Delivering sustainability through adversity
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Tell us about your journey to becoming an NFP leader?
I manage a group of three companies in Paua New Guinea (PNG), one of which is a not-for-profit (NFP) company called Monpi Sustainable Services. Monpi makes every effort to integrate our commercial activities with our community development projects to ensure the sustainability of our programs.
I grew up in regional South Australia on a farm – I’ve always had an interest in agriculture. There’s something about the space in rural areas and the knowledge that you can truly be alone that calms me. Rural towns have such a sense of community and belonging that you can’t find in the city. The smaller population in rural areas also means that you associate with many more people opposed to just those your age – this strange mismatch of friends has made me who I am today.
I studied International Business and International Studies at University after taking a year off to work and decide which career path I would take. Needless to say, a year wasn’t enough to make this decision, but I thoroughly enjoyed my degree. This, combined with my part-time work at an agribusiness consulting company, made me realise how many people on the land don’t view their farms as a business. In developing countries this was compounded by illiteracy and poverty. Farmers who craved knowledge to make a difference were unable to do so. I went over to Peru as a volunteer – I was very naive because I wanted to make a difference – I came back disheartened and cynical about the impact that funding could have, because no matter how much work was done, there was a never-ending need for more.
I worked in several roles and then in early 2012 I started with Monpi Cocoa Exports as the Business Development Manager where finally I was in a position to legitimately make a difference. Monpi impressed me right from the start with their attitude towards business. As a commercial entity they weren’t only about making the biggest profit possible but about making a lasting positive impact to the PNG cocoa industry. This is a value that I have been proud to carry on in my transition from Business Development Manager to Country Manager.
What motivated you to get involved with Monpi?
In developing countries it’s far too easy for foreign companies to come in and take advantage of poorly designed policies and an uneducated population. I firmly believe that integration with the private sector is the best way to ensure the continuity of projects and programs, even when donor funding is cut or removed. Monpi provided me with an opportunity to implement this in PNG and have a wide spread positive impact on the cocoa industry and hundreds of communities.
We work with over 6,000 farmers in four provinces in PNG. We are continually being approached by farmers to start projects in their communities and also donor agencies who want to partner with us to increase the livelihoods of PNG cocoa farmers. To me, this is the ultimate sign of success as it shows that farmers recognise and appreciate the impact of the projects, and donors are aware that what we do is working.
Farmers worldwide and those living in farming communities tend to be among the most under privileged. Some live in remote areas with no roads, no water and no power, and this isn’t just developing countries! Despite these challenges, they’re some of the most generous, kind and community-minded people you will find. They’ve an unparalleled work ethic – often working sun up to sun down all year round for an equivalent hourly rate no one in their right mind would work for. I feel that the agricultural sector is often let down by government policies that don’t place enough importance on farming and those living in farming communities.
I am passionate about giving farmers the most support I can, both in a commercial and development sense. Monpi would not have a business if we did not have cocoa growers supplying us with the raw product – we refuse to be like many other companies worldwide who exploit a lack of understanding in our suppliers. I strongly feel that to take this approach would not only be unethical, but short sighted by not taking into account the future of the industry. By managing a business that understands and supports the broader cocoa industry in both PNG and globally, we are ensuring the growth of our suppliers, and also the sustainability of our business.
How did Monpi become involved in the Club 3000 project?
Club 3000 was the name given by Monpi to a group of our main suppliers in 2012. To become a member, farmers had to deliver consistently and participate in our best practice farming and business training sessions. In other words, growers had to prove to us that they weren’t after free handouts, but that they were prepared to work with us to improve their farming and business skills.
We developed an excellent relationship with Fairtrade Australia and New Zealand (FT ANZ) and wanted to run a pilot project of the Fairtrade Contract Production with a group of our farmers. In 2013 we decided that Club 3000 was the perfect candidate for certification as meetings were already run regularly through Monpi and we knew each of the suppliers well.
As well as providing funding ourselves, we also approached FT ANZ and Mondelez – a food manufacturer – for funding to get the program off the ground. This enabled us to undertake training and create awareness about the project.
