Maori Food Tech: European Innovation Offers Huge Opportunity

EUROPEAN FOOD INNOVATION AND TECHNOLOGY
FINAL TRIP REPORT
Implications and Opportunities for Maori Business

To:

Iwi Leaders
Maori Business Leaders
Maori Trusts and Incorporations

He whakatauki (a Maori proverb)

“Te manu e kai ana i te miro, mona te ngahere”
(The bird that eats the fruit of the Miro, his is the forest)

“Te manu i kai ana i te matauranga, mona te ao”
(The bird that eats the knowledge, his is the world)

March 2013
Mr. Chris Karamea Insley
Owner and Managing Director

Private l& Confidential 1

Contents

1.
Introduction 4

2.
European trip plan 5

3.
New Zealand economic profile 7

4.
The Maori economy 8

5.
Government Innovation and Trade Reform linkages 10

6.
United Kingdom – European Profile 13

7.
Institute of Food Research (Norwich, London) 17

8.
Leatherhead Institute (Surrey, London) 18

9.
Wageningen Institute – The Netherlands 19

10.
German Institute of Food Technologies - Germany 21

11.
Swiss Federal Institute of Technology (ETH Zurich) - Switzerland 23

12.
Festel Capital - Switzerland 24

13.
New Zealand Universities, Crown Research Institute’s and local opportunities for collaboration 25

14.
Conclusions and Opportunities for Maori business enabled by European Food Innovation and Technologies 29

15.
Now then.., how to make this all happen (and quickly) 30

Private & Confidential 2

Executive Summary
Kia ora,
§ There are countless opportunities for Maori businesses, Trusts and Incorporations with food producing assets like land, cropping, agriculture,
horticulture, viticulture, fishing and other marine interests to add value to these assets through direct accessing of leading European
technologies and capabilities and applying these here at home.
§ It is clear from visiting the leading Food Technology Institutes across Europe that post-war, many of these economies not surprisingly have
sophisticated industrial technologies that pervade and enable much of their economic development today.
§ The Institutes we visited are engaged by the largest food companies of the world (i.e. Nestle, Unilever, Bayer and others) to undertake much of
their new product development across all food categories. It is clear that what is happening in the laboratories of these Institutes will shape
world consumer demand in the food sector out into the future.
§ Europe has to be an important source of new technologies to enable Maori busineses to succeed on the world stage. But, it is likely that the
major markets for products from our businesses enabled by european technologies will be in the emerging markets of China, India and South
America. Traditional markets like the UK, Europe, US and Australia will likely start to feature less in time.
§ The strategy for Maori food business therefore must be to seek and exploit the best food technologies of the world (and definitely from Europe)
and transfer these technologies directly across our businesses and particularly across the estimated 1.2 million hectares of underperforming
Maori lands. This is a relatively low risk but high return strategy and can happen quickly compared to the much more risky, time consuming and
very expensive strategy of doing new research and science from scratch.
§ Changes being made by government in terms of some of their reforms may enable Maori business to make this step but, it is unlikely that these
changes will bear any real fruit for 3 to 5 years (or more) for Maori business. We shouldn’t wait for government (or any one else) to take this
leadership role. The leadership must come from Maori directly, with Government, researchers and others playing a more supporting and enabling
role.
§ An overarching strategy will be in time to move away from passive leasing out of strategic assets like land, fish quota et al towards creating
new and wholly Maori owned value chains from raw materials through to end consumer. An important feature of these new value chains will be
to bring together multiple Maori businesses (separate Trusts) enabled by the worlds best technology and innovations.
§ Finally, we can not afford to sit around and do nothing! The opportunity cost (of doing nothing) will be hundreds of millions of dollars to our
collective whanau, hapu and Iwi. However, the inverse of this if done well is, the Maori economy could grow to equal the size of the non-Maori
economy in as little as10 years.


1. Introduction
Growing global need for food. 1

The global population continues to increase and has just passed the seven billion people mark. At the same time, the rising middle class in Asia has
increasing disposable income leading to increasing demand for premium, high quality food and beverage. The world needs to significantly increase
food production and New Zealand can play a part in that process.

New Zealand is currently low intensity

While New Zealand’s exports of food and beverage (F&B) are significant, these account for just 2.5% of global trade in food. The country has
considerable untapped capacity to export more. New Zealand is a country the size of Italy or the United Kingdom, but with the population of
Singapore. However Italy feeds a domestic population of 60 million people and exports twice as much F&B as New Zealand.

The New Zealand Government has set a target of tripling the country’s food and beverage exports over the next 15 years. This will be achieved
through both growth of existing major sectors and the newer emerging growth stars. Maori are a large and rapidly growing part of the New Zealand
economy and F&B sector. This is discussed further in this report.

Learn from peers

There is nothing unique with the problems facing New Zealand, other countries have had very similar pressures. The experience of high relevant
global peers (e.g. Denmark, Ireland, Oregon) strongly suggests intensification will continue going forward and that strong increases in production are
possible. These peers clearly have strong lessons available for New Zealand.

This was a fundamental driver of the visit to the leading science and technology institutions in Europe i.e. to find valuable lessons, technologies, and
partnerships and engage these into the Maori economy.

