Current employment/positions:
Managing Director Haddon Rig P/L, Agricultural Ministerial Advisory Committee NSW Govt.
Q: What specific skills do you add to the board?
F: Global marketing experience (wheat, cotton and wool and genetic material (South America, USA, India, Russia, China, Italy). Worked as a Board member contributing to Sothebys International Auction House, George Brown Electronics. Government Advisory positions, Skills including expertise in the following areas; financial managment, agricultural research, governance and marketing.
Q: Why should growers trust you on your corporate track record?
F: My Company has a reputation for integrity, as Over 300 growers have done business with my company since I became Managing Director in !982 and I believe very strongly in doing business ethically. Haddon Rig is used as a showcase for Australian Agriculture for visiting International Delegations from around the world by Federal, State Governments as well as other Public & Private entities.
Personally, I have been employed by Federal Minister for Agriculture John Kerin (1991 – 1992) as an Agricultural Advisor. I am the former Chair and am currently a member of the State Advisory Water Sub Committee (2005- current) for NSW Minister for Agriculture Ian McDonald.
It is my management practice to benchmark our business against the top 10% of agricultural companies in Australia. The development and implementation of scientific and technical innovation are considered key drivers to achieve my aims in the breeding, management and marketing of merino genetics and other agricultural commodities.
My commitment to continuing improvement in personal business development are met by an ongoing global relationships with the Harvard Business School of Management fraternity.
Q: What is your assessment of AWI and what would you change (if anything)?
F: Work immediately to stop the division within the board and operate in an open and collaborative management style, build the team, work immediately on promotion, audit projects and put in measurable outcomes. I stand for a Board and management who’s focus will be international, persuading retailers and consumers to buy more wool. I believe there needs to be transparent accounting, accurate budgeting and less “spin” in reportage of activities.
Q: What is your definition of conflict of interest at board level?
F: Public confidence in the integrity of the organization is vital. This involves managing any personal or commercial interests or perceived interests that one may gain by being an AWI Board Member. By having open disclosure of all Board Members’ commercial/private interests.
Q: What is your stance on mulesing?
F: My company is currently undertaking a number of experimental breeding programs on farm to find a genetic solution to mulesing which I personally believe is the optimum and most practical long term solution to this practice.
Rigorously pursue viable alternatives and phase out when there is a commercial alternative. Utilise on-farm R&D through AWI, also encourage stud breeders to find a genetic solution. Keep animal welfare groups informed of the development of these alternatives.
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