An eye-opening week in Singapore

I recently returned from an eye-opening week in Singapore, part of a FoodHQ-led delegation looking at land use change and diversity in food systems.

We had a great group of around 25 people -- from farmers to industry leaders -- all there to see what lessons we could bring home to New Zealand.

Singapore is a remarkable place, and not just because of the traffic and noise. For context, the entire country is roughly the size of Lake Taupō, but with a population only slightly more than New Zealand -- around six million people.

However, the challenge facing Singapore is massive -- how to feed their people, with almost no land of their own to grow food or raise animals.

What is apparent to me is the sense of purpose that underpins Singapore’s approach to food security.

The Singaporean Government has developed a plan billed as “30 by 30”. This is a bold goal to produce 30 per of their nutritional needs locally by 2030.

At the heart of this ambitious strategy is collaboration between government, business, and research, and just as important, real clarity. There is a recognition that everyone needs to pull in the same direction.

That sense of unity is something I have been reflecting on since landing back in New Zealand.

 In New Zealand, we have plenty of land and natural resources. In stark contrast, Singapore has been forced to innovate, embracing technology, partnerships, and a whole of country approach to address its food security challenges.

So how do we create a “NZ Inc.” approach for our primary sector? What will it take to shift our mindset from going it alone, and at times talking past each other on various issues, to growing stronger together to tackle our own issues.

Is this idealistic? Maybe. But if we could better harness our collective energy, skills, and resources, just imagine the impact we could have in New Zealand and overseas.

Another thing that stood out for me in Singapore was agility. As growers, we’re facing a volatile and fast-changing global environment, and that pace has intensified following the shift in US trade policy.

In Singapore, they have long recognised the importance of being able to plan, pivot and adapt, that’s what has led to their rapid development as a nation over the last 60 years.

What does that mean exactly?

Ultimately, Singapore’s food strategy isn’t just about lofty goals and visions -- it’s looked to be nimble and responsive to emerging risks and opportunities.

For me, that means not always waiting around for that right policy, asking the Government for something or perfect conditions -- it’s about moving fast, collaborating, and making things happen together.

If we don’t embrace that same agility in New Zealand, there’s a real risk we’ll be left behind.

We all know our horticulture sector has immense potential. But to realise our ambitions, we need to work more collaboratively, invest in innovation and maintain our own clear, shared purpose.

Singapore has shown that size doesn’t limit ambition -- and neither should it for us.

The time is right for every New Zealand food producer and group to think bigger, act smarter, back each other and work as one.

If we do so, we can ensure New Zealand’s primary sector will go from strength to strength, delivering value not just for farmers and growers and our economy, but also our environment and our regional communities.

 

Article also published in NZ Farmer May edition and NZGrower & Orchardist May issue