KR2024

Public concern for the welfare of farmed animals is increasing. While New Zealand is often considered progressive in terms of its animal welfare legislation, we are not devoid of welfare issues when it comes to the management of animals within our food production systems. When considering dairy animals, cattle are often the main focus; however, dairy goats and dairy sheep are both emerging industries within New Zealand. Therefore, this report will encompass all three species.

Determining priority issues of animal welfare is critical to ensure limited funding and research is focused in the most appropriate areas, and to ultimately improve on-farm practices and animal welfare. It also allows for awareness to be raised regarding animal welfare best practice, and to highlight where the status quo is being challenged and where novel approaches are being used to address priority issues.

Whilst previous research has used expert consensus to identify priority welfare issues in dairy animals, there is no New Zealand specific data. Therefore, the overarching objective of this project was to determine priority welfare issues specific to New Zealand, by using a multistakeholder approach. Specifically, the aims of this project were to 1) determine how stakeholders rate known welfare issues for the three species, 2) determine specific priority issues of animal welfare for the three species, 3) identify novel approaches that are being used within the industry/sector to help mitigate the identified priority issues.

A review of the scientific and industry relevant literature was conducted to establish a list of documented welfare issues for each species (i.e., dairy cattle, dairy goats and dairy sheep). An online survey was then developed and circulated to a range of stakeholders (including veterinarians, farmers, scientists, government, NGO’s) for them to rate the constructed list of welfare issues in terms of severity and occurrence using Likert scale questions. Additionally, using open ended questions respondents were asked to specify their top three welfare priorities and to identify any novel approaches being used to improve animal welfare. Follow up semi-structured interviews were conducted to gain additional information for some of the identified novel approaches.

Key survey findings:

• A high percentage of respondents rated the severity of lameness as having a high or very high impact for all three species (76%, 83%, 71% for dairy cattle, goats, and sheep respectively). Furthermore, lameness was identified as the top priority issue for all three species.
• The severity of painful procedures was rated higher in dairy goats and sheep compared to dairy cattle.
• Delayed veterinary care and/or delayed euthanasia featured high in terms of severity for all three species.
• A high percentage of respondents rated the occurrence of surplus offspring (71%, 85%, 35% for dairy cattle, goats, and sheep respectively) and early dam separation (81%, 75%, 41% for dairy cattle, goats, and sheep respectively) as very frequently or always in all three species. Additionally, surplus offspring was identified as a priority issue for dairy cattle and dairy sheep.
• Lameness and surplus offspring were reoccurring themes across the survey responses for all three species. Therefore, they were the focus for follow up interviews regarding novel approaches.
  • Novel approaches to improve the welfare of surplus offspring included creation of new value streams through premium meat products, and the breeding of dairy beef,
  • Novel approaches for lameness centred around innovative technologies (e.g. Herd-i).

Recommendations:

• Stakeholder collaboration is needed to solve ‘wicked’ problems. There is no silver bullet to solve complex welfare challenges. Commitment from stakeholders for continuous improvement across the supply chain is required to solve or at least reduce some of these issues (i.e. surplus offspring).
• Showcase and support the innovative thinkers and early adopters. There are farmers and companies challenging the status quo and coming up with innovative ways to overcome welfare issues. They deserve recognition, industry and government support and financial assistance. If we are proactive and support the innovators and early adopters, then we can drive animal welfare change through farmer lead solutions rather than being pushed by policy and regulations from government.
• New Zealand cannot rest on its laurels. We need to be proactive when it comes to animal welfare to ensure we maintain our social license to farm, keep up with public expectation of pasture-based animal production systems, and to meet changing domestic and international market expectations.

Ka mua, ki muri – Walking backwards into the future

The food and fibre sector stands as a cornerstone of Aotearoa’s economy, employing 367,000 people and contributing significantly through agriculture, horticulture, forestry, and fisheries. With Māori assets in the sector valued at over $23 billion, and rangatahi Māori comprising a substantial proportion of the Māori population, the future of the industry is intrinsically linked to the empowerment and success of these young leaders. This report explores the barriers rangatahi face, identifies opportunities for growth, and offers strategies to create a thriving and inclusive sector where rangatahi Māori can lead with confidence and pride.

Through kaupapa Māori-centred research, including surveys and wānanga, this study captures the lived experiences of rangatahi and their supporters. It reveals that systemic challenges, such as limited access to culturally aligned education and training, insufficient career guidance, financial constraints, and workplaces that fail to authentically integrate tikanga Māori, are significant barriers to their success. Many rangatahi feel disconnected from industry pathways that do not reflect their values or aspirations, while financial pressures and geographical isolation further compound these challenges.

