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kellogg

Hi-Tech humanitarianism: tech adoption on farm.

Executive Summary

Adoption of digital technology on farm has been largely for business as usual activities that are a “nice to have” aspect rather than a “must have”. In the future agribusinesses will use digital technology to lower operating costs, increase productivity and expand to new markets or develop new product offerings.

The aim of this study is to discuss the six emerging technologies and what this means for farmers. The technologies covered are Artificial Intelligence (AI), Virtual Reality (VR), Augmented Reality (AR), Internet of things (IoT), Blockchain and Quantum computing. The underlying principles, for how they the technologies work and practical applications in the field of agriculture.

It is my opinion that to maintain a competitive advantage in the wake of Agriculture 2.0 technology, which focuses on automation of tasks for efficiency and productivity, the discussion needs to be much larger than what gadgets have come out and how they will improve our productivity. Digital technology is table stakes. While technology is no substitute for the human element, when used strategically and appropriately, it helps overcome hurdles and brings farmers and consumers together for the greater good of both.

My analysis of the literature and in my experience working on New Zealand farms has shown that a deliberate, conscious decision to use technology has to be made from the top down. New skills and attributes must be developed. These include: creativity, agility and adaptability, critical thinking and problem solving. Important conclusions from this study are that farmers should be:

• Having the right learning environment and a positive attitude towards technology.

• Learning from other sectors and nations that have adopted and implemented technology successfully and applying learnings.

• Proactively involved in coming up with solutions to their own problems and working alongside solution providers to refine these solutions.

• Lifting the profile of on farm innovation for the greater good and industry wide application.

• Embracing diversity of thought and exploring new ways of doing things on farm all the way along the supply chain. As business models, economics, and skill requirements shift, we could well see major changes in top positions, at both the company and regional levels.

Synthetic proteins. What will consumers be eating in the future and are our food producers aware.

Executive Summary

Synthetic meat, cultured meat, artificial protein. Many of us have heard the terms but what do they mean? More importantly do our food producers know what they mean and what impact they may have on them?

New Zealand’s place in the world’s meat supply has always been at the premium end. We are not high-volume suppliers. We offer something different; our food producers care about their animals, their health, the land and the fine people who are the caretakers of it.

This report surveys seventeen farmers to answer the question, is there enough information available for our food producers and to gauge what further information is required.

The questions cover a range of topics to gauge farmer awareness of the synthetic protein industry and how this may affect them.

Also included is an historical overview from the inception of this technology through to predictions for the future. Information on the key companies involved completes this study.

Key findings:

1) Our Food producers feel that they do not have enough information readily available. Information is available online. However, it requires effort to sort through the content!

2) Synthetic proteins are not currently seen as a high risk to our food producers. Other risks such as political and environmental influences feature highly.

3) Innovation in this sector is happening very quickly. New information is available daily and it’s difficult to stay ahead.

4) Many producers see the introduction of synthetic protein as an opportunity and are looking to push the benefits of our sustainably produced, grass-fed premium products.

Felling the Wall: An investigation into forestry training in the Gisborne region.

Executive Summary

Plantation forestry in New Zealand is entering a period of growth due to the availability of wood supply. Nowhere is this more prevalent than the Gisborne region. In order for forest owners to capitalise on their investment, this growth in industry capacity needs to be met with the supply of labour. To this end, the industry has its back to the wall.

The primary aim of this project has been to identify important characteristics of forestry training that are considered useful in the context of designing an alternative forestry training programme for the Gisborne region. The characteristics of training explored in this project include features that are considered successful as well as identifying limitations and challenges that are impeding the delivery of positive training outcomes. A broader objective of this project is to support the Eastland Wood Council (EWC) initiative to explore the potential for an alternative industry led training programme for the region. In order to achieve this aim, the author has collected data with semi-structured interviews to explore the perspectives of a sample of key stakeholders who are directly involved in the industry.

The results of this research illustrate that forestry training is a complex and challenging environment which is constrained by many factors. What is evident is that there is strong support for an alternative forestry training programme for the region. There is collective acknowledgment that the current training framework is not delivering what is required to support industry labour needs. The industry stakeholders realise the potential opportunity and more importantly are willing to consider alternatives and invest to find ways to improve efficiency and deliver better training outcomes.