1
Coriolis (2011). Food and Beverage Information Project 2011.Industry Snapshot.


§ Institute of Food Research, Norwich, (UK);
2. European trip plan § Leatherhead Food Research
Institute, Surrey, (UK);
§ Wageningen University, The Netherlands;
§ German Institute of Food Technologies, Germany;
2.1 My primary trip objectives: § Swiss Federal Institute of Technology (ETH Zurich),
Switzerland; and
§ Assess technology development in leading European § Seftal Capital Limited, Switzerland.
institutes for relevance to the needs of the Maori
economy (food and medicinal); 2.4 Members of the New Zealand delegation
§ With particular emphasis on the opportunity for
immediate to medium term technology transfer;
§ Connect Iwi and Maori business with world leading Figure 1: Group photo in Germany (Max standing on the rock)
technology and innovation players; and
§ Assess and develop connections into European
markets for Maori products.

2.2 My secondary trip objectives:

§ Establish and form technology and innovation strategic
connections and alliances with Europe;
§ Explore opportunities for more strategic joint research;
and
§ Assess potential for European commercial co-
investment with Maori.
Research (Universities and CRI’s)

2.3 European Food Institutions visited § Dr. Catherine, Kingston, Plant & Food Research;
§ Dr. James David Morton, Lincoln University;
The following are the institutions visted by the New Zealand § Dr. Rodrigo Bibiloni, AgResearch;
delegation: § Dr. Susan Meade, Bimolecular Interaction Centre;
§ Ms. Lynley Browne, Auckland Uni-Services;
§ Prof. Claire Massey, Massey University;


§ Prof. David Cameron-Smith, University of Auckland
(Liggins Institute);
§ Prof. Indrawati Oey, University of Otago;
§ Prof. John Brooks, Auckland University of Technology;
and
§ Prof. Mohammed Farid, The University of Auckland.

Business

§ Mr. Peter Lehrke New Image Group;
§ Ms. Sarah Lochrie, Comvita;
§ Dr. Shantanu Das, Goodman Fielder New Zealand;
§ Dr. Andrew Sansom, Seperex Nutritionals; and
§ Mr. Richard McColl, Ovine Automation Limited.

Maori business

§ Mr. Chris Karamea Insley, 37 Degrees South Limited.

Government

§ Dr. Max Kennedy, Ministry of Business, Innovation &
Employment; and
§ Mr. Bruce McCallum, Ministry of Business, Innovation &
Employment.


Nevertheless, key trade sectors remain vulnerable to weak external
3. New Zealand economic profile demand. The government plans to raise productivity growth and
develop infrastructure, while reining in government spending.
3.1 New Zealand economy

Over the past 20 years the government has transformed New
Zealand from an agrarian economy dependent on concessionary
British market access to a more industrialized, free market economy
that can compete globally. This dynamic growth has boosted real
incomes - but left behind some at the bottom of the ladder - and
broadened and deepened the technological capabilities of the
industrial sector. Per capita income rose for ten consecutive years
until 2007 in purchasing power parity terms, but fell in 2008-09.

Debt-driven consumer spending drove robust growth in the first half
of the decade, helping fuel a large balance of payments deficit that
posed a challenge for economic managers. Inflationary pressures
caused the central bank to raise its key rate steadily from January
2004 until it was among the highest in the OECD in 2007-08;
international capital inflows attracted to the high rates further
strengthened the currency and housing market, however,
aggravating the current account deficit.

The economy fell into recession before the start of the global
financial crisis and contracted for five consecutive quarters in
2008-09. In line with global peers, the central bank cut interest
rates aggressively and the government developed fiscal stimulus
measures. The economy posted a 2% decline in 2009, but pulled out
of recession late in the year, and achieved 1.7% growth in 2010 and
2% in 2011.
Figure 2: D utch G reen-house (cut f lowers )


Projecting these growth rate’s forward over the next 10 and 20
4. The Maori economy years is given in Figure 4 below.

The Maori economy is growing rapidly. Not only is it growing rapidly, Figure 4: Forecast relative GDP growth rate
it is becoming much more diversified away from traditional primary
sector assets (agriculture, fishing, forestry).

Figure 3: Profile of the Maori economy 2

The use of technology and innovation by Maori business will be
fundamental to achieving this growth through lifting the productivity
of Maori owned assets.

4.1 Current Maori Agribusiness
Realtive to the non-Maori economy, for the period 2001 to 2010, the
Maori economy has grown at a rate 16.4 percent compound annual There is currently around 1.2 million hectares of Maori freehold land
growth rate, relative to the non-Maori economy that has grown at a that is either under-performing, under-utilised, or both.3
meagre 3.7 percent.
Under-performing landholdings can be described as those that are
currently developed for productive use but which are clearly, often

2 3
BERL (2010) Maori Agribusiness. (March, 2011). A study of Maori Freehold Land Resource.


markedly, under-performing compared to similar enterprise
benchmarks. There is approximately 600 000 hectares of such lands.

Under-utilized landholdings represent a complex mix of
circumstances and conditions – there is an amalgam of situations
that contribute to this land being under-utilized. The drivers of
underutilization range from the inherent physical production of the
land not being realized, constraints on the physical capacity of the
land itself through a lack of identifiable owners or management
entities. There is also an under-contribution to the financial
wellbeing of the ownership group.

There is an estimated further 600 000 hectares of such lands.


Figure 5: Growing New Zealand’s Innovation Investment

5. Government Innovation and Trade
Reform linkages
According to government, there are two ways to grow an economy4.

§ The first is to increase the quantity of inputs that go
into production – capital and labour.
§ The second is discovering and applying new ways to
produce more with the same quantity of inputs – this is
innovation. Innovation is the introduction of a new or
significantly improved product, process or method.
Innovation increases the productivity of firms and the
whole economy and creates sustainable long-term 5.1 Link to government global trade strategy
GDP per capita growth.
To help drive progress in the Building Export Markets work and to
measure success, the Government has committed to the following
high-level goal:
New Zealand has a strong primary sector. Seventy percent of our
Increase the ratio of exports to GDP to 40% by 2025 5
goods exports by value are primary products, about half of which
are unprocessed. A significant proportion of export growth in the
This is an ambitious target. Currently our total exports of goods and
last eight years has come from primary products. As Maori, we need
services are $61 billion, 30% of GDP1. If our exports were 40% of
to build on this strength by innovating and moving up the value
GDP today, that would mean they would be $20 billion larger – which
chain, and also take advantage of our strength in agricultural
is more than 50% larger than our current dairy exports ($12 billion)
technologies.
or a further 200 knowledge intensive manufacturing or services
companies each earning $100 million per year.

4 5
The Business Growth Agenda (August, 2011). Building Innovation. The Business Growth Agenda (August, 2011). Global Trade


To meet the target of 40% by 2025, markets and that that their cost of financing is similar to offshore
competition.
The value of New Zealand exports will need to double in real terms.
This requires real export growth on average of between 5.5% and
7.5% a year from 2016 to 2025 (depending on the path of economic 5.2 Callaghan Innovation and Maori interests
growth and using Treasury’s export growth forecasts for the next
three years – average 1.8%). New Zealand has achieved periods of Callaghan Innovation was established on 1 February 2013. It takes
strong real export growth in the past, for example an average of 5.7% over the current role of Industrial Research Limited, the Ministry of
between 1990 and 2003. But that was during a time of reasonably Business, Innovation & Employment's business investment team and
high global growth and the exchange rate was, for much of the the Auckland Food bowl.
period, lower than it is currently.
Callaghan Innovation is named after the late Sir Paul Callaghan, who
Achieving the governments 40% target will require a shift of championed the role science could play in making New Zealand an
investment away from the production of goods and services for the economic success. Callaghan Innovation is one of the
domestic economy, and towards international markets. It will require Government’s key priorities to build a stronger, more competitive
investment to flow to opportunities in the export sector, as well as economy.
the ability of labor and skills to shift in response to changing
demand. International experience suggests a shift of this magnitude Callaghan Innovation is a catalyst for the commercialization of
is possible with concerted effort and supportive macroeconomic science, engineering, technology and design. It serves complex
conditions. needs of industry, government and research to benefit clients,
partners, and New Zealand's economy and society. As part of
Achieving this shift requires coordinated action across the six areas Budget 2012, the Government has allocated $166 million over four
of the governments Business Growth Agenda. For example, New years for Callaghan Innovation ($90 million opex and $76.1 million
Zealand’s natural resource base, which is an important part of our capex).
economic advantage, will need to be regulated to allow for
sustainable growth of the primary sectors.
5.3 The challenge and opportunity for Maori
The Government is also working hard to improve the ability of business
capital markets to match investors and businesses so that capital
can flow to the right places. Open capital flows with the rest of the The New Zealand Science and Innovation system has historically
world are vital; both as an important supplement to domestic saving, been overly complex and therefore out of reach of most Maori
and in ensuring our firms have strong connections to international Trusts, Incorporations and businesses with less than 1 percent of


annual government investment delivering meaningful and real
outcomes for Maori. Callaghan Innovation is an attempt by
government to house both the science and innovation, and trade
functions collectively under one roof.

But, it is unlikely these changes will substantively improve Maori
access to the New Zealand Science and Innovation system at least
in the medium term (3 to 5 years) given the complexity of the
system and, the inevitable resistance by key stakeholders like the
research institutes to what is fundamental reform of the New
Zealand Science and Innovation system.

Maori Innovation strategy

Accordingly, Maori must have a three-fold Innovation strategy:

§ Continue to advocate for greater access to the New
Zealand Science Innovation system, including working
alongside Government towards effective access to the
resources of Callaghan Innovation;
§ Reach out directly to the leading Technology and
Innovation Institutes of the world to find the
capabilities, technologies and funds (including private
sector) to enable Maori development;
§ Over the next 2 to 3 years develop deep and strategic
relationships with the leading global researchers,
technologists and innovators.


6.1 United Kingdom
6. United Kingdom – European
Profile The United Kingdom has historically played a leading role in
developing parliamentary democracy and in advancing literature and
science. At its zenith in the 19th century, the British Empire
This section provides a historic and economic profile of both the stretched over one-fourth of the earth's surface. The first half of
United Kingdom and those countries visited in Europe to provide the 20th century saw the UK's strength seriously depleted in two
some context to what has and will continue to shape the leading world wars and the Irish Republic's withdrawal from the union. The
technology and especially manufacuring advances in western second half witnessed the dismantling of the Empire and the UK
Europe. rebuilding itself into a modern and prosperous European nation. As
one of five permanent members of the UN Security Council and a
Figure 6: New Zealand growth per capita lags behind Europe 6 founding member of NATO and the Commonwealth, the UK pursues
a global approach to foreign policy.

