kellogg

Historically Dairy farming was seen as an attractive career path where hard work and dedication was rewarded with the trophy of farm ownership, but that reward is all but out of the grasp of most; this amongst a plethora of other reasons has led to an ever increasing struggle to attract and retain talented individuals on farm.  With 60% of new entrants to the dairy industry leaving within the first twelve months, retention is a very real issue on our dairy farms. Research has shown engaged employees are not only less likely to leave the farm or organisation, but when employees are engaged, the organisation will be both more productive and profitable.

New Zealand is a food producing nation which prides itself on the story we have to tell, often overlooked though is that people are at the heart of that story. Improving employee engagement on farm will help dairy farmers be better employers, and ultimately better equipped to retain employees. The aim of this report is to better understand the concept of employee engagement and how it can be understood, measured, and created. Employee engagement is a concept that is not unique to any specific business type or size, therefore can be applied to any farm situation regardless of the number of employees.

Gallup is an organisation with over thirty years of research on employee engagement. Gallup is used by thousands of organisations globally with the intention of identifying areas where employee engagement is lacking and may be improved. Gallup employee engagement surveys consist of twelve questions which directly relate to twelve basic human needs.  Humans are social and phycological beings who must be understood and known as people not just as employees.

An investigation into employee engagement at FMG, has been carried out. FMG is an organisation with a highly engaged workforce and a very apparent focus on people, ranking in the 76^th percentile globally in the Gallup employee engagement survey. FMG uses the service profit chain, a model which puts people at the centre of everything, where happy employees leads to increased productivity and happy clients  and happy clients lead to increased profitability of the organisation.  Themes and learnings can be taken from this case study and practically applied to an on farm environment.

The recommendations of this report are intended to be able to be easily applied in farm to aid in improving the engagement of employees, recommendations are as follows;

• Provide development opportunities.
• Give feedback and recognition.
• Share and discuss purpose.
• Give flexibility and autonomy where possible.
• Improving employee engagement takes time.

Industries do not change when new systems are introduced, they change when people adapt to those new systems.

COVID-19. New Zealand Lockdown. We all lived through not knowing what was coming next. What does this have in common with Greenhouse Gas (GHG) emissions? Uncertainty and imposed change.

While as a nation we were unsure how long Lockdown would go for, farmers do not know what regulations will come into place and in some instances if their businesses will survive. For both COVID-19 and GHG system changes, there is no known endpoint, you cannot see the virus or gases and the science is evolving. Both are technical challenges with critical social components. And finally, both have a large amount of imposed change in a pressured timeframe.

The objective of this report is to build awareness. Awareness of what people are experiencing internally before being able to accept and embody change. Lockdown has given a global lesson in empathy. In my opinion, building a community of support, where people can lean on each other when they are struggling and celebrate with each other when they win, is crucial for achieving decreased GHG emissions.

Achieving reduced GHG emission targets is a New Zealand Inc challenge, not solely an Agricultural sector challenge. This report proposes a Team New Zealand approach to achieving national GHG emission targets.

This report explores the social aspect of a GHG induced system change from two perspectives: a psychological and an imposed change management view. The example of Lockdown is used as is a recent shared lived experience at a national level and as such, one all New Zealander’s can relate to. The report proposes increased awareness at a national level of the change farmers will have to undergo. The metaphor of Lockdown is used as all New Zealanders experienced it and as such, it is an efficient way to build empathy for those facing imposed GHG regulations and the resulting on-farm system change.

During Lockdown, uncertainty was great. The end goal of stopping the spread of COVID-19 was known, but the plan to get there could change at any time. Different numbers were reported from various sources internationally. It was confusing. There are elements of contested science including treatment methods, the effectiveness of masks and the Lockdown approach in general. And what does compliance look like? If a vaccine is successfully developed, will we maintain our autonomy, or will vaccination be mandatory?

Consider the above while thinking about farmers facing impending GHG regulations. The end goal to decrease New Zealand’s GHG emissions is known. New Zealand’s farming practices will have to change. However, the plan to achieve reduced emissions is not confirmed. And when it is, changes to that plan appear inevitable. The numbers are changing as the science evolves and this leads to confusion. There are elements of contested science including measurement and definitions. And what does compliance look like? How much autonomy will farmers retain and how much will compliance cost?

The psychological Stages of Impact experienced due to COVID-19 have been documented and are applied and compared to facing imposed regulations. The stages are information overload, concern, confusion, panic, fear and end with sadness. This conveys what farmers might experience facing impending GHG regulations.

As a nation, we experienced moving through the Imposed Change Curve; a seven-step change model. Initially there was (1) shock and (2) denial. Blame was bandied about as (3) frustration grew. Energy levels and motivation was low as we navigated the (4) depression stage. The stage where uncertainty about the future is felt the most. But as we started to (5) experiment with the new systems and developed our capability within the new rules, our confidence grew. It is (6) decided to slowly accept change until it becomes fully (7) integrated. People may not agree or like the change, but it is accepted as the way things are.