However, the research also highlights transformative opportunities for change. Initiatives grounded in Te Ao Māori values, including culturally aligned leadership programmes, mentorship networks, and hands-on training schemes, have already shown their potential to foster confidence, build skills, and inspire rangatahi to see their place within the sector. These successes demonstrate the importance of prioritising cultural authenticity, holistic support, and equitable access in fostering meaningful engagement.

Te Whare Tapa Whā, Mason Durie’s holistic model of wellbeing, provides a vital framework for understanding what it means for rangatahi to thrive. Participants described success as more than individual achievement, emphasising the importance of balance across spiritual, emotional, physical, and social dimensions. Thriving is inherently collective, rooted in contributions to whānau, hapū, and iwi, and in alignment with cultural identity and aspirations.

To enable rangatahi Māori to thrive, the report identifies the need for systemic change across the food and fibre sector. Education and training programmes must reflect Māori values and provide clear, culturally aligned pathways into meaningful careers. Mentorship, grounded in Māori perspectives, can connect rangatahi with role models who inspire and guide them toward leadership roles. Workplaces must become inclusive spaces where tikanga Māori is authentically integrated, creating environments where Māori identity is valued and celebrated. Financial support, including scholarships and subsidies, is critical for reducing economic pressures and enabling rangatahi to fully participate. Additionally, amplifying Māori leadership and sharing success stories can inspire others and challenge outdated perceptions of the sector.

The vision outlined in this report is of a food and fibre sector that honours the strengths of Māori culture, values, and leadership. In this future, rangatahi Māori are not only participants but transformative leaders, shaping an industry that is innovative, sustainable, and deeply reflective of Aotearoa’s bicultural heritage. Achieving this vision requires a collective commitment to dismantling barriers, fostering inclusivity, and embracing Māori perspectives at every level.

This is a moment of immense opportunity. By addressing the challenges identified and implementing the strategies proposed, the food and fibre sector can position itself as a global leader in cultural authenticity and sustainability. Empowering rangatahi Māori is not just an investment in individuals but a commitment to securing the future resilience and prosperity of the sector for generations to come.

The vision presented here is one of a food and fibre sector where rangatahi Māori are not only participants but transformative leaders. By addressing systemic barriers and embracing the strengths of Māori culture and identity, the sector can lead globally in sustainability, innovation, and cultural authenticity. This is a unique opportunity to act collectively, ensuring the sector’s resilience and prosperity for generations to come.

A partnership approach involves the pooling of resources, competencies, capacity and expertise, thereby achieving outcomes that add value to what each party could achieve by acting alone (Warner & Sullivan, 2004). New Zealand’s food and fibre sector benefits when participants work together to solve its challenges and bring value to the farm gate.

The purpose of this report is to evaluate what value working together brings to farmers and growers and the different types of potential value that can returned to the farm gate through the lens of industry partnerships. The objectives of the study were to address two primary questions.

1. What are the elements of a successful partnership?
2. What value can partnerships bring to the farm gate?

The methodology comprises a narrative literature review of existing works. This provided a base knowledge for conducting eight semi-structured interviews with a mixture of rural professionals, farmers, and growers. The themes identified from the literature review and interviews were then collated into a thematic analysis.

The results of this analysis showed that in order to return value, a partnership must be successful. Elements identified as contributing towards the success of a partnership we categorised using Sinek’s (2009) Golden Circle model of why, how and what. Purpose sat core of the model with trust, goalsetting, equity, management and people making the middle layer of how. Finally, structures and contracts were identified as the product of purpose, the what.

It was established that partnerships can bring social, productivity and profitability benefits to the farm gate. Productivity, which is often qualitative, typically leads to improved profitability over the long term. Profitability was found to be an instant benefit to the farm gate and was easily communicated and measured. Social value is often referenced within developing countries and was not widely discussed within interviews.

Recommendations for the food and fibre industry are:

• Participants within the food and fibre sector should view working with others as an opportunity to create greater value than what one can achieve by working alone.
• Initiatives that involve working with other parties should be formed and communicated from the inside out, starting with purpose.
• Communicating effectively and engaging farmers and growers is fundamental to creating value at the farm gate, communication should be tailored to a diverse audience.

