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Kellogg RT

The future of technical knowledge transfer at farmlands co-operative society

Executive Summary

Disruptive technology is all around us and changing how we work. Jobs are being replaced by robots and artificial intelligence, which is changing the set of skills we require in the work place, and new skills are being demanded of us before we can even train in them. This idea is explored further in this report, looking at how the world of work is changing, some of the key drivers behind this and new learning technologies that may help to decrease this widening divide between formal education and labour market needs. Technologies investigated include Massive Open Online Courses (MOOCs), microcredentials, blended learning, virtual reality, artificial intelligence and the ‘learning in the flow of work’ concept. It was concluded that all technologies researched will have a place in the future of learning in some shape or form and are all very complimentary of one another.

These new technologies were then considered in the context of Farmlands Co-operative Society, which is an organisation in New Zealand that supplies agricultural products and technical advice to farmers. A survey of Farmlands employees was completed with the aim of gaining insight into their perceptions of learning and development and how it could be changed to benefit the success and enjoyment of their role and future roles at Farmlands. The findings of this survey, in combination with learnings from Ravensdown, who were used as a case study, were used to formulate recommendations for Farmlands Co-operative Society to consider in the future when designing learning framework and delivering technical training across the business to ensure that employees feel well supported in their roles and to ensure they are prepared for the what the future of work has instore.

A key finding of this research was that retail store staff are most in need of more technical training as a priority group and that, more generally, all employees require access to more training and development opportunities after their first year in their role to ensure engagement and continued role satisfaction. It was also concluded that technical training opportunities need to be more visible to employees so they can take control of their own learning and so everyone feels they have the same opportunities to upskill, which would be further supported by continuing to encourage a learning culture within the organisation. Another key recommendation was to incorporate blended learning into technical training programs and to use forum functionalities in the learning management system to encourage collaboration amongst trainees. It was also recommended to utilise MOOCs where relevant and investigate further how virtual reality and artificial intelligence could be used in the future for technical training as both technologies have potential to take learning to a new level.

The importance of developing positive stress management and mindset skills in young dairy workers

Executive Summary

Stress management is a learned skill. No one is born with it. We develop stress management skills either good or bad reactively out of our upbringings or life events. Positive stress management is seen as an important skill but there is still much room to proactively develop this in younger dairy staff. The way we handle stress can lead to growth or improved performance or, rarely but tragically at the other end of the range people in extreme distress can take their own lives.

There are now more farm suicides than there are accidental farm deaths. Between 2013 and 2018 104 people were killed in accidental farm deaths, compared to 122 by suicide. Rural males under the age of thirty are over-represented in the statistics. Maori and Cantabrians are also over-represented in the statistics as a whole.

There were three parts to this research project 1) a survey of dairy farmers 2) a literature review and 3) interviews with industry leaders, psychologists and counsellors.

The aim of this report is to provide the industry with a discussion document on the importance of developing positive stress management in young dairy workers.

The key findings of the survey for this report were:

  • Medium correlation between female workers and loneliness
  • Large correlation between loneliness and resilience
  • No relationship between loneliness and living situation or relationship status
  • Large significant relationship between loneliness and help-seeking
  • Large significant relationship between loneliness, meaning and purpose
  • Medium significant correlation between loneliness and increased alcohol use
  • Over 40% of respondents use alcohol as a coping strategy
  • Approximately 50% of respondents said they were sometimes or often
  • Indication that 75% of people are relatively well educated about
  • 45% of respondents stated they were extremely unlikely or unlikely to seek help from someone else if they were facing a personal or emotional
  • 76% of respondents stated they were extremely unlikely or unlikely to tell their employer if they were facing personal or emotional

The key findings of the literature review and interviews with health professionals were:

  • Rural areas need to be acknowledged by government as needing a specific focus
  • Employers need to protect employee’s mental health. They may be liable under the Health and Safety at Work Act if they do
  • Relationship problems account for 20% of stressors to suicide, compared to financial issues being 5%
  • Adolescents undergo significant brain development, which can make them more emotional and prone to risk taking
  • Current suicide demographic statistics follow a similar “pattern of inequalities in the broader determinants of health, such as socioeconomic status, ethnicity, gender, age and geographical (Minister of Health 2000)”1
  • Dairy industry culture could do more to encourage positive stress management in younger staff
  • There is an opportunity for rural leaders and employers to grow in emotional intelligence skills

The most important recommendation of this report is for individuals and managers to develop positive stress management skills in their own lives, and then role model this to young dairy workers.

