2026 Nuffield NZ Farming Scholarship. Apply by 17 August 2025. Read More...

Apply for 2026 Nuffield NZ Farming Scholarship by 17 August 2025. More details...

kellogg

Deering to be different.

Executive summary

New Zealand (NZ) has the largest population of farmed deer worldwide and the invention of deer farming is a great innovative agricultural success (Anselmi, Taylor, Good, Hansen, & McHugh, 2012). Recently, NZ velvet has developed a premium product reputation and prices have been high. However, on the 1st March 2016 the National Animal Identification and Tracing (NAIT) scheme will require all mature deer to be NAIT tagged and registered. 

This imposes a compliance cost, but equally creates new opportunities from the adoption of Radio Frequency Identification (RFID) technology. RFID has revolutionised NZ dairy farm production systems and is seen by many premium markets, as “a necessity for food safety procedures and requirements” (Anselmi, et al., 2012, p. 15).

“RFID is a generic term that is used to describe a system that transmits the identity (in the form of a unique serial number) of an object or person wirelessly, using radio waves” (Kaur, Sandhu, Mohan, & Sandhu, 2011, p. 151) . RFID or electronic identification (EID) animal tagging “is a means of automatically identifying individual products or livestock via a unique numbered tag which has the ability to be scanned and recorded onto an external database” (Anselmi, et al., 2012. p. 7). RFID could be thought of as a replacement to barcode technology, but with a number of additional capabilities, including its ability to operate in some environments without direct line of sight.

The majority of NZ velvet is sold in South Korea with in private medicine shops, by highly trained Oriental Medicine Doctors who “prescribe velvet in combination with a number of herbs, according to the treatment required” (Fraser, 2009, p. 6). This market is changing and young Koreans are time poor, but still believe in the health properties of velvet. They require velvet in a capsule and extract form, which creates new opportunities within velvet-focused farm systems and velvet value chains.

The purpose of this study was to add to the existing literature available to the Deer Industry New Zealand (DINZ) and its stakeholders on RFID. The goal of this study was to fill the gap by completing: an evaluation of RFID technology within velvet-focused farm systems and velvet value chains. A case study approach was used as defined by Perry (1998) and a thematic analysis technique was used to analyse the data as described by Fereday, (2006). The study’s interviewees were made up of industry professionals who have specific knowledge and viewpoints on either RFID, velvet supply chains, the NZ deer industry or velvet-focused farming systems. It can be concluded that there are opportunities for RFID technology within velvet-focused farm systems.

Seven main opportunities were identified from the ad option of RFID technology by the NZ velvet industry. All seven of these opportunities were shown to be interlinked through the adoption of RFID technology, but were shown to provide different impacts depending on the adopter’s position within the supply chain. These seven opportunities are:

  1. Ultra – High Frequency (UHF)
  2. Traceability
  3. Supply chain management
  4. Data handling
  5. Individualised management
  6. Live data analysis
  7. Industry data hub

The biggest opportunity for the velvet industry is the industry-wide adoption of UHF RFID technology. UHF is the preferred RFID frequency for supply chains, but it also creates additional opportunities for NZ velvet producers . UHF appears to better adhere to the behaviour of deer, which enables more applications in the animal management systems of producers compared to low frequency. UHF’s key benefits were its animal handling, information storage and increased operator safety capabilities.

The traceability capability of RFID was seen as the biggest opportunity across all RFID frequencies. The benefits of RFIDs traceability capability are created through RFIDs ability to improve supply chain management, data handling, individualised management and live data analysis through the use of an industry data hub. This requires the integration of on-farm a d supply chain RFID technologies, which is needed to create relatively seamless electronic information transfer between entities. This integration would enable the opportunities that have been identified to be implemented and would be beneficial for all parties within the NZ velvet industry.

