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K36

The time for change is now.

Executive Summary

If you talk to any vet out there, I can almost guarantee it wasn’t an offhand decision in their final year of high school that took them to vet school. The dream would have taken place years before. If you ask any vet, there will be a moment in their childhood; an experience or situation, that led them to say “I want to be a vet”. They then had to work hard at school and university to realise their dream and for the majority this became their focus and passion.

How sad is it then, that after ten years of being a vet only 60% of people are re-registering? What has happened to the fire and the passion over these years?

I surveyed 205 veterinarians and they have provided me with a lot of information about the good side and the down side to rural practice in New Zealand. I themed these up into 6 main areas:

  1. The job – the clients, the variety, after hours and job satisfaction
  2. The practice – the people, the culture and flexibility
  3. The lifestyle of a rural veterinarian
  4. The production animal industry- the changing role of rural vets
  5. Wellness – a look into stress, anxiety, mental health and wellbeing
  6. Other things that help retain vets – the side comments that I couldn’t ignore

It is up to all veterinary business owners and managers to ensure they do everything possible within their power to retain vets. Without young vets staying on and potentially they themselves investing in practices, what will the local veterinary practice look like in 30 years’ time? A few big corporate clinics over the whole country? Lay companies doing the ‘technician’ work and the odd ambulatory vet patching up the problems?
The main findings from my research were that although we cannot expect anyone to stay in their initial job after graduating there are fundamental problems within the rural veterinary profession that do need attention to help with retention issues.
Practices need to have good people work for them, who are supportive and aware and enhance the culture of the practice. There is a need for good strong leaders that also show understanding. Employers need to be innovative, flexible and adaptable; and ensure the healthy well being of all their employees.

Recruitment for the future: Making the dairy industry the industry of choice.

Executive Summary

The dairy industry has for a long time been challenged to recruit sufficient people to fill vacancies and to meet the needs created by natural attrition.

Generation Z (Gen Z) are people born after 1995. The relevance being that Gen Z are aged up to approximately 20 years (as at 2017) and are starting to join the workforce, therefore are considered the workforce of the future. Either having recently commenced their working career or still within the education system, the characteristics and priorities of Gen Z when considering employment are largely undeveloped and will evolve and mature in time.

The objective of this research project was to identify if misalignment exists in the priorities of both perspective employees (Gen Z) and employers. Surveys were used to explore and gain insights as to the characteristics of employers and Gen Z, further to understand what they each prioritised when considering employment from their respective positions.

After compiling and analysis the information there was not a lot of misalignment between what employers and Gen Z when considering Gen Z’s top three priorities for employment. However, there is misalignment between what Gen Z prioritise and the realities of a career within the dairy industry where long hours and poor rosters exist. This is creating a real barrier to the dairy industry being the career of choice.

Farm businesses and/or employment systems within the dairy industry need to change if Gen Z are to find dairy farm work more appealing.

Navigating the unknown: Effective primary sector leadership for the 21st century.

Executive Summary

“The intuitive mind is a sacred gift and the rational mind is a faithful servant. We have created a society that honours the servant and has forgotten the gift” Kasanoff (2017). Although this might be a paraphrase of Albert Einstein’s work, it is a quote that has spread all across the world and is a great example of right brain intuition and left brain rationalisation.

It is no secret that traditional leadership in New Zealand’s primary sector, and many sectors for that matter, have been known to be very logical and analytical. These leaders enjoy familiar, accurate and practical ideas. These attributes stem from the left brain and allow a clear methodology of decision-making to take place. To ‘think big’ or to be creative are common attributes of right brain thinking.
For many, left brain leadership can be seen as a comfortable place. It includes statistics to guide decisions, risks are mitigated at every turn, processes are familiar and the business ticks along in a very orderly fashion. However, businesses today require fast pace changes, decisions made on gut feeling, flexibility and often going down the path of most resistance.

The fourth industrial revolution is upon us and the world stage looks completely different to five years ago. Robotics, AI, quantum computing, 3D printing, the Internet of Things (IoT) and biotechnology are all examples of this revolution. Rural leaders will need to understand, embrace and foster these innovations as they become relative to the businesses in which they lead.

While the world is changing rapidly around us, we are also dealing with a specific issue within the New Zealand primary sector. We export over 90% of our primary production, Rotherham (2016), we have a major environmental issue on our hands, partially due to intensification, our markets are about to see a wave of synthetic products that could replace the need for much of our volume and the only solution I see to this issue is a mass shift to value-add production. So, how do you create added value in this rapidly evolving context? I believe you think differently, you think like your customers and you act fast.

