Alliances’ core function is to “create a platform for Co-operatively minded farmers to achieve the maximum value for their product in the value chain”

Elected first in 2013 my Vision to the Board was “One strongly resourced and highly profitable Company leading a resurgent red meat industry…our Co-op achieving the maximum possible return for us as farmers in the Value Chain as we pursue a Market Focused approach to all possible income streams”.…Don Morrison, 2013

Since 2013, as your Director I have fully advocated to this goal with:

- Alignment of strategic growth within core Co-op principles

- Shift from a processing focused operation into a Market and Brand Focused, Food Solutions Company operation. 

Within your Alliance Co-op, change has been driven from the top and I offer a continued deliverance of Vision, Leadership and Teamwork to focus Strategic Execution as we transform Alliance into a true Market and Brand Focused, Food Solutions Company.

Significantly over that time Your Board has been responsible for 

- Appointment of David Surveyor as CEO

- Creation of new Senior Management roles, and,

- Subsequent appointment of talent capability amongst Senior Executive Team

- Strategic pathway to create value within the Company’s operation

- Deliverance of over 355 Strategic projects to create that Value

This has been visible to Shareholders in 2019 with,

- Elevated profit levels

- Continued strong Equity position

- Development of people capability and values

- Plant utilisation increase

- Accelerated Sales performance

- Build of the Lorneville Deer facility 

- Significant acceleration in Premium Brand, Value Add component of business

As we evolve into a multi stream Food Solutions Co., Alliance strategy needs to continually premiumise core product as we connect our Farmers to the Market, and at the same time develop and explore all opportunities to move non-core and co products up the Value Chain. Eg. MeateorPetfoods.

We need to accelerate our Plant Modernisation programme which at the same time moves cost out and captures value while increasing processing capacity to strategically align kill season profiles and an increased demand as new shareholders become part of our Alliance Co-operative.

Balance Sheet Equity and improved Profit positions allows the Board to focus on Strategic Capital Investment delivering full asset utilisation as Strategic Execution matures from initial cost focus efficiencies to the solution of growing value in the market place.

Alliances investment to its new Lorneville Value Add Further Processing capacity illustrates the strategic growth opportunity which now allows direct to consumer supply of prepared product. 

Set up of Alliances UK, China, US, and New Zealand Food Service operations are visible ‘first step’ deliverers to the success of the Brand and Premium Brand development. The success of Te Mana and SILERE has moved the gaol line closer and now the focus needs to let everyone have the opportunity to participate in a Premium Ovine offer.

Premium Price positions around Handpicked and 55 Day Age Beef offers further demonstrates the value of Alliances Co-operative platform where Value Add acceleration is returning that Value back to supplier shareholders.

Next stage focus within the Company features around our work on Values and people Capability. Your Board has facilitated a Senior Management capability that is now able to lead from the top as we develop that confidence and ability across all our work force. A highly valued and motivated team across all our workforce is our connection between market and farm.

Execution with Excellence has delivered in 2019

- Elevated Company profit 

- Profit distribution Pool payment straight back to farmers

- $15 million investment in Meateor Pet Food business

- $15 million Lorneville Venison facility build

- $27 million investment in Capital Expenditure

- Continued Strengthened equity position.

- Significant improvement in critical risk profile

- Investment in Robotic and Systemised planning solutions.

- $40 million tangible benefit gains from 355 strategic projects

MY VISION FROM 2013

Foundation

The cornerstone of any new building is the foundation on which it is based. It is the same for any new Business. Alliance is a Co-op with a strong history and a firm foundation but the dynamics of the Red Meat Sector have changed and a new strong Co-operative Business model is required.

The three cornerstones in which I firmly believe are inextricably linked in the passion and vision we need to drive the red meat sector to success.

I offer a Vision for our Industry, the need to drive supply back to the Co-op as part of the successful Co-op model, and the aggregation and consolidation of our Co-op resources. 

Individually all three are extremely important. Collectively they are paramount.