Three other key recommendations were made by Dr Annette Beautrais (psychologist and researcher into rural suicide)

  • Central farm armoury

Firearms are used as a method of suicide in 40% of rural suicides compared to 8%  in the general population. Individual farm health and safety policy should store firearms in a central secure location (e.g. at a manager’s house). Holders of firearms licenses can then access firearms for a defined period only after an interview and approval by an appropriately trained manager, that knows the individual.

  • Gatekeeper / First responder training

Young people under extreme distress will often not seek help themselves. Gatekeeper training should be seen as a necessary measure by employers. These programmes are available now and being used by other industries.

  • Develop a self-care plan with staff

Gatekeeper trained staff can facilitate specific individual “self-care” plans with staff.

Other recommendations include 1) developing a rural mentoring scheme, and 2) emotional intelligence training for managers.

Dairy farming, climate change and farm diversification

Executive summary

All across the world, in every kind of environment and region known to man, increasingly dangerous weather patterns and devastating storms are abruptly putting an end to the long-running debate over whether or not climate change is real. Not only is it real, it’s here, and its effects are giving rise to a frighteningly new global phenomenon: the man- made natural disaster. (Barack Obama, speech, Apr. 3, 2006)

In the race against climate change, this report explores the possibilities of the diversification of a dairy platform into horticulture. This report was not put together to come up with an answer or find a solution, the purpose of this report is to start a topic of conversation, provoke thoughts and ideas and hopefully create some positive changes for the greater good for the future of our environment.

Throughout there report, there is a lot of work referenced by many individuals and companies that are doing some world-changing research in the space of land use change.

In this report, it is essential to note that Horticulture refers to Fruits, berries, vegetables, vineyards.

Agriculture produces nearly half of New Zealand’s total greenhouse gas emissions with one-quarter of our total greenhouse gases coming from biological dairy emissions (Methane and Nitrous Oxide). 85% of the dairy sectors emissions are also made up on the farm, with the other 15% coming from agriculture transport and processing. When breaking emissions down within the agriculture sectors in 2017, around 78% of emissions come from Livestock, 21% from soils (fertiliser applications etc.) and the remaining 1% from urea and liming. (Emissions Tracker, 2019). New Zealand also has a unique greenhouse gas profile and is unusual for a developed country, we have one of the highest rates of emissions per person, and agricultural emissions dominate our emissions profile compared to the rest of the world where energy and fossil fuels dominate them. With the difference between New Zealand and the rest of the developed world, we could assume that no other country will look to combat methane or nitrous oxide, giving New Zealand a chance to show our ingenuity and become world-leading at reducing these gases.

There has been vast research on the likely impacts of climate change in the future. All of these changes will impact our environment, our lifestyle, businesses and the economy. These impacts and changes in climate impact not only the Dairy Industry but all sectors and put pressure on the food production industry as a whole.

From several studies, results have shown that land use change into horticulture will reduce emissions and ensure maintaining lower emissions is sustainable in the future. One study prepared for Motu found that to reach our emissions targets for 2050 seems possible with no additional on-farm mitigation through new technology however if achieved without a shift towards horticulture, mitigation technology or permanent forestry then reductions would be difficult to sustain as forestry expansion is limited. With development into horticulture by one million hectares, results show the emission reductions are almost identical to those emission reductions from new technologies. By achieving a reduction through a combination of horticulture increase and new technologies, emissions will be more manageable in the future. (Dorner, Djanibekov, Soliman, Stroombergen, Kerr, Fleming, Cortes-Acosta, Greenhalgh. 2018).

