Woolworths is buzzing with excitement this spring, celebrating the return of sunshine and seasonal favourites by creating the world’s first supermarket for bees in Tāmaki Makaurau, Auckland.

These tiny creatures are the real heroes behind most of the fresh kai (food) in supermarkets, pollinating 70% of all crops eaten by humans. 

But bee populations are facing a sticky situation worldwide due to pesticides, climate change, and habitat destruction. That’s why Woolworths is raising the profile of the humble workers by giving bees their very own bee-stro.

Woolworths New Zealand General Manager of Fruit and Vegetables, Ryan McMullen, said they’re thrilled to shine a light on the role bees play in bringing us delicious, fresh produce.

“So much of the fresh fruits and veggies we look forward to every year would not exist without bees.”

“Spring favourites like strawberries and asparagus are back in season, thanks to the tireless work of these tiny pollinators.”

“We want to encourage Kiwis and their families to get outside this spring and become more aware of these amazing creatures and the challenges they face.”

Woolworths is partnering with experts Bees Up Top and Auckland’s Ambury Farm to create the bee-friendly supermarket during the term 3 school holidays from September 28 to October 6. Instead of food, the miniature aisles will be full of bees’ favourite blooms such as lavender, mānuka, and cosmos. 

Kiwis are encouraged to buzz on over to the supermarket for bees to take part in free, immersive, and educational activities.

Woolworths is also encouraging people to think about their own homes and how they could make their gardens welcoming to bees. 

Some bee-loved plants include harakeke, hebe, and mānuka. They also have a sweet spot for rosemary, camelia and borage.

A central North Island Māori trust is partnering with geothermal experts and New Zealand scientists in a world-first project to develop livestock feed from geothermal gases.

Funding of nearly $5 million from Tauhara North No 2 Trust and the Ministry for Primary Industries (MPI) will support Rotorua-based Upflow and partners to progress laboratory-scale research that has shown how two microorganisms – a bacterium and an algae – can be used together to convert carbon dioxide and methane into a protein-rich biomass.

This biomass is created when microorganisms feed off greenhouse gas emissions captured from geothermal power stations, such as those used to generate electricity in the central North Island. The biomass produced is made up of several potentially commercially valuable components, including protein for animal feed.

The four-year research project will be the first in the world to pioneer biomass feedstock production from gases and robust microorganisms that thrive in the extreme conditions found at geothermal sites.

Tauhara North No 2 Trust has significant investments in geothermal assets at the Rotokawa geothermal reservoir and is seeking more than financial outcomes. 

“Having geothermal assets in our rohe (region) gives us the opportunity to unlock potential new industries and leverage our existing knowledge to create new jobs and revenue for mana whenua and regional communities,” said Trust group chief executive Mana Newton.

Geothermal consultancy Upflow is the delivery partner for the project, providing leadership and expertise, partnering with researchers from Crown Research Institute Scion, the University of Canterbury and algae experts from Cawthron Institute.

Early-stage research looks promising. 

Industrial biotechnology processes were jointly developed by University of Canterbury researchers, Scion’s biotechnology team and Tauhara North No 2 Trust. The technology uses a methane-eating bacterium, and a carbon dioxide-eating microalgae to capture the gases and use them as a food source for growth.

This process generates a biomass rich in protein, which is being explored as an animal feed ingredient, use for human nutrition, or to produce high-value nutraceuticals or pigments. The initial focus is on the protein component to benefit New Zealand’s primary industry, while also investigating the potential for premium products.

The MPI’s investment of $2.49m in the project comes from the Sustainable Food and Fibre Futures fund. 

The MPI’s director of investment programmes Steve Penno said it is an exciting project.

 “If successful, this could be the start of a new biomass feedstock manufacturing industry for New Zealand, worth an estimated $500m per annum by 2045, creating new skilled jobs.

 “It would reduce our reliance on imported livestock feed, and decarbonise these industries, while also reducing the cost of carbon emissions for geothermal companies that adopt the system.”

 According to New Zealand Trade and Enterprise, as a nation of 5 million people, New Zealand feeds an estimated 40 million people worldwide.

 “We’re looking to futureproof this legacy by providing a decarbonised food production option using Aotearoa’s abundant geothermal resources. We’re making animal feed from greenhouse gases,” said Andy Blair, director of business and innovation at Upflow.