In the long term, the potential opportunities of RFID for the NZ velvet industry will outweigh the limitations to adoption as the adoption of RFID has the potential to benefit all par ties within the NZ velvet industry. The main limitations of the uptake of RFID technology within the NZ velvet industry are a lack of useful information sharing and time for user familiarisation. These limitations will be ongoing as more innovative RFID opportunities are created for velvet-focused farm systems and velvet value chains. Some of these opportunities we have yet to imagine, let alone recognise

Based on this study, it has been recommended:

  1. That further research is conducted into understanding the full potential of RFID technologies within the NZ velvet industry.
  2. That NAIT urgently revisits and reassess its decision to exclude the use of UHF technology from the NZ velvet industry for animal identification and tracing.
  3. That DINZ makes the further exploration of UHF RFID velvet tag technology as a suitable alternative to paper-based velvet traceability systems a priority.
  4. That DINZ enables innovative customers, marketers and producers to freely experiment with RFID and identify their own tangible opportunities, limitations and benefits.
  5. That DINZ does not immediately make a new RFID technology compulsory and instead enables the extension, support and time needed for users to become familiar with RFID.
  6. That entities involved within RFID technology development, NZ velvet production and velvet value chains come together to communicate and collaborate in order to create:
    1. An improved extension frame work for RFID within the NZ velvet industry.
    2. A development plan for the utilisation of data created through RFID.
    3. A strategy of enablement, which allows commercial entities both on-farm and in the velvet value chain to benefit from the opportunities that RFID can create.
  7. That NZ livestock industries come together on RFID research and development to create and exploit mutually beneficial opportunities.
  8. That visionary leadership is utilised for decisions regarding RFID within the NZ velvet industry. To ensure that RFIDs long term potential to create new opportunities is not wasted.
  9. That a strategy for the creation of a national industry good livestock data hub is created. A hub that would enable the transfer of information between entities, the creation of powerful big data analysis and a framework for RFID data transfer and analysis technology developers.

Hamish Clarke

The value of using digital technology for farm paddock record keeping.

Executive summary

The use of paddock recording by farmers is still very much done by traditional methods. The popular method of paper recording ie. In a farm diary, has many limitations and although the benefits of using technology are clear, not many NZ farmers have been brave enough to take up the challenge and use paddock recording programmes such as Production Wise.

This report surveys four diverse farmers for their opinions about paddock recording and then uses a large Canterbury dairy operation as a case study to trial the use and benefits of using a cloud based computer programme to record paddock information. 

Farmlands Co-Operative is a market leader in on farm service and farm advice. Using a case study from Canterbury Grasslands Limited, a proposal will be submitted to management to outline a system so that all TFOs are trained in the use of paddock recording technology to encourage the shareholder to maintain accurate records of all paddock inputs. 

The success of this study will be when a farmer can see how easy it is to use and how much more information can be retained on farm and available for use not only by the farm itself, but for other contractors such as seed supplier, fertiliser supplier or chemical supplier. If this programme is rolled out across all of Farmlands NZ, it gives the company major advantage in customer service.

Wayne May

Analysis of production systems in the New Zealand dairy industry.

Executive summary

The objective of this study was to investigate the aspects of production systems in the New Zealand dairy industry with profitability as the key driver, along with resilience to volatile price swings, international competiveness and an environmental enquiry. Existing data was used for this analysis . Over the past 10 years there has been a substantial increase in supplementary feeding on New Zealand dairy farms, resulting in an increase of more than 100% in feed costs, while cost of debt increased over 40%. 

Many decisions to increase farm intensity and supplement feeding are based on a perception that additional feeding will lead to further milksolid production, and therefore, further profitability and return on assets. Caution needs to be taken here, as the key driver of operating profit per hectare on New Zealand dairy farms is the cost of production, as this can be managed within the farmgate, while other variables lie beyond farmer control.

Analysis from this study suggests that although individual farmers operating intensive systems have done well, and can remain profitable in average farmgate milk price seasons, the New Zealand dairy industry as a whole has be come less resilient to external factors, international competiveness has been eroded, and profitability has become difficult in low to average milk price seasons with higher breakeven milk prices required. Intensive farm systems with off-paddock facilities such as cow housing barns, when incorporated in the New Zealand pastoral mode l, have also shown that it is difficult to achieve positive environmental outcomes whilst being profitable, with breakeven milk prices required in excess of $6.50 per kilogram of milksolid.

