Let me start by saying that I absolutely oppose a proposed cosmetic pesticide ban in Ontario. By understanding the facts about well-researched, registered pesticides, I know that these products are incredibly safe to Ontario's population.
Having said that, I have been thinking about the politicians, our political representatives, who must vote on this issue.
Talk about a no-win situation!
These individuals, who are, for the most part, certainly looking for a chance at re-election, how do you vote against the pesticide ban? When you consider the mis-information that ban supporters have spread via media and the fear of the unknown that is associated with the word, "Pesticide", a vote against the pesticide ban will be interpreted by the general public as a vote against their health and well-being.
Understanding this, I think the responsibility falls to the members of the crop protection industry as well as farmers (a cosmetic pesticide ban is the first revolution down a slippery slope that will impact these groups) to deliver the truth about these products not only to politicians but to their constituents.
We need to make politicians comfortable that when they vote against the ban, the voters will recognize it as a vote for sound science, long-term environmental protection and local beautification.
Monday, March 24, 2008
Sunday, January 13, 2008
I have been thinking recently about the challenges agriculture is facing attracting new, quality employees to the industry. While I have previously used this space to explain the situation, I am afraid that column accepted a defeatist attitude by not suggestion solutions.
From my vantage point, there are two reasons agriculture is struggling to recruit quality people:
1. Agriculture does not pay enough. Generally, agricultural professionals are paid less than similarly-trained people in other industries.
2. Work expectations do not support a satisfactory personal life. During peak seasons, agriculture professionals are often required to work long hours to meet the demands of their customers.
It would be easy to jump to a couple of conclusions in order to rectify these issues:
1. Agricultural companies should pay their employees more.
2. Agricultural companies should give their employees more time off.
However, I believe that before either of these two solutions can be effectively implemented, one vital step must be taken: farmers must change their approach to business. Let me explain.
Correctly, all farmers see their businesses as infrastructure intensive; in order to be successful, they need significant amounts of land, machinery and buildings all operating at optimal levels. Most farmers want to have the very best infrastructure that meets their needs. At the same time, they want to pay as little as possible for it. As a result, suppliers are forced to reduce their costs, including salaries and training. Farmers must realize that service and technical support are as valuable as the infrastructure itself, and they need to be willing to pay for these services if suppliers are going to be able to afford to retain and train their current employees or attract new ones.
During peak seasons, agricultural companies are open approximately 18 hours per day, seven days per week because according to one of my clients, “You never know when one of our customers might need something.” That is ridiculous. While car manufacturers operate under a ‘just-in-time’ delivery structure, their suppliers are very aware of the plant’s requirements and a pre-planned delivery schedule. Ag retailers ‘don’t know when their customers might need something’ because the customers either don’t take the time to make a plan for the busy seasons or selfishly refuse to share their plan with their suppliers. Farming is one of the few industries where a supplier learns of his million dollar customer’s requirements the day they are required. If farmers were to take the simple step of sharing their farm plans for the coming three months with their suppliers, the suppliers could plan their work much more effectively. This would allow the supplier to work fewer hours and even close at least one day per week.
Interestingly, another of my clients who three years ago made the decision to close on Sundays (a decision that was initially met with complaints from customers), has not only found that his customers have adapted quite successfully, but has also noted a higher level of customer rapport that he attributes to employees with a higher level of job satisfaction.
Agriculture is in the midst of exciting times with more to come, but if we can not retain many of the great people currently working in the industry and attract new employees as well, we will not be able to take advantage of the new opportunities.
From my vantage point, there are two reasons agriculture is struggling to recruit quality people:
1. Agriculture does not pay enough. Generally, agricultural professionals are paid less than similarly-trained people in other industries.
2. Work expectations do not support a satisfactory personal life. During peak seasons, agriculture professionals are often required to work long hours to meet the demands of their customers.
It would be easy to jump to a couple of conclusions in order to rectify these issues:
1. Agricultural companies should pay their employees more.
2. Agricultural companies should give their employees more time off.
However, I believe that before either of these two solutions can be effectively implemented, one vital step must be taken: farmers must change their approach to business. Let me explain.
Correctly, all farmers see their businesses as infrastructure intensive; in order to be successful, they need significant amounts of land, machinery and buildings all operating at optimal levels. Most farmers want to have the very best infrastructure that meets their needs. At the same time, they want to pay as little as possible for it. As a result, suppliers are forced to reduce their costs, including salaries and training. Farmers must realize that service and technical support are as valuable as the infrastructure itself, and they need to be willing to pay for these services if suppliers are going to be able to afford to retain and train their current employees or attract new ones.
During peak seasons, agricultural companies are open approximately 18 hours per day, seven days per week because according to one of my clients, “You never know when one of our customers might need something.” That is ridiculous. While car manufacturers operate under a ‘just-in-time’ delivery structure, their suppliers are very aware of the plant’s requirements and a pre-planned delivery schedule. Ag retailers ‘don’t know when their customers might need something’ because the customers either don’t take the time to make a plan for the busy seasons or selfishly refuse to share their plan with their suppliers. Farming is one of the few industries where a supplier learns of his million dollar customer’s requirements the day they are required. If farmers were to take the simple step of sharing their farm plans for the coming three months with their suppliers, the suppliers could plan their work much more effectively. This would allow the supplier to work fewer hours and even close at least one day per week.
Interestingly, another of my clients who three years ago made the decision to close on Sundays (a decision that was initially met with complaints from customers), has not only found that his customers have adapted quite successfully, but has also noted a higher level of customer rapport that he attributes to employees with a higher level of job satisfaction.
Agriculture is in the midst of exciting times with more to come, but if we can not retain many of the great people currently working in the industry and attract new employees as well, we will not be able to take advantage of the new opportunities.
Saturday, December 1, 2007
One Voice?
Sitting here at my desk, I won't begin to speculate on the decision-making process or politics that led to the disintegration of the agreement to bring Ontario's wheat, corn, and soybean producer boards together under one umbrella.
At the same time, I find it both interesting and sad that at the groups' joint annual meetings last year, the keynote speaker, Heather Hiscox of CBC's Morning News, was asked to advise the attendees on methods to get agriculture's many important messages to the rest of society. From this discussion, two points stuck in my mind:
At the same time, I find it both interesting and sad that at the groups' joint annual meetings last year, the keynote speaker, Heather Hiscox of CBC's Morning News, was asked to advise the attendees on methods to get agriculture's many important messages to the rest of society. From this discussion, two points stuck in my mind:
- Agriculture has too many groups / opinions that muddle the message.
- When the media is looking for a contact to give a sound-bite to the media, they do not know who to go to.
It seems to me that by not merging their operations, has not learned from their advisors but ignored them.
Meeting of The Minds
Shawn Brenneman (L), Agronomist with Syngenta Seeds, Jason Crandall, Salesman with Sylvite Agri-Service, and Scott Ruppert of the Norfolk Soil & Crop Improvement Association discuss the results of the corn hybrid comparison trial they are harvesting.
Toyota at the Gate
Visitors to this year's COFS were greeted by a 2008 Toyota Tundra. As part of its campaign to increase its presence in the North American truck market, Toyota became the Official Truck of Canada's Outdoor Farm Show.
Sitting in the Shade
Dan Murray, age 5, finds a cool spot in the shade while his father, Darren, has a discussion at COFS.
One Last Look
A young beef farmer who provided cattle for a local fence manufacturer's OFS display, takes one last confirming look at his cattle before leaving the OFS for the night.
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