Over the next four years, Upflow will work with researchers to progress development of the technology from its satellite office on Scion’s campus in Rotorua.

 Only small quantities of the biomass have been cultivated and tested so far from pure gases. In the next step, scientists will support Upflow to plan and build a pilot-scale facility. This will aid the transition of fermentation conditions to real geothermal gases to generate yields at pilot scale (1000 litres). 

 More work will determine markets for the biomass, including agriculture, aquaculture and the potential for human nutrition.

 Inghams Enterprises NZ is a keystone industry partner in the project, bringing insights to navigate its animal feed market spaces.

 Scion’s portfolio leader for distributed and circular manufacturing Marc Gaugler said the groundwork was a collaboration through the cultivation of specific bacterial strains at Scion and algal strains at the University of Canterbury.

 “With our research colleagues and Upflow, we look forward to seeing this novel technology contribute to regional economic development, create new value from waste and benefit the geothermal sector by helping it decarbonise.”

 Blair said the project is an example of visionary individuals and organisations taking a risk and coming together to incubate an emerging New Zealand-led scientific discovery.

 “Many great research ideas struggle to find real-world application, and to bridge the gap between laboratory-scale concept and application at scale. We’re giving this technology the time and support it needs to be shaped for commercial reality.”

In this series, the team each offer a big-picture strategy for food & fibre. 

Two very different people asked me the same question recently: What should I do with my life now? 

One was nearing retirement after a successful career. The other a mum considering her newfound freedom after the toddler years. 

Both conversations bogged down quickly. This was complex stuff, after all – a matter of trawling through life experiences to weigh up the countless options open to them. So we tried another approach. 

Forget about “what” the right choice is. Let’s consider “how” you’ll choose instead.   

That reframe was electric. In minutes they had the outline of a plan. For the retiree, that included professional coaching, a national road-trip to reconnect with admired friends and a deliberate step out of the comfort-zone – in this case immersion in Te Ao Māori. 

When Einstein said “we can’t solve our problems with the same thinking we used to create them”, I’m pretty sure this was what he was talking about. Stepping back to come at the problem differently. To consider how, not what. 

Maybe I’m just on the lookout for examples of  how, not what – but I keep seeing them everywhere. 

In Atomic Habits, author James Clear offers some confronting advice. Ignore goal-setting and focus on building better everyday habits and systems. Having had SMART goals drilled into me since childhood, I nearly choked on my Weetbix when I read that. But on reflection, the argument holds up. 

Daily systems – like going to the gym, eating right, reading more etcetera – are what actually move us forward, not the New Year’s resolution. Any farmer will tell you the same – get the inputs right and the outputs will fix themselves. Save your pennies, and the pounds will save themselves. Work on the business, not in it. 

I saw”how, not what” in the Sinai desert on my Nuffield global experience. Living in some of the toughest conditions on earth, the people of the Neot Samadar rural community were running a thriving business stretching across hospitality, tourism, renewable energy, horticulture, education and branded health products. 

When I asked to see their business plan, they said they didn’t have one. Their culture – the “how” – is the engine of their business success. 

Individuals are encouraged to explore new diversifications, with their ideas reviewed through a long consensus decision-making process with the whole 400-plus person community. Leadership roles change regularly to give emerging members opportunities to grow. Time together as a group is prioritised above anything that happens on farm. In this system, their business success happened almost by accident. 

Back here in the New Zealand food and fibre sector, we have a new goal. It’s a good one too. To double the value of our exports in the next 10 years.  

The leadership system tasked with achieving that goal is now 34 years old. The dust had barely settled on the rubble of the Berlin Wall when the Commodity Levies Act was signed.

Back in 1990, we went through a system-change – part of a series of deeply painful reforms, but in this case, worth it. That change set up the sector bodies that enabled three decades of production gains and growth. The success we enjoy today is a direct result of that decision to change the system.  

But more production won’t get us to a doubling of export value. No chance. Instead, we’ll need to do new things. Like building a shared data exchange so producers only have to input data once. Or a verifiable national food story that makes NZ food and fibre products genuinely stand out to global consumers. Or a workforce system that improves the retention rate of new staff – at least up to the national average. Or a sector-wide pathway to find and invest in great talent and future leaders. Or a land-use change pathway to help producers diversify and stay viable as markets and our climate changes. 

I’m not convinced that our current leadership structure, despite being staffed by some phenomenal Kiwis, can overcome its inbuilt silos and develop these kinds of sector-wide future systems. 

So I’m in support of KPMG and AGMARDT’s proposal for The Common Ground, a collaboration platform where our 150-plus industry-good organisations can pool resources and people around our mega challenges and opportunities. 

A disclaimer here: I’m deeply biased. I provided comms support on this project. But I took the job because I believe this kind of work – to build better systems – is what will ultimately enable a doubling of export value in the constrained, complicated world we find ourselves in.

To quote Clear, “We don’t rise to our goals. We fall to our systems.” If we’re not prepared to have a serious conversation about system-change in this sector, then our grand goal is meaningless. 

Food companies and retailers will need closer, more trusting relationships with their suppliers to comply with growing requirements to report their sustainability performance.

Regulators such as the European Union require companies to report progress on reducing greenhouse gas emissions and the environmental impact from within their supply chains, but companies also have their own sustainability targets.

Lee Ann Jackson, the head of the agro-food trade and markets division in the OECD’s Trade and Agriculture Directorate, said many companies have public targets against which customers and consumers can measure their performance.

Complying with those reporting requirements will require more intimate relationships between supplier, processor and retailer than a purely traditional commercial arrangement.

“It feels like more of a partnership is being created rather than a pure commercial relationship,” Jackson said.

That form of information sharing requires trust, regular interaction and an understanding about how data is collated and progress reported against sustainability goals and expectations.

Jackson said this raises the challenge of creating consistent measuring and reporting systems for the various metrics.

This is happening as government support for farmers shifts from producing food at all costs to policies that encourage environmental sustainability and ethical production.

Increasingly food systems and world trade will reflect what she called public-good public policy, policies that incorporate issues such as greenhouse gas emissions, biodiversity, deforestation and animal welfare.

“There are a lot of things related to production that businesses are being asked to or are voluntarily moving in a certain direction.

“They are finding ways in the supply chain to keep an eye on those things the market has not priced in.”

Jackson said food producers have multiple objectives and she believes they can achieve what is being asked of them, but it will require policy makers to co-operate and to stop working in silos.

This is happening, evident by the tone at recent climate change events.

“The priority maybe net zero [carbon emissions] but now the conversation is trying to bring farming in more.”

After 10 to 20 years of sustained growth, trade in agriculture has started to slow.

“It’s still growing but it is slowing down, partly driven by fundamentals such a population growth and where that increase is occurring, but also it could be a policy decision to do with the supply chain and companies seeking trusted trading partners.”

An example of the change is the shift in the language being used in public forums, with reference to resilient supply chains instead of resilient agricultural production, especially since the covid pandemic and the Russian-Ukraine war.

Jackson said the OECD considers private enterprise the best vehicle to manage supply chain risk instead of government intervention.

“We believe the private sector is the best way to manage risk, especially in agriculture and its variables, because that is a big part their game and the private sector is able to hedge bets and establish the relationships needed.” 

New Zealand is a world leader in trade policy.

Prior to working with the OECD, Jackson spent 15 years with the World Trade Organisation and for 10 of those years a New Zealander headed the agricultural trade negotiations.

“NZ has credibility, you think about how trade would work.”

More: Wallace is visiting seven countries in six weeks to report on market sentiment, a trip made possible with grants from Fonterra, Silver Fern Farms, Alliance, Beef + Lamb NZ, NZ Meat Industry Association and Rabobank.  Read more about his findings here.

Two of the five category winners in the EY Entrepreneur of the Year competition come from the food production sector.

Craig Piggott of Halter won the tech and emerging industries category and Sam Bridgewater and Maia Royal of The Pure Food Co took out the service category.

They’re joined by Michael Walker of BlackBull Markets, Miria Flavell of HINE Collection and Jonny Hendriksen of Shuttlerock.The judges also awarded a highly commended title to Ehsan Vaghefi of Toku Eyes.

Director of EY Entrepreneur of the Year, New Zealand, Jason Macgregor, said the trailblazing winners will empower future generations of innovators by showing how individuals can impact their industries.

