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Kellogg RT

A Classroom View of New Zealand’s Primary Industry

Executive Summary

We certainly can’t argue with the fact that New Zealand has recognised the issues around the future of the Primary Industries workforce. We read about it every day, we have data to prove it and a sector constantly talking about it. Initiatives throughout the country have been set up to try and combat the issue but do we need a more central collaborative solution to the problem?

“Education is the most powerful weapon which you can use to change the world”
 Nelson Mandela

With our Primary Industry requiring 50,000 additional skilled workers by 2025 and the world having 10 billion mouths to feed by 2050. The importance of education and skills has never been greater. For many years in New Zealand, Agriculture Education and Training has been a significant topic of discussion. Our future primary sector sits  with  the  young  New Zealander’s of today. Generating passion and knowledge early will be a powerful weapon of use in the industry.

The aim of this report is to better understand how students make decisions around career choice and to evaluate the impact that an NCEA Agribusiness study programme in New Zealand has had for the Primary Industries.

The method used for this study is a qualitative and thematic analysis on the current situation, the history and the issues that we are faced with around Agricultural Education in New Zealand. Thematic analysis allows identification of different perspectives around the issue and helps to recognize some possible outcomes. Interviews with Kerry Allen, Agribusiness Project Curriculum Director and Mel Simmons, Agribusiness Advisor were used to gain insight into a newly developed NCEA Agribusiness programme which describes the key challenges as being:

  • Perception of the Primary Industries
  • Student Attraction
  • Teacher Education & Support
  • Assessment levels
  • Cross Sector Support

With the industry undergoing rapid change and innovation the ability for people to keep up is challenged. The resources and support within our education sector appear to be coming up short. The complexity around education required is quite significant.

When we look at the numbers it is alarming to see where our future knowledge is coming from, what the future of our industry looks like and the pressures we are going to be placing on the people we leave behind to produce off our land and provide science based research and advice. Key recommendations as a result of this research are as follows:

  • Offering of Scholarships for career changes to encourage teachers to train in the Agribusiness
  • Generate appeal for Primary Industry workers to cross over into education to influence the next generation
  • Ensure the promotion of job variety and prosperity within the primary industry is far reaching e.g. students, teachers and parents
  • Ability for universities to be able to train teachers in the Agribusiness subject
  • Explore the option of being able to integrate throughout the main subjects of the NZ curriculum.
  • Create strong collaborative working links between the Ministry of Primary Industries and the Ministry of Education

Recognising the primary sector workforce issues isn’t the hard part but coming up with successful solutions is. The ability to help alleviate challenges continually faced by initiatives like the Agribusiness programme lies within the industry and could be the key that unlocks the door.

ONLINE LIVESTOCK AUCTIONS: Australian success, and the potential for New Zealand

Executive Summary

This paper provides a background of the Australian Livestock industry with a specific focus on the rise of an online auctions platform, AuctionsPlus (www.auctionsplus.com.au).

My findings show that the use of AuctionsPlus can deliver verifiable economic and social benefits to its users.

During a research trip throughout Australia’s rural New South Wales and Victoria I spoke with Farmers, Feedlot operators, Stock Agents, Transport operators, Saleyard managers and Meat buyers about industry dynamics from their unique perspectives. The focus of these discussions was to understand how AuctionsPlus integrated into their business, where the platform worked best for them and where it didn’t.

I’ve then considered the relevance of all these factors in the New Zealand context to understand the potential benefits for our own industry.

AuctionsPlus is neither a fundamentally new method of transacting livestock nor a disruptive technology. It does however harness favourable attributes of traditional sales methods and combine them on a single, highly efficient internet marketplace where vendors, agents and buyers can participate without the need to come together physically.

I’ve found that tangible economic advantages alone are not enough to drive adoption, and that the social benefits of improved animal welfare and bio-security outcomes can drive adoption even in the absence of any direct financial advantage. Also, stock agents and farmers

are more likely to support the platform when existing relationships can be maintained.

The real key to long-term success is the establishment of underlying trust in the platform and its users.

At the time of writing New Zealand does not have a comparable sales method and questions remain as to whether the New Zealand market has the scale to support this business model, or what level of market penetration will be needed to support a sustainable business. At least two companies are looking to fill this market opportunity and my recommendations will give those in this relatively new field a grounding in the lessons learned during AuctionsPlus’s journey to success. I believe this success can be replicated in New Zealand for the good of all industry stakeholders.

The most important recommendation I make is that to initially gain traction, a successful online platform will need to have the full support of Stock Agents. While this is an electronic marketplace; people are at its core.