Given this forecast of uncertain things to come, I explore the leadership capabilities that may be needed to manage this complexity in the 21st century.

My research not only explores the ‘why’ and the ‘what’, it also explores the ‘how’ and includes interesting case studies demonstrating what change might look like.

Regional changes in the New Zealand Dairy Industry: 1995-2015

Executive Summary

During the last two decades (1995 to 2015) the New Zealand dairy industry has undergone significant growth. Nationally, cow numbers have increased 70% from 2.9 to 5 million, the area in dairy has increased 45% from 1.2 to 1.75 million hectares and milk production has increased 129% from 8.1 billion to 18.6 billion milksolids (DairyNZ 2016).

There is significant public concern over the water quality of our streams, rivers and lakes. A number of reports indicate dairying contributes a disproportionate amount of nitrogen to waterways relative to other pastoral land uses. In areas with declining water quality it is easy to assume this is a result of increased dairying, given the overall growth. However, it is likely regional variation exists with some regions having static or declining cow numbers, in which case drawing a link between declining water quality and increased dairying may not be justified. Alternatively, water quality may not have changed in some areas where rapid growth has occurred.

The aim of this report was to present industry trends based on objective data for each region. This can be used to help develop effective regional policies and strategies for the dairy industry, including using knowledge of farm systems and farm demographics to increase effectiveness. For example, targeting a particular segment of the industry such as a certain locality or herd size. Due to time constraints it was out of scope to explore what drivers may have led to any regional changes identified.

Data were sourced from the New Zealand Dairy Statistics and the Dairy Industry Good Animal Database.

These data confirm significant changes in the New Zealand dairy industry between 1995 and 2015, which differ by region. Regions were classified into three sizes (by number of cows): large, medium and small; and into four groups by the scale and direction of the change in cow numbers: decreasing, static, slight growth and strong growth. Five regions, Taranaki, Northland, Wellington, Tasman & Nelson and Marlborough have had static cow numbers for a decade or more and some of these regions are now below their peak numbers. Auckland has fewer cows than it did in 1995. The remaining eight regions have had an increase in cow numbers, and are still growing or have been growing until recently. Waikato, Canterbury and Southland have experienced significant growth and are also large dairying regions.

The planned start of calving date has either stayed the same or moved earlier by up to 15 days, depending on region. This is likely to have resulted in increased feed demand on-farm and a shorter winter period, decreasing the time available to increase body condition. Northland had an increase in autumn calving cows in the late 1990s, as has the Waikato since 2013. The percentage of autumn calving cows was relatively constant or declined in other regions.

There has likely been an increase in feed demand on-farm since 1995 due to stocking rate, with biggest increases in stocking rate in the late 1990s and early 2000s. Canterbury has the highest average stocking rate at 3.4 cows/ha in 2015, but the area used in this report does not include the wintering areas used frequently in this region. The West Coast, Northland and Auckland have the lowest stocking rates at 2.2 to 2.3 cows/ha in 2015. The remaining regions all had stocking rates between 2.8 and 3 cows/ha in 2015, the majority of these have been relatively consistent for at least the last decade. There was a decline in the Friesian breed in herds since 1995. Overall, this means a likely decrease in liveweight per cow of between 5-15 kg/cow – thus decreasing on-farm maintenance feed demand per cow.

Increases in milk production per cow (and therefore feed demand per cow) has meant milk production also increased in regions with static cow numbers. In most cases the area in dairy declined (at least since 2003), so it would be important to determine the new land use of areas that have exited the dairy industry and drivers behind the increased milk production per cow to determine whether there has been a net increase or decrease in intensity of land use in the region. In the remaining eight regions the intensity of the dairy industry (cows/ha, milk production/cow) has increased, particularly in Canterbury, Southland and Waikato.

The key recommendations of the report were:

  • Each region should be treated individually; it should not be assumed that due to the national growth in the dairy industry that this has also happened in all areas. This also applies within regions. Blanket approaches are unlikely to achieve a desired outcome effectively or efficiently. Information/packages/policy should be tailored locally to increase effectiveness.
  • This study provides a strong foundation for further research, in particular, linking the regional and sub-regional changes in the dairy industry reported here with changes in water quality.
  • Further research could also explore the implications of the farm system changes reported here. In particular, determining the net effect of stocking rate, breed choice, calving date and milk production per cow on on-farm feed demand.
  • Quality spatial data and the ability to combine different industry data sources together to generate insight is crucial. No national, farm-level, datasets that cover all aspects of the farm system exist (nor can be created by combining different data sources). Without either comprehensive or reasonably representative datasets of farm-level data, the ability to create tailored solutions locally is severely compromised. Industry organisations, such as DairyNZ, could achieve better informed sector and catchment interactions by being able to verify existing, and collecting additional spatial data. This could be aided by negotiating access to data from MPI, and milk, fertiliser and feed companies.

