Cooperative Business New Zealand 2013 Seminar

2013 Cooperative Education Seminar 17 & 18 September • Wellington At the Cooperative Business New Zealand 2013 annual meeting which will precede the seminar, the keynote speaker will be Melina Morrison of the newly formed Business Council of Cooperatives and Mutuals (BCCM) from Australia who will be examining what the future holds for Australian cooperatives and mutuals. ‘We’ve had the GFC and the IYC ... so who cares about competition?’ she asks. ‘We do, and it’s all about collaboration.’ As a global cooperative mark in development we now have the Blueprint for a Cooperative Decade. At the national level, Australian cooperatives and mutuals have come together to form the Business Council of Cooperatives and Mutuals. These developments are about securing a competitive advantage for cooperative business and, along the way, a number of pressing economic and social issues will be addressed. Melina will talk about the Australian experience of the UN International Year of Cooperatives 2012, the formation of the BCCM, and how Australian and NZ cooperative enterprises might collaborate, including doing business together. The annual meeting will be followed by a light lunch. Contact the Cooperative Business office to register your attendance at the annual meeting. Register for the seminar here - https://2013-cooperative-education-seminar.lilregie.com/step1. Seminar speaker programme JAMES MORRISON Global Trends Affecting New Zealand Cooperative Business It has been five years since the Global Financial Crisis broke into public consciousness triggering changes worldwide. These changed the business landscape in New Zealand, and New Zealand’s competitive position in the world, at the same time reinforcing shifts that were already underway. Dr James Morrison will outline the key trends and expectations for the future, and their implications for cooperative businesses in New Zealand. • Dr James Morrison provides management and strategic advice to a range of clients, particularly cooperatives. He has worked internationally in Australia, Asia and Europe, before returning to New Zealand in 2002 to take up a role as strategy manager for the Fonterra Cooperative Group. He left Fonterra in 2004 to resume his consulting career, forming James Morrison Consulting. PETER HARRIS Special Challenges of Governing a Cooperative User owned – cooperative – businesses have fundamentally different basic objectives and measurements of performance than investor owned firms. This difference creates special challenges for cooperative directors which are not recognised in conventional director education and best practice specifications. Peter Harris will explore the nature of these differences and outline a structure through which cooperative directors can address them. • An economist who specialises in public policy, the labour market and primary industry issues, Peter Harris has been on the Agriculture Strategy Council, was an inaugural member of the board of the New Zealand Universities Academic Audit Unit, a director of PSIS (now The Co·operative Bank) and involved in the Electricity Commission. DAVID TWEED Managing Multiple Member Roles Cooperatives provide a crucible for the interaction of governance, user, and representation perspectives. Cooperative members generally accept that the best governance talent should sit around the board table and govern their business. Members, however, are also constituents who want their interests to be represented in decisions made at board level. In addition, members have a business relationship with their co-op as a supplier or customer, from which they expect to extract value. How can cooperatives best manage the tensions between these three member views? • David Tweed is APVC (Executive Education) in the College of Business at Massey University where he is programme director for a cooperative governance development programme. He has 20 years experience as a director of various organisations, including eight years on the board of a regional healthcare organisation. He serves as an independent director on a company board and as a trustee for a large regional trust with five trading subsidiaries. RICHARD BRIGGS Effective Strategic Planning – Essential to Uniting Individual Members and the Success of the Co-op Planning the business of a cooperative is an integral part of the role of the Board and management to provide the strategy direction necessary for long-term growth and prosperity of the cooperative and its members. How much emphasis is placed on strategy? Does your cooperative have a strategic plan, how often is it reviewed and updated, and does it have external validation? Do all members understand the cooperative business model and how it generates revenues and, more importantly, profit for the members? Most importantly, does each member understand and buy into the strategy and recognise their part in its execution? • Former Chief Executive of telecom cooperative Orb Communications PROFESSOR TIM MAZZAROL Member Loyalty in Cooperatives – The Critical Role of Emotional Value and Affective Commitment Member loyalty and retention is often viewed as being dependent on the ability of cooperatives to deliver better prices or service to members. While important, the most significant factors keeping members engaged have nothing to do with money or service. A University of Western Australia study of cooperative and mutual businesses identified emotional value and affective commitment as the most important factors