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.

John Henderson

Your Chair

John Henderson

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.

Greg Campbell

Your CEO

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

Our Stakeholders

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.

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.

Business Model

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

Digger loading grain

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

Holding phone with Ravensdown App

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


Kate Alexander

"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."

Scott Gower

"Diversity has a big part to play if we're going to attract the best people and get fresh perspectives into the rural sector."

Tony Howey

"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."

Bruce Wills

"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."

John Henderson

"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."

Tony Reilly

"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."

Glen Inger

"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."

Peter Moynihan

"Smarter farming for a better New Zealand is important to me as it means stronger and more sustainable businesses and communities."

Jason Dale

"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."

Stuart Wright

"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.

Greg Campbell

Chief Executive

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."

Sean Connolly

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."

Kevin Gettins

General Manager

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."

Bryan Inch

General Manager
Customer Relationships

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?"

Mike Manning

General Manager
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."

Mark McAtamney

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."

Tracey Paterson

General Manager
Organisational Development

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."

Mike Whitty

General Manager
Supply Chain

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."