“Our group of finalists showed the diversity of the entrepreneurial industry in New Zealand. While they all work in different industries, the winners share characteristics of determination, extreme focus, and a drive to succeed.

“We also noticed an increased awareness of social issues coming through in the finalists and ultimately the category winners. They all showed an incredible willingness to take risks and be bold in pursing outcomes, whilst being aware of their own and staff wellbeing.”

Chair of judges Cecilia Robinson said the winners have shown a commitment to persevering towards excellence, despite a challenging economic environment.

“While there was a high calibre of finalists, what stood out with our category winners was their resilience through what we know has been a tough environment in New Zealand.

“These phenomenal entrepreneurs have shown how they addressed a problem in society, found their niche, tackled hardship, and ultimately combined passion, purpose and profitability in their path to success.”

The EY Entrepreneur of the Year  New Zealand category winners are:

– Young Entrepreneur: Michael Walker, BlackBull Markets

– Tech and Emerging Industries Entrepreneur: Craig Piggott, Halter

– Product Entrepreneur: Miria Flavell, HINE Collection

– Services Entrepreneur: Sam Bridgewater and Maia Royal, The Pure Food Co

– Master Category:Jonny Hendriksen, Shuttlerock

– Highly Commended: Ehsan Vaghefi, Toku Eyes

The category winners will now compete for the title of EY Entrepreneur of the Year for 2024. They will be assessed by a panel of independent judges, all of whom are previous EY Entrepreneur of the Year award winners, across four core criteria: entrepreneurial spirit, impact, growth and purpose.

From there, the entrepreneur crowned New Zealand’s EY Entrepreneur of the Year for 2024 will go on to compete for the title of World Entrepreneur of the Year, announced in June 2025.

Uniting farmers from across dairy, meat and wool, and arable to present one strong and united voice is no easy feat at the best of times. 

To have done it consistently for 125 years is something Federated Farmers are incredibly proud of, the organisation’s president Wayne Langford says. 

“Since the day we were founded, we’ve been standing up for farmers and rural communities, giving them a strong voice, and advocating for what’s fair. 

“We’ve been there through it all: the booms and busts of farming, significant land use change, market downturns, and the removal of subsidies,” Langford says. 

The Federation’s roots go back to 18 September 1899, when the first properly constituted Farmers’ Union branch was formed in Kaitaia by Northland dairy farmer Thomas Portland Smith. 

Langford says, since that day, the organisation has played a significant role in New Zealand’s history that even detractors or critics find difficult to dismiss. 

“Federated Farmers has one of the most recognisable, trusted and respected brands in the country – and that’s taken time to build over the years. 

“I look back at some of the respected names that have gone through Federated Farmers’ leadership since the organisation began in 1899.

“Those are the names the organisation’s reputation has been built upon, and that’s a legacy I’m very, very proud to be a part of.” 

While Federated Farmers’ core mandate has always been championing farmers’ interests, that brief has grown over time to include the rest of rural New Zealand too, Langford says. 

“Whenever there’s an issue that’s important to rural communities – whether that be roading, education, or health – Federated Farmers has been there as an advocate.

“That’s still the case today, where we engage on everything from banking issues and council rates through to digital connectivity and pest control.”  

Langford says the organisation has to navigate differences between various sectors and provinces, but that’s where the organisation’s strength comes from. 

“We’re an incredibly democratic and diverse grassroots organisation, and there’s always plenty of robust debate on the big issues affecting farming.

“That’s what really sets us apart from other organisations. We can’t just take a position that works for dairy, meat and wool, or arable farmers.

“We have to really confront those tough discussions as a collective group and find a pan-sector position that will work for all farmers – not just one sector.” 

None of the work Federated Farmers do would be possible without the support of loyal members who choose to pay a sub each year, Langford says. 

“It might feel good to have a rant on Facebook, and sure you might get a few likes, but does that really make a difference when it comes to Government regulation?

“I don’t think it does. What makes a real difference for farming families is having a strong team of policy experts behind you who are really across the detail.

“Having those people working on the big issues, engaging with politicians, and providing evidence to change decision-makers’ minds is what secures the wins.”

If you support Federated Farmers’ work for New Zealand’s rural communities, call 0800 327 646 and become a member today.

