Wool infighting frightening away women says Michelle Humphries

"Many people have told me I'm mad for standing for AWI election," Dr Humphries said.

The veterinarian and founder of Livestock Breeding Services at Jerilderie in the NSW Riverian is one of eight candidates vying for three vacancies on the Australian Wool Innovation board.

AWI and industry should be spreading upbeat and united messages about the great things in the Merino industry, she said.

We sent all the candidates a list of 10 questions to provide shareholder voters with an insight into their priorities if elected to the AWI board on November 22.

Dr Humphries said uncertainty about the future of surgical mulesing was destabilising the whole industry.

The majority of Merino sheep still needed mulesing but research projects needed to find alternatives and genetic solutions, she said.

Below are Dr Humphries' answers to our questions.

Question: If elected, what would be your major priorities as a director of AWI?

Answer: Use my experience in running a business through difficult times - drive efficiency, prepare for challenges, look for opportunities, encourage collaboration.

Contribute my knowledge in veterinary science - examine emerging and disruptive risks, eg animal welfare issues and exotic diseases.

Inject my enthusiasm for the 'magic' of organisational culture - make sure that the company's values are embedded from the top down and that there is a positive, collaborative and accountable corporate culture. Everyone in the organisation should be proud to be part of AWI and be dedicated to the efficient use of grower paid levies.

Strengthen communication and engagement with levy-payers to lift the tone of the industry, to earn trust and re-gain the two per cent levy at the next WoolPoll.

Enhance board performance by contributing my knowledge and understanding of stakeholder views to enable effective decision making and oversight. Inject new ideas and new thinking.

Q: Do you think AWI has now got the balance right between marketing and research?

A: Yes, 60/40. Marketing remains important, especially when prices are high and brands need to be convinced to keep using wool.

There are opportunities to improve the marketing message by heavily promoting the environmental credentials of wool and the sustainability practices of Australian farmers. My experience in natural resource management will be of value to the board in this regard.

On-farm R&D is, of course, also important, as there is an increasing pressure to reduce the cost of production (with, for example, parasite control, vertebrate pest controls, feed efficiency, early genetic selection) to improve profitability.

Q: What do you think should be AWI's main research targets?

A: The issue of breech strike needs to be a priority. Work on both blowfly and sheep genomics including new technology such as CRISPR, plus non-invasive breech modification should be targeted.

With the likelihood that market forces will increase the number of non-mulesed sheep, improvements in crutching methods (eg with robotics) and continued work on effective chemicals will need to be prioritised.

Genomic selection and maintaining a robust reference flock. Merino Lifetime Productivity data plus grower DNA testing are valuable sources of information for genomic research which should be harnessed. I am confident genomics will provide benefits to sheep productivity, health and welfare in the future.

Q: How do you rate the AWI's current promotion and marketing strategy and what, if anything, would you do differently?

A: Marketing is one of the definite and recognised strengths of AWI.

I would place an increased focus on the eco-credentials of wool and the environmental sustainability of Australian woolgrowing landscapes.

These are things that consumers are interested in, and we have a great story to tell - so we should be telling it and re-telling with so much vigour that it drowns out any negativity about the industry.

Q: Do you think the AWI is now transparent enough with its levy payers?

A: Yes and considerable effort has been made by the board to increase this. There will always be a demand by some shareholders for increasing levels of transparency so efforts should be made toward positive engagement and enhanced disclosures directly addressing the interests of levy payers.

Something that AWI can strive for is to make sure shareholders have the opportunity to ask questions about how the organisation is run and to give levy payers involvement in priority setting. With my work conducting AI programs for growers, I am on the ground with industry on a daily basis, listening to feedback.

It is impossible for shareholders to know the day-to-day workings of the board and the executive. In the end, the board and the company must earn the trust of shareholders.

Q: The Merino flock has declined dramatically in size (thanks, in large part, to drought). What should be the AWI be doing to rebuild it?

A: The flock will be rebuilt by three things: rain, profit and a vibrant industry.

Rain, we will just have to wait for.

AWI's role in rebuilding the flock is to increase the profitability of Merino enterprises. This will be achieved by keeping prices up through marketing and keeping production costs down through R&D into healthy productive sheep.

Vibrancy should be a joint purpose of AWI and industry. AWI should ensure that as an organisation it has an embedded culture of positive performance and positive energy.

The Australian wool industry should have an upbeat and united message rather than the infighting that we currently display to other agricultural sectors and to the wider world.

After all, we are all growing a great fibre that is helping to make a cleaner world and we should be proud of that.

Q: How important do you think it is to end surgical mulesing in the industry?

A: What is important is to reassure the industry that mulesing will be available for as long as it is needed.

As a veterinarian, my opinion is that the majority of sheep in the current Merino population require mulesing for best animal welfare outcomes.

Uncertainty around the future of mulesing is de-stabilising for the industry. A strong leadership team will ensure the continuation of husbandry procedures which allow growers to properly care for their sheep.

A strong message must be given to processors and brands about the life-time benefits of breech modification and this should include more visits to Australian farms which AWI has done successfully in the past.

In the meantime, R&D into alternatives and genetic solutions should be pursued. R&D in management of un-mulesed sheep is also an important consideration.

Q: The AWI is often portrayed negatively in the media. What do you think needs to happen to change that or is the company the victim of the "usual suspects" out to stir up trouble?

A: The negativity about AWI in the media is in disproportion to the way the majority of growers, hard at work with their heads down, are feeling. Most growers are happy with the work AWI has done in improving the market penetration and price of wool.

It is unfortunate AWI and its dedicated board, management and staff are treated with disrespect by certain parts of the media and other industry bodies.

At a time when women are being encouraged to step up to leadership roles in agriculture, the bitter discourse in the wool industry is a huge deterrent to women taking up these positions. Many people have told me I'm mad for standing for AWI election.

As far as employees of AWI go, how can an organisation expect to keep its people energised when there is constant negative press?

It's time for everyone to re-think this space!

Meanwhile, there is still room for AWI to work harder at continued positive engagement with levy payers. There is enormous talent in the organisation which is a great asset, and growers need to see these people and connect with the job that they do for the company.

Likewise, directors with extensive industry networks such as I have, need to be out among growers and listening to feedback on how AWI can improve and where the priorities lie.

If levy payers see that the key culture concepts of value and purpose are embedded in the organisation and everyone on the team is working to be at their best, a level of trust will develop which will give a more positive discourse.

Q: Does the Australian wool industry's heavy dependence on the Chinese market worry you?

A: China has been a great partner to the Australian wool industry and AWI has fostered cooperation in processing technology and led marketing of wool in this country which has driven significant demand.

However, it is natural to have concerns when one nation purchases up to 80 per cent of your product for processing.

Notwithstanding this, it must be remembered China itself represents a significant consumer market with some 45pc of wool processed in China being consumed domestically.

With a growing middle-class population of over 400 million people, the Chinese domestic market is highly significant to the wool industry. Retail spending in China continues to grow, making it the largest retail market in the world. We can't ignore China.

AWI should continue its marketing strategy in the Western Hemisphere markets of the US, UK, France, Italy and Northern Europe, pursue new opportunities for manufacturing in countries such as Vietnam, and grow wool's presence in emerging markets such as India.

Q: Any other comments?

A: With the current fiscal constraints at AWI, I believe that collaboration with other organisations will be important to make efficient use of resources.

This is especially applicable in addressing cross-sectoral problems such as digital technology adoption, drought and climate risks, emissions reduction, biosecurity, soil nutrition, and supply chain traceability.

READ ABOUT THE OTHER CANDIDATES: