And then we make it happen, together. These are our values. Our values are us. Like us, they don't work on their own. They work together. We want farming in Aotearoa, New Zealand to continue for generations to come that is why we are committed to farming in a way that regenerates our farms and the environment. We farm naturally and because of this, we are proud to have one of the lowest carbon footprints on farm in the world.
The government took control of all export marketing that year. Changes continued into the s as dairy farmers began to demand more control over their products. In , the Dairy Products Marketing Commission was launched, empowering both industry leaders and government to make decisions related to export marketing. While changes were being made in the governance of the industry, new technological advances were making their way into New Zealand. In , an artificial breeding center was established that promised to make the breeding of cows a more lucrative process.
Collection of whole milk by tanker also became the norm, saving farmers both time and money. During the s, the New Zealand dairy industry began to diversify its product line and seek out international expansion.
New Zealand butter and cheese had made its way to the United Kingdom in the late s through Amalgamated Dairies. Nonetheless, dairy farmers wished to expand their reach much further. The new group branched out into Asia, launching its first overseas milk recombining plant in Singapore.
The industry continued growing at a rapid clip in the following years. By , New Zealand's dairy farmers had over two million cows at their disposal. Overall expansion continued to remain at the forefront of dairy farmer's strategy during this time period. In , the organization began to address agricultural trade--after years of negotiations and meetings, agriculture was officially added to GATT's agenda at the GATT Uruguay Round meetings in In order to compete in an international marketplace, the New Zealand dairy industry took measures to strategically position itself among the leading dairy exporters in the world.
Significant changes occurred in the s and s that led to the formation of Fonterra. In , the domestic milk and dairy products market in New Zealand was deregulated. By , the Dairy Board was 80 subsidiaries strong, making it the largest marketing network across the globe.
The dairy industry continued to operate in a co-operative fashion--local dairy farmers owned portions of their processing plants and those plants owned part of the Dairy Board. Success in the dairy industry was crucial to the overall health of the New Zealand economy. Dairy farmers remained heavily dependent on export trade, leaving them vulnerable to fluctuations in international economies, especially those in the United States and Asia. During the late s, industry leaders began to formulate a plan that, upon fruition, would secure New Zealand's place among the leading dairy exporters across the globe.
In order for the deal to go through, the New Zealand government needed to pass laws that allowed competition in its domestic market in order to quell anti-trust fears. The Commerce Commission would also have to approve the merger, 75 percent of the co-operative farmers would have to vote in favor of the deal, and NZDG and Kiwi would have to formulate an acceptable merger agreement.
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