DairyNZ candidates on why you should vote for them

What do you see as the three top priorities for a DairyNZ director?

Improving the public perception of dairy and championing New Zealand dairy farmers’ willingness to be seen to be doing ‘what is right’.

Challenging our priorities to ensure we are all profitable and sustainable.

Providing leadership for the rest of the agri sector.

— Colin Glass

Maximising the return to our levy payers by the efficient use of resources and funding.

Having a future-focused and proactive approach, and a clear understanding of the opportunities and challenges ahead.

To focus on outcomes which continue to enhance onfarm profitability and sustainability as part of a DairyNZ strategy refresh.

— Mark Slee

Focus on the current DairyNZ strategy refresh, to clarify how the resulting strategic objectives will be set and achieved.

Effective use of levy payers’ funds to optimise benefits to the levy payers.

Appropriately assess and monitor the risks to DairyNZ.

— Ian Brown

A director of DairyNZ is responsible to shareholders for the use of levy money in delivering on the strategy of the organisation. As directors, we need to set a strategy for the next generation.

Adding value from the grassroots up. Directors need to understand what is happening in the paddocks, and what the farmers are going to need from the organisation now and in the next 10-15 years.

Risk management: during the 2013-2015 seasons, we all experienced lower production levels that ultimately reduced DairyNZ income. Can the organisation deliver on its strategy with fluctuating production levels?

What sort of risk management strategies are in place?

— Cole Groves

Ensure DairyNZ continues to provide the means -- based on our pasture systems – of keeping NZ dairy farmers competitive and efficient. DairyNZ must remain capable of providing the fact-based solutions the industry needs.

Ensure DairyNZ engages with other New Zealanders on common goals and objectives for acceptable and sustainable farming practices. Urban dwellers must be aware of the good work farmers are doing already.

Ensure we are connected to our farmers so that we appreciate what the key issues are, what solutions they need and then ensure those solutions are delivered. Issues and solutions may be unique to different regions.

— Jim van der Poel

Good governance principles that will guide DairyNZ’s management team and ensure our levy is used wisely. This includes maintaining a clear focus on providing tools, research and solutions to assist profitable and sustainable farming.

Advocacy: we need to get better at telling the story of NZ dairy farming, using facts and science, and celebrate our successes, innovations and contributions within our communities.

Collaboration between agricultural leaders: as levy payers, farmers have a stake in all farmer-owned organisations including milk, breeding and fertiliser companies and other agri sector organisations. To succeed we need to work together starting at the top.

— Grant Coombes

What are the biggest challenges facing dairy farmers now and in the next three years?

Our licence to operate: the ever-changing goalposts for environmental compliance, the pressure from urban people to have higher standards all round.

Attracting the next generation into the industry: we need to present as an attractive career option, adding to the work we already do. I grew up in Auckland and know that careers advisors know nothing about the primary industries.

Animal husbandry and welfare: the outside pressures are increasing to reduce our use of antibiotics, treat bobby calves well and reduce stocking rates to meet new regulations and public pressure.

— Cole Groves

Being compliant: many farmers are struggling with all the additional regulations. DairyNZ’s role includes developing tools that will help them.

Maintaining a cost effective and competitive farming system given the extra costs in compliance, staffing, etc.

Keeping a healthy relationship with urban New Zealanders. Without that farmers will be susceptible to unreasonable regulations being imposed on them.

— Jim van der Poel

The process of change our farmers are now undergoing. Increasing societal pressure and expectations about the sustainability of our resource use is having an effect onfarm.

DairyNZ is well placed to provide confidence, tools and solutions backed by sound science, innovation and leadership to ensure our farm systems remain profitable, meet the requirements of a changing operating environment and create opportunities for growth.

— Ian Brown

Improving our communications to more effectively tell our good news stories.

Maintaining our profitability while also being environmentally responsible.

Ensuring that our businesses remain competitive with international dairy farmers.

— Colin Glass

Ensuring NZ dairying protects and enhances its social licence to operate.

Continuing to evolve our farm systems to remain sustainable and profitable, despite challenges including pressure from regulators and disruptive technology.

Attracting and retaining the right people in our industry.

With strong, smart leadership we will turn these challenges into opportunities.

— Grant Coombes

Environmental performance: farmers have seen a tremendous investment in time, money and resources go into identifying what environmental best practices look like, and then implementing strategies to achieve these.

Public perception: this is linked to customer perception and as food producers we must get ourselves closer aligned with our consumers. We must promote animal welfare and environmental integrity.

Biosecurity is an ever-increasing risk on farm. Mycoplasma bovis and theileria are recent examples. DairyNZ needs to keep closely aligned with MPI to ensure we have adequate resources and safeguards in place.

— Mark Slee

What particular skills or experience do you bring to the table that will add value to DairyNZ’s board and to farmers?

I bring to the role vast governance experience as the director of many boards, and strong coaching skills working with a diversity of people in a variety of large scale agribusinesses and companies.

I have a high level of financial literacy, a strong focus on good returns for levy payers and I like to listen, collaborate and focus on constructive governance. I represent the next generation of farmers: I know the challenges we face and I believe we are in a position to grow, innovate and do it better.

— Grant Coombes

I am a sitting DairyNZ director so understand the organisation and what is required.

I have farming experience in the North and South Island and have a clear understanding and experience of what it takes to be successful in farming.

I have governance experience including 12 years with Fonterra and I have a great track record of getting outcomes.

— Jim van der Poel

Over the last six years I have been heavily involved in governance through my involvement with New Zealand Young Farmers board. Good governance requires experience plus development. Having completed several governance development programmes, including the 12 month Fonterra Governance Development Programme, I am confident I can contribute significantly to DairyNZ.

Skills I will bring to the DairyNZ board: real connection to the next generation; excellent communicator and public presenter; big picture focussed; calm and unflappable; passion for our brilliant industry.

— Cole Groves

Broad knowledge and experience of the dairy industry

Communication skills, ability to engage in constructive debate, ability to interact with farmer groups and other stakeholders

Time available to commit to the role of a DairyNZ director

Ability to take a longer term strategic view of issues

Listening skills, consideration of all views, able to make a decision

Ability to work in a team

Strategic leadership

Financially literate

Exercise common sense and sound judgement

Sound understanding of governance, representation, management and the difference between the roles.

— Ian Brown

I have 28 years dairy farming experience and have actively been involved within our industry with a key focus on profitable and sustainable practices.

Collectively I have over 20 years governance experience with three different irrigation entities: Irrigation NZ, MHIS and RDRML. This has given me a first-hand view of how rapidly things have changed in the primary sector, and the importance that innovation, collaboration and strong governance play.

— Mark Slee

I have been involved in multi-farm dairy businesses for at least 20 years. This has enabled me to understand what drives farm performance, but also what is crucial for success. I have a strong financial understanding and I am aware that success comes from a clear and simple strategy and the ability to take people with you.

— Colin Glass