We all want to grow in the land we call home.
When it comes to growing the prosperity of New Zealand, reducing environmental impacts, stronger rural communities and a progressive agri-sector; smarter farming is the answer.
As farming faces disruptive trends that could destroy or deliver more value, Ravensdown is evolving so that the children of today and tomorrow are better off for our being here.
We provide the nutrients that nourish New Zealand’s soil which, in turn, feed the plants and animals that deliver the products that can command a premium on the world stage.
An integrated view
Rather than just look at the financial picture of our year, our performance is better understood in the context of our stakeholders: the ones who impact us and the ones we have an impact upon.
After all, we exist to enable smarter farming for a better New Zealand.
Smarter farming is all about reducing environmental impact and optimising value from the land. When it comes to a better New Zealand, we are part of the solution.
(including tax credits)
- Rebate increase by 10% on the back of another strong trading year.
(includes hedging reserve)
- We have continued to add shareholder value with increasing total equity.
- Net profit before rebate and tax from continuing operations
- Net profit after rebate, tax and discontinued operations ($m)
- Our financial strength enabled us to reduce our profit by providing price reductions during the year.
- Strong equity position allowed us to return most of the surplus to shareholders as rebates whilst still remaining profitable.
Property, Plant and Equipment ($m)
Competition and a focus on shareholder value are good for the agri-sector and spur innovation. This was a fundamental belief when Ravensdown started as a provider of fertiliser inputs 40 years ago.
These days, our stakeholders are telling us they want much more than that. The "smarts" they are seeking from Ravensdown vary, but the common factor is the value placed on trusted science, strong relationships, advanced technology and a concern for the environment.
Ravensdown is evolving.
We’ve never done so much:
- Whole-farm soil testing through ARL
- Variable rate application by ground and air
- Environmental mitigation consultancy
- Accurate mapping and measuring
- Evidence-based science and collaboration
We’ve never enabled so much:
- Feed forecasting and benchmarking
- Sensor-enabled decision support
- Auditability to demonstrate compliance with environmental regulations
We’ve never had such:
- Well-trained staff (largest number of certified nutrient management advisors in NZ)
- Placement traceability and quality of food-creating nutrients
- Intelligent tools and technology
- Ambitious plans for improvement
We've told the story of our year in terms of how it affected a variety of people who have different reasons to care about Ravensdown.
These stakeholders represent different perspectives, but all of them are connected to our purpose and performance in one way or another. "Smarter farming for a better New Zealand" matters as much to them as it does to us.
How we transform inputs through business activities into outputs and outcomes that aim to fulfil Ravensdown’s strategic purpose and create value over the short medium and long term.
Business model: How we transform inputs through business activities into outputs and outcomes that aim to fulfil Ravensdown’s strategic purpose and create value over the short, medium and long term.
Financial Capital – Pool of funds available to an organisation to produce goods and services obtained through financing
Manufactured Capital – Physical man-made, production-oriented fixed assets, equipment and tools
Intellectual Capital – Organisational knowledge based intangibles
Human Capital – People’s competencies, capabilities, experience and motivation to innovate
Social and Relationship Capital – Relationships and interaction between stakeholders and other networks
Natural Capital – All renewable and nonrenewable environmental resources and processes that provide goods or services that support the past, current and future prosperity of an organisation.
Source – IIRC – "The International IR Framework" 2013
A look back
This is the third year on the trot that we’ve ended in a strong financial position and this has shown the fundamentals are strong. For the year ending 31 May 2017, our balance sheet strength enabled us to invest in improvements in infrastructure, science and technology. Across our network of stores, manufacturing sites, lime quarries and support operations. We partnered with suppliers to maintain quality, assure availability and take the initiative on pricing.Download Extract
From Stakeholder Review 2016-2017
A look ahead
In the medium-term, there are exciting developments in terms of soil diagnostics, spreading accuracy, technologies to reduce nutrient losses, fertiliser coatings, grass seed varieties and animal breeding, which will mean better use of nutrients and less potential waste as ways to reduce environmental impact. There are opportunities to give farmers tools to clearly visualise and share the consequences of their decisions. We are preparing for a convergence of digital and physical worlds.Download Extract
From Stakeholder Review 2016-2017
Meet the Board
"I'd urge all shareholders to think about how they can get more involved – from a quick comment to the Customer Centre right up to securing a nomination to become a director."
"Diversity has a big part to play if we're going to attract the best people and get fresh perspectives into the rural sector."
"There’s always a better way – a smarter way – to tackle any task. Farmers are problem solvers and are keen to hear the advice we give and use the tools we provide."
"Looking after the environment and optimising the value from your land are flipsides of the same coin. For farming’s long-term success, one doesn’t happen without the other."
"Great things can happen when you have a talented team with a common purpose and clear sense of direction. Ravensdown people are making a difference and it’s a difference that matters."
"I'm committed to the drive to see all New Zealand farmers recognised as niche food producers and celebrated for their contribution to the country and our environment."
"There are shrewd operators in the rural sector using technology and innovation to transform how value is created. Ravensdown exists to help farmers lead on the world stage."
"Smarter farming for a better New Zealand is important to me as it means stronger and more sustainable businesses and communities."
"New Zealand needs agriculture, but too many think negatively about ‘intensive’ farming. The whole sector needs to demonstrate leadership if we’re going to turn perceptions around."
"To meet the challenges of tomorrow’s farming world we need to embrace technology and promote good science."
Meet the Team
Our Leadership team motivates others by understanding what drives Ravendown people. Here they talk about what matters most to them.
My bike helmet because it keeps me safe.
"Motorcycling is a great passion of mine and so is the safety of everyone who comes into contact with Ravensdown. What they have in common is freedom and responsibility – to anticipate risk and take action knowing the stakes are high."
Chief Financial Officer
My Fitbit because I'm always on the move.
"Keeping moving and tracking performance is important to me. Tracking our financial health and seeing how we are adding value to a variety of stakeholders is a key motivation for me."
My cap because I'm the coach of the NZ Women's Softball team.
"Coaching is important to me because it's a great feeling watching individuals grow as people. Helping them become part of a successful team by using their strengths to get the right results is very rewarding."
My pickaxe because I believe in continually chipping away.
"What's important to me is being grounded and seeing things from the farmer's point of view. The question I ask more than any other is ‘how does this benefit the customer?"
Innovation and Strategy
My medals are from marathons in all seven continents because I ran them!
"Running a marathon in every continent has taken persistence, focus and a fair bit of energy. In my role, it's all about keeping our eyes on the long-term goal and putting in the hard yards."
Chief Information Officer
One of the first topdressing planes in New Zealand because these flew over my ancestors' farms.
"My grandparents and parents were farmers and supporting farming is what drives me. The opportunities to support farmers with new and emerging technology are tremendous."
An Andrew Bond original because he's a Kiwi painter and I love the colour and quirkiness.
"I've got the best job in the world because I'm encouraged to care. Fairness and reasonableness are my measures – the chance to help people thrive really matters to me."
A globe because I talk to suppliers across the world.
"Success for me is all about forming long-term partnerships. The foundation for this is just like any important relationship – openness, trust and integrity."