The UK is also an active member of the EU, although it chose to
remain outside the Economic and Monetary Union. The Scottish
Parliament, the National Assembly for Wales, and the Northern
Ireland Assembly were established in 1999. The latter was
suspended until May 2007 due to wrangling over the peace process,
but devolution was fully completed in March 2010.

Economy - overview:

The UK, a leading trading power and financial center, is
the third largest economy in Europe after Germany and
France. Over the past two decades, the government has
greatly reduced public ownership and contained the
growth of social welfare programs. Agriculture is
intensive, highly mechanized, and efficient by European

6
OECD Main Science and Technology Indicators 2011 Volume 2


standards, producing about 60% of food needs with less The German economy - the fifth largest economy in the
than 2% of the labor force. world in PPP terms and Europe's largest - is a leading
exporter of machinery, vehicles, chemicals, and
household equipment and benefits from a highly skilled
6.2 Germany labor force.

As Europe's largest economy and second most populous nation
6.3 Switzerland
(after Russia), Germany is a key member of the continent's
economic, political, and defense organizations. European power The Swiss Confederation was founded in 1291 as a defensive
struggles immersed Germany in two devastating World Wars in the alliance among three cantons. In succeeding years, other localities
first half of the 20th century and left the country occupied by the joined the original three. The Swiss Confederation secured its
victorious Allied powers of the US, UK, France, and the Soviet Union independence from the Holy Roman Empire in 1499. A constitution
in 1945. With the advent of the Cold War, two German states were of 1848, subsequently modified in 1874, replaced the confederation
formed in 1949: the western Federal Republic of Germany (FRG) and with a centralized federal government. Switzerland's sovereignty and
the eastern German Democratic Republic (GDR). The democratic neutrality have long been honored by the major European powers,
FRG embedded itself in key Western economic and security and the country was not involved in either of the two world wars.
organizations, the EC, which became the EU, and NATO, while the The political and economic integration of Europe over the past half-
Communist GDR was on the front line of the Soviet-led Warsaw century, as well as Switzerland's role in many UN and international
Pact. organizations, has strengthened Switzerland's ties with its neighbors.

The decline of the USSR and the end of the Cold War allowed for However, the country did not officially become a UN member until
German unification in 1990. Since then, Germany has expended 2002. Switzerland remains active in many UN and international
considerable funds to bring Eastern productivity and wages up to organizations but retains a strong commitment to neutrality.
Western standards.
Economy overview:
In January 1999, Germany and 10 other EU countries introduced a
common European exchange currency, the euro. In January 2011, Switzerland is a peaceful, prosperous, and modern market economy
Germany assumed a nonpermanent seat on the UN Security Council with low unemployment, a highly skilled labor force, and a per capita
for the 2011-12 term. GDP among the highest in the world.

Economy overview:


Switzerland's economy benefits from a highly developed
service sector, led by financial services, and a
manufacturing industry that specializes in high Industrial activity is predominantly in food processing,
technology, knowledge-based production. Its economic chemicals, petroleum refining, and electrical machinery.
and political stability, transparent legal system, A highly mechanized agricultural sector employs only 2%
exceptional infrastructure, efficient capital markets, and of the labor force but provides large surpluses for the
low corporate tax rates also make Switzerland one of the food-processing industry and for exports.
world's most competitive economies.
The Netherlands, along with 11 of its EU partners, began circulating
6.4 The Netherlands the euro currency on 1 January 2002. After 26 years of
uninterrupted economic growth, the Dutch economy - highly
The Dutch United Provinces declared their independence from dependent on an international financial sector and international
Spain in 1579; during the 17th century, they became a leading trade - contracted by 3.5% in 2009 as a result of the global financial
seafaring and commercial power, with settlements and colonies crisis. The Dutch financial sector suffered, due in part to the high
around the world. exposure of some Dutch banks to U.S. mortgage-backed securities.
In 2008, the government nationalized two banks and injected billions
After a 20-year French occupation, a Kingdom of the Netherlands of dollars of capital into other financial institutions, to prevent
was formed in 1815. In 1830 Belgium seceded and formed a further deterioration of a crucial sector.
separate kingdom. The Netherlands remained neutral in World War I,
but suffered invasion and occupation by Germany in World War II. A The government also sought to boost the domestic economy by
modern, industrialized nation, the Netherlands is also a large accelerating infrastructure programs, offering corporate tax breaks
exporter of agricultural products. for employers to retain workers, and expanding export credit
facilities.
The country was a founding member of NATO and the EEC (now the
EU), and participated in the introduction of the euro in 1999. This section concludes the following key points:

Economy - overview: § Agriculture and food production are a major part of the
New Zealand economy and likely always will be;
The Dutch economy is the fifth-largest economy in the euro-zone § Relative to well developed European economies, New
and is noted for its stable industrial relations, moderate Zealand lags substantially behind these economies on a
unemployment and inflation, a sizable trade surplus, and an GDP per capita basis;
important role as a European transportation hub.


§ Western European economies have highly advanced
capabilities in food production and agriculture relative
to New Zealand.

To bridge this gap, New Zealand and Maori must find ways to lift our
productivity if we are to be competitive in global food markets. We
must innovate and introduce new technology, and do it quickly.


Our science strategy aims to understand the working of the
7. Institute of Food Research intestinal tract, how food-borne bacteria can cause human disease,
and how the chemical and physical nature of our food influences
(Norwich, London) health and can add value to the food chain. We have strategic
relationships with other BBSRC institutes, the University of East
The Institute of Food Research (IFR) aims to fulfil a UK and Anglia and Imperial College, London.
international leadership role in delivering:
7.2 Research themes
§ Fundamental food & health research;
§ Applied and translational research in food & health for IFR Science within the strategic programmes covers a number of
societal benefit; and research themes:
§ High level training in food and health research
§ Effective networks with: § Food structure;
o Academic and research centres for research and § Food bio actives;
training § Exploitation of co-products and wastes;
o Food industry for strategic research and § How the GI-tract functions;
knowledge exchange § Microbial food safety; and
§ Bio mathematical approaches in food safety & gut.

7.1 IFR Science

IFR is one of eight institutes that receive strategic funding from the
Biotechnology and the Biological Sciences Research Council
(BBSRC).

IFR science aims to meet the challenges of supplying safe,
nutritious food that promotes healthy ageing now and in the future.
IFR provides underpinning science for government and the food
manufacturing industry.

IFR has two strategic research programmes:
Gut Health and Food Safety, and Food and Health.


Leatherhead has a unique mix of food safety expertise, information
8. Leatherhead Institute (Surrey, resources and facilities. Their "concept to market" approach and
integrated range of services delivers value to clients' businesses.
London)
Global Food Regulations
Leatherhead Food Research delivers integrated scientific expertise Leatherhead’s language capabilities and food legislation coverage in
and international regulatory advice to the global food, drink and over 80 countries is unrivalled; supporting the global food and
related industries. beverage industry to achieve and maintain regulatory compliance.

8.1 Research capabilities Sensory, Consumer and Market Insight
Their trained sensory panel, extensive consumer database and
Food Innovation market intelligence expertise, together with investment in new
Works with clients clients throughout the lifecycle of a product. technologies such as SenseReach™, ensure that they deliver the
From design and development through to implementation and best solutions in sensory, consumer and market insights to their
compliance, Leatherheads integrated solutions deliver cost- clients.
effective commercial outcomes.

§ Ingredients;
§ Pilot Plant;
§ Product Development;
§ Shelf Life;
§ Texture and Mouthfeel;
§ Troubleshooting / Crisis Management;
§ Nanotechnology;
§ Food Innovation Research; and
§ Back of Pack.

Nutrition
Leatherheads clinical knowledge and statistical expertise, can design
and execute human intervention studies to take a product from
concept to claim substantiation.

Food Safety


9. Wageningen Institute – The The strength of Wageningen UR lies in its ability to join the forces of
specialised research institutes and Wageningen University. It also
Netherlands lies in the combined efforts of the various fields of natural and
social sciences. This union of expertise leads to scientific
9.1 About Wageningen UR
breakthroughs that can quickly be put into practice and be
incorporated into education. This is the Wageningen Approach.
Wageningen University, part of Wageningen UR, is the only university
in the Netherlands that specifically focuses on the theme ‘healthy 9.2 Key research themes
food and living environment’ by working closely together with
governments and the business community.
§ Adaptive agriculture;
§ Biobased economy;
‘To explore the potential of nature to improve the quality of life’
§ Fishing and Aquaculture;
§ Climate and water;
That is the mission of Wageningen UR (University & Research
§ Ecosystem governance;
centre). A staff of 6,500 and 10,000 students from over 100
§ Food and Nutrition Security;
countries work everywhere around the world in the domain of
§ Greenhouse technology;
healthy food and living environment for governments and the
§ Market and chain strategies; and
business community-at-large.
§ Sustainable markets.

Figure 7: Wageningen global project reach Below are but two brief profiles of some of the capabilities at
Wageningen UR that have very real and practical application with
Maori fishing and agriculture interests.

Wageningen UR Greenhouse Horticulture

Wageningen UR Greenhouse Horticulture is an independent
international research institute that offers genuine quality and
reliability. With 120 employees, we have access to a wide range of
knowledge and expertise in all relevant fields, as well as research
facilities and demo greenhouses that are unique in the world.


Institute for Marine Resources & Ecosystem Studies

IMARES (Institute for Marine Resources and Ecosystem Studies) is
the Netherlands research institute established to provide the
scientific support that is essential for developing policies and
innovation in respect of the marine environment, fishery activities,
aquaculture and the maritime sector.
Some facts and figures of protected cultivation in The
Netherlands:
Figure 8: The team at Wageningen in the Netherlands

§ Glasshouse area: 10.000 ha;
§ Market-oriented production;
§ High production levels;
§ High quality;
§ Exact timeline of production;
§ Average annual turnover €45/m2=NZ$72/m2;
§ Dutch greenhouse horticulture is considered most
advanced worldwide; and
§ Energy saving and utilizing alternative resources has a
high priority.


