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Uncertainty over Brexit means New Zealand needs to urgently focus on developing brands and differentiating our agricultural exports. However, the recently announced TPP agreement – which is to be signed on 1 March – offers potential for enhancing our markets. Senior lecturer in Agribusiness Management, Dr Nic Lees, said New Zealand produces some of the best fruit, wine, meat, seafood and dairy products in the world but around 70 per cent reaches the consumer with no identification that is sourced from here. “Sudden changes such as Brexit remind us that relying on undifferentiated commodity exports leaves us vulnerable to sudden changes in government policies,” Dr Lees said. “When consumers demand a branded product, it is difficult for governments to shut it out of the market.” Forty-four years ago, Britain joined the European Common Market. At the time Britain took approximately 90 per cent of our butter, 75 per cent of our cheese and about 80 per cent of our lamb exports.  Britain had to adopt the European “common agricultural policy” which imposed tariffs and quotas on non-European agricultural imports This meant New Zealand was effectively shut out of our largest agricultural export market. At the time, most of these products were being exported as commodities, frozen lamb carcasses and blocks of cheese. The only branded product was Anchor butter.  For the next thirty years the New Zealand economy suffered as we searched for new markets and attempted to develop alternative industries. China has replaced Britain as our largest market. However, 70-80 per cent of our food exports are still sold as commodity products. “We need to develop differentiated and branded products that consumers demand,” he said. “We can learn a lesson from Anchor butter, as it is a brand that is still strong in the British market.” However, he said, […]

T&G Global has announced it has signed an extended five-year sponsorship agreement with the Royal NZ Institute of Horticulture Education Trust which runs the Young Horticulturalist of the Year competition. RNZIH Members from left to right: Leigh Cornes, Elle Anderson – Chair, Elenka Nikolof, Ben Buchanan, Andrew Keaney, Cathrine Ming, Tara McLeod, Susan Tremain, Inrid Ennis and Nicola Rochester. T&G has supported the annual competition since it started in 2005, renewing annually, as a top-tier partnering sponsor but the growing need for more talent in the industry has led T&G to double its financial support through to 2022. Andrew Keaney, T&G’s executive general manager, New Zealand produce, says T&G considers competitions like the Young Horticulturalist of the Year to be incredibly important. “They’re vital for developing and recognising the next generations’ skills and knowledge to ensure that as an industry, we are collectively supporting our future leaders.” T&G’s strengthened commitment will enable a significant step-up in gear for the competition says Young Horticulturalist of the Year organiser Susan Tremain. “Securing a five-year strategic partnership from a company of T&G’s stature is a massive vote of confidence for the growing relevance of the competition, which not only sets the bar for the industry, but horticulture’s rise as potentially the economic powerhouse of New Zealand’s future. “It also sends a strong signal that the major players in our economy are committed to taking horticulture to a bigger and better future for our sector, and for the young talented Kiwis who are building that future in horticulture,” adds Susan. “The world needs food and the planet needs it to be produced sustainably – there’s a reason we are calling horticulture ‘the new black’”. Andrew Keaney continues saying the competition also supports the growing horticulture industry which is now worth $8 billion. “As an […]

Flowfresh was developed to meet a demand in the food and beverage industry for a floor that would withstand the sector’s unique challenges. Without an adequate finish underfoot, food and beverage plants were vulnerable to a long list of unwanted costs and problems. With an average life-span of approximately 15 years, food producers that have installed a Flowfresh finish know that the facility is protected for the long term against the costs and concerns of a failing floor. Lifecycle Cost Considerations The initially higher cost of installing a thicker, fit-for-purpose flooring solution can lead F&B businesses to opt for a cheaper alternative, however this logic often backfires and ends up costing the company more money over time. This point was exemplified by a formula on lifecycle cost considerations devised by Flowcrete Group Ltd.’s Technical Director, Grant Adamson. The equation takes the initial expense of a floor and adds to it annual maintenance costs, such as cleaning, repairs and upkeep as well as the price of replacing a failed floor, including the costs incurred by shutting down production. The formula is: Lifecycle Cost Considerations (LCC) Formula LCC = C + MPW + RPW The capital cost (C) of a project includes the initial capital expense for engineering, products and installation. Maintenance (M) is the sum of all yearly scheduled operation and maintenance associated with floor repairs. (R) is the replacement cost of a failed floor, including the financial impact of shutting down production. In some circumstances, the cost of a floor failure can be excessive when a food borne illness outbreak starts out as contaminant build-up in the hard to clean gaps and cracks of a deteriorating floor and from there goes on to infect produce en masse. This point was exemplified by the case of the cantaloupe producer Jensen Farms, […]