A few Federated Farmers milestones:

1922 – Meat Export Control Act initiated by NZ Farmers’ Union president Sir William Polson to ensure a fair share of export meat profits for farmers.
1925 – Women’s Division of the NZ Farmers Union was founded by Florence Polson, Sir William’s wife. It grew to become today’s Rural Women NZ.
1969 – first Fieldays held at Te Rapa racecourse. The idea of John Kneebone, later a Federated Farmers president, it was a success and grew to become a multi-billion-dollar event.
1977 – Farming leaders worked with the Government to establish the QEII National Trust. Now more than 5000 covenants protect 200,000ha of special natural areas, most of it on farms.
The Outdoors Access Commission was sparked by Federated Farmers’ 2005 orange ribbon campaign, pushing back on a government proposal for mandated access across farmland to rivers and lakes.
2019 – Federated Farmers helped stop the Government bringing in a capital gains tax, saving an estimated $3-6K per farm.
2024 – Federated Farmers led the charge to see He Waka Eke Noa and unscientific methane target dumped.
2024 – Federated Farmers secures inquiry into rural banking competition and interest rates.

Federated Farmers, New Zealand’s leading independent rural advocacy organisation, has established a news and insights partnership with AgriHQ, the country’s leading rural publisher, to give the farmers of New Zealand a more informed, united and stronger voice. Federated Farmers news and commentary appears each week in its own section of the Farmers Weekly print edition and online.

One hundred primary schools across New Zealand are now better resourced to teach their students about food and farming after winning George the Farmer book sets in a recent competition run by Rabobank.

The competition – which ran in late July and early August – was open to all primary schools across the country. The winning schools were informed of their success in mid-August and the educational book sets (made up of six George the Farmer books) were delivered earlier this month.

Rabobank New Zealand head of Client Councils Jeffrey Morrison said this year’s competition was the second edition of the competition following its first iteration last year.

“We were really rapt with the response to the initial competition – which saw 45 sets of the books given away – and, based on the huge volume of entries we received, it was pretty clear to us that there is strong demand from schools throughout the country for this type of agri-focused teaching resource.

“So we made the decision to run the competition again and this time around we decided to more than double the amount of book sets we gave away.”

Morrison said as part of the competition entry process, entrants were asked to provide a brief explanation on why their nominated school should receive a set of the books.

The George the Farmer book set giveaway was one of several Rabobank Client Council initiatives helping to grow and strengthen rural communities.

“This particular initiative links nicely with our agri education and rural/urban connection themes, and we’re hoping this latest book giveaway will help boost young Kiwis’ knowledge of food production.”

Morrison said feedback from the winning schools is now flowing in, including from Midhirst School, a small primary school located 35km southeast of New Plymouth in Taranaki.

“Midhirst were entered into the competition by school parent Claire Bishop,” he said.

“In her entry, Claire said the books would ‘bring a bit of farming to the classroom’ and ‘help start a conversation about the important role farming plays in bringing kids their milk and Weetbix in the morning’.”

Jennie Molloy from Te Miro School, another of winning schools, said the books had proven a hit with Te Miro students.

“The books are wonderful! The children absolutely adore reading the stories, and it’s clear from their excitement and engagement how much they appreciate them,” she said.

In Focus Podcast: Full Show | 13 September

Economic reality has caused some food retailers and processors to recalculate their greenhouse gas emission reduction targets, but that does not mean the issue has gone away, according to a Rabobank strategist.

Cyrille Filott, a consumer food global sector strategist based in Amsterdam in the Netherlands, told Farmers Weekly that the pace of meeting emissions targets has slowed as the dual impacts of covid and the Ukraine-Russia war have businesses focusing on recovering lost margins.

Emissions reduction targets established in 2019 or 2020 are going to be difficult to achieve, he said.

“That doesn’t mean sustainability is off the agenda, but we are seeing a readjustment and things are moving slower.”

Those cost pressures mean solutions such as switching to recyclable packaging are not currently viable, Filott said.

On average, 97% of retailers’ emissions are generated by their suppliers, and the question many retailers are facing is how are they are going to meet their 2030 targets?

“For me 2026 is a very important year because retailers will have to decide if they can make it or not.”

Suppliers and producers will eventually have to reduce their emissions as a requirement of their supply agreements but it will be a mix of carrot and stick.

“Technology doesn’t come for free so who pays for that investment?