Vision is so sadly missing from our whole sector.  Where are the farmer leaders coming through with the new ideas?      Where is the industry support for those Leaders?   The red meat sector delivers a premium product to discerning consumers in the world and yet we sit here in New Zealand apologising and embarrassed for being part of that Industry.

Vision is also sadly missing in our Alliance Co-op.  Where is the Strategy and Vision for our Alliance Co-op?  Where is the business plan to deliver that Strategy?  Where is the excellence and execution required to move forward from a processing focused business into a premium food supply operation.

 The only Industry Vision I hear is focused on us all producing more on the farm to remain solvent. Work harder and smarter and you might just pay the bills. Living in the Sheep Industry is like living in a vacuum where successive disappointments have sucked all the Leadership and Vision from our Industry.  Farmers need that Vision to know what we can achieve and what the goal is. 

My Vision for Alliance is one strongly resourced, highly profitable Farmer owned and Farmer controlled Meat Processing and Exporting Co-op leading a resurgent and profitable Red Meat sector.”

Highly profitable as we pursue a more market focused approach to sales, and strongly resourced in terms of market share, capitalisation and strategic direction. Please do not make the assumption that this will come easily or immediately but please acknowledge the possibility that change and transformation can achieve a fundamental shift in the way we execute our business and view the future of our Alliance Co-op.

That is my Vision and that is our Goal.  Farmers have heard so many times that we can’t change our Industry, that too many of them actually believe it.  They are almost institutionalised into the status quo mentality “We won’t get Government support, we need 80% of the supply, farmers won’t support it…” I am sick of hearing those same tired arguments.

Business and banking have told us it has to change.  

Graham Turley (head of ANZ Rural) “ the meat industry must change or face oblivion…”, 

Hayley Moynihan (Rabo Agri Analysis) .” the status quo is not sustainable…”,

Con Williams (ANZ) “…things need to change… collectively farmers have the majority of the responsibility for any change as they control supply, the vast majority of capital employed and own the majority share of processing capacity and IT.”

VISION

Falling supply volumes and falling profit lines dictate the business environment in which we operate. The operational structure of our business will not improve until we make the transformational change required to address our cost structure and our added vale profit margins.

The Vision to succeed and the recommitment to Supply become the driver of success where the aggregation of Co-op resources is possible. Size, scale and critical mass are keywords to drive success. Vision, strategy, execution and trust are equally as important.

Diminishing supply has changed the dynamics of the Industry and Industry change is inevitable as a result.  This is our chance to dictate the terms of this change and be part of the future.  If we participate we can shape that reform to our benefit. If we don’t we will have lost that opportunity.

Over capacity exists as a challenge to our Industry. Over capacity, flat lining Co-op profit and declining farmer profits exist as the largest challenges to our Co-op. Our challenge isn’t to manage the whole Industry, our absolute responsibility is to manage our Alliance Co-op.

Undoubtedly we must reposition our Alliance Co-op… firstly with vision, secondly with an absolute return to the Co-op principles on which Alliance was founded and thirdly with the execution of a strategic market focused business plan. Aggregation then becomes a possibility.

The status quo hasn’t worked and isn’t working

- shrinking supply volumes (27 mil 5 years ago, 17-18 mil today)…33% less lambs
- declining Alliance Co-op profits over the last 6 years , low capital base to deny opportunities. 
- decreasing farm profitability and increased indebtedness

And all at a time when world food demand is soaring, particularly for red meat as a protein source.

We need consolidation around farmer ownership and the Vision and Aspirational Goal of creating an entity that delivers stability and sustainability. Confidence and Vision drive Stability and Sustainability. Stability and Sustainability drive Confidence and Vision.

Thank you

Don and Brigette Morrison farm 8000 sheep and beef stock units with in Southland’s Waikaka Valley

You need a Director with proven strategic performance, clear understanding of risk and opportunity, an extensive commercial background, Industry knowledge and the grounding to know what works for farmers.

With 6 years Alliance experience, extensive in market knowledge and a drive for Alliance to succeed,  I am motivated to deliver Value Add opportunities to all shareholders based on core Co-op principles.

Governance Experience

- Farmer/Director on 8000su Intensive Sheep/Beef Operation.

- Director Agri Tourism Company.

- Alliance Elected Director since 2013

- Alliance Audit and Risk Committee.

- Member of the NZ Institute of Directors (IOD

- Community Governance Experience on range of School, Church and Sports organisations.

International Banking Experience

After completing a Bachelor of Commerce (Agriculture), Lincoln University, I spent 4 years working in London’s commercial Banking and Finance sector.

Employment experience was gained with American Broadcasting Corporation, The Economist Newspaper, Barclays de Zoete Wedd (Barclays Investment Bank) and Credit Suisse First Boston

Strategic Growth Experience

Returning to New Zealand with my wife Brigette, we were part of growing our family farming operation from 3000su to 15000su, with the growth expansion of 5 additional farming properties.

Splitting family farming operations in 2013 we have since further grown our current operation by 20% with the expansion of additional property.

Ahika Journeys Agri Tourism and Pure Taste NZ Entrepreneurial business Company start-ups.

Commercialisation of a new composite sheep breed. 

Clear Understanding of Risk and Opportunity

An extensive commercial financial background combined with a record of strategic growth in my own personal Farming and Start-up business gives a real time understanding of Risk and Opportunity.

Understanding Financial Accounts is very important in the role on Alliances Audit and Risk Committee. It is an absolute advantage to bring to the Board Table skills outside traditional Farming experience

Industry Knowledge

Prior to my term as your elected representative on Alliance I invested my own resources in travels to Europe and the UK to talk with UK and French farming leaders to fully understand both the UK and European markets. Initiating visits with UK Supermarket lead buyers and time spent at Alliance’s UK operation developed that knowledge.

Subsequent Market visits to the UK and Europe (Germany, Switzerland and Belgium) have heightened that understanding particularly around approaching Brexit complications.

In Market visits to India, China, Hong Kong, and Singapore gave a most valuable insight into Alliance’s Asian operation. Relationships developed on that visit have been valuable in the ongoing growth of both our Indian and Chinese operations.

Exploratory Director visit’ to Egypt, Saudi Arabia and UAE have helped develop understanding and relationships around Middle East challenges and opportunities.

Grounding to know what works for farmers

Above all else I am still a farmer and “get” exactly what matters to Farmers. I have remained absolutely grounded in every part of my Alliance role and remained true to the principles on which I first stood. 

I represent every shareholder of the Company and it is my responsibility to act in the best interests of our Alliance Co-op.  Knowledge, experience, hard work, communication, honesty, courage and the ability to build relationships remain the key attributes I offer you as your elected representative.

Six years on the Alliance Board has represented a time of considerable change for our Co-operative. 2019-20 represents an exciting time for red meat producers as we experience a time of opportunity and optimism around markets and pricing and we should recognise the transformational shift that Alliance has made from a Processing Company to a Market Facing, Food and Solutions Company.

Please take the chance to read my Vision Platform from 2013 to appreciate the full shift that has happened over that 6 year period, and recognise the change in our Alliance Co-operative performance that has been such a big part in creating an opportunity for all of us and our farming families.

DON MORRISON B.Ag.(Com)

P: 03 207 1857

M: 0274 877 088

Our history

Famed for its generations of sheep breeding from six generations of the Morrison family the property is as rich in history as it is in production. Indeed, famed sheep rustler James McKenzie may have been describing the Rosedale property to Highland friend Alexander McNab when from Lyttleton prison he recommended the best sheep farming land for McNab to settle. McNab took his friends advice and settled on his Knapdale Run nestled between the Blue Mountains and the Hokonui Hills. 

When the Knapdale Run was opened for settlement William Cumming from Banffshire Scotland chose the Rosedale property as his new home, with his nephew George Morrison joining him. Since then George’s sons, grandsons, great grandsons and great great grandsons have continued to farm the property. 

When George Morrison wed Sarah White, granddaughter of Patahi it married together the Maori sense of Whanau with the Scottish sense of Clan and for generations the Morrison family have warmly hosted all visitors to their Rosedale and Glenellen homes.