It took ten months from project inception to certify the group as Fairtrade Certified in cocoa. A global team effort, the farmers who made it happen are excited and hopeful about what this certification means long term.
What do you anticipate the short and long term outcomes of the Club 3000 project to be?
We are already seeing short term results from the project – the cocoa purchased from our Fairtrade farmer is of a consistently better quality than cocoa purchased from farmers who have not had the same level of intensive good practice farming training. The Club 3000 group is scattered all over the Madang province which has made the certification process especially challenging. Conversely, it has brought farmers together from many different regions who now share information and learn from each other. The tool subsidies have meant that farmers are more easily able to work on their blocks for planting, clearing, pruning and harvesting.
Farmers are starting to think long term about what they can do with the premium money, and how they can make a difference to their communities. We anticipate the premium money will be spent on improving existing fermentries (which develops the taste of the cocoa) and building new fermentries. We expect village nurseries to be constructed where we will train farmers in how to graft their own clones and therefore be able to produce genetically superior material that will improve both yield of the tree and also increase pest and disease resistance. We hope and encourage the group to spend the money on community projects like water access, health care and improving village education for their children.
What does the future of Monpi look like?
Monpi has tripled its donor funding portfolio in the last two years. Likewise, our commercial business has expanded from three branches at the end of 2012 to eight branches in four provinces. PNG cocoa is struggling to bounce back from cocoa pod borer infestation – volumes in the Madang province alone have dropped by 50 per cent. Despite this, the interest in PNG cocoa continues to grow – more and more people want to support the growers to combat the pest infestation and help to increase productivity.
We currently run seven programs country-wide with the assistance of the World Bank, International Finance Corporation, FT ANZ, Mondelez and Ecom Foundation. More funding is constantly becoming available and we are confident that we can continue to increase the number of farmers that can benefit from our sustainability initiatives.
How do you ensure the strategies you’re implementing always hit the mark?
Common sense and trial and error are crucial. As is listening to growers and implementing the things they want and need. PNG is a very challenging and unpredictable place to work and it is impossible to replicate a project plan from South America, Asia or Australia here. You have to take into account poor to non-existent infrastructure – how can you reach farmers if there is no road? We have areas that we work in that get seven meters of rain a year – landslides in the wet season are a given. How can you contact farmers to let them know there’s a meeting if they don’t have a phone or if they don’t have mobile coverage? How do you distribute training information if the suppliers are illiterate? How can you bring together different groups if there is tribal fighting between them? The answer to these questions is different in every province we work. We have to be flexible, constantly adapting and learn from our mistakes. Monpi now has seven years’ experience in implementing projects and operating commercially – we are realistic about what can be achieved in time frames. We listen to our suppliers and develop projects around what is relevant, not what we dictate.
What is the biggest challenge you’ve faced to-date and how did you overcome it?
Moving to PNG and being promoted to the role of Country Manager so soon. Every day is a challenge in PNG. Not only as a young expat female, but as a business woman who wants to provide the best work environment and opportunities to staff; who wants to run a profitable business; who wants to support suppliers and the PNG cocoa industry as a whole; and who wants to prove to donors that PNG, Monpi and our suppliers is worthwhile investment. It’s a constant juggling act and one that brings you under constant scrutiny and pressure. Personally, I’m isolated not only physically from my friends and family back in Australia, but also I find that life here is difficult to relate to – I find it difficult to share my experiences with those back home.
I overcome these challenges by being positive. If part of the project didn’t go to plan, there’s always a plan b, and also sometimes a plan c, d, e, f and g. The most horrible news, or the worst mistake, is already done and dusted and there’s nothing you can do to change it – you are never going to feel better by dwelling on it. Control what you can control and move on, learn from mistakes and make sure you share these lessons with others.
If you could give one piece of advice what would it be?
Be tough and value relationships. The NFP industry means you will always be reliant on someone else, either for funding or their generosity. Remember favours people have done for you and always help them out where possible. The little things really do count.
Hannah Wheaton has a double degree in International Business (Bachelor of Business) and International Studies (Bachelor of Arts) from the University of South Australia. Prior to working at Monpi, Wheaton served as a Volunteer in Peru and Bolivia and worked with the South Australian Government.