An industrial analysis of dairy processors in New Zealand

Execute Summary

After 18 years of DIRA legislation, Fonterra has gone from being an almost monopolistic company within New Zealand’s dairy processing industry, to being involved in a very competitive market place with the introduction of some major competitors in the shape of Open Country Dairy and Synlait to name a couple. This report shows how each company differentiates themselves from each other in an industry where the base product is exactly the same; milk. This differentiation of final products allows competition to be established in overseas markets for each of the companies. This competition within New Zealand for a stable or reducing milk pool, has created an increase in returns for farmer suppliers; without the threat of new entrants into its processing space, Fonterra would not be as strong as it currently is. Fonterra’s strategies have been shaped around delivering the best return possible for its farmer suppliers, to ensure that they are not tempted to supply another processor, and to deal with the restrictions the DIRA has created around Fonterra.

This report gives insights into how each processor performs in comparison to one another, how each processors strategy of processing its products results in different revenue per kgMS, and how this revenue is distributed, either to farmer shareholders or to private shareholders. The report should also highlight the amount of competitors within New Zealand’s dairy processors that are foreign owned.

Recommendations: 

  • Fortify: Revitalized and continued support of Fonterra as a market leader; Fonterra is the market leader, not purely due to market share, but mostly by transparency allowing it to openly show everyone how it operates and sets its milk price and share price, by flying the “NZ Inc” flag and doing a lot of industry work on its own accord, while by default, taking other processors along for the ride. The Fonterra Co-Operative is the reason the dairy industry in New Zealand is so strong, this needs to be remembered and revered by all farmer suppliers.
  • Future proof: Farmer suppliers need to look beyond their own balance books to determine if a change in processor is actually beneficial in the long term. Does your new milk processor have any obligation to keep paying you a good farm gate milk price if Fonterra or DIRA are out of the picture; who is your new or potential processor working for, you or its shareholders?
  • Deregulate: DIRA legislation needs to be removed, and quickly. The initial aim of consumer protectionism is no longer required, as there are now enough processors within New Zealand for this to be controlled by market forces; which was part of the initial idea of DIRA. DIRA is also hindering Fonterra’s ability to be able to make strategic decisions with its supplier base and all of its processing sites; not being able to accuratly predict milk supply in the future accurately, hinders investment strategy and direction. Having the ability to control entry and exit of suppliers, along with the abolishment of the regulated milk supply to competitor’s legislation, will allow more certainty around investments into processing capabilities; which means more product to process and add value to, and more money into New Zealand’s economy and not into Foreign owned companies.
  • Compromise: Determine what amount of market share is optimum for each of New Zealand’s dairy processors so that New Zealand’s export margins are optimized for New Zealand’s benefit. This should include some competition within New Zealand, such as Synlait, so that Fonterra has some competition to constantly benchmark itself against, but not so much that buyers in foreign markets have the ability to bargain with exporters of New Zealand products.

 

Adding value to Onions

Executive Summary

This paper is aiming to add value to second grade onions that unable to be sold locally or exported. The aim was to understand what could be done with them to make them more saleable in the market place here and overseas.

It is very early on looking into the process of adding value to second grade onion, by freeze drying or dehydration. While freeze drying has been the obvious first choice due to the lack of nutrition loss during the process and longer shelf life. The cost of investment is high for freeze drying which results in a high cost product to sell into the market place.

While looking into the adding value to second grade onions by freeze drying, the following areas were researched:

  • Difference between Freeze drying and Dehydrating,
  • Understand the freeze drying process,
  • Advantages and Disadvantages of Freeze Drying,
  • Financial analysis of freeze drying costs,

The paper recommends that this is looked into further as from what I have obtained this is a viable business. Margins are not overly high while contracting freeze drying, but once business is established and is it is feasible to purchase a Cuddon Freeze Dryer the margins would increase substantial.

Utilising transformational leadership to increase team performance.

Executive Summary

Leadership is a widely researched and analysed phenomena. Done well or poorly, it affects team members, their performance and business outcomes on many levels. Leadership theory has developed over time from a focus on the characteristics of the leader to a new perspective which highlights the relationship between leader and follower.

Having formally considered the charisma and personality of the leader paramount, theory has moved to consider the ways in which the leader-follower relationship can be strengthened and can affect team performance as a whole. Transformational leadership is an engaging, inspiring and motivational style of leadership, which can be applied with success on a dairy farm, affecting team members, leaders, daily operation, business outcomes and the wider industry as a whole.

