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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.

Calling all dairy farm workers

Blake Marshall from Ngai Tahu Farming is completing his Kellogg Rural Leadership project on “The importance of developing positive stress management and mindset skills in young dairy farmers”.

He is wanting to survey dairy farm workers.

If you are a dairy farm owner or employer and want to be involved in this survey or receive a copy of the report on completion, please email him on Blake.Marshall@ngaitahu.iwi.nz

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.

Sharemilkers’ and contract Milkers’ relationship between financial literacy and health and well-being.

Executive Summary

An exploratory study was completed that builds on prior research, in particular work that was completed on distress and burnout among NZ dairy farmers (Botha and White, 2013).  Also relevant to this project is a Kellogg project on financial literacy. (Wayne Berry, 2009).  My motivation in this research work is for it to be a catalyst for change in the financial literacy, and mental health spaces.

The objectives of this report are:

  1. To explore the relationship between financial literacy and health and wellbeing for sharemilkers.
  2. To highlight to the dairy industry that the health and wellbeing of sharemilkers is still a big issue; and that steps need to be taken to improve support mechanisms for those farmers.
  3. That for contract milkers especially financial literacy is weak and education opportunities need to be improved to increase their financial management abilities.
  4. To make recommendations to the industry about improving and promoting courses relevant to sharemilkers that will improve their financial literacy.

There is general acceptance that within the dairy industry the level of financial literacy of dairy farmers is low.  Emotional health and wellbeing has dropped to unacceptable levels where farmers are battling depression and contemplating suicide.  The emotional health and wellbeing of farmers is critical to the individuals and families involved, and also has a big impact on local communities and the wider New Zealand economy.

After discussions with Mark Paine (ex DairyNZ/Currently a Consultant) it was decided to focus in this report on sharemilkers. We agreed they are the group who are the most vulnerable now.  There are also farm owners, managers, immigrants and young people just starting out that face multiple challenges.  Many of the findings and discussion in this report will be relevant to people right across the dairy industry.

The method of completing this work was a series of semi-structured interviews with both rural professionals and sharemilkers.  Primarily the approach was qualitative.  A key part of the process was for the participants to complete a self-assessment test for both financial literacy and health and wellbeing.

The key findings from the rural professionals interviewed were:

  • That farm ownership as the end goal for sharemilkers has become even more challenging
  • By improving your financial literacy there will be many positive impacts on the farm business
  • That the health and wellbeing of sharemilkers has deteriorated over the last ten years due to a multitude of factors such as volatility of payout, relationship with farm owners, physical workload, staff issues, environmental compliance and public perception.

The key findings from the sharemilkers interviewed were:

  • That the most important support networks are family and friends.
  • That there was a strong correlation between high levels of financial literacy and positive health and wellbeing results.
  • That it is often a combination of factors which cause health and wellbeing issues.
  • That the relationship with farm owners is the leading issue in the study that causes health and wellbeing issues.

The key recommendations are:

  • For a pan-industry meeting to occur to bring the right people and organisations together to discuss the issues in regards to health and wellbeing, and put our case to government for further funding.
  • To increase the industry good levy so more funding is available for health and wellbeing.
  • An upskilling of rural professionals with the Oldenberg Burnout Inventory test and health and wellbeing training.
  • To instigate discussions with education providers to ensure there are courses available for contract milkers and managers to improve their financial literacy.