A study around permanent horticulture was researched as an option for low emitting land use. Modelling work was done on a pip-tree crop, where an area of a farm was taken out to grow chestnuts. With changing the land use on a dairy farm to permanent horticulture, there is a decrease in greenhouse gas emissions as well as a positive impact on the farm businesses EBIT. While a change in land use to horticulture could be an option soil types, crops and regional climates need to be taken into consideration. (AgFirst, 2019).

Horticulture is currently planted on 190,000 hectares in New Zealand, and according to statistics established, horticulture operations have higher profitability per hectare than dairy operations ranging from $5,000 to $20,000 and above. (Resigner, Clark, Journeaux, Clark, Lambert, July 2017). Dairy operations have profitability of around $2,500 per hectare. Currently, dairy is farmed on 2.6 million hectares (ha), fruits and berries 120,000ha, vegetables 70,000ha and grains 449,000ha (Stats NZ, April 2018). According to the reports referenced in this paper, the available land to go into horticulture is anywhere between 1.5million and 3.2million hectares, taken from both dairy and sheep and beef. For dairy farmers to be able to diversify their current farming platform into horticulture, information is needed to understand what could grow best on their platform. During the time this paper was put together, from what I could find, and very much out of the scope of this report, there is no mapping around best soil types, climate and growing ability to help dairy farmers understand their potential. However, if this could be achieved, combined with the work done on how climate change will affect our landscape, these tools would open up opportunities to help dairy farmers convert land use.

From a value-add point of view to the end product of what we are producing, Customers and consumers are more interested in climate change and sustainability than ever. Terms such as Sustainable, Organic, Environmentally Friendly, all gain consumer confidence and support. There is a lot of awareness of the impact on the climate and a focus for consumers on where their food comes from, how it’s produced, and consuming food that is healthy for them and healthy for the world (Philips, L. 2019).

Although the option to diversify a farm business into other primary sectors is very dependent on soil type, farm business and location. The idea of bringing sectors together onto the same sustainable platform which tells a story of bettering the environment fits into what consumers are looking for and wanting out of their produce. For example, looking into the future where we can work out what emissions come from a dairy farm, have a full understanding of what emissions come from a crop or orchard and also what sequestration is achieved from this, what are the possibilities?

Take a farm that has reduced its stocking rate, worked on pasture management and in turn reduced overall emissions from the dairy platform. With the farms reduced stocking rate, they have been able to plant an avocado orchard on the land that has been freed up and dramatically reduce further or even offset the emissions from farm activities completely. “Carbon Neutral New Zealand Produce or Carbon Positive New Zealand Produce”. How great would that look branded on the side of a bottle of milk or a bag of avocados?

In conclusion, climate change is a complex and continuously changing subject. The science and information around where climate change is today and how we are going to tackle this as a species is forever evolving as new information comes to light. There is a lot of evidence to suggest diversification into horticulture is not only beneficial to emissions but also potentially profitable. Although the research suggests these positive outcomes, it also notes that there is no one size fits all solution.

Every farm is different; every farmer is different. We range in farm size, herd size, systems, soil type, climate, profitability, infrastructure, and management.

If we can have a better understanding of what horticultural crop can be grown where, what will the emissions be from the growth of horticulture and what positive effects will come from diversifying into horticulture, the opportunity to future proof not only farm businesses in New Zealand from climate change but also the ability to market our collaboration and success of total carbon reduction could increase the value of our products further to the world.

At the moment we do know, New Zealand dairy farmers are already doing more than their bit in the reduction of greenhouse gases and will still do more to protect the environment and our planet from further damage.

There is an opportunity to come together as sectors, from the grassroots level to industry heads, to achieve this common goal and work together and support each other in how we are going tackle this “Titanic” problem.