The Waikato region is a stronghold for the New Zealand primary industries. With agriculture contributing above average levels of the regions GDP when compared to the rest of New Zealand (Keenan, Mackay, & Paragahawewa, 2023). This performance is off the back of strong pastoral farming performance, mostly dairy. The lack of diversity within Waikato’s agricultural land use brings both opportunities and risks.

The climate is changing, we have seen this in the past 10 years, with an increasing number of extreme weather events. The purpose of this study is to investigate the impact of these changes on potential land use to identify opportunities for new land uses and threats to the current land uses.

This study reviews relevant literature and spatially analyses the New Zealand climate projections data set (in ArcGIS) within the Waikato region. This analysis also includes consideration of the versatility of the land as classified by Land use capability (Classes 1-3).

From the literature review, there were some key findings that drove the spatial analysis for this study.

• THI is projected to increase, which may cause heat stress challenges for livestock based land uses.
  • Whilst the dataset does not include THI 72 data the proxy hot days has been used to consider this. While this does not give a direct indication of heat stress it does indicate the likelihood of heat stress.
• Cold extremes are predicted to reduce, potentially making way for an increase crop type options.
  • A study on the number of frost days has been used to investigate this.
• Nationally drought risk is predicted to increase, however within the Waikato this risk is mitigated by an increase in annual rainfall according to Wang et al (2014).
  • Potential evaporation deficit (PED) has been used to indicate drought risk.

The dataset used is taken from the Ministry for the Environment, provided by NIWA as New Zealand’s most up to date climate change projections. Within the dataset there are a number of variables and for each variable there are a number of scenarios. This study looks at;

• Total annual rainfall
• Hot days (days where the maximum air temperature exceeds 25oC).
• Frost days (days where the minimum air temperature is below 0oC)
• Potential Evapotranspiration Deficit (PED)
• Growing Degree Days (GDD)

For each variable this study analysed the baseline period of 1995-2014 versus the following scenarios;

• The sustainability pathway (as defined by the IPCC AR6) – SSP1 – 2.6
• The middle of the road pathway (also defined by the IPCC AR6) – SSP2 – 4.5

Each for both of the future periods of 2021 – 2040 and 2080 – 2099.

• Mean annual rainfall projected change estimates are minimal
• Hot days are projected to increase by up to 61 days by 2100.
  • The projected increase in hot days will increase the risk of heat stress for livestock and reduce livestock productivity.
• PED is projected to increase by 2100
  • The increase in PED equates to increased likelihood of drought, increasing the importance of growing drought tolerant plants/pastures/trees etc.
• Frost days are projected to reduce.
  • Enabling increased productivity for frost sensitive crops and diversification into these land uses.
• Growing degree days will increase.
  • Enabling increased productivity and diversity of land uses as more subtropical and tropical species become viable land uses.

Current land use in the Waikato is dominated by livestock based production. This is potentially underutilising some of the high quality soils in our region. The projected change in the climate for the Waikato provides risk to the livestock-based production that we (Waikato) are so reliant on currently, it also provides opportunities for other land uses to be come viable.

Potential land uses this study considered include;

• Berries
• Sweetcorn
• Avocados
• Citrus
• Asparagus
• Peanuts
• Kumara
• Macadamia

Further research into;

• Mitigation options for heat stress,
• Pasture alternatives,
• Barriers to land use change,
• Where potential investment into the value chain should go in the Waikato,
  are recommended for next steps.

The agrifood sector in New Zealand faces challenges in developing leadership among midcareer professionals, particularly those aged 30-50 who often find themselves in a “missing middle,” with initiatives aimed at early career, and insights sought from current leaders.

This study examines how leadership development opportunities can be strengthened, using the question: How can leadership development opportunities be enhanced to support Aotearoa New Zealand food and fibre professionals in the growth phase of their careers?

The objectives were to assess current development initiatives, analyse challenges, and offer strategic recommendations to better support mid-career professionals. This work is critical, as a robust, inclusive leadership pipeline ensures the sector’s adaptability and sustainability, preparing it for future challenges and innovation.

The research combined a literature review with qualitative data from a digital survey and indepth interviews involving a diverse set of sector professionals. Themes were analysed to develop comprehensive recommendations.

Key findings

Leadership gaps: Opportunities are fragmented, often inaccessible, and lack inclusivity. Without dedicated development for mid-career professionals, the sector risks a stagnated leadership pipeline, where experienced individuals lack the growth opportunities needed to step into higher leadership roles effectively.