10. German Institute of Food Briefly the Institutes focus is on:

Technologies - Germany § Process technology;
o Pulsed Electric Field Processing
The German Institute of Food Technologies (ger. Deutsches Institut o Extrusion
für Lebensmitteltechnik e.V. - DIL) is a non-governmental and self- o High Pressure Processing
financing research institute supported by more than 120 members o Ultrasound/Shockwave Technology
from fields of food production, mechanical engineering, process o Application of supercritical fluids
engineering and metrology. The DIL was founded in 1983 and is § Food safety;
situated in the county of Osnabrück, one of the regions with the § Food Physics;
highest numbers of full-time employees and highest density of food § Structure and functionality;
industry enterprises in Germany. § Biotechnology;
§ Robotics; and
The research focus of the DIL is to develop innovative methods for § Process analysis.
food production, quality assurance and process optimization.
Beneficiaries of new insights in food technology are small and
medium-sized enterprises. Stated as main objective is the 10.1 Knowledge for Superior Foods strategy
improvement of efficiency and increase of competitiveness of
companies from the food industry. While at DIL we observed a number of these technologies including
new shockwave technology used to tenderise meat and High
DIL is a leading R+D service provider for innovative processing Pressure Processing technology to extend shelf life.
technologies. The institute’s unique range of expertise in material
science and engineering opens up new opportunities for advanced Shockwave technology
technologies to be applied for a more efficient and sustainable food
It is possible to use mechanical forces for the tenderization of beef,
production. The competitiveness of the food industry is strongly
pork and poultry meat. The application of underwater shockwaves
related to the production processes applied. Apart from energy has shown to be a highly efficient physical method to effect meat
optimization, material efficiency, and automation, all of which have a
tissue disintegration and accelerate meat maturation. The underlying
direct impact on the margins, the need for product innovation and
mechanism of action is related to energy dissipation and mechanical
safety aspects is often requesting novel processing approaches.
stress at the boundary areas of meat and connective tissue, based
on different sound velocity and acoustic impedance.
DIL finances itself by 90% through external funds, out of which 55%
are used to cooperate directly with members of the DIL


Shockwaves with the required energy density can be generated by The shelf life of marinated poultry meat, for example, can be
explosives, but also by underwater discharge of electrical energy. extended from 10 days to up to 4 weeks with this method. The
technology retains the taste and freshness of the product to the
This electro-hydraulic generation of shockwaves allows for an highest possible extent.
energy efficient and safe application.

High Pressure Processing (extending shelf life)
Given the distance from northern hemiphere markets for produce
from Maori businesses, maintaining freshness and extending shelf
life for our produce is hugely important. We observed this High
Pressure processing technology in the laboratory where pressure
application can be used for the preservation of solid and liquid food
products at ambient temperature.

The process requires only a few minutes and meets the highest
hygienic requirements, as the products can be treated in their final
package. Product examples include raw and cooked sausages,
marinated meat products, ready to eat meals, seafood as well as
fruit salads and fruit preparations.


ETH Zurich helps to find long-term solutions to global challenges.
11. Swiss Federal Institute of The focal points of its research include:

Technology (ETH Zurich) - § Energy supply;
Switzerland § Risk management;
§ Developing the cities of the future; and
§ Global food security and human health.
ETH Zurich is one of the leading international universities for
technology and the natural sciences. It is well-known for its
excellent education, ground-breaking fundamental research and for
11.2 Paper on The Maori economy
putting its new findings directly into practice. It offers researchers
an inspiring working environment and its students a comprehensive I presented a paper on development of the Maori economy and the
education. critically important role of world class knowledge and new
technology as a key enabler of the Maori economy going forward.
11.1 Brief history

Founded in 1855, ETH Zurich today has some 18,000 students from
over 100 different countries, 3,800 of whom are doctoral students.

About 500 professors currently teach and conduct research in the
areas of engineering, architecture, mathematics, natural sciences,
system-oriented sciences, and management and social sciences.
ETH Zurich regularly appears at the top of international rankings as
one of the best universities in the world. 21 Nobel Laureates have
studied, taught or conducted research at ETH Zurich, underlining
the excellent reputation of the institute.

Transferring its knowledge to the private sector and society at large
is one of ETH Zurich’s primary concerns. It does this very
successfully, as borne out by the 80 new patent applications each
year and some 260 spin-off companies that emerged from the
institute between 1996 and 2012.


12. Festel Capital - Switzerland Festel Capital partners have expressed a very clear interest to work
with Maori businesses along this journey.

While not officially part of the trip itinerary, I took the opportunity to
meet with a representative of Seftel Caiptal based at the ETH
campus in Zurich.

Festel Capital is an advisory and investment company focused on
the commercialisation of new technologies:

12.1 Background – Festel Capital:

§ Is an advisory and investment company (not a
consultancy) focussed on the commercialisation of
early-stage new technologies in the area of health,
nutrition, energy, materials and environment;
§ Works based on a cost/profit sharing model with co-
operation partners and not a fee-for-service model;
§ Has a good overview of the European technology
landscape in these areas;
§ Has supported the foundation of 8 biotech/nanotech
start-ups in Germany and Switzerland based on the
FOUNDING ANGELS investment model; and
§ Is a team consisting of three professionals located in
central Switzerland.