We are the first generation to be able to end poverty and the last generation that can take steps to avoid the worst impacts of climate change. Future generations will judge us harshly if we fail to uphold our moral and historical responsibilities. (Ban, K. 2016)

Future people capability requirements: A post farm gate perspective

Executive Summary

Major global agri-food trends and changes to the workforce in the future are expected to have an impact on people capability needed in the New Zealand primary industries. With New Zealand’s reliance on exports and competing in international markets, it is recognised that the skills and knowledge will need to keep pace with the evolving demands of society, advances in technology and changing consumer preferences across the global agri-food industry. These are expected to transform the way business is done and in particular how individuals and society interact.

In addition the current government’s focus on sustainability and the environment has also meant there has been a greater emphasis for the primary industries to transition from commodity based agricultural products to high value.  People capability, in particular skills that are required post farm gate, is a core asset that will underpin the success of gaining more value out of the products produced and adapting to the accelerating pace of change.

Focusing on the primary industries people capability requirements post farm gate, in particular concentrating on those that add value to agriculture commodities and/or creating high quality premium products and services, the aim of this research project was to:

  1. Gain an understanding of international agribusiness and workforce trends to identify how these may impact on New Zealand primary industries and the people capability required in future.
  2. Discuss the people capability requirements in relation to the primary industries post farm gate and identify core people capability themes and skill sets required by those adding value to agriculture commodities and/or creating high quality premium products and services
  3. Discuss people capability initiatives currently being undertaken by organisations/sectors in the primary industries in relation to post farm gate requirements.
  4. Identify ways to attract and build talent at a post farm gate level.

Key findings from this research project:

  • It is expected by that there will be many changes to business and within the primary industries in the next 10 years, more so than that has occurred historically. Much of this will be driven by consumer demands and technology advancements. Adapting to these while transitioning to value added export will require different skill sets and capabilities to those needed today.
  • While it is expected that by 2025 around 230,000 people out of a workforce of 369,700 will be required post farm gate, many of the current industry initiatives tend to focus on attracting and building people capability within the farm gate and at a production level rather than having a view to what skills are needed in order to gain more value out of the products produced at other levels along the value chain.
  • Many of the technical skills and qualifications that were thought to be needed post farm gate for those that add value and/or create high quality products/services were customer and market focussed. The importance of the capabilities required to develop markets internationally came through strongly given New Zealand relies on exporting the majority of what is produced by the primary industries. A review of industry people capability initiatives indicates that there is currently only a small focus on this.
  • Although a qualification and/or background in food production or the primary industries is useful, transferable ‘soft’ skills are recognised as being most important given the pace change businesses are experiencing. Agility and adaptability, attitude, communication, empathy and understanding, building relationships were rated as the top skills needed now and in future.
  • There has been a big effort to incorporate agriculture in education and engage youth with the primary industries. However there does not seem to be a supporting or coordinated industry wide approach that captures or connects the pool of potential talent that has been previously building, potentially undoing the work of these initiatives.  This occurs in particular at the post farm gate level.
  • People capabilities post farm gate require a range of skills and qualifications not specific to the primary industries and can be gained through a number of institutions. Currently sectors seem to limit post farm gate talent pool with many focusing on qualifications or specific degrees in relation to agricultural subjects received from a select few institutions.
  • Overwhelmingly the perception of the primary industries is seen as one of the biggest challenges with attracting and building people capability not just at post farm gate, but also within the farm gate. In order to attract the people capability required for the future, it was identified that a consistent overarching story/message that is exciting, relevant, inspiring, that resonates and connects the industry to food rather than the term ‘primary industries’ is fundamental.

The following recommendations are points that warrant further investigation:

  1. Determine and develop an overarching industry wide story to create a consistent message that links sectors and the industry to food more clearly.
  2. Provide increased focus on attracting and developing the skills required post farm gate at differing levels. In particular initiatives to help build international and in-market experience.
  3. Create a central platform to capture and connect the talent that is being built by current initiatives engaging with youth.
  4. Target a wider skill base than the narrow group that is currently being targeted and promoted to by current initiatives.
  5. Further investigate future workforce design and apply this to the post farm gate businesses as a way of attracting, developing and retaining talent in the industry.