Compounding barriers: Time, financial constraints, personal circumstances, and cultural biases hinder access to leadership development. If these barriers are not addressed, there will be ongoing inequities in leadership accessibility, potentially exacerbating talent shortages and reducing sector-wide innovation as diverse perspectives are left untapped.

Cultural shift: There is a need to redefine leadership, emphasising diversity, cross-sector collaboration, and continuous learning. Embracing more inclusive and diverse leadership approaches will improve organisational adaptability and attract a wider talent pool, fostering a more resilient and innovative food and fibre sector capable of responding to future challenges.

Recommendations

• For current leaders: champion inclusion of diverse perspectives, ensuring equitable access to opportunities and roles that leverage lived experience.
• For existing initiatives: Explore opportunities to include diverse perspectives, including the use of technology to enhance equitable access.
• For individuals: articulate your values, drivers, and “why”, and use these to identify where you can add value and feel valued.
• For myself: Investigate implementing a digitally based pan-sector mentoring programme, and investigate multimedia, multichannel storytelling of diverse leaders

Nā tō rourou, nā taku rourou, ka ora ai te iwi.

With your food basket, and my food basket, the people will thrive.

This project aims to ensure the sustainability and economic viability of mushroom growing in New Zealand by exploring and implementing alternative casing materials and mitigating the risks associated with peat reliance.

Mushroom farmers around the world have long used peat as a key ingredient in mushroom growing. Due to its unique characteristics, peat makes an excellent casing material as it is:

• Widely available, low cost, contaminant-free, low pH, and highly water-retentive
• Aerated enough to create microclimates perfect for efficient mushroom growing at a commercial scale e.g. maximises yield and minimises harvesting labour costs

This project seeks to explain the characteristics of why peat is such a great medium for growing mushrooms. It is very difficult to get an alternate product that is more sustainable and will deliver the same financial results as peat.

While much work has been done on peat alternatives, there is still no clear pathway from peat. If anything, the problem will only get more significant as demand for peat increases over the coming years. Peat mining is only coming under more pressure, with countries like Germany setting targets of 2030 to ban all peat mining. There is also the diminishing social licence and more pressure from supermarkets, especially in the UK, where they ask for peat- free mushrooms. As it stands, there is little to no pressure from the government or the supermarkets here in New Zealand. From the interaction and interviews conducted for this project, it looks like this is only a matter of time before New Zealand follows in the footsteps of other European countries.

From the research conducted, there is a lot of scepticism around peat alternatives particularly from mushroom growers who view any other medium other than peat used as a casing soil is going to be more expensive, yield less and have lower quality than peat. Farm owners and growers are under more and more pressure to manage costs and see peat replacement as just that.

From the trials conducted wood fibre blended with peat at 30% rate delivers the same results as 100% peat casing.

Wood fibre mixed with peat only makes sense for countries that rely on imported peat. It is here where the efficiency gain in the logistics of the wood fibre make it economically viable over bulk peat.

New Zealand agriculture must find innovative pathways to address climate, regulatory, and social requirements while responding to international commodities markets. This report explores key inflexion points for prioritising sustainable practices while enhancing market opportunities for the NZ primary sector. The research included a comprehensive literature review of the supply chain and mechanisms for regulating (policy), incentivising (biodiversity credits, subsidisation, supplier premiums), and creating value in the marketplace. In addition, 9 semi-structured interviews with key stakeholders generated insights and sentiment towards levers for innovation. Interview responses and literature supported market value as a fundamental driver of sustainable innovation. However, a disconnect was observed across industry stakeholders towards levers for innovation (e.g. biodiversity credits, supplier premiums, and regulation).

Farmers and consumers as opposing ends of the supply chain are points of inflexion that could drive systemic transformation but require incentivisation, regulation and support from the wider industry through a collaborative value chain (CVC). Traits inherent to a CVC include stakeholder collaboration through market intelligence, information dissemination, and stakeholder responsiveness. Independent extension helps to connect stakeholders disseminating market signals and channelling innovative ideas to early-adopter farmers. Export commodities are supported by natural capital: fertile soils, pristine landscapes, and a temperate climate to support pasture growth. While NZ is capital-poor, investment in natural capital is vital for ensuring the sector can support future generations.

Primary Recommendations

1. Adoption of a CVC by all stakeholders of the supply chain through independent market intelligence, information dissemination and responsiveness to market signals.
2. Regulation and incentivisation specific to the biophysical context (land use, region, catchment etc.) which set clear long-term boundaries.
3. Knowledge transfer through an independent extension system to glue innovative farmers with new ideas, and foster science commercialisation.
4. Farmer-led initiatives connecting early adopters/innovators with those requiring more evidence to generate volume that can be leveraged across the wider value chain.
5. Honesty in branding to tell our authentic story and emotionally connect to consumers
6. Industry-level discussion on biodiversity credits: as a verification tool using remote sensing technology, to incentivise, increase awareness and diversify income.

