After nearly three years as an independent director on the Murray Irrigation Limited board, Robert Burbury believes the company is in “the best position I have seen” to face the future.
While he acknowledges there will be challenges, the foundations have been laid for the years ahead; potentially for generations.
Robert is well-placed to continue playing a proactive role in this ongoing company stabilisation, with a broad agricultural and community background that gives him an experienced voice around the Board table.
He brings a wealth of experience from his impressive 40-year career to MIL, including time spent running his own farming business, a decade as a councillor and deputy mayor in local government in a rural municipality, and about 20 years reporting to boards as a CEO or non-executive director.
Additionally, he has a large network of agricultural, agribusiness and business contacts from all over Australia, whose expertise he is able to call on if necessary for MIL’s benefit.
He does not shy away from what he describes as “an extremely disruptive December to April period”, but sees this as being the past and now wants to concentrate on continuing a lot of good work for the years ahead.
“I am proud to be a part of Murray Irrigation, and I am delighted to be seeing a growing pride in the company from its broader community,” Robert says.
He sees a number of factors contributing to this "growing pride" and the company’s positive outlook, which he explains as follows:
"We currently have a settled, stable, diverse and talented board, which hopefully is supported by shareholders at this year’s AGM."
"We have developed a competent, enthusiastic, mutually supportive, empathetic senior management, executive leadership team and, importantly, staff. They have developed a positive culture and are focused on achieving results for shareholders, customers and all stakeholders."
"The company has a strong and sound business plan, which is starting to get results."
"The company has managed its operating budget and capital budget very well over the past two years, putting it in a stronger financial position. It will make good reading in the annual report this year, which was also the case last year."
Robert has identified four key objectives going forward, and these start with the efficient and cost effective delivery of water. He says the company needs to provision for the intergenerational sustainability of its infrastructure, and must advocate effectively and constructively on behalf of MIL and its community. Finally, it must continue to develop a capable workforce, systems and processes to deliver on the company’s objectives.
“I have been consistent and focused on ensuring my research and my decisions are based on these four objectives,” he says, and sees a number of “near-term priorities” which will help achieve them.
Foremost is improving communication and transparency with shareholders, customers and stakeholders.
“Building strong and respectful relationships within our footprint is also critical to building community ownership," Robert said.
"We are witnessing a positive culture change, particularly in the shareholder base, and the best way we can continue to influence this is through community pride in our company.
“We also need to continue rebuilding the financial strength of Murray Irrigation.
"The best form of risk management against a range of factors such as government policies, droughts, floods and any other man-made or natural events is for the company to be financially strong.
"This allows us the time and resources to make wise decisions under duress.”
Robert sees voluntary water buybacks as a “massive threat to our business”, but says previous strategies to aggressively confront the issue have been “singularly unsuccessful or even counterproductive”.
“We need to be more agile, smarter and collaborative to achieve outcomes that will result in continuing to have vibrant irrigation communities,” he says.
Robert sees an important role on the board of Murray Irrigation for independent directors, who bring different and complementary skill sets to those of grower directors, highlighting that a “vast range of experience and skills are required to manage a business the size of MIL with a billion dollar-plus balance sheet”.
“We now have an excellent range of skills on the board, which will help us in the immediate term as well as laying the foundations for the longer-term," he said.
“I see a great future for MIL over the coming generations in the Southern Riverina community, provided we ensure all stakeholders are accountable for the mature governance of this magnificent and unique asset, which has been bequeathed to the company by its forebears.
“I trust that with my experience in farming, agribusiness and community affairs, I can make a contribution during my time on the board to this successful future.”