International datasets show that the overall costs associated with supplementary feeding can be more than 50% of the purchase price when accounting for wastage, utilisation, capital infrastructure, fuel/energy, and repairs and maintenance.

Combining supplements into a pasture based system can have the possibility to enhance total feed intake, production and profitability. However, the real milk solid response is regularly inconsistent and less than anticipated. Results under ideal research conditions showed a response of 70-80g of milksolids per kilogram of supplement dry matter introduced into the diet, while commercial dairy farms only had a 55g response.

However, not all farm system decisions are necessarily based on profitability. Many decisions concerning farm systems, intensity and infrastructure can be based on non-economic factors. This does not mean they are poor decisions, so long as the long term viability of the farming operation is sustained, but farmers must be aware of the implications of doing so.

Farmers need to be cautious of making reflex decisions in altering their systems due to a short term shift in milk price. What needs to be understood is the key drivers and values of the operation, and make decisions based on the core objectives and strategy, current performance, and recognise opportunities to make strategic changes to increase business profitability and resilience.

Zach Mounsey

The future of fodder beet.

Executive summary

This report aims to identify the advantages and disadvantages of fodder beet (FB) as a feed option for lactating cows in the dairy industry. In this report I analyze the cost to grow, harvest and transport fodder beet. In addition, I compare similar stock feed that includes: palm kernel expeller (PKE), and grain. I pay particular attention to the nutritional and environmental factors involved with each type of feed. 

To begin, I give a brief overview of PKE, grain and FB. Next, I examine the key physical attributes and history of the different supplements. The next section outlines the different dairy farm systems in relation to the level of supplements used on farms.

In this report, I review the factors that influence the cost of supplements. From these factors, I then assess the actual cost of the different supplements. Once I convert these dollar figures and apply the amounts to an energy unit, I then pair this information against the average dairy payout figures from past years. From here, I then calculate the profit margin of each feed. This figure is then extended beyond an individual farm by applying industry statistics to the calculation. I use the calculation to then highlight the potential benefits a change in feed could provide for the entire dairy industry.

Another major issue associated with supplements is the environmental concerns. In my report I provide the opposing viewpoints with regard to the usage of PKE. This section is designed to highlight the difficulty associated with achieving collaboration when the opposing views are so strong.

I conclude by addressing the difficulties with feeding FB, one example is acidosis. However, I also provide the potential nutritional benefits associated with lower levels of excreted nitrogen, and therefore more protein is utilized and absorbed by the cow.

This report strives to be both informative and provocative. I want to inform the reader on the current issues surrounding supplements, but also, and perhaps more importantly, challenge the reader to think outside the box and reach for solutions. We live in a world of constant change as this report continually highlights. For us to move forward as a collective, we must embrace this constant change in order to prosper.

Sam Riley

Developing light sand pasture dunes into irrigated land.

Executive summary

The New Zealand government has set a goal of doubling the value of exports by 2025. In order to achieve this, the Irrigation Acceleration Fund (IAF) was allocated $35 million over five years to support the development of irrigation infrastructure. 

Rangitikei local government had employed Catalyst Group an environmental management consulting company to conduct case studies on irrigated and non-irrigated properties to the determine potential of expanding irrigation. It would appear that central and regional governments are keen to develop more land under irrigation.

The aim of this project is to understand the formation of sand dunes in the lower west coast of the North Island and their stability. Secondly the project aimed to find out what support from Government has been provided for farmers to develop their land to irrigation? Lastly the project provides a case study on re-contouring land.

A range of interviews were conducted to explore the aims stated above. Dr Alastair Clement from Massey University w as contacted to understand how local dune fields were formed and stable they are, and how they were unique. Hew Dalrymple a farmer near Bulls was interviewed to see how their current irrigation project was proceeding.

The lower North Island sand dune area has undergone massive transformation over the past 10,000 years and parts are still forming. Early Maori and European settlers have influenced this dune area more recently ( past 1,000 years).

