You’ve been in the cattle industry close to 40 years now. How do you
feel the role of women has shifted within the industry over that time?
The most visible and significant shift involves the on-the-ground
role of women in mustering cattle and living in stock-camps. Best to share my
story, others may have a different one.
New to the industry in 1974 and our first year at Hayfield
Station, I was keen to experience a day tailing a large mob of cattle and
continue a resurgence of my interest in horse-riding gained during the previous
two years while teaching in Katherine and helping out a friend during mustering
time. I was promptly advised by the head-stockman that women were not welcome
on the muster. There was absolutely no contemplation of a woman camping out. I
guess it was related to the difficulties of separate living conditions,
language restrictions and possibly distraction for the stockmen.
What a shift! Today, females are welcomed and encouraged to join
the mustering teams because, together with a shift in perceptions of gender
relationships and co-existence of living arrangements, their skills in animal
handling have been recognised. And now able to compete in, and win, open
camp-drafts!
Whilst the traditional role of a woman being the cook, cleaner,
support, book-keeper or teacher still exists, it is now recognised and accepted
that women are capable of a much greater role.
Let me share a simple example of this shift. With
trepidation I attended, as the only female, my first executive meeting of the Northern
Territory Cattlemen’s Association as Vice-Chairman of the Katherine Branch. It
was usual for each executive member to provide an up-date on seasonal
conditions in their area. When it came to my turn, the President moved to the
next person. I can only assume I would not know what the season was like! I let that pass, however that was 40 years
ago and a different era. It would not happen today.
Time, patience, perseverance, positive thinking and changing
attitudes have overcome these simple perceptions and women are now recognised
and respected for the valuable role that they have in the industry at all levels.
It has been a rewarding journey to experience the change to a state where women
are now recognised as being capable of taking on the responsibilities of business
and financial management, herd
production, cattle sales, development planning and policy development. Women
can now be taken seriously in managing cattle sales, buying bulls, arrange
banking requirements, negotiating insurances, manage accounting and legal
affairs, to name a few. While the extent of that involvement varies, it is
possible.
And it has happened in the north among the big hats! Well
done to the men in the industry, good on you.
What were some of the biggest challenges you faced when establishing
Hayfield Shenandoah?
The greatest challenges came in phases.
The initial challenge came as a surprise and a very personal
one. Moving from a responsible position as Deputy Principal of the Katherine
Area School at 25 years of age to a wild- west type ‘man’s world’ in which a
woman had her place was hard to adapt to. Once the excitement of a major change
in career and the ‘change is as good as a holiday’ period was over, a loss of
self-worth led to anxiety attacks and depression. However, with help, I found
my niche was developing a vision for the future and creating change by finding
solutions for many of the ‘why’ and ‘why not’ issues.
Turning negatives into positives, there were many things to
achieve and I have never looked back after that initial year of adapting. I
also became very involved in community groups to satisfy my need to make a
difference.
The greatest joy, challenge and achievement was raising and
educating our 3 children on the property, being involved in the School of the
Air ‘family’ for 16 years. A great time was had by all during those years.
Until boarding school, a really difficult time which I dealt with by commencing
and completing a Degree in Agricultural Economics. Continuing education and
personal development was something to focus on, particularly due to its
relevance to our business.
The next and continuing phase of challenges related to the
decision by John and I to buy the company and ensure its success. Recognising
that the company was first and foremost a business, the why issues became
critical. A great advantage was not having the baggage of a traditional
approach, but looking outside the square for answers.
·
Why is it so hard to make a profit
·
Why do the cows have such small udders
·
Why are the cattle so mad
·
Why do the ringers use poly pipe in the yards
·
Why do the horses have tyres tied to their necks
·
Why are the cattle so poor later in the year
·
Why are 8% of the Meatworks cattle being
condemned for TB (After questioning the local vet about this percentage, the
number reduced to zero)
·
Why are industry policy issues being decided in
Brisbane
The challenge during the 1980’s and 90’s was to adopt good
business practises, influence industry policy development, attend meetings,
seek answers, drive the amalgamation of representative organisations, adopt best
practise animal production methods, like separating weaners from the cows (how
fundamental that was!), reduce mortality, increase branding, survive the TB
eradication programme, convert the herd to brahmans, overcome the nutrient
deficiencies in the grass, find target markets and the list continues. These
changes needed to be self-funded, so it took time and patience.
Challenges from 2000 onwards, once the day past and the
world did not end, relate to capital development within a strict self-imposed equity
level, increasing herd numbers, maximising income, diversifying and succession
planning. The why questions above are
long past and there are many new ones to consider.
The greatest business challenge is to maximise profits in
order to develop the land to its fully sustainable cattle production level and
be open to alternative land use opportunities. A reliable and profitable market
for cattle is paramount
The greatest personal challenge is to determine my
continuing role in the business and the industry which I love. And to continue
enjoying the challenges.
What do you enjoy most about being part of the cattle industry and
owner of a station?
My enjoyment comes from a sense of achievement in having the
privilege of owning and developing such a large tract of land which is like
having a blank canvas to create something special while maintaining the great
biodiversity of nature. That our family is
keen to be involved is the big bonus. The cattle industry in the north is full
of a diverse range of characters whose company I enjoy. As the industry has matured
and strengthened over time, enterprises within it have enjoyed the outcomes.
What sort of barriers and prejudices did you face when you were
president of the NTCA? How did you overcome them?
Over the 10 years as a director of the NTCA and NT
Cattleman’s Trading Company, including 3 years representing the NT at Cattle
Council of Australia, the advantages of being involved far outweighed any backroom
barriers or prejudices I may have felt. I felt I gained respect from those at
the highest level in industry organisations, learning a great deal from many
and developing an extensive network.
In the early years it would have been a real challenge for
the men in the NTCA to include a female at Executive meetings and I respect
their ability to adapt meeting language and post meeting gatherings to suit the
situation.
Directors of any company have a corporate governance
responsibility to act in the best interests of the organisation and its members,
which can sometimes be unpopular. People move from company to company in
response to changing circumstances. In all organisations, there are dominant
people who influence outcomes. As President, if there were barriers and
prejudices evident, I overcame them by being comfortable that I always acted in
the best interests of the company. And I sleep well with the knowledge.
How would you like to see the industry change for women?
The next
challenge in the journey will be the appointment of more female managers,
consultants, advisers, industry representatives and company directors to
entities and organisations operating in the extensive rangelands.
For
women aspiring to higher roles within the industry, what advice do you have for
them?
It is rewarding
Always search for and find the positives in a negative situation
Be true to yourself
Continue education and personal development
Be confident to raise issues that worry you in the industry
Find a balance between what is personal ambition and what is in the
best interests of the industry
Develop and maintain a network.
Maintain honesty and integrity
Enjoy
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| Photo credit: www.abc.net.au |