This research report explores Kaitiakitanga, a guiding principle rooted in Māori values of guardianship, whakapapa (genealogy), and tikanga (customs) that sustain the people and land of Te Moana a Toi (Bay of Plenty). Anchored in a Kaupapa (agenda / topic) Māori research framework, the study delves into how Māori land trusts and incorporations exercise Kaitiakitanga in their governance and land management practices to build hei taurikura (people thriving with prosperity). Drawing from both literature and kōrero kanohi ki te kanohi (face-to-face interviews), the report emphasizes the whanangatanga (kinship) responsibilities guiding the relationship between tangata whenua (people of the land) and their whenua (land), aimed at ensuring hei whakatupuranga hou (intergenerational well-being).

Key Findings:

The research highlights that Kaitiakitanga is a holistic practice deeply embedded in tapu (sacred or spiritual), Tikanga (cultural protocol), and practical actions. It emphasizes protecting and enhancing mauri (life force) and upholding mana (authority) across generations. Whakapapa and whanaungatanga form the foundation of Kaitiakitanga, creating a duty to care for the whenua and its people, not only for current needs but also for future prosperity. This connection to the land transcends physical responsibility, embodying a spiritual obligation rooted in Tikanga.

Additionally, the findings underscore the importance of daily rituals, such as karakia (prayer), which maintain spiritual balance and reinforce the sacred nature of kaitiaki roles. Integrating these practices into governance ensures decisions align with cultural and ecological values. Examples from Māori land trusts demonstrate how economic and environmental priorities can coexist. Initiatives like sustainable horticulture and conservation efforts, including native forest restoration and pest control, illustrate the successful blending of traditional knowledge with modern practices. The theme of intergenerational stewardship emphasizes prioritizing long-term sustainability over short-term economic gains for the benefit of future generations.

Recommendations:

• Embedding Kaitiakitanga in Governance: Integrate tikanga into organizational culture, making karakia, whakawhanaungatanga (to build relationships), and Te Reo Māori (Māori language) core practices. This approach enhances collective well-being and aligns cultural values with organizational success.
• Cultural Practices as Foundations: Use karakia for spiritual guidance and adopt tikanga such as whakatau (cultural greeting protocol) and manaakitanga (hospitality) to foster whanaungatanga (kinship or family like relationships) and respect, creating a culturally vibrant environment.
• Kaitiakitanga in Investment Policy: Align investment strategies with Kaitiakitanga by setting sustainable goals, balancing assets, and establishing accountability to ensure environmental stewardship.
• Mauri Compass for Ecosystem Health: Use the Mauri Compass to monitor and restore ecosystems by protecting taonga species, integrating Mātauranga Māori with science, and guiding resource management to sustain mauri.
• Cultural Impact Assessments: Conduct thorough cultural assessments to respect the spiritual significance of land and waterways, guiding decisions to uphold Kaitiakitanga values and minimize environmental impacts.

The dairy industry is a rapidly changing and challenging environment. Therefore, the industry needs to attract the best and brightest to continue to be world leading. One way to attract the best talent is to show the career pathways and opportunities available. This research project seeks to understand how young dairy farmers in Northland have got ahead and to learn from their examples and experiences.

A literature review was completed to understand how career pathways in the dairy industry have evolved and the diDerent options available; contract milking, lower order sharemilking, 50/50 sharemilking, leasing and equity partnerships.

Qualitative research was completed in the form of semi structured interviews with nine Northland dairy farmers who had either recently progressed to farm ownership or are sharemilking. Thematic analysis was completed to identify patterns within the interviews. Patterns were collated to understand the meaning behind the data.

This report confirms that the career pathway of young dairy farmer is not a straightforward one; there were multiple and varied pathways for progression. These ranged between directly from farm manager to farm owner, to using a range of diDerent operating models including equity partnerships and leases. Some interviewees had achieved the goal of farm ownership while others preferred to continue larger scale sharemilking rather than moving into farm ownership at a smaller scale.

The report also highlights six key themes important to the career progression of a dairy farmer; finding the right opportunity, equity gains from stock, access to capital, a good support team, business planning and developing leadership capabilities.