This paper conducts a literature review and a survey of leaders on dairy farms to consider the application of transformational leadership on farm. A model of leadership developed by Kouzes and Posner (2012) is considered in particular and found to be practical, effective and worth on-farm leaders engaging with. 54 on-farm leaders completed the 17-question survey, which broadly suggested that respondents recognise the importance of their leadership on their people and performance.

Survey results also suggest that confidence in leading effectively could be improved and that while respondents understood the importance of key transformational approaches and tools, their use and application of them on-farm could be strengthened.

Respondents also highlight particular areas of challenge for leadership on dairy farms, which are addressed in this paper. Recommendations are also made for individual leaders and for the wider industry as a whole.

Big Potential. Small Blocks: A concept to unlock the production potential held in New Zealand Lifestyle Blocks

Executive Summary

The focus area for this report comprises of 32,000ha surrounding Pukekohe. 13,000ha of which is made up of blocks between 1 – 20ha in size.

How can small blocks be utilized for production without sacrificing lifestyle?

To address this topic, a literature review and a survey were conducted to understand the characteristics of New Zealand small holdings, pressures; land and social and the motivations to production v lifestyle. The key findings are summarised below:

  • Small blocks occupy 10% of New Zealand’s versatile growing land.
  • Owners value rural living, peace and quiet, privacy and a place to raise a family.
  • Small blocks do produce: two thirds produce a little to none; a quarter produce, but not meaningfully; 10% produce significantly.
  • Motivations of small block owners: 48% value lifestyle, 38% value both and production, 14% value production.
  • Small blocks on versatile land are getting smaller from a median of 8ha in 1970 to slightly under 4ha in 2018.
  • The main perception for not producing is because owners deem their block as being too small to generate meaningful income.

Understanding the above, it is suggested that small land holdings are amalgamated to be operated as a larger unit. Four case studies of operators currently doing this successfully were undertaken. These land uses include a regenerative sheep stud, cropping, sheep milking and kiwifruit. The land uses that formed this case study were assessed on the Treasury’s Living Standards Framework.

Based on the preferences of small block owners towards lifestyle and production, this report suggests that 55% of lifestyle would be suited for a split of sheep milking or regenerative sheep grazing, 27% would explore kiwifruit and 18% would explore cropping.

If these assumptions hold true, the lifestyle blocks within the focus area could produce 13 million litres of sheep milk, regeneratively graze 20,000 sheep, draw 60,000 tonnes annually of cropping produce (lettuce, broccoli, corn) and 17 million trays of green and gold kiwifruit.

 

The resilience of New Zealand dairy farm businesses – a post downturn evaluation.

Executive Summary

The NZ dairy sector has a history of innovation, success and development and has grown to support a significant portion of NZ’s total export earnings. Approximately 95% of NZ’s total dairy production is exported to overseas markets. During the 1990’s through to the later part of the 2000’s the sector experienced a significant growth phase resulting in its expansion and intensification. This led to the greater reliance of farming systems on supplementary feed inputs to boost production. This however reduced pasture utilisation and production efficiencies. At the same time, the average level of farm debt also increased, driven by continued sector growth and expansion. The result of these two elements was that NZ dairy farms became more exposed to risk. Between 2014 and 2016, the average farm gate milk price took a dramatic dive resulting in average farm incomes falling below production costs and debt servicing levels for many NZ dairy farm businesses. The downturn period provided an immediate reminder of the correlation between global dairy market volatility and farm gate milk price (i.e. the price farmers received for their milk). The result of this was a critical need for the sector to return its core fundamentals (i.e. a focus on optimising grazing management) to build resilient farm businesses.

This research project sought to determine if NZ dairy businesses have become more resilient following the farm gate milk price downturn period. This was investigated through the analyses of a survey completed by dairy business operators and industry commentators in addition to face-to-face interviews. A total of 107 respondents participated across both surveys. Analysis of the findings showed that most surveyed dairy farmers had responded favourably to the downturn period by seeking to build greater levels of resilience into their farm operations. There has been a shift back to efficient pasture based production systems and greater awareness and understanding of farm financial performance. Despite the greatest risk to farm businesses from downward FGMP movement, there is still a low uptake of price risk management tools being used by the sector.

While this research suggests that NZ dairy farm businesses are likely to be more resilient because of the milk price downturn period, there is still a need to continue building resilience levels through increased production efficiencies (for example maximising pasture utilisation) and a reduction in farm debt. There is a need to foster greater understanding of individual resilient traits in dairy farmers as resilient farmers will be more likely to operate resilient businesses. It is also necessary to support dairy farmers with the use of price risk management tools that can be used to protect their businesses against the risk of downward farm gate milk price movement. Provided dairy farmers maintain a focus on these aspects, the resilience of the NZ dairy sector will continue to grow over time. This will ensure that dairy farmers will be far better placed to deal with any future events of downward farm gate milk price movement making their businesses less exposed to the risk of global dairy market volatility.

 

What a waste: My story

Executive Summary

Doing better with my farm waste was the initial driver for this Kellogg project. I did not like the amount of rubbish I produced, set out to find out more about what I produced and the options I had to do better.

Conducting farmer surveys, a Farmsource workshop, interviews, research, discussions with local councils and chats with rural professionals provided a picture for me about my waste.

I discovered we are in a ‘Linear’- take, make and dispose economy. A system where we take from natural resources to make items we need and then often just throwaway the end by-products.

There is another option. Where I could reduce my waste but also strive towards a “circular economy”. Where we;

  1. Regenerate natural systems
  2. Design out waste and pollution
  3. Keep products and materials in use

During the research, I have discovered options for good practice around waste management. We have the ability to return and recycle many items used on farm that create bulk waste like containers, silage wrap and plastics. However, just less than half of the farmers surveyed used recycling or returning as a way of dealing with waste.

What is not evident that is happening in our sector yet, is the movement towards the circular economy. A goal around the world and with our own Ministry for the Environment on how their countries should or plan to evolve.

However, even bigger than moving to a circular economy is the opportunity to really know ‘our’ numbers in regards to our farming system. Can ‘us – the farmer’ doing better with our use of items and striving towards a circular economy, also result in improving our overall farming system? If we buy better, sell better and make better decisions, can we improve and move towards circularity faster with added benefits like a reduction in emissions? If we develop the concept of Life Cycle Assessment on our farms, can that can help us move towards a circular economy?

My recommendations are that;

  1. Farmers get better educated about the waste hierarchy model with emphasis on the first 4 stages of the 6 stages being reduce/rethink use, keep in use (robust designed to not break/wear out), manufacturer to design out waste or take back waste and reuse/repurpose (stage 5 is to recycle and stage 6 is to dispose e.g. landfill).
  1. Farmers get better educated about the 6 Rs of waste decision making; Refuse, Reduce, Reuse/Repair, Recycle, Rehome and Rot (or compost).
  2. Conversations within the industry start to focus on the Ministry for the Environment’s vision to move towards
  3. The Waste providers better educate their clients (aka farmers throwing rubbish out) about waste and recycling. Tell us the true stories about the ‘why’ we should change our behaviour or use best
  4. The Waste Minimisation Fund targets innovation in the sector (as the number one contributor to the economy) to help deal with waste solutions and support manufacturers to better design
  5. Enforce no burning and burying of items. Almost 40% of farmers surveyed still burn or This might possibly affect our social license to farm. Make it part of on farm plans for farmers to acknowledge their rubbish disposal methods to ensure compliance/reflecting best practice within current limitations.
  6. To turn an agriculture system into a more circular economy we’d need to;
    1. Identify our own farms equivalent of the “Agrocycle” to identify our
    2. Use a minimal amount of external inputs (from the Agrocycle diagram this includes fuels, feeds, chemicals, fertilisers etc (everything around the outside of the green centre)
    3. Close the nutrient (biological and technical) loop.
    4. Reduce negative discharges to the environment (in the form of wastes and emission). 

In addition, there is a real opportunity to put ‘numbers’ on the products we use to help with decision making and The development of more work in Life Cycle Assessment modeling of agriculture use and the production of materials is a big opportunity. This model, “which is a technique to assess environmental impacts associated with all the stages of a product’s life from raw material extraction through materials processing, manufacture, distribution, use, repair and maintenance, and disposal or recycling” could be a game changer for farmers where we assign real numbers to our impacts, can measure these and strive to reduce these.

The overarching theme to improve in each of the recommendations is to Calculate & Educate.

My project title – ‘What a Waste’ ends with me knowing that if farmers don’t get credit for all their numbers and measure the improvement in their behaviours and practices – that would be a waste.

 

Identifying innovative approaches to succession planning to retain the family farm

Executive Summary

There are too many horror stories out there where family farms have been sold unnecessarily because the succession process becomes too hard. The objective of this project was to find non-standard or innovative ways that people had managed to achieve succession on the family farm and to try to identify common themes or methods that enabled that succession to occur. To get a deeper understanding of this over 20 interviews were completed with farmers and professionals on innovative succession plans they’d been involved with or done.