As our more and more Maori businesses embrace the technology
and innovation challenge to lift the productivity of our various
assets, just like we will need the best technology and research
partners of the world, we will also need expert commercialisation
partners and possible new venture start up funding to launch new
Maori ventures.


student completions and the highest level of research income.
13. New Zealand Universities, Crown Graduate students are part of a large and diverse cohort in an
environment of very strong support for staff and student research.
Research Institute’s and local
opportunities for collaboration In terms of Maori food research, the following faculties are housed
at the University of Auckland:
A very important side benefit of the European trip was to spend
§ Faculty of Engineering;
time together with leaders from a number of New Zealand
§ Faculty of Science;
Universities and Crown Research Institutes active in the Food
§ Liggins Institute; and the
Innovation and technology space.
§ Auckland Bioengineering Institute.
It became very clear that these institutions too have both strong
technical capabilities and have developed important technologies
New Zealand’s premier research commercialisation
and innovations to the Maori economy. It was though dissappointing
company
to have to travel the other side of the world to sit down and discuss
together the opportunity for collabrations together.
The University of Auckland has developed New Zealand’s premier
A series of meetings are now timetabled to happen over the next research commercialisation company, Auckland UniServices Ltd. In
month or so. just twenty years UniServices has grown to produce an income of
over $NZ100 million per annum, far surpassing any similar operation
13.1 The University of Auckland in New Zealand and most of those in Australia. This income derives
from nationally and internationally competitive sources and from the
commercialisation of intellectual property developed by staff and
The University of Auckland is New Zealand’s pre-eminent
students at the University.
research-led institution. Of the 600 researchers in the entire New
Zealand tertiary system ranked as being of top international quality
13.2 Massey University
in the Government’s latest Performance-Based Review Fund
(PBRF) report, one-third are at The University of Auckland. This
offers students unparalleled opportunities to be taught and Massey University was formally constituted on the merger of two
supervised by many of the very best academics in the country. prior institutions - Massey Agricultural College, focussed on land-
based industries; and Palmerston North University College,
The University of Auckland also has the largest graduate school in established to provide New Zealand-wide distance education.
the country, the largest annual number of postgraduate research


Some of the relevant academic and research specialisation’s § Future Foods;
relevant to Maori and food innovation are clustered as follows: § Functional Foods and Ingredients; and
§ Personalised or "I" Foods.
§ Agriculture, Veterinary and Life Sciences - including
veterinary, agricultural and horticultural sciences,
biomedical sciences, molecular biosciences, animal
sciences;
§ Land, Water and the Environment - including soil and
plant sciences, ecology and conservation,
environmental planning and management, sustainable
development;
§ Industrial Innovation through Engineering and
Technology - including food technology, biotechnology,
product development, material sciences, computer
science, information sciences and engineering,
telecommunications;
§ Business and Enterprise - including management,
accountancy, marketing, economics and finance,
enterprise development, aviation management;
§ Māori Development - including te reo Māori, history
and heritage, Māori education, visual arts, health, and
whanau development;

13.3 Lincoln University
The Riddett Institute
Lincoln is New Zealand’s third oldest university. Founded in 1878 as
The Riddet Institute is a national Centre of Research Excellence a School of Agriculture, the organisation was linked to Canterbury
focusing on food structures and digestive physiology. College, welcoming its first intake of students in 1880. Today, no
other university in New Zealand has a higher rate of research dollars
The goal of the Institute is to generate essential underpinning per full-time member of academic staff.
knowledge that will provide the base of tomorrow's innovations in
advanced foods. Research falls into three broad areas:


Lincoln University is home to:

§ The Agribusiness and Economics Research Unit 13.5 Plant and Food Research
(AERU),
§ The Centre for Soil and Environmental Quality and the Plant & Food Research is a New Zealand-based science company
Isaac Centre for Nature Conservation; and providing research and development that adds value to fruit,
§ Home to the National Centre for Advanced Bio- vegetable, crop and food products.
Protection Technologies, one of only seven
Government-sponsored Centres of Research With over 900 people based at sites across New Zealand, as well as
Excellence in New Zealand. in the USA and Australia, at the heart of Plant & Food Research is a
goal to underpin the growth of plant and marine-based industry
13.4 Otago University through the successful application and commercialisation of
research-based innovation.
Food Science at Otago University
It;’s science supports the sustainable production of high quality
The work of food scientists at Otago has an increasing importance produce that earns a premium in international markets, as well as
in todays modern industrialised world. Whilst distribution systems driving the design and development of new and novel functional
and processing techniques continue to improve, consumers are foods that offer benefits to human health and wellbeing.
demanding convenience products that are minimally processed,
palatable and available throughout the year.
Five Research Portfolio’s:
The aim of the University of Otago's Food Science Department is to
prepare students for creative, challenging, diverse and rewarding § Breeding and Genomics
careers in the food industry and to produce the next generation of o Building knowledge of key traits at the molecular
critical thinkers, industry leaders and food science researchers. level to inform the development of new elite
cultivars.
They are charged with the job of processing, preserving and § Bioprotection
distributing food of high quality, which is both safe and tasty to eat. o Effective control of pest and disease to protect
export market access.
They use their skills to develop new, improved products or devise § Sustaianble production
more economical production processes. The challenge in the future o Systems that increase efficiency and retain quality
is to improve the nutritional quality of food, conserve the world's across the supply chain.
food supply and reduce environmental impact.