Developing these dunes would always be restricted by cost to develop. But it had been proven to be feasible to irrigate and produce increased returns from the land. Current regulation provides a reasonable framework for farmers to adhere to. More information from regional councils could improve the process to help estimate costs and barriers.

Hamish Easton

Did the concept of Te Aute College shape our leaders.

Executive summary

I will be exploring the topic of Maori leadership that has come from a Maori boarding school since the 19th Century. Te Aute College holds a proud heritage of Maori leadership and this is viewed through stories and generation of students who have attended Te Aute a Maori boarding school for males in Hawkes Bay, New Zealand. 

Leadership for Maori communities is an important pathway for our youth to become leaders, including a need for developing effective leadership and governance and also look at traditional and contemporary Maori leadership. My question is: has the concept of Te Aute College helped shape our leaders.

Leadership has been recognised as an important issue for Maori communities this includes a need to develop effective leadership and governance and explore the different styles of leadership.

I have created a survey to pull information from past pupils to help towards the conclusion of my findings and to hopefully assist Te Aute College in future years to once again establish themselves as one of the greatest Colleges in Aotearoa, New Zealand.

“I cherish the deepest regard for Te Aute for my three years in the College. Laid the foundation for my academic career. It was the teachings at Te Aute and the formation of the Te Aute old boys association that ingrained into myself and others our responsibility to the Maori people”.

This quote is taken from a letter written by Sir Peter Te Rangihiroa Buck in 1951 to the principal of Te Aute College Richard Webb. Buck had an outstanding list of accomplishments while attending he college which shaped his passion for excellence and his contribution to the Maori people.

Farrell Chrystal

International agriculture investment: Foreign ownership of New Zealand farmland.

Executive summary

Foreign Ownership of New Zealand farm land is an ever evolving topic that is of interest to a large number of us and a discussion that many people are uneasy to have or have a strong feeling either way.

People fear for loss of ownership of our great land and consider the implications it will have on future generations. 

Before land can be sold to foreign investors it has to go through the Overseas Investment Office (OIO) which assesses applications from overseas investors seeking to invest in sensitive New Zealand farm land. Farm land that exceeds 5 hectares is deemed to be sensitive.

It also is required to get Ministerial approval if granted approval from the OIO. New Zealand has a robust OIO process and we should not fear that it will let us down, but look for greater opportunity when foreign interest is expressed in our land.

Before reading into this report consider this – If you were a land owner looking at selling your farm land that you have firstly worked hard to get and secondly to keep and run as a viable operation, should you be deprived of t he opportunity of obtaining maximum value from your asset?

I hope this report will stimulate further discussion and debate on Foreign Ownership of our New Zealand farmland.

Jamie Cunninghame

Opportunities for private equity investment within the sheep/beef and deer industries

Executive summary

Use of private equity is well established in the agriculture sector. The dairy industry, in particular, has used private equity partners to fund purchases and conversions, successfully driving growth of businesses across different stages.

This report identifies the limitations and opportunities of private equity for the sheep and beef industry, where capital constraints and cash-flow issues are an inherent hurdle to growth.
Modern farming systems, technology, and sciences are evolving along with the way businesses are being financed and governed.

This evolution is influenced by such factors as investment costs, social and environmental pressures, availability of skill sets and price volatility – factors that shape how we farm today and into the future.
The backbone of New Zealand agriculture is family-farmed businesses. The industry has been further shaped over the last two centuries by strong trading cycles influenced by political and environmental dynamics ranging from economic recessions, global conflicts and subsidies, to technological and land use advances and high interest rates.

While the traditional family-owned farm remains a strong part of the agriculture industry now and into the future, structures are evolving with the rapid growth of corporates, foreign investors, multi shareholder businesses, leases and their relative hybrid models.
My views and interest in private equity are based on my personal background of growing up on a family farm, my education, work, business experience and the family succession process.
Capital – or lack of it – is probably the largest factor influencing the sustainability and growth of my farming businesses.

