Award‑winning grounds team at Whitgift School

Whitgift’s award‑winning grounds team pairs precision, resilience and innovation to set new standards in school sport.

When a grounds team earns industry recognition, it often reflects far more than presentation alone. It speaks to culture, consistency and a long term commitment to doing things properly. That is certainly the case at Whitgift School, where Grounds and Estate Manager, Daniel Ratling, and his team have enjoyed success that brings pride - but never complacency.

Their most recent milestone, being named Independent School Grounds Team of the Year at the GMA Industry Awards 2026, reinforces that message. “There are many hard working grounds departments out there,” Daniel explains. “We’re proud, of course, but what really sets us apart is the attention to detail and the journey we’ve been on over the last decade.”

That journey has involved sustained investment, refinement of processes and the careful integration of technology, all underpinned by a commitment to sustainable practice. The result is a sporting estate that not only meets expectations but increasingly defines them.

Working within a high performing independent school environment inevitably brings pressure. At Whitgift, expectations are high across the board and driven by a strong sporting culture: “When everyone around you is pushing standards, it becomes part of the culture,” they say. “The team thrives on that.”

With around 1,500 pupils - most of whom play sport - demand on facilities is constant. Space is limited, so surfaces must work harder. Cricket, football, rugby and athletics all share the same footprint at different points in the year, making durability just as important as quality. Despite this, provision remains exceptional, with a cricket square comparable to first class standards and hybrid football pitches that would not look out of place at an elite training ground.

Like many in the independent sector, Whitgift has not been immune to financial pressures. Rising costs and wider economic shifts have sharpened the focus on value for money. “Costs are scrutinised, as they should be, but we’ve been well supported,” Daniel notes.

That support has enabled continued investment, particularly in hybrid pitch technology. Following installations in 2021, a third hybrid pitch was added in 2025, improving access and consistency across the football programme. At the same time, the team has adapted by taking on more work in house, helping to control costs while creating opportunities to upskill staff: “It’s pushed us to develop internally, which has been a positive outcome.”

Expectations across the industry have also shifted. The influence of televised sport and elite level presentation has raised standards at every level, including schools. “Players and coaches now expect more, and that’s not a bad thing,” he says. “But it does mean we have to manage those expectations carefully.”

Clear communication is essential. Being able to explain decisions and demonstrate progress helps build trust and, in some cases, secure further investment.

Climate remains one of the most significant challenges. Weather patterns increasingly shape day to day decision making, influencing everything from irrigation and nutrition to mowing and surface design. “It impacts almost everything we do.”

In the southeast, the pressure is particularly noticeable, with extremes of rainfall and drought becoming more common. Whitgift has responded through investment in hybrid pitches, drainage infrastructure and borehole fed irrigation systems. The use of in ground sensors allows the team to monitor soil moisture closely and apply water only where needed, improving efficiency while maintaining standards.

Looking ahead, however, the biggest concern may not be technical but human. Recruitment and retention remain ongoing challenges, with an ageing workforce and fewer new entrants joining the industry. “Our approach is to look after the team we have and create opportunities for the next generation.”

That includes offering competitive conditions, supporting professional development and investing in apprenticeships. To date, nine apprentices have come through the programme, contributing both to Whitgift and the wider industry.

It is a long term approach, but one that reflects the broader need to strengthen and professionalise the sector. For all the recognition, there is a clear sense that the work is ongoing.

Standards remain high, but so does the ambition to keep improving. “There’s still more we can achieve.”

That mindset is perhaps what defines Whitgift’s grounds team most clearly. Not the awards themselves, but the drive behind them. A willingness to adapt, invest and push standards forward, even in the face of increasing challenges, ensures they remain firmly among the leading school grounds teams in the country.