Improved efficiency and better outcomes for forestry training will come at a significant cost. It will require substantial investment to design and implement a modern and attractive training programme which utilises technology to facilitate training as well as provides strong pastoral support to students. Strategic partnerships beyond current levels will be needed with businesses, organisations and government agencies within the industry training space to build critical momentum and realise the opportunity. This research suggested that progress toward this opportunity will require strong leadership and collaboration among industry representatives.

This report makes a number recommendations that relate specifically to the design of a training programme as well as training and industry promotion more broadly.

The recommendations are:

  • Consider partnering with Competenz to integrate the apprenticeship model.
  • Design and implement a student induction process to clarify the expectations of the training programme and employment in the industry more broadly.
  • Invest in a strong pastoral support framework to assist and develop students.
  • Consider employing a Project Manager/s to coordinate the programme. Ensure individuals who support students directly are able to engage and communicate effectively with the students.
  • Invest in technology to improve student recruitment and engagement as well as improve training efficiencies and student access (i.e. machine operation simulators).
  • Consider options for a machine operation training facility located in or around the city.
  • Expose students to all aspects of the industry and its support services to promote the scope of care er opportunities.
  • Explore opportunities to deliver the introductory industry qualifications to students prior to worksite placement with contractors. These should include NZQA ‘general requirements’ (17769) and ‘employment in a forestry operation’ (22995) . Additionally, basic fire and first aid units should be considered.
  • Vet contractors who partner with the programme to ensure their team culture is appropriate to facilitate student learning.
  • Consider and implement appropriate incentive mechanisms for contractors who partner with the training programme.
  • Facilitate opportunities to develop a shared vision for forestry training among key stakeholders in the region. This shared vision should include defining what future employment in the forestry industry will look like. Ensure this vision can be communicated effectively.
  • Facilitate opportunities to improve collaboration between key stakeholders.
  • Stakeholder collaboration and partnerships with the training programme should be based upon co – investment (financial and/or non – financial) to improve engagement and deliver better outcomes.
  • Increase promotion of the industry and career opportunities in schools including specific engagement with teachers and parents to ensure they are up to date with changes in industry and the future opportunities.
  • Consider targeted industry and career promotion at rural schools within the Gisborne region.

Hitting the marc in marlborough.

Executive Summary

Grape marc in the Marlborough region is set to increase in production by 50% in ten years. This increase in quantity could be tolerated by the multiple types of practices that currently exist, if expansion plans are in place. Comparing Marlborough to other industries or other wine regions within New Zealand and off shore is difficult as there are many unique factors involved. Council regulations are changing, and consequence for non-compliance has recently been aggressive; a strong contributor to the need for a change in culture around the issue.

Waste disposal in any industry is of environmental concern, and sustainable practices should be clearly defined so all procedures involved in handling, storage and use will have no adverse effect on the community, environment and businesses involved. Reutilising excess materials offers an environmentally conscious solution and provides the industry with another positive story.

There is room for more research and development of technology which can help make systems easier and more effective. Collaboration between industry members, industry bodies and governing bodies is essential to the success story that is grape marc in Marlborough.

How has the financial viability of Sauvignon Blanc in Marlborough changed over the last five years in three major growing areas.

Executive Summary

The financial viability of Sauvignon Blanc in Marlborough has never been stronger, showing returns on investment for the 2015/16 season of 24.47%, now who wouldn’t chase returns like that? Growers and investors are purchasing the remaining bare flat land to develop and keep up with world demand this is seeing record prices paid for both bare land and existing vineyards.

I undertook a literature review in conjunction with interviewing three growers, I was better able to understand the characteristics of the Marlborough wine region its sub regions, and how these characteristics play out in the flavour of the wine, value of the land and the factors that are driving the current expansion.

What I wasn’t aware of before undertaking this report was just how well this industry was performing and had been over the last 5 years peaking last season as mentioned above, I quickly learned that if we suggest these things to be cyclic then it would appear to me that we are very high in the cycle right now, are we at the peak or do we still have room to move? This report will give you an understanding of where the market is today.