§ Food Innovation § ensure that New Zealand’s pastoral sector is able to
o Identifying intrinsic health benefits in natural protect, maintain and grow its global market access
produce to develop new foods and beverages § increase the capacity of rural communities and
§ Seafood technologies enterprises to adapt to changing farming conditions in
o Optimising the value and quality of seafood and ways that balance economic, environment, social and
aquaculture. cultural imperatives.

13.6 AgResearch Scope of Operation

Purpose To achieve these outcomes, AgResearch is the lead CRI in the
following areas:
AgResearch’s purpose is to enhance the value, productivity and
profitability of New Zealand’s pastoral, agri-food and agri- § pasture-based animal production systems
technology sector value chains to contribute to economic growth § new pasture plant varieties
and beneficial environmental and social outcomes for New Zealand. § agriculture-derived greenhouse gas mitigation and
pastoral climate change adaptation
§ agri-food and bio-based products and agri-
Outcomes technologies
§ integrated social and biophysical research to support
AgResearch will fulfil its purpose through the provision of research pastoral sector development.
and transfer of technology and knowledge in partnership with key
stakeholders, including industry, government and Māori, to: AgResearch work’s with other research providers and end-users to
contribute to the development of the following areas:
§ increase the value of these industry sectors to the
New Zealand economy through the development of § biosecurity, land, soil and freshwater management
high-value pastoral-based products and production § climate change adaptation and mitigation
systems that meet current and future global market § food and beverage sector (including foods for human
needs nutrition and health, food technologies and food safety).
§ position New Zealand as a global leader in the
development of environmentally sustainable, safe and
ethical pastoral production systems and products


14. Conclusions and Opportunities for Maori business enabled by European
Food Innovation and Technologies

14.1 Key Conclusions and Opportunties for Maori business:

• War in the early to mid 1900’s has left Western Europe with incredible industrial technology and manufacturing capabilities where today
many of these countries have engeneered their entire economies off the back of these capabilities. And, they haven’t stopped where
many of the institutes visited continue to be engaged by the leading food companies of the world to drive their new product development
in food.
• As New Zealand and Maori, in relative terms our food production and new product development significantly lag behind that of our
Western European counterparts (and competitors).
• The opportunity is ripe for Maori food businesses to catch up quickly by finding and introducing especially European technologies and
innovations into our businesses and not waste time and money re-inventing the wheel. The introduction of these technologies will enable
our businesses to fast track into the growth markets of the emerging economies like China, India and South America.

14.2 Specific trip outcomes:

From the European trip, the following clear outcomes have been derived and generated:

• A database of leading New Zealand food technology institutes and their capabilities:
• A database of leading European food technology institutes and their capabilitiess;
• Specific individual contacts (email, phone contacts etc) within both New Zealand and European Institutes;
• A strong sense for which Institutions have the particular key capabilities relevant to Maori food businesses;
• A project list and priorities that can bring together leading New Zealand and European capabilities with the specific interests of Maori
businesses;
• A strong sense on how the New zealand Government reforms on International Trade and Innovation can align directly to the interests of
Maori business;
• A schedule of New zealand and European funding streams for possible co-investment in Maori food business projects.


15. Now then.., how to make this all happen (and quickly)

15.1 Phase 1: Information sharing across Maori business

• Provide Initail Impressions Trip Report to all iwi Chairs, Maori Business leaders, Trust and Incorporation Chair’s (done);
• Provide Detailed Trip report iwi Chairs, Maori Business leaders, Trust and Incorporation Chair’s (done, this report);
• Gather and collate feedback from iwi and Maori business (by end of March, 2013);
• Meet with New Zealand Universities and Crown Research Institutes (CRI’s) involved in the tour to identify possible collaborations with
Maori busniesses (in food innovation by end of April, 2013).

15.2 Phase 2: Individual Project Scoping

• From Phase 1, identify key Maori food innovation projects and possible Maori business participants for each project;
• Scope each project with clear and measurable market drivers and signals;
• Identify technology and innovation gaps for each project;
• Identify across New zealand and European Food Technology Institutes whether existing technology exists;
o Where existing technology exists, develop a technology transfer plan to bring these technologies into Maori businesses;
o Work with Maori businesses to successfully transfer the technologies into their businesses.
• Where existing technologies do not exist (New zealand and across Europe), work with Maori businesses to:
o Scope individual research projects;
o Find other Maori businesses interested in the same projects and agree partnership arrangements;
o Find best technology providers to deliver the research project;
o Engage technology providers to undertake research. Critically this will include setting very clear IP rules and protocols best
protecting the interests of Maori business participants;
o Scope and manage technology providers to deliver against the agreed research outcomes;
o Work with and assist Maori businesses to successfully commercialise the new research outcomes.


Maori Food Tech: European Innovation Offers Huge Opportunity

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