Based on the data that emerged from a Human resources project undertaken earlier in 2012 and reported on in March 2012, the objectives of this project were to investigate the likely level of support for a Strategic Program that would address key succession and professional development issues in the cotton agribusiness sector, in terms of:

 What would be the key issues for attention?

 What would be the key factors affecting how to address these key issues?

 What level of support would the sector be prepared to supply – and how?

 How would such a program best be run?

 To what extent would the sector be prepared to assist / buy in?

Drawing on the findings of the original review reported in March 2012 and drawing on the results of this project, the following projected numbers and roles of cotton agribusiness personnel required by 2016 has been updated. This report recognises that making predictions about likely staff numbers in the cotton industry has a high degree of uncertainty and that there is no allowance made for key non-operational roles and for retiring or departing industry personnel.

The key elements of implementing the Program appear to be best focussed on - an independent

panel, board of management or reference group to guide the project;the input of CRDC and Cotton Australia; an

independent contracted project manager who could be initial panel chair to manage the project in

accordance with the panel's needs and interests; a regular process of engaging with the agribusiness

sector -to brief it on progress and obtain input regarding future plans; plus varied engagement

processes focused on personal interaction with the sector at key events and also electronically .

The engagement processes would seek input and outline progress, while also outlining success

stories that other cotton agribusinesses could use.

The panel could represent the various cotton agribusiness sectors, commencing with representatives

of the project respondents. They would be varied I confirmed at the proposed round table

discussion in first quarter 2013, which would meet potentially quarterly thereafter. Initially the

panel would need to ensure a defined longer term vision is scoped out, so the annual activities have

some context in which to operate and the evaluation process has some outcomes to monitor to

demonstrate the panel/ project effectiveness.