There are broader aspects to this subject that have been explored but not elaborated on.  Overall it is hoped that this research project will offer insights and provide discussion points to what is needed in terms of attracting and building people capability post farm gate going forward.

Climate change and agriculture.

Executive summary

This report is about climate change and its effects on the dairy industry on the East Coast of New Zealand. I have been working in the industry for the past 12 years and have seen some of the changes in climate. As a farmer, you would be foolish not to have a better understanding about climate change and its effect on your business. 

The scope of the research considers climate change impacts over the past 20 years, and into the next 20 years. The three key areas of enquiry are related to farming operations, productivity and environmental factors (rain, temperature and land erosion).

The key objectives are to:

  1. Understand how climate change has impacted on operations and productivity in dairy farming/farming over the past 20
  2. Explore how climate change may impact operations and productivity in the next 20 years.
  3. Consider the key environmental factors of rain, temperature and land loss on the future of dairy

The literature review looks at climate change and the implications for farming operations and productivity. All information was gathered through an internet search under the topic climate change and agriculture. The main sources used were New Zealand government agencies, research centres and research from Universities.

The research methodology used anonymous questionnaires to gather data. The questionnaire was distributed via social media and email. I received 14 responses. The data from the research questionnaires was analysed by question and themed by topic. Six of 14 respondents say that climate change is a natural cycle of weather. Five of 14 say that climate change means less certainty and that farming operations will need to change. Six of 14 say that the main risks are weather related, mainly drought, flooding and major weather events. Half of the respondents said climate change has not affected them. Nearly all respondents

  • have plans to mitigate the effects of climate change. Half of respondents say that compliance and cost does affect their farming operations and they expect these to

For farmers, it is business as usual and for farming operations we manage for the extremes now anyway. However, the industry needs to develop sustainable practices, we need innovation, and government and regulatory bodies need to be reasonable about the cost of compliance.

Jori Tuinier

Meat without the moo: The life-cycle analysis of alternative proteins.

Executive Summary

Global food systems are experiencing unprecedented changes in the way food is produced, distributed and consumed.  Food systems are highly dependent on fossil fuels, emit large quantities of greenhouse gases (GHGs) and significantly contribute to environmental problems (FAO, 2006).  Agricultural farming systems particularly in New Zealand are under increasing pressure given the growing awareness of agriculture’s contribution to GHGs and deteriorating water quality.

New Zealand’s social, environmental and economic wellbeing is linked with our ability to supply the rest of the world with protein.  Animal-based protein production alone accounted for over 60% of our total 2016/17 primary export revenue (Sutton et al., 2018).  A temperate climate combined with advanced production systems make the NZ dairy, sheep and beef industries among the most competitive in the world.  Consequently, increasing world demand for food will be a significant factor in New Zealand’s economic growth and prosperity over the next half century (Hilborn and Tellier, 2012).

Consumer concerns around the impacts of agriculture on the climate, animal welfare and water quality are increasingly influencing their purchasing decisions as they look to reduce their environmental impact including their contribution to climate change (Goldberg, 2008).  This demand has led scientists to develop alternatives to animal protein from farmed animals.  These alternatives have been coined “Alternative Proteins”.

This report outlines two types of alternative proteins, these being plant based proteins and cultured meat.   Plant based proteins are currently in market, whilst cultured meat is still under development.  Cultured meat has the greatest potential to displace traditional farming as if successful it could address the environmental issues created from large scale intensive farming, by growing meat in a laboratory setting.  However to be viable and to successfully compete against real meat, cultured meat needs to overcome a number of challenges. These include issues around public perception, cost, the ability to scale and the ability to deliver on environmental benefits.

Significant financial investment is being made into the research and development of alternative proteins and current estimates predict cultured meat will be in market within the next 5 to 10 years.

