has a combined weaner and finisher mortality of 7%. We assume the average weaned per litter is 12.2 for both units. What will be the cost of this difference? A 2% increase in weaner and finisher mortality can cost over €51,000 per year on a 600-sow unit.

Make the records work

Production records and feed records are among the most important on pig farms. A wide range of farm software packages and structured hard-copy record sheets are available to support pig farmers in this process. Choosing a system that suits the farm ensures records are accurate, up to date and easily reviewed.

Record keeping also supports knowledge transfer. Clear records make it easier for family members, employees or future successors to understand how the farm operates. They also ensure continuity if key personnel are unavailable. Using a target board to display key goals and results can further motivate staff, while reviewing and discussing report figures on a quarterly basis encourages engagement, accountability, and continuous improvement across the team. Many farms find that engaging a bookkeeper for even half a day a week helps keep records and financials up to date and accurate, and the cost is often repaid through better control and decision-making.

Table 2. Cost associated with a difference in weaner and finisher mortality.

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