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NUFFIELD INTERNATIONAL CONFERENCE ADELAIDE STH. AUST. SEPTEMBER 2011

Delve into Mt. Boothby's agricultural journey, from humble beginnings to strategic business development, emphasizing diversity, people management, and overcoming adversity. Explore the company’s evolution over the last 20 years, including its structure, risk management, and continuous improvement ethos. Witness how they leveraged opportunities, motivated staff, and navigated challenges such as a father's accident and a shift in employee retention strategies. Gain insights into their business structure, production philosophies, and progressive management practices underpinned by a commitment to diversity and growth.

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NUFFIELD INTERNATIONAL CONFERENCE ADELAIDE STH. AUST. SEPTEMBER 2011

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  1. NUFFIELD INTERNATIONAL CONFERENCE ADELAIDE STH. AUST. SEPTEMBER 2011

  2. Building diversity into the strategy • Humble beginnings • Survival, business and the last 20 years • Setting the system, diversity and structure • Planning and development • Management of risk • Opportunities • Business Structure and continued improvement and vision • People – relationships, business and staff

  3. Motivators • Passion for agriculture • Adversity • Fathers accident – ability to let go, naivety • Alastair joining the business – family tenacity an exploiting everyone’s strengths • Nuffield Scholarship • Ability to look within, recognise weakness, adopt change and maintain diversity • Determination

  4. MT. BOOTHBY PAST. CO. • 6 Tintinara Properties 5600 Ha in total • 2200 Ha into grain production • 250 ha per year into pasture renovation • 4500 Merino ewes as self replacing and prime lambs • 300 Angus breeders • 40 Ha under irrigation – hay then lucerne • 600 sow intensive piggery – Tintinara • 1250 sow intensive piggery – Mid North

  5. Production focused integrated philosophies • Grain Production • Grain Storage • Feed Manufacture / Distribution • Pork Production • Grower facility to market weight • 35000 bacon pigs annually sold • Pig waste spreading / land - pasture improvement – increase grazing capacity

  6. Mt. Boothby Grower Facility

  7. HR Pre Nuffield • It was always their fault • They should have done it like this • I couldn’t allow them to make that decision • I wish they’d hurry up • Haven’t got time to listen and talk about it, just do it like this • Recognised as one of the districts worst employers

  8. Retention of staff • Giving responsibility and ownership of decision making • Regular management meetings • Identifying key roles and responsibilities • Highly competitive salary packages • Good conditions, facilities and machinery • Recognising individual pursuits and wish’s • Bonuses

  9. Mt. Boothby Structure Board of Directors Managing Directors Andrew Johnson Alastair Johnson Secretary – Sue Edmonds Mt Boothby South – Alastair Johnson Piggery – Alvin, Leonido, Angus Sheep Cattle – Brendon Voss Cropping – Ben Carey Mt. Boothby North – Shane Ellis Maintenance & Trans. – Chris Large Production - Marc Tan Bangalee – Michael Snowtown – Romel Weaners – Jamie and Charlie

  10. Skilled Migration • 457 Temporary Skilled Visas • Highly regulated • Small percentage of employers abusing privilege • GFC – major changes to temporary entries • Lifted base salary to over $45000 • Agriculture really becomes excluded as considered above the award • Regional Skilled Migration Scheme

  11. The beginning of change and diversity in the management • Business Analysis – forecasts and trends, Implementing a Board Structure • Staff and management – Immigration • Strategic plan and KPI’s • Recognising 2 businesses, land and production • Systems • Search for opportunities and never give up

  12. Process • 6 months • We have 5 Filipinos in our business • Treated like everyone else • They turn up with a bag and no money • We also prefer to have their families come • We provide furnished housing, transportation, security • We integrate them into the community VERY IMPORTANT

  13. Staff Turnover

  14. Enterprise Performance

  15. Nothings more important than the generation you leave behind

  16. Opportunities once we developed a structure • Private V’s Corporate • Local and regional • Great Southern • Macquarie Bank • Singapore Foods • Mt. Boothby • Continued supply chain management • Continual business growth development

  17. BOARD AND MANAGEMENT OFFICE BUILDING WASTE REMOVAL DISPOSAL FEED SOURCING MANUFACTURE GENETICS FEED MILLING CONTRACT CLEANING DISTRIBUTION PRESSURE CLEANING STRAW PROCUREMENT 5000 SOWS 5000 SOWS WEANER FREIGHT G1 G2 G3 G4 G5 G6 G7 G8 MARKET FREIGHT PRIMO-COLES

  18. Trial With Pigs and Dominance Hierarchies J. Alcohol Abuse 1987 45: 56-67 • Pigs in social groups of 10 dominance orders established • All pigs given Ad Libitum Alcohol (Beer / Cider / Wine) • Observations on intakes • Results • Days 1 and 2 - All pigs drank heavily, got drunk and slept soundly • Day 2 onwards • Pigs 1 & 2 - never touched alcohol again – needed a clear head to preserve their position in the hierarchy • Pigs 3 – 8 were moderate drinkers – occasionally drank at times of stress! • Pigs 9 & 10 – remained heavy consumers and were mostly permanently drunk throughout the trial

  19. One thing about going the extra mile..... There’s never a lot of traffic. Thank you

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