During Lockdown, there were certain events that helped with the uncertainty: The 1pm updates by the Prime Minister and senior officials with confirmed case numbers and next steps. The fact that we were all working together as a nation to reduce the spread and save lives. Friends and family who provided support through Zoom and messages. The common theme – conversation and community.

To achieve GHG emission targets, this report proposes:

1. A cohesive Team New Zealand who all understand their role in reducing emission numbers: A New Zealand Inc. approach is taken. Team New Zealand rises to the challenge, not just New Zealand farmers. Achieving GHG targets also secures trade relationships and the trust of the international consumer. In turn, the Primary Industries contribute to New Zealand’s economy and thus the prosperity of the nation. Road transport accounts for a large proportion of emissions alongside agriculture – we all need to work together to make a difference
2. A trusted face of GHG mitigation with national recognition: A national GHG representative who the general public recognises and trusts. Like Dr Ashley Bloomfield during COVID-19. This person would communicate quality information, strategies and tactical plans. This role is important for gaining momentum at a national level
3. Practices and support to build and grow resilience: Resilience is crucial for enduring times of uncertainty. Creating awareness of what the stages of imposed change feel like and providing tools to better support farmers through those stages. The sector has a mental health issue that needs support. Furthermore, adaptation at the rate that is required requires resiliency

We have a rich history in being innovative and resourceful to solve difficult problems. We have shown the world what is possible when Team New Zealand pulls together. Pulling together to achieve GHG emission targets is the right thing for us to do.

2020 – a year most of us will never forget – a year of reflection of what truly matters. Our narrative for so long in New Zealand has been about protecting the environment and our beautiful natural assets. But with the onset of COVID-19 we saw the narrative shift and our primary focus became people – people’s health, well-being, and livelihoods. We became a ‘team of 5 million’ and previous perceptions of urban and rural divides became non-existent as growers, farmers, and producers were the ‘essential services’ that got us through.

The below Māori proverb perfectly encapsulates this people-centric view that resonates with me so strongly:

“HE AHA TE MEA NUI RAWA?
HE TĀNGATA, HE TĀNGATA, HE TĀNGATA.
WHAT IS THE GREATEST THING?
IT IS PEOPLE, PEOPLE, PEOPLE.”

The following research question was subsequently developed: what is the social impact of changing land use in the Hawke’s Bay region?

The objective of the research is to provide another layer of insight and use this as a platform for further collaboration and conversation – understanding the social impacts (real and perceived) of contrasting primary sector investment in rural Hawke’s Bay – comparing sheep and beef, horticulture, dairy and forestry.

Hawke’s Bay is a place of diverse geographies, climate, people, and culture. Qualitative research was undertaken to bring the voice of the people to this report. A wide cross-section of pan sector viewpoints were interviewed inclusive of iwi, corporate, regional/local government, industry bodies and farmers.

Three key themes emerged from the interviews and thematic anlaysis regarding the social impact of changing land use:

1. Employment and trainng opporutnities
2. Values and perceptions of changing land use
3. Māori communities and post settlement land use

It is projected that from 2020 to 2050 Hawke’s Bay will have a 66.8 percent increase in forestry and 35.8 percent increase in horticulture. These are significant shifts and there is a responsibility on farmers, investors, industry leaders and government bodies to collaborate to ensure positive social outcomes.

The following report provides diverse insights coupled with recommendations to enable positive social outcomes in the region. The future is exciting and there is no one single answer. However, we must think holistically to deliver a positive triple bottom line – social, environmental and economic outcomes to sustain for generations to come.

The rise of Veganism, and uptake of plant sourced protein in diets is seemingly under the spotlight. The valuable attributes and characteristics of protein has been recognised and sources are up for debate. Traditionally in the western world, the consumption of animal sourced protein such as meat, dairy eggs, fish have sustained and fuelled generations. However, the popularity and rise in diets centred around plant or alternative protein has become circulated. It is hard to quantify the gravity of this message and subsequent impact on animal protein production however it is not to be ignored.

The purpose of this research was to explore the rise in veganism and the factors which influence a shift in perception and behaviour when it comes to consuming protein sources.

Through a study of literature, the role of protein in our diets has been explored as well as production and consumption trends in New Zealand and globally. The relationship with protein sources and the human behavioural aspect towards varying food messages was woven into the discussion. Unstructured interviews were conducted amongst animal and plant protein producers as well as industry partners and consumers. A personal 21-day vegan trial was also conducted with observations of thought, emotions and social attitudes recorded.

The key findings centred around three influencing factors which underpin why people change their diet from animal protein sources to plant or alternative. These are: Animal Ethics, Health and the environment. Each factor is explored with emotional response knitted into the discussion. The disparity in gender was also touched on as well as the influence of information channels.

Compassion for and concern regarding the farming and rearing of animals has been a factor behind the movement towards vegetarianism for years. The application of anthropomorphism which is the attribution of human traits, emotions or intentions towards animals induces feelings of guilt around animal product consumption. Guilt is self-conscious whereas compassion is felt as an expression towards another being. The combination can lead to people eliminating animal protein sources from their diet to avoid and disassociate from these feelings. Women tend to alter their diet based on compassionate grounds more so than men. With consideration of emotions stemming from animal protein consumption, it is necessary for humanity towards animals throughout the supply chain to be shared.