influencing member loyalty. Tim Mazzarol will outline the implications for cooperative managers. • A Winthrop Professor in Entrepreneurship, Innovation, Marketing and Strategy at the University of Western Australia Groupe ESC Dijon, Bourgogne, France, Tim Mazzarol is also a Fellow of the Australian Institute of Management and the President of the Small Enterprise Association of Australia and New Zealand (SEAANZ). The author of several books on entrepreneurship, small business management and innovation, over the past six years he has been investigating the cooperative enterprise business model. ALISTER LAWRENCE Opportunities for New Zealand Cooperatives in the Next Twenty Years What are the strategic assets New Zealand can leverage off, and the opportunities which will emerge with the ASEAN economic community and the ongoing development of ASEAN+6 along with the potential of the Trans Pacific Partnership? New Zealand is well placed for a strong future, and cooperatives can play an important role in this. • Managing Director and Chief Transformation Agent for Miro Partners which was formed to help companies perform at the very highest level and help New Zealand businesses expand into new markets, Alister Lawrence has had a 25 year career as a GM, MD or CEO. Most recently he was CEO of the plumbers’ cooperative NZPM Group. He has extensive experience building and expanding businesses throughout Australasia, ASEAN and India and was recently elected to the executive of the ASEAN NZ Business Council. DON McFARLANE Going Through the Merger of Two Successful Cooperatives When you have two cooperatives operating in a similar economic area but in different geographical locations, what does the merger process involve? How do you ensure continuing ongoing member engagement in the new cooperative? • Deputy Chairman, Farmlands Cooperative, Don McFarlane has a number of directorships in the rural sector, including the New Zealand Honey Producers Cooperative, and presents on governance in cooperatives at the Lincoln University Kellogg Rural Leadership Programme each year. RUTGER KEIJSER Building Bridges Identifying and managing risk is part of our daily lives, whether at home, in the paddock or at the office. Our appetite for risk is largely defined by our background, culture and environment. If an organisation wants to influence or improve the way it manages risk, it needs to acknowledge the diversity among its people. A variety of strategies and interventions is required to influence the way risks are picked up, assessed, treated and monitored. Cooperatives need to reach out and build bridges that allow for two-way traffic between senior management and employees: communicating its appetite for risk in a meaningful way, and listening (and responding) to signals and feedback. • Chief Risk Officer, ACC, Rutger Keijser has a background in strategy development and change management, working for both private and public sector organisations in New Zealand and abroad. He is a member of the Institute of Business Ethics (London) and the NZ Society for Risk Management. JIM McMILLAN Valuable Lessons from US and Canadian Purchasing Co-ops Are there strategies that North American purchasing co-ops have employed that could work for consumer and agricultural co-ops in New Zealand, and elsewhere? • Jim McMillan is Director of Client Services for Canadian software company LBMX Inc. Involved with co-ops since 1996 and for a number of years a member of CCA Global – one of the largest cooperatives in North America, he has gained valuable insight from working with cooperatives worldwide on a daily basis. REESE HART Governing and Securing the Future of Our Cooperatives Our forefathers laid the foundations of our cooperatives under very challenging circumstances. How do we make sure these cooperatives continue to meet member needs in 21st century? • His interest in agribusiness led him to stand for the board of PPCS, which under his chairmanship became Silver Fern Farms. Reese Hart has been an office bearer in Federated Farmers, was a director of Brooks of Norwich (UK) and the Richmond Meat Co. A Kellogg scholar and former President of Timaru North Rotary, he received of a Paul Harris Fellowship Award. He is a trustee of the Burnside Hart Cooperative Education Trust. Cooperative Short Film Festival On the evening of Tuesday 17th, there will be a Cooperative Short Film Festival, followed by a cooperative leaders dinner. Venue: Brentwood Hotel, Wellington Date: Tuesday 17 September 2013 • 10am to Wednesday 18 September 2013 • 4pm Cost: $895 + GST if you’re a member of or work for a member business of Cooperative Business New Zealand, or you’re from an ICA member or affiliated organisation. $1295 + GST If you’re not from a cooperative, from a non-member cooperative, an academic or a government official, or from overseas and not from an ICA member or affiliated organisation. Cost includes the Cooperative Leaders Dinner and accommodation on Tuesday 17th, as well as lunch and refreshments during the two days. Wellingtonians who don’t need accommodation can take $150 off these amounts. If you’re not sure which category you fall into, phone the office. The programme is subject to change. Registration: To register one or more people for the seminar visit https://2013-cooperative-education-seminar.lilregie.com/step1. You can pay by credit card or ask for an invoice. For more info on the seminar send an email to ramsey@nz.coop or phone the Cooperative Business office during working hours on 04 472 4595.