There are many ways succession can be carried out successfully. From the literature review and interviews, the succession process is a journey which requires flexibility and resilience. There are three key building blocks for a viable succession plan. The parents’ needs are met, there is fairness amongst all children (succeeding and non- succeeding) and there is a business that has long-term viability for the succeeding generation to buy. The key findings were the re-occurring themes that came through from interviews. This is that there are three succession “pillars” which, when added to the key building blocks, can enable innovative solutions. These pillars are communication, clarity and capability. When there is a desire and vision to have an inter-generational business and there is good communication, clarity and capability, over time a family business can progress to where a viable succession plan which has the three building blocks can be enacted.

Recommendations from the findings are as follows:

-Start early. Succession is a journey and the transition of the business assets may take ten or more years. Starting early and thinking about potential future succession will have a positive influence on the business. Setting a framework, working to incorporate skills and having the right structures in place will be hugely beneficial when it is appropriate to start a more formalised and structured succession plan.

-Practice open communication. Where open communication that is respectful is part of everyday life, everyone is aware and informed of the process and knows what is going on.

-Establish clear values. When it is clear how the parents and other family members would like things to be, then common ground can be found. What people want out of life and answering the ‘why’ is key.

-Have clarity of vision. Being clear on the vision for the business and what you are trying to achieve allows everyone involved to commit towards a common goal. The vision may change but having a goal in mind is crucial as it sets the tone and direction of the business.

-Have a clear structure that is fit for purpose. Everyone involved in the succession process needs to understand the ownership structure of the business. It must be fit for purpose in carrying out the succession plan and have flexibility to accommodate any changes in family needs while transferring ownership to the children.

-Build up the capability in the business. The skills needed for operations and management, finances and strategic planning need to be identified. Plans need to be put in place to develop those skills within the business or to fill them with third parties. Having strategic capability and working on the business will help drive performance.

-Engage quality professionals to assist in the succession process. Professionals can get the ball rolling and help formulate the appropriate succession plans for farming families. They can help navigate families through the process and assist in monitoring and tweaking the plan, so it meets the families’ needs.

-Have an open mind. Having an open mind to opportunities and the ability to critically evaluate them is a valuable skill.

Regaining Control of Our Narrative

Executive summary

This research and affiliated report asks the question:

Can New Zealand Dairy farmers re-gain control of their narrative from inside the farm gate?

The dairy industry is New Zealand’s largest good exports sector, contributing 20% of total exports while bringing in $17.1 billion dollars into the New Zealand economy (NZIER, 2018). As dairy has grown in scale, the sector has increasingly become the brunt of social discontent. The current social climate places media platforms in misplaced control of narratives with the growing apprehension stemming mainly from questions around the sustainability and historical poor practice highlighted in the media. The New Zealand Ministry for Primary Industries conducted a study to explore urban and rural New Zealanders’ views of the primary sector and rural New Zealand.

The study, consisting of 1,245 New Zealanders, suggested both groups of respondents, urban and rural, showed a decline in positivity toward farming in general. Since 2008, positive perception of the dairy industry from urban respondents has dropped from 78% to 47%, with rural outlook on the industry dropping from 83% to 50% (Ministry for Primary Industries, 2017). These numbers highlight that collective trust is shifting. This decrease in trust and increase in negative public perception is having huge impacts on our industry inside farm gates filtering into mental health and wellbeing and staff attraction and retention.

Throughout my research, I have utilised cross-industry resources and publications which I have compiled into a literature review and broken down in to main themes. I have compiled information from marketing literature and social media research regarding consumer and market trends with support from psychology and philosophical theories. I have also utilised research from social licence experts which I have followed with case studies. I have used case studies to demonstrate how companies have dealt with consumer trust and the results of individual responses on the associated market. Throughout this research I have dissected two main themes, why consumer demands on New Zealand dairy farms are changing, and how.

My report aims to cover the effect changing values are having on trust in the rural sector and the impact it has on company and industry, it will break down the relationship between narrative and consumer trust and discuss why having control of your narrative is important, and discuss recommendations on how farmers can build trust and empathy; re-gaining control of their narrative from the ground up.

My main findings throughout my report have been:

  1. Change in industry Trust is driven by changing consumer values.
  2. Unconscious decisions affect the uptake of brand strategic narratives.
  3. Misinformation is a key contributor to dairy farmers loss of control over their narrative.

On the basis of my research, my recommendations are as follows

  1. Farmers to develop credibility and authenticity built on results, history and consistency.
  2. Step out of our echo chambers.
  3. Render authentically by humanising the industry.

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