“Farming practices will have to change but there is no idea of what that will cost or who will pay for it.”

Already companies like Nestlé and FrieslandCampina are offering incentives to suppliers who meet sustainability targets.

“Initially it will be more incentive but that is likely to change over time.”

Pressure is also coming from financiers, who by regulation have to report progress on meeting sustainability targets including that achieved by their borrowers.

Financiers such as Rabobank also offer access to low-interest loans for sustainability projects.

Filott said the European Union is changing rules to allow businesses to collaborate and use economies of scale to find solutions to resolve major sustainability challenges.

“Individual companies may have a plan but the dairy sector or the retail sector can now come together with their plans, data, pricing or incentives.”

Filott said attributes in food such as taste, price and convenience still rate high among consumers.

“It has to taste good.”

He said this reflects consumer experience with plant-based alternatives which, despite reaching price parity with animal protein, failed to resonate with consumers for taste, texture and healthiness.

At its peak, Tesco stocked 300 alternative meat protein products. Now most of those have disappeared.

“Sustainability on its own will not make you sell a product.”

But the experiment is not over, with Lido, a large German supermarket chain, trialling mince that is 70% beef and 30% pea protein.

“They claim it tastes the same, it’s priced the same as beef mince and it is convenient.”

More: Wallace is visiting seven countries in six weeks to report on market sentiment, a trip made possible with grants from Fonterra, Silver Fern Farms, Alliance, Beef + Lamb NZ, NZ Meat Industry Association and Rabobank.  Read more about his findings here.

By Kate Scott, Nuffield scholar, Scott of Bannockburn Vineyard is an environmental consultant. She writes in her personal capacity. 

In this series, the team each offer a big-picture strategy for food & fibre. 

Last week’s Eating the Elephant column by David Eade was about the “how” of our sector’s strategy to double exports. I want to talk about the “who”. 

If you’re like me, all this talk of sector strategy feels like déjà vu. The fact that we’ve tried a few times to have this conversation is a sign of two things. One, that it’s a burning issue and two, we have to address the reasons previous conversations and attempts have gone nowhere.  

If we want to grow exports in a way that also takes care of our land and our people, a clear strategy has to be the first step. But a strategy without a team behind it is just words on a page. 

To build that team, let’s focus on four things – herding the politicians, building future leaders, collaboration by design and the consumer.

Firstly, herding the politicians, or “multipartisanship” for the policy wonks out there. This might sound like the least likely place to start given the past few years, but hear me out. 

Having all political parties across the spectrum agree on a regulation and investment framework to double exports would be a game-changer. No more sudden rule changes after elections, and imagine the progress we could make with guaranteed priorities and investments alongside government.  

To gently nudge the politicians through this gate, though, we first need to lock in the fundamentals of what the sector wants to achieve. What priorities can everyone, across all of our industries, agree on? Sure, there will be plenty of matters where we don’t agree (and shouldn’t). But by focusing on the shared goals (such as water quality, emissions and biodiversity), we can make agriculture one of those “bigger than politics” issues. 

The second pillar we need for a strong team is a step-change in how we invest in future leaders. Technology is going to help to double exports – no doubt about it – but it will be people who drive that change. People who intuitively understand technology and millennial and Generation Z value sets. Tomorrow’s leaders. 

A Path to Realising Leadership Potential in Aotearoa NZ’s Food and Fibre Sector, by Rural Leaders and the Food and Fibre Centre of Vocational Excellence (FFCoVE), sets out a principles-centred approach for leadership in the sector, allowing us to foster high-performing teams capable of successfully doubling exports. 

I love this wisdom from Ta Tipene O’Regan (Ngai Tahu) on the difference between “future takers” and “future makers”. Future takers, he says, “accept the future for what it is, feeling powerless to change what will be, and allowing today’s realities to obscure tomorrow’s potential”. 

Future makers, on the other hand, “shape the future by reading the signs, determined to create future spaces for people to excel, undaunted by today’s problems, and ready to lead change”. We need future makers now. 

The third bit is a tired record these days, but that doesn’t make it wrong. A focus on genuinely collaborating with each other, building on existing foundations. It’s pretty straightforward – we’re not going to succeed unless we work together. 