The focus on both cost of capital investment in the farming business and on ownership structures has elevated rapidly, driven by high levels of capital appreciation in the last two decades.
Perhaps the issue is best demonstrated by a discussion I had with a former employer about the cost of buying a farm, this was about the in the year 2000. He reflected on how tough farmers thought things were in the 1980’s when the capital cost was about three times the gross turnover of a stock unit. He noted that this was nothing compared to where it sat in 2000 – nearly eight times the gross turnover.

So, 16 years after that discussion, the cost is over 10-12 times the gross turnover, and there are now far greater compliance costs and social and environmental concerns increase the cost of doing business.
While high capital gains have created wealth, this has created its own challenges around succession and entry into the industry. Issues over land availability, land use change and investors paying aesthetics values for marginal producing land have all impacted on the environment we farm in today.

I hope this report will stimulate debate and highlight opportunities with the use of private equity for the benefit of industry businesses.

Edward Pinckney

Farm succession the key to success.

Executive summary

The sheep and beef industry is one of New Zealand’s leading exporting industries. Many sheep and beef farms have remained within the same family for generations due to successful farm succession across multiple generations, as evident every year at the New Zealand Century Farms and Station Awards (NZCFSA). 

Succession planning is the development of a strategy that will allow a smooth transition of the business and assets with minimal disruption to the business or, more importantly family relationships. Often family members will have different expectations in respect of future ownership of assets and aspirations in respect of involvement in the business. A poorly planned and executed succession strategy may not only have financial and taxation implications but can also have a major impact on family relationships.

After conducting a literature review and three case studies I have formed three recommendations for successful farm succession of the family farm. They are;

    1. Open Communication – Encourage diversity of thinking during farm succession process helps to get a better understanding of all family members vision for the family farm. Who to involve;
        • Both farming and non farming family members and their spouses.
        • Accountants, bank manager and lawyers.
        • And seek advice from an independent farm succession facilitator.
    2. Document Everything – The gold standard would be to devise a comprehensive business plan and distribute to all family members. Documents to consider include;
        • Minutes from every meeting.
        • Farm succession strategy.o Businessgoals.
          o Timeframes.
          o Rolesandresponsibilities.
        • Updated Wills. But most importantly….

      3. Start Early – It is never too early to start!! Conversations should start at an early age and be maintained over the years – we all know how young people’s interest and capabilities change over time. Things to avoid;

  • Making assumptions, as these can turn into expectations.
  • Devising a strategy at short notice, as a poorly planned and poorly executed strategy can have a detrimental effect on family relationships.
  • Not giving praise. Everybody likes praise, but farmers are very reluctant to give any sort of praise. Acknowledgement during succession planning can go a long way to building stronger family relationships.

I hope this report stimulates people to start farm succession planning now!! Enjoy your read.

Hayden Peter

The NZ honey export company ltd pure New Zealand natural honey.

Executive summary

It is well known that the honey market is very crowded with multiple brands and product types; however, I believe there is space in the market for a special premium brand. The new brand would target the more sophisticated, educated, wealthy, female market. The brand would be differentiated by refined upmarket packaging and a range of value added products that are well-designed, well- engineered, well-crafted, and selling the experience and story of New Zealand, with a touch of exclusive artisanal look of luxury (Roberts, 2004). 

There will be a full range of premium honey products including active manuka, an organic honey range, high-end drinks and other bee products including prololis, royal jelly and bee pollen. Further the value added premium honey products would include sophisticated skin care natural products range targeting successful businesswomen (Cropp, 2015).

A combination of pooled knowledge and technical capabilities of advisors, leadership team, and a strong management team will allow The NZ Honey Export Company to be competitive in the marketplace and provide significant benefit to customers.

Initially, the company will purchase from the retiring owner an existing honey packing facility complete with machinery, labels and licences. The purchase cost for the entire packing plant, equipment and working capital will be approximately $350,000. The initial production would be performed in the vendor’s existing factory.

As The NZ Honey Export Company establishes its footprint and gains a solid reputation, it will leverage its core competencies for continued growth, and to differentiate the company from competitors.

Wendy Oliver