Can we improve health and safety on kiwifruit orchards using software solutions.

Executive Summary

Following the introduction of the Health and Safety at Work Act 2015 (HSWA) and a fatality on a kiwifruit orchard in 2016, the New Zealand Kiwifruit industry has begun a journey on improving health and safety practices on orchard. There has recently been a proliferation of software solutions to support on-orchard health and safety. This study aims to investigate the opportunities for using software solutions on kiwifruit orchards to improve health and safety.

A literature review exploring the diffusion of innovations theory and safety culture was completed. Fifteen stakeholders from the kiwifruit industry were interviewed covering growers, contractors and packhouses to investigate the current state of health and safety in the industry and explore the industries appetite for adoption of software solutions to support health and safety. The questions investigated what was important in health and safety solutions and how software solutions were beneficial over paper systems as well as the perceived barriers to adoption.
 
It was found that there is an opportunity to improve health and safety on New Zealand kiwifruit orchards using software solutions. For these solutions to be adopted and the improvements realised several factors addressing culture, awareness and the solutions themselves must be considered.
 
This report makes five recommendations:
  1. Develop case studies of short listed software solutions to increase awareness
  2. Commission a specific kiwifruit industry health and safety culture campaign
  3. Explore best of breed software solutions for all aspects of health and safety on orchards
  4. Investigate the development of a common data sharing platform for health and safety information
  5. Investigate opportunities to facilitate the enforcement of improved health and safety practices without fear of commercial implications

Short term discomfort for long term gain.

Executive Summary

This case study looks at the changes seen over the first eight years post conversion to organic viticulture and covers the first 150 hectares of converted vineyard area on a vineyard in Marlborough, New Zealand. The motivation behind this case study has come wanting to know what changes have happened on the vineyard in question since the conversion to organic management. The best way to understand and examine these changes, is to look back to before conversion and track the changes to see if there have been any trends forming. This case study has focused on the cropping, soil and plant changes for the period of 2002 to 2017 with the process of organic conversion starting in March 2009. Not all information has been available for this length of time, however consistent information was available from before conversion with regards to all of the parameters studied. This report has not gone in to the financials of the business.
 

With continued growth in the organic sector all over the world, and the increasing restrictions on new and existing agrichemicals, the direction towards future proofing vineyards, environmental stewardship and increasing quality go hand in hand with organic production principles. These have all been implemented on the vineyard covered in this study.

Cropping data was available for total yield of each individual block and yield per hectare, from 2003 to 2017. A reduction in yield is one of the most concerning factors for growers wishing to convert to organic production, however there was no decrease in yield on the vineyards studied. The main reason for there being no decrease is that the focus on quality, from conventional to organic management, has not changed. Quality is distinctly influenced by crop load, so crop thinning is carried out in years where there is excessive crop, either by shoot thinning early in the season or bunch thinning later in the season. This has happened in every season covered in this study.

Soil data analysis for some parameters was available from 2002 to 2017, where other parameters data was only available from 2008. Analysis of the biological parameters was not undertaken. There was no change in the pH or the Bulk density over the study period, however increasing trends were observed in the CEC and Organic Matter values, starting from around the time of conversion to organic management. One of the most interesting results was the increasing trend in available K from around the time of conversion, even though no K fertilizers have been applied. Potassium can be a major limiting factor in ripening of grapes later in the season, so this increase is very encouraging. Increasing trends have also been shown in Fe, Mn, Zn, Cu and B, though the data for these results were only available from 2008, one year before the conversion to organic management.

Plant tissue analysis data was consistently available from 2007 to 2017 and shows a definite decreasing trend for petiole Nitrate-N, right down to unreportable levels. This is directly related to the pale green leaves seen across most organic vineyards. However, the pale green leaves and the reduced canopy size has had no effect on the ability of the grape vine to fully ripen the crop retained by the management. Even with the decrease in petiole Nitrate-N, the total nitrogen percentage within the leaf blade remains constant. Increasing trends have been shown in the trace elements Fe, Mn, Zn, Cu and B though results are only from 2008 to 2017.

One of the key out comes from this study does not directly relate to the analysis of the data collected, but comes from the lessons learnt on the journey through conversion to organic management. Many of the techniques used for combating weeds and pests can be used, and have been used, in the areas of the vineyard that are still considered to be under conventional management, which is a major positive outcome for environmental stewardship.

Financial rewards within a sustainable kiwifruit business.