A Life Cycle Assessment (LCA) was carried out as part of this report comparing the environmental impacts of cultured meat in comparison to NZ Beef.  The results showed that production of 100g of cultured meat requires 0.021m3 water, 0.022m2 land and emits 0.207 kg CO2-eq Greenhouse Gas (GHG) emissions.  In comparison to New Zealand Beef, Cultured Meat involves approximately 91% lower GHG emissions, 99% lower land use and 99% lower water use. Despite high uncertainty, it is concluded that the overall environmental impacts of cultured meat production are substantially lower than those of conventionally produced NZ beef.

Cultured meat is still in the development phase, so it is too soon to know whether cultured meat will be a marketable product, or whether the estimated environmental impacts presented here will be able to be achieved.

In order to remain profitable and sustainable in to the future, NZ agriculture needs to work on being the best that we can be in terms of our systems and practices.  We need to work collaboratively both as a country and as an industry to market our products with a strong natural, grass-fed message.  We need to target our products to the markets willing to pay the highest prices for these and continually look for opportunities to add further value to these products.  Furthermore we should look for opportunities to diversify our farming and meat processing operations.  Lastly we need to continually invest in NZ agriculture, market research and our communities in order to future proof our industry.

Given the shortfall in the current food supply predictions to feed the worlds growing population by 2050, it is anticipated that there will be room in the market for both alternative proteins and traditionally farmed meat.  Nevertheless there is an increasing awareness of the impact of agriculture on the environment, on animals and on human health, which NZ Agriculture needs to stay abreast of.

Planting manuka in the South Island of New Zealand to develop the economic value of manuka honey and impact on the apiculture sector.

Executive Summary

This paper is a literature review aiming to improve understanding of the potential of planting Manuka in the South Island to produce high value manuka honey, and what impact that will have on both the farming and apiculture sector.

It is obvious very early on in this process that while the Manuka honey boom seems to deserve the hype, the reality of delivering on this promise in the South Island, and particularly in areas where Manuka is not naturally occurring, isn’t quite as straight forward as it seems.

In reviewing the history of manuka and the importance of manuka honey to the apiculture sector, I have been able to establish a very clear view of the position of this product in the market. This “excitement” is a double edged sword, products that have such a high profile and such high levels of interest quickly become the objects of strong worldwide competition and we are seeing this with Manuka honey at the moment.

The paper extends into the considerations for planting manuka in the South Island and whether in fact this is a viable option for most landowners and a review of available material, alongside my own commercial apiculture knowledge and that of others in my sector, would suggest that currently the unknowns outweigh the benefits and that it should be treated with caution.

This paper recommends farmers who are interested in profiting from manuka plantations should start with developing shelter belts, riparian margin and utilising the plant for erosion control. Farmers should harness the plants’ natural ability to protect the land and still have full use of the land for farming, while claiming the carbon credits. Farmers should identify and partner with an apiculturist using the list of recommendations I have made in this paper to begin the process of capturing the nectar. Farmers can then be involved in the early establishment of new research and testing and have the opportunity to adapt and grow as key learnings are shared.

Establishing and operating a sweet cherry orchard in Central Otago.

Executive Summary

This business plan, to establish and operate a cherry orchard in Central Otago, intends to achieve the following objectives:

  • Understand the costs of establishing and operating a cherry
  • Gain an overview of the challenges and risks within the
  • Understand the market dynamics for NZ produced cherries and what the future market trends might

To be fully informed, and in order to make reasonable judgements, the report was compiled using the following methods:

  • Personal interviews with current orchardists to understand current practices, risks that affect production and developments in growing
  • Speaking with horticulture consultants to appreciate the current trends in orchard systems and the more successful approaches to
  • Technical literature review of new planting systems and the development of automation and technology in
  • Direct discussion with product suppliers and manufacturers, agronomists, orchardists and accountants to compile accurate development and operational
  • Interviews of industry leaders who have a good overview of market dynamics and industry challenges

The conclusions drawn from this report include;

  • A continual strong demand from export markets for premium NZ cherries that current supply cannot completely satisfy. A trend which is expected to
  • Chile is a key competitor to NZ grown cherries producing high volumes and exporting at a similar time of year. This highlights the necessity for NZ to continue to focus on premium quality fruit and high value
  • There is a greater need of collaboration and market co-ordination for NZ
  • Capital cost of establishing a cherry orchard is
  • Growing risks are high though many can be
  • New planting systems offer increased yields and reduced operating costs though have approximately 20% higher capital

The report is intended to help any people thinking about entering this sector and establishing an orchard.