Rosedale’s location with its Rosedale and Glenellen Homesteads has long been a focal point in the development and history of the area. Sheep and Gold and the promise of a new life bought the first influx of settlers to New Zealand and nowhere was this more typical than the Waikaka Valley.

Sitting on the junction between West Otago, Eastern Southland and Northern Southland the village of Willowbank grew with a butchers, blacksmiths, carpenters and grocers. Miners made their way to the gold diggings at Switzers, the valleys first rugby field was in the Rosedale front paddock, the Rosedale gold dredge plied its way on the Waikaka river and the original Glenellen homestead was the home for the miners who mined the coal for the gold dredges. The steam trains took on water and passengers at the Windmill, the Presbyterian church grew as a local landmark, the ‘old barn’ hosted community dances and locals played decades of tennis on the courts in the ‘tennis court paddock’.

The Rosedale Sheep Stud was founded in 1826 by George’s son Les based on the sound stockmanship learnt from his father. Since then the knowledge of generations has been passed on and grown with the use of the latest breeding technologies to what is today the Rosedale Growbulk and Romney Studs, World leaders in Sheep Production and Genetics.

Today the gold dredges are gone, the coal mine flooded in 1926, “Mrs Whites” is the only house left of the village, the rugby paddock and the tennis courts graze sheep, the last train was in 1962 and the old barn was pulled down in the 80’s. The Windmill and Church still remain as local landmarks but what hasn’t changed is the welcome to all visitors and that the heart of Rosedale is still breeding top performing sheep.

Rosedale is located on 460 hectares (1150 acres) of Waikaka's rolling hills in Southland, New Zealand.

Our farm

Situated midway between the Blue Mountains and the Hokonui Hills 60 kms north of Invercargill. 8000 sheep and beef stock units are farmed, including 2000 stud ewes and replacements. The climate is temperate with an annual rainfall of 1000mm.

After graduating with a B.Com. (Agriculture), Donald Morrison spent 4 years working in London financial markets before returning to the Rosedale family farm with his wife Brigette in 1990, to farm with his father George. Donald’s brother Andrew joined them in 1992 and a period of business growth followed where the original Rosedale property grew from 4000su to 15000su with the purchase of the neighbouring Grand View, Valley View, Elmsligh and Browns farms along with the 1500 acre Glenroy Station at Clinton.

Operations were split between Donald and Andrew in 2012 with the original Rosedale property now including the Grand View and Browns property.

Our people.

Don Morrison

Apart from general farming duties Don runs the Growbulk and Romney Studs, concentrating on all the extra work that needs to be done. Time consuming and tedious tasks with an attention to detail is often what is required to analyse and fine tune decisions for the best possible result. The challenge is worth the result. A B.Com.(Ag) from Lincoln University and 4 years work in London Financial Markets helped focus the attention to detail.

Brigette Morrison

Brigette is the brains behind the operation responsible for the full recording and analysis work for both the Studs and the farms operation. With a Bachelor of Science degree from London University Brigette combines the need for accuracy with common sense farming. Brigette also serves as the full time hostess for the many overseas visitors and interns who visit us at Rosedale.

Ross

Ross is the Manager at Rosedale responsible for all the commercial decisions. With an extensive Farm Management background from some other iconic NZ properties Ross is the perfect person to get the job done well.  Ross has a real history around managing a combined stud/commercial operation and a great record with his sheep dog breeding and training.

Big Mike

Local lad Mike has grown into a really important part of the Rosedale team with a great experience in both stock and vehicles. A great attitude to work, and all people from Michael typifies what we look for from our whole team. We think a job as good as farming should be enjoyed by everyone and Mike helps make that a reality.

Lochie

Having graduated with  his International Business degree at Otago University Lochie is the sixth generation of the family to farm at Rosedale.
At present the handpiece and drench gun have been rested while he enjoys some UK Taxation and Payroll Marketing experience.

Dirk

Having finished his Engineering Degree at Canterbury University, Dirk is now pursuing a career as a Design Engineer but enjoys regular weekend visits to home and it is a pleasure to farm the Rosedale property and offer a future to farm for both Dirk and Lochie.

https://ahikajourneys.com/