Executive Summary

This report was written with the aim of exploring how other successful businesses within the Primary Industry can gain a higher premium on their products to give a competitive advantage and exclusive brand positioning. I wanted to see if there are any lessons that can be learnt and adopted by Zespri and Growers to gain an even higher premium on their produce for being a Sustainable supplier.

The research methods included:

  1.  A literature review
  2. An interview with three Primary Industry based operations
  3. A case study review of three Primary Industry based operations
  4. An online survey of Growers and Post-Harvest Kiwifruit entities

Key findings included:

  • Many New Zealand businesses are taking tentative steps into the world of sustainability
  • Businesses see competitive benefits from acting sustainably
  • Many leaders are aiming to seize sustainability leadership within their sectors over the medium term

This report was compiled with the help of many different people within the Primary Industries within New Zealand.

The potential role of trading systems in the allocation of nutrient discharge allowances.

Executive Summary

Trading systems, as a tool to reallocate nutrient emissions are currently underutilised in New Zealand. This is primarily due to the under development of the underlying water management policies and regulations required for a trading system to operate effectively.

Water quality must be more proactively managed if we are to reach the goal of having 90% of New Zealand’s rivers and lakes swimmable by 2040.

As water management policies are developed the use of trading systems to manage discharge allowances is expected to become more prevalent. But a trading system alone is not a viable solution. A trading system can be used as part of a wider structure for managing water quality. It is also not the only solution available to councils, but it is one that is favoured by economist due to its ability to efficient price and allocate scarce resources.

For a trading system to operate efficiently it must be designed in a way that it is fit-for-purpose and is embraced by potential users. Education plays a huge part in the success of any trading system. This education needs to encompass the underlying purpose or problem which the system is attempting to mitigate, as well as the practicalities of how the system itself operates.

The Agricultural Lure: Understanding the awareness of the red meat sector at high school level.

Executive Summary

Each of the sectors within the primary industry has an ageing population of employees. These people are going to need replaced by 2025 (as Julian Raine spoke about during the panel discussion, phase one of course 36 the Kellogg Rural Leadership Programme). The red meat sector is New Zealand’s largest manufacturing employer and provides jobs for 25,000 people.

This research looks into whether the awareness of careers within the red meat sector at high school is having an impact on the overall employment rate within the sector. Thematic analysis is used to identify different perspectives and answers – to discover the understanding across the education sector. An interview data set of 70 people was used to understand the awareness of the red meat sector at high school level.

Promotion of careers across the sector is constrained due to low overall career awareness and lack of exposure at both a teacher and student level. Awareness of the red meat sector is primarily focused at farm level and not on the big picture, as reflected in the stigma of agriculture and practical occupations. More emphasis on telling our story and pathways through the sector are needed to help clarify awareness and understanding.

As generational change continues, communication methods and resources supplied need to be considered, while continuing to be positive and confident as an industry.

The main findings from this research are

  • More emphasis on telling our story and pathways through the sector are needed to help clarify awareness and understanding.
  • We need to continue embracing changes for positive rewards and take advantage of the skill set of the next generation of workforce.
  • The stigma of agriculture and practical occupations remains. They are not seen as prestigious.

There is a need to rebrand the term ‘red meat sector,’ change the mentality of our industry, and tell our story more effectively. Educating educators and creating clearer career pathways through apprentice programmes is needed for success into the future. Collaboration for more exposure opportunities and simplifying systems and resources are key recommendations.

Is the dairy farm training working?

Executive Summary

Is there an issue with how dairy farm staff are being trained off farm and is this giving the results the farmers need. For the diary sector to continue to farm in New Zealand we need to make sure that our staff are well trained in all aspects of farming not just the day to day work but also financial skills and we now also need to train the soft skills of management as well as the importance of how we are perceived by the Urban sector.

Is it important to have clear roles in a business and why is this and what are the outcomes if we get this right or wrong.

In The Inescapable Laws of Organizational Structure;

  1. Fritz also argues that organizations are structured either to advance or to oscillate . Advancement is a positive move from on state to another that acts as a foundation for further advances. Fundamental to structural advancement is the concept of resolution when an outcome is achieved and a particular problem is resolved. According to Fritz (1996:6), management in an organization that is structured to advance coordinate ‘individual acts into an organizational tapestry of effective strategy.’ When all the individuals in this utopian organization are acting together, the result is synergy, allowing the achievement of ‘enormous feats.’
  2. The alternative is structural oscillation. Fritz (1996:6) explains this: ‘Oscillating behaviour is that which moves from one place to another, but then moves back towards its original position.’ So many organizations set out on some change program, full of enthusiasm and energy. But, six months later, the enthusiasm has evaporated and the program peters out leaving very little changed.