Having a robust environmental, social and corporate governance (ESG) agenda is fundamentally important to Big Red Group, on its mission to deliver an experience sustainably every second somewhere on earth by 2030. The leadership team are not only keen to lift the environmental consciousness of BRG’s cohort of 100+ employees, but raise awareness and change behaviours within the wider community.
Through its network of 2200+ supply partners, Big Red Group seeks to increase sustainable product offerings, to provide consumers with more opportunities to choose ‘good for the planet’ experiences. As such, Big Red Group introduced RedBalloon ‘Responsible Experiences Range’, and Adrenaline ‘Low Footprint’ offerings in November of 2020, both of which have gained immediate and strong uptake.
This puts an ESG agenda firmly front and centre for organisations wanting to remain relevant in the future not just to consumers, but also to attract the right talent, says Anderson.
“We started our journey as a business articulating our purpose right from the start. Communicating this business purpose to an employee is vitally important, as today’s workforce expect it to mean something. They want to turn up knowing their work is impactful, and that they make a difference.” “A business needs to be authentic, to know what it stands for, why it’s there, and what it’s trying to accomplish. And in that context, an ESG agenda alongside a profit agenda is more and more important.”
And for those organisations promoting a pure ESG agenda as their only purpose to be, Anderson says, “there’s a word for those organisations, and that’s defunct. You have to have profit. Businesses need purpose that allows both profitable and purposeful activity.”
As Big Red Group continue to evolve its ESG agenda, based around 7 of the UN’s 17 Good Life Goals, Anderson and Simson know there is still much to do. But they are hopeful that under their stewardship, they will shift conversations, inspire action and contribute to shaping a sustainable economy of the future. They will just take it one step at a time.
WATCH: David Anderson, Big Red Group’s Group CEO provides insights into business purpose.
Within days of the pandemic announcement back in March 2020, BRG exited its Sydney office and decentralised the team to a full remote working model.
Deploying the team to home based working, and empowering them with the right tools and technology within a week was no easy feat. It was not a unique situation, many companies faced similar circumstances.
With no office, and no opportunity to physically interact with people, BRG’s People & Culture (P&C) team were faced with a challenge – how could they effectively onboard new starters, whilst ensuring BRG’s tone and culture still resonated? And how could they maintain conversation and engagement between existing team members?
Whilst many leaders faced this challenge, at the core of the enterprise is its commitment to culture – the challenge was set and it required a deep understanding and strategy to ensure that BRG’s experience of work was not just maintained but elevated. The leaders were determined to provide the same kind of welcome, engagement, inclusion and support that new starters normally experienced when attending BRG’s office, so the P&C team set about designing and implementing a comprehensive remote digital onboarding program.
They established set monthly intake dates so there was always more than one person starting at a time, paired new starters with aspiring leaders to mentor them virtually, and delivered interactive online training modules encompassing BRG’s history and culture, led by senior leaders.
Within days of the pandemic announcement back in March 2020, BRG exited its Sydney office and decentralised the team to a full remote working model.
Deploying the team to home based working, and empowering them with the right tools and technology within a week was no easy feat. It was not a unique situation, many companies faced similar circumstances.
With no office, and no opportunity to physically interact with people, BRG’s People & Culture (P&C) team were faced with a challenge – how could they effectively onboard new starters, whilst ensuring BRG’s tone and culture still resonated? And how could they maintain conversation and engagement between existing team members?
Whilst many leaders faced this challenge, at the core of the enterprise is its commitment to culture – the challenge was set and it required a deep understanding and strategy to ensure that BRG’s experience of work was not just maintained but elevated. The leaders were determined to provide the same kind of welcome, engagement, inclusion and support that new starters normally experienced when attending BRG’s office, so the P&C team set about designing and implementing a comprehensive remote digital onboarding program.
They established set monthly intake dates so there was always more than one person starting at a time, paired new starters with aspiring leaders to mentor them virtually, and delivered interactive online training modules encompassing BRG’s history and culture, led by senior leaders.
Welcome kits were delivered to homes, full of goodies and experience vouchers to create excitement and embed a sense of BRG’s purpose – shifting the way people experience life. Over ensuing months, BRG expanded its FTE by more than 50%, requiring remote onboarding of more than 40 people.
Remarkably, BRG found productivity excelled while employees worked remotely, seeing record growth across the year. However, the very essence of BRG – employee connection – started to decline, requiring the need to innovate further.
Experiences @ Work was promptly launched in July 2020, a highly unique employee engagement program co-developed by Group CEO David Anderson and Director of People & Culture, Madeleine Robins. It has since become a core part of BRG’s employee value proposition, and an absolute highlight of life working at BRG.