A strategy to communicate and engage members of a dairy cooperative.

Executive Summary

This report is an analysis and evaluation of the strategies to communicate and engage members of a New Zealand dairy co-operative (co-op).

It has been written with three aims in mind. Firstly, this report has the aim of becoming a discussion piece exploring a new frontier of how dairy co-ops need to connect and engage with their members. The second aim is to highlight the importance of learning from past research and literature, so we can make informed decisions, today. And thirdly, this report aims to share and grow the understanding and effect of co-operative member engagement.

A strong research-based strategy is at the core of this report’s methodology. Literature reviews have been conducted to gain an understanding of co-operative lifecycles and connection between financial and social capital. The reviews also establish change in member demographics, generational differences, and connection and engagement models. The method of co-op member strategic analysis includes a survey of 670 farmer shareholders and 3,393 employees, as well as key feedback from six farmer shareholders and six employees who engaged in an overnight farmer bulleting program.

The keys findings of this report highlight the need for dairy co-operatives in New Zealand to apply strategies that align with 4 key member needs; sustainable financial performance, greater purpose, empowering communities through looking after the environment and being a national champion. Engagement is essential for co-operative survival, it is vital these themes are addressed to ensure their license to operate remains strong. Engagement is key for not only shareholders, employees, but also the public who will expect higher social, environmental and economic standards.

As change is inevitable, it is vital shareholders are a part of change journey to ensure their voice is heard in any co-operative strategy. Therefore, I would recommend conducting further research that would entail, exploring the implementation and effectiveness of many of these recommended engagement strategies:

  1. Conducting a focus group of participants who are willing to test strategies to measure their effectiveness to overall engagement
  2. Identify their initial mindset and level of engagement but conducting formal interviews/ surveys with set questions before the strategies are tested
  3. Identify where the participants would like to go to in regard to engagement
  4. Implementation of trial strategy and recording of key events with participant’s involvement to track overall movement. Key months of implementation and timing would be outside of the calving season, with the variation of trial time varying between each strategy
  5. Conduct a further formal interview/ survey to track any movement experiencing during the implementation of the trial strategy
  6. Gather feedback from stakeholders involved with strategy trials and seek feedback from participants
  7. Implement changes to advance engagement for co-operative members

What are the implications of technologies on rural banking by the year 2030

Executive Summary

The report titled: What are the Implications of Technologies for Rural Banking by Year 2030 sets out to establish the following key aims:

  • What the major technologies are, that are most likely to significantly impact the New Zealand Rural Banking sector.
  • To understand the implications of these technologies and their likely impact on the Rural Banking sector.
  • To provide recommendations as to how NZ Rural Banks should respond.

A literature review was undertaken in order to gain a good understanding thereof.  This entailed extensive literature reading.
In addition, informal discussions were also held with bank executives to ascertain a balance of viewpoints.

Key findings of the report are as follows:

  • Technological change is happening now and is changing banking rapidly. By 2030 there is expected to be major changes reshaping the sector.
  • Technologies will bring about both risks and opportunities for all involved.
  • Whilst New Zealand (NZ) Rural Banks could be considered a niche industry, it is not immune to a lot of new technologies.
  • New Zealand (NZ) Rural Banks are at risk of disruption if they do not adapt rapidly and continuously.
  • There will be an impact on humans, both positive and negative.
  • The human interface between rural banking and its rural customers will remain vitally important.