Another factor is an invisible belief system supporting choice to consume animals. The rise of plant-based diets is challenging ideology which explains defensive attitudes towards plant-based eaters. The vegan trial conducted supports theories that socially, people find it confronting when others choose to deviate from consuming animal protein.

Climate change is denoted as the defining issue of our time. Science and media imply animal agriculture has a negative effect on environment and is not sustainable. Overwhelming insignificance in the face of this problem leads to utilising food as a mechanism of control alleviating guilt and stress associated with degradation of natural environments. Disconnection with farming and food production allows room for people to transposition global environmental issues arising from animal protein production to New Zealand pastoral farming.
Health is where people are receiving mixed messages and where the channel of information becomes so important. The medical community have linked red meat to non-communicable diseases. The accuracy of findings in this space are questionable due to lifestyle factors and meat quality, however the message is enough to tarnish red meat protein sources. In contrast, plant and alternative protein are perceived as natural and healthy which is misleading based on various additives and intensive manufacturing processes.

Recommendations have arisen in the form of further questions and consideration for the animal protein industry, its producers and marketers.

Focus on the Three Pillars

A focus on eliminating concerns or stress points regarding food production such as impact to environment and animals will lead to positive eating experiences. Industry, marketers and food producers need to acknowledge, understand and address the factors behind a shift to plant based diets. An option could be to partner with plant-based producers or have plant-based product offerings to extend branding and increase consumer choice. All food producers and marketers need to ask the question: How does what and how we are eat make us feel? The psychological affect and relationship people have with food has a huge bearing on health and wellbeing.

Extend Dietary Guidelines

Existing diet guidelines are centred around physical health however an extension to address stress associated with diet labels/terminology and restrictive eating would be beneficial to consumers. Eliminating mixed messages from the health sector and food producers would reduce confusion. Through identifying and targeting stress factors, industry can enhance a positive relationship with food, which is imperative to health.

It is important to acknowledge that this research only brushes the surface of several facets relating to factors driving dietary change away from animal protein consumption. People are guided by their emotions and there is a gender differentiation response to food messaging

The Manuka honey industry in New Zealand underwent a massive change in December 2017 with the new definition for Manuka honey released by the Ministry for Primary Industries (MPI). The new definition of Manuka honey was released in response to the growing concerns of fraudulent honey being sold as Manuka honey and damaging the brand’s integrity. The change in definition caused many Northland beekeepers to have their business become unprofitable due to old fashioned beekeeping practices, which caused the Manuka honey produced to fail when tested.

The change to the Manuka honey definition and the significant challenges Northland beekeepers face in terms of unfavourable spring weather, early Manuka flowering times, swarming, and access to early honey flows has caused many small beekeepers to close their business since 2017.

There is a general belief that beekeeping in Northland is too risky and that there is no profitability remaining in the Manuka honey in the region. This project sets out to determine if the Northland Manuka honey industry is profitable and, if so, how to unlock it. A comparison is made between Northland and Waikato to highlight the risks of beekeeping in Northland and determine the key focus areas that can reduce these risks and deliver profitability.

Using the data provided in MPI’s Apiculture Monitoring Reports from June 2008 to June 2018, it is clear that a ~12% net profit before tax was achieved during these ten years in Northland. At ~12%, this profitability is exposed to significant downward pressure due to overstocking of beehives in the region and unsettled weather.

The findings from this study suggest that Northland beekeepers can improve this profitability to greater than 20% consistently over the long term by doing the following:

• Reducing beehive stocking rate in the region to one beehive per one and a half hectares of Manuka resource.
• Stop boundary stacking beehives to reduce poaching of Manuka nectar from neighbouring properties and so reduce the overall land royalty payment per beekeeper.
• Securing good wintering apiary sites to protect beehives from Karaka and Kowhai poisoning will ensure the healthiest bee colonies are placed into Manuka honey production.
• As Northland beekeepers experience an increase in operational cost related to the extended honey season, caused by warmer weather conditions year-round, producing the highest $/Kg Manuka honey is critical.
• An average of 18 kg of honey per beehive is the NEW expected yield per beehive in Northland, and of this 18 kg, only 9 kg would pass as mono-floral Manuka honey. Therefore, the beekeeper must ensure this Manuka honey has a minimum dollar value of $50/kg to ensure profitability year on year.
• The Northland beekeeper requires a mobile beekeeping operation that allows for beehives to be moved to Central North Island to make a second Manuka honey crop to increase profitability to over 30% in an average honey season.

There is profitability in Northland beekeeping; however, it requires the beekeeper to change from the old methods of beekeeping and ensuring all mono-floral Manuka honey is isolated to capture all the dollar value available. In doing so, the profitability of greater than 20% is achievable for a Northland commercial beekeeping business.