From these key themes, six recommendations are made to farmers looking to progress and three recommendations are made for the wider industry to support progression.

Recommendations for farmers:

• Build reputation to secure the right opportunities
• Get into stock as early as possible to grow equity
• Make a plan for accessing capital
• Network to create a support team
• Have a business plan
• Develop leadership capabilities

Recommendations for industry:

• Reinstate and expand the Extension 350 programme
• Support young farmers entering contracts
• Consistency and clarity needed from banks

Aotearoa’s agricultural sector plays a key role in the nation’s economy and sustainable future. It is a key driver of the country’s future economic prosperity, with exports from it projected to reach $67 billion by 2030.

However, this prosperity faces significant challenges. Access to capital is constraining the sector’s sustainability, productivity, and transition to the next generation of farmers. Traditional funding models, heavily reliant on debt, no longer fit the needs of the next farming generation. The sector needs to adapt current funding models and explore innovative funding approaches that bridge this growing capital gap, forecast to reach between $110 billion and $125 billion by 2050.

This report investigates these. The findings and recommendations offer approaches to delivering patient capital models and assisting in the development of investable and highly productive farming businesses in the face of future challenges.

Methodology

This study explores the sector’s capital constraints, why the current model is no longer fit for purpose and alternative funding models through a literature review. It supplements this with a qualitative analysis of insights from 13 semi-structured interviews. These insights are synthesised using thematic analysis, compared against the literature review, and identified opportunities to support the sector’s next phase of growth.

Key Findings

Analysis of the key themes from the literature review and interviews found that:

• Current debt-reliant capital models are not fit for -purpose, particularly given the looming climate challenges and the productivity goals we want to achieve for better standards of living.
• Regulatory and structural challenges exist in current models that would benefit from adjustment, such as loosening capital holding requirements for Agri lending and restrictiveness on foreign direct investment.
• Alternative sources of debt and capital are important to assist with the investments required.
• It is important that this capital does not just simply funnel into corporate models as it has in the past. These entities often underperform compared to the traditional owneroperator due to lack of the “love” differential, which is a key driver of profit.
• A hybrid ‘owner-occupier/corporate model’ may be a solution that retains the characteristics of individual ownership and ‘boots on the ground’ while adopting some of the processes, disciplines and financial acumen typical of larger corporate structures. This makes the placement of different forms of capital more viable while maintaining a profitable hands on approach.
• Farmers entering this model would likely need support to build deeper commercial acumen to develop bankable/investable opportunities.
• Advisors have a key role to play in this to support farmers, potentially alongside industry bodies exploring a start-up incubation-type approach.

Recommendations

For Policy Makers:

• Review capital holding regulations requiring the main banks to hold more capital on Agri loans.
• Review current Overseas Investment Office regulations that governs Foreign Direct Investment to make New Zealand less restrictive on foreign capital investment flows, focusing on greater economic benefits while protecting our unique values and world view including that of whenua Māori and Te ao Māori.

For Lenders:

• Explore alternative working capital models
• Utilise sustainable lending as a tool to incentivise all environmental improvements, not just as a tool for new lending

For Processor Partners:

• Explore the provision of working capital support to assist new entrants into the market hedged by future production.

For industry bodies:

• Explore expanding advisory support and training for growth-oriented new farmers; cross-pollination between the entrepreneurial start-up sector and models like incubation and acceleration to support entities to be “capital-ready” and innovation-led
• Support and expand on initiatives like the Dairy Graduate Programme

For Institutional Investors & Private Capital:

• Develop an Agri-investment strategy
• Collaborate with key industry advisory players to explore a model that provides a vehicle to invest in smaller transaction sizes to reduce the risk of corporate nonperformance and diversify portfolio

For Farm & Agri Advisors

• Further develop the financial advisory aspect of your practice to support farming businesses in developing their business acumen.
• Support farmers to develop an ‘Owner Operator/Corporate hybrid model’

For agritech entrepreneurs

• Explore opportunities in the development of agritech/fintech solutions both in the data aggregation space for credit and risk management as well as in retail investment models into agriculture

For Farmers:

• Develop a clear view of your goals & vision and where different forms of capital fit within this; the same model won’t fit all
• Be open to exploring different capital models to assist you in reaching your goals
• Consider exploring an ‘Owner Operator/Corporate hybrid model’ with external investment partners
• Grow your understanding of your financial and risk profile
• Work with trusted advisors on developing your farming business model and building business acumen to be able to present this to potential partners, lenders and investors.