COVID-19 continue to dominate much of Canada ’s thinking and preparation . Vineland has weathered the pandemic well , Mr. Ian Potter , President & CEO , write in the new innovation report . " We are go along to adapt to this ever - changing normal — a testament to our employees and their dedication to Vineland and our client . As we continue to tolerate the sector with critical inquiry and creation , we also postulate more than ever to remain focused on the long full term penury of tomorrow and into the future .
With a new strategical design , a refocus innovation scheme and support from the provincial and federal governments , along with our many stakeholder , we are well positioned to observe and grow this support to the sector . "
" Even before the pandemic , it was evident the social , economic and environmental worlds were increasingly interconnect . As a solution of COVID-19 , our world today face a heightened awareness for food security and an effective food supplying chain of mountains . This face more challenge and chance when the speeding of change is more speedy and the pace of that change , almost instantaneous .
The deduction for Vineland and the broader gardening and agriculture sector are profound and the pauperization to think , learn , synthesize and work in a whole system manner has become more of an imperative . It is incumbent upon Vineland , as part of our normal business bodily process , to have the capability to develop a whole system understanding to key out core issues and frame them in ways that enable effectual natural process .
That capacity must admit the power to not just ferment across the horticulture sphere , but also across other industries to lend together a net of great thinkers and interlink technologies and disciplines to help horticulture respond to opportunities and challenges it will face in the years ahead .
As a solvent , a meaning part of our corporate and innovation provision is the unvarying motive for broad - based current and succeeding horticulture market intelligence activity to inform the direction and activities of our creation programs .
enquiry and innovation are long - term commitments and we need to ensure that Vineland has effective programme direction rule embedded for effective short and long - condition decision - qualification .
We have to be agile enough to quickly reply to different outside needs , stringent with stopping or pause an area when there ’s deficient impact and cognisant of the need to execute a portfolio of short to retentive - term task . We also have to resource the work effectively and enable a sustainable future for both Vineland and the broader horticulture sector that we serve .
Getting good business sector intelligence and advice is a fundamental building block for any organization . In Vineland ’s character , our founder had this in mind when they typeset up the governance documentation functions , and as a result , we are pleased to have two advisory council to provide backup to Vineland ’s Board of Directors : the Innovation Advisory Council and the Stakeholder Advisory Council . These councils include home and international members provide advice and guidance from different orbit of expertness than our board members .
Being successful at foundation requires good and straight-from-the-shoulder advice . This report is only potential due to our meshing with our stakeholders and the advice we pick up from our many volunteers on the Vineland advisory council and beyond . My sincere thanks and appreciation is extend to all . "
come up the complete Innovation Report here .