This program ensured the broader team remained connected while working remotely, stimulated important conversations and effectively integrated new members into the team. During lockdowns, BRG implemented online Experiences @ Home, with shared group experiences. As restrictions eased, BRG moved to physical gatherings, engaging teams in once-in-a-lifetime experiences. These continue monthly, and recently, were hosted within BRG’s new head office (launched in April 2021) with experiences such as gin tasting, sushi making and cocktail crafting lessons.
While some of BRG’s team will choose to continue to work remotely, others are taking advantage of the new office and are either working full or part-time in the award winning eco inspired space. One thing that BRG has learned throughout the pandemic, is that work is what you do, not a place you go. And that Experiences @ Work are definitely here to stay.
The new future of work has arrived, and BRG is leading the charge
The pandemic has changed the landscape of priorities for people. Many now value health, wellbeing, and family more than ever before. From home-based working, they have recognised the value of relationships, and embraced more balance into busy working lives.
BRG’s team worked remotely for more than a year after the government announced a work from home program in March 2020. During that remote period of working, the team proved that they could still be effective, collaborative and productive, despite being physically apart.
In fact, the team delivered record results, with BRG currently up nearing 50% year to date, like-for-like, having delivered more than 800,000 customers and over $50m in revenue to its supply partners in 2020.
As such, BRG’s leadership team challenged itself to imagine what the new future of work could look like, recognising that there was not one ‘right way’ for people to be their most productive. Seeing the pandemic as an opportunity to reshape the narrative around workspace, BRG commissioned an in-depth study involving industry experts, demographers and business leaders to provide thought leadership on what the ‘new’ experience of work could look like post pandemic.
As Madeleine Robins, BRG’s Director of People & Culture explains, “our employees now have the freedom of choice – they choose how and where they do their best work, and we support them in their choice. Whether that be full-time in the new office, part-time hybrid working arrangements, or remaining fully remote. Our people have the autonomy to make the choice that works best for them.”
The new workspace at 5 Martin Place Sydney will materially change the way BRG does business – the where, the how, creativity, and cadence – and is equipped with the latest technology to seamlessly ‘virtually’ integrate those who continue to work remotely.
This underpinned by a bespoke employee engagement program – Experiences @ Work which ensures people maintain connection and important cross team conversations even when working remotely. The unique program supports the industry BRG serves, and reminds the team of BRG’s purpose – to shift the way people experience life.
The new future of work has arrived, and BRG is leading the charge.
Sydney, 9 April 2021 – The first 2 weeks of Big Red Group’s (BRG’s) involvement in Service NSW’s ‘Dine & Discover’ program has seen strong consumer uptake. Through brands RedBalloon and Adrenaline, over $100,000 of ‘Dine & Discover’ experiences have been sold, delivering customers directly to the 1000+ participating BRG experience suppliers across metro and regional NSW. Bucket list experiences (skydiving and hot air ballooning) have been most popular, and exhilarating outdoor activities such as canyoning, 4-wheel driving, and quad biking. The Dine & Discover program highlights the tremendous mutual benefits that strategic partnerships between government and private enterprise can deliver. The benefit is two-fold. For consumers, they have a central marketplace to shop and compare Dine & Discover experiences from, opening up a range of exciting experiences they may never have considered. It’s a straightforward buying experience where consumers apply their ‘Dine & Discover’ vouchers towards eligible experiences.
And for experience suppliers, it’s a central conduit for BRG to deliver new customers and incremental income to their business, many of which are small operators that may not have the scale or budget to market their involvement in the program.
BRG’s technology platform was seamlessly integrated with Service NSW due to a significant investment BRG made in preparing, testing, due diligence and training. As David Anderson, BRG’s Group CEO comments, it was a worthy investment. “We believe it was an important investment to make to support the economic prosperity of businesses throughout Australia. And as an Australian owned and operated business, we were in a unique position to put our resources behind it.”
As many small business owners continue to experience increasing costs to find and retain customers, especially through large paid social media platforms, BRG believes that programs such as ‘Dine & Discover’ are a cost-effective way to deliver a new pipeline of customers.
Through more than 20 years of experience, BRG considers the voucher system to be a highly effective way of introducing new customers to suppliers. The up spend at the supplier, as well as other spending in local businesses, represents at least a threefold uplift in economic impact.
“BRG is pleased to use its systems, processes and customer base to support economic recovery across the sector” said David Anderson. “Our marketplaces delivered three quarters of a million customers to businesses around Australia in 2020 through Covid. Together with this NSW initiative, and an uplift in domestic tourism, we anticipate delivering more than a million customers in 2021.”
Programs that encourage consumers to get out and about will continue to stimulate economic recovery and growth, and BRG looks forward to being involved in future programs of this type.
March 2021, Madeleine Robins, Big Red Group’s People and Culture Director recently spoke about Big Red Group’s workplace culture, and how the pandemic has shaped its future workspace.