It’s about realising that collaboration around an ambitious future is the only way to tackle this beast of a strategy. And yes, we might bump into a few challenges along the way, but with the right high-performing teams, the right leadership ecosystem and clear areas of agreement (and disagreement), we’ll manage.  

Finally, let’s not forget who we’re doing this for – the consumer, our global oyster. Sure, doubling our exports sounds great, but even then, we won’t be feeding the whole world. Instead, we need to focus on a strategy that provides value to both our global consumers and New Zealanders at home with affordable, healthy food. Domestic food security must be a clear part of any future strategy.

Staying stuck in our ways won’t cut it. We need to anticipate what our global consumers want before they even know it themselves. We’ve got the potential to offer the best of the best. The world really is our oyster – it’s just up to us to deliver.

In the end, realising our ambition to double exports will be a team effort. If we can nail multipartisanship, nurture strong leadership, foster greater collaboration, and stay laser-focused on our consumers, we’ve got a real shot at making this strategy work. And who knows, maybe we’ll even enjoy the ride along the way.

Disclaimer – the thoughts and opinions shared here are my own and don’t represent anyone else, including any organisations or groups I’m connected with. They’re based on my personal perspectives and experiences.

Kate Scott has over 20 years’ experience working across the Food & Fibre Sector, as an Environmental Consultant, business owner, Nuffield Scholar, and proud supporter of the food and fibre sector. Kate enjoys a free-range lifestyle with her family on their Bannockburn Vineyard.

Ideas That Grow Podcast | Developing leaders in the food and fibre sector

Campaign for Wool NZ’s chair Ryan Cosgrove has used machine learning, a branch of artificial intelligence, to identify what strong wool attributes are key to maximising returns.

Cosgrove, who is also the head of sourcing and materials for Mons Royale, and co-founder of Fusca, a wool sales data platform, recently published a paper outlining his methods and findings.

The paper, A Statistical Analysis of New Zealand Strong Wool Sold at Auction Between 2022 and 2024, showed that colour, micron and length are critical factors affecting wool prices. 

Colour was, however, shown to be the most deterministic feature of price by far, accounting for 48% of price variability, regardless of other external economic factors. 

For the paper, data from January 1^st 2022 to June 30^th 2024 was analysed. 

The periods are significant and affect what attribute of strong wool is the most important, he said.

When Cosgrove moved the lens to 2013-2015, micron was the biggest driver of value.

“I chose the most recent years because it’s what we’re exposed to now. If you say 48% of the variance in price comes from colour, that’s something a grower can use right now.” 

Cosgrove said as a wool trader he was always frustrated at the lack of sophistication used to analyse data.

“Every week we used pen and paper to value and put a price on wool. We’d invoice by hand. None of the data was analysed. I thought, if only I could find a method to do that, so I turned to machine learning to have a look.”

He used two machine learning methods,  Random Forest  Regression (RFR) and Gradient Boosting Analysis (GBA) to build accurate models predicting wool prices, across short periods of consistent economic conditions. 

He wrote the code for the models himself.

Machine learning can be used to constantly update growers on what aspects are more important to focus on at farm level, he said.

Efforts should be concentrated on achieving consistent colour and optimal micron through genetic selection, improved grazing management, and careful handling practices, he said.

Continued focus on reducing vegetable matter contamination will further enhance wool quality and value, the methods showed. 

“The findings allow farmers to make more informed choices about farm management practices and to focus production and handling where it matters most.”

The GBA model was able to create a model where 91% of the variability of the wool price could be explained.

“Analysis aims to uncover how controllable variables, such as wool colour, length, vegetable matter, and micron, as well as uncontrollable variables like month and the NZD:USD exchange rate impact the market price of wool and to use these insights to optimise practices both on the farm and during wool preparation.”

While most brands looked at wool through the lens of increasing wool value or offering a new product and changing demand to try to improve the value for farmers, the machine learning methods are ignorant of economic factors and market demand.

But they use data to “tell growers, here are things you can do to make sure you’re at the top end of the bell curve, that you’re always maximising the value regardless of the market. Instead of just hoping the market is good next year. 

“The research provides a powerful new tool to analyse wool markets. By understanding and leveraging these predictive models, markets may be stabilised, quality improved and profitability boosted across the industry.”

In future Cosgrove aims to include other variables, such as environmental conditions and market trends, to improve the predictive capability of the models.