BRG relinquished its office space in March 2020 when the pandemic was declared, and moved to a fully remote workforce. Whilst productivity was able to be replicated in line with office outputs, it was a matter of ensuring connection amongst the Big Red Group community could still be maintained despite the physical distance between people.
According to Madeleine, Big Red Group’s very culture hinges “on the simple point of connection, and the richness of that connection allows us the depth of creativity that continues to drive our commercial success.”
Throughout Covid-19, remaining connected was a challenge able to be overcome by the very nature of the work that Big Red Group undertakes – serving experiences to shift the way people experience life.
“As we don’t have an office right now, we use experiences to provide that richness of connection for our teams. And the impact of that is a depth of relationships and productivity, and it’s that connection that enables us to run a more innovative, challenging and forward-thinking business.”
Madeleine adds that when Big Red Group does take a new office premise in 2021, the ‘experience @ work’ program will continue. Every month is different, with a variety of experiences for Big Red Group’s people to be involved in, consistently reminding them of their purpose, unique identity and competitive advantage – Big Red Group sells experiences.
In March alone, there is axe throwing, ocean kayaking, sabre fencing, Barcelona cooking classes and a cultural tour of Chinatown planned. These experiences are a fantastic way for people to get to know each other across the organisation, integrate new team members, and provide an opportunity to try the experiences on offer through RedBalloon and Adrenaline – two leading brands under the Big Red Group umbrella.
Big Red Group’s team have been working remotely for over 12 months, and Madeleine says, they are ready to come back to the office, to collaborate in person, innovate ideas together, and work on challenges. Madeleine muses that it will be an interesting transition, but one that they are ready for, as teams are missing each other.
While flexible and remote working will remain an option, Madeleine sees the new working environment very much as a hybrid model, where people will choose to do a combination of both in-office work, and working from home.
Madeleine adds “Big Red Group’s role as an employer is to provide options and parity of experience and opportunity, our employees choose where to do their best work.”
No matter what, experiences will always underpin the BRG community regardless of their office surrounds, as they are Big Red Group’s competitive advantage. The mantra is simple – make every moment count, both in and out of the office.
About Madeleine Robins, Big Red Group’s People & Culture Director
As a commercial HR leader passionate about organisational design, Madeleine oversees how Big Red Group’s teams connect and influence each other to be the best they can be – operating with purpose attributed to an optimised growth culture and expert team communications.
Madeleine is accountable for strategic People and Culture initiatives across all Big Red Group business operations including managing mergers and acquisitions, embedding ultimate best-fit organisational design, devising Executive development programs, and sourcing and developing talent.
Prior to Big Red Group, Madeleine was Head of Employee Experience at RedBalloon, and previous to that served as HR Manager for Groupon AU.
Madeleine graduated with Honours from Manchester Metropolitan University, and holds a BA majoring in Criminology and Sociology.
Celebrating Emily Duggan’s racing career on International Women’s Day
March 2021 – On International Women’s Day (IWD), Big Red Group invited one of Australia’s leading racing car drivers, Emily Duggan, to speak at an in-house event.
The interactive event attended by the full Big Red Group cohort (100+), was hosted by David Anderson Group CEO. Leading into the session, David spoke about Big Red Group’s ongoing commitment to diversity and inclusion, and how IWD’s theme of ‘Choose to Challenge’ for 2021, was fitting and in alignment with Big Red Group’s ESG commitments to the UN’s Good Life Goals (GLG 10 – Reduce Inequality).
Highlighting the recent release of Big Red Group’s Diversity & Inclusion Report, David reflected on the progress Big Red Group has made, however noted the need for the business to constantly challenge itself on how it can do better. David then introduced the organisation to Emily Duggan, as a leading sportsperson who constantly chooses to challenge.
It has been a remarkable journey to date for Emily, from her initial phone call to CAMS (Confederation of Australian Motor Sport) in 2014, where she enquired whether women were permitted to compete, through to buying and maintaining her own race car, winning her first Series X3 NSW race on just her fifth start, achieving 26 podium finishes in the category, and making history in 2016 as the first female to compete in the Super3 series.
Committed to pursuing a racing career since high school, Emily has overcome considerable logistical and financial adversity to follow her sporting ambitions. Lacking industry knowledge, financial backing and surrounded by doubters, Emily has shown what hard work and relentless tenacity can achieve.
Currently working two jobs to fund her sporting career, Emily aims to be an unstoppable force well into the future. Her only regret, is that she didn’t call CAMS earlier, as she would have started her motorsport journey much sooner, and perhaps even built herself a go kart.
A fantastic ambassador for any aspiring sportsperson, Emily’s story shows that any dream can be achieved if you’re willing to work hard, believe in yourself, and turn challenges into opportunities, with many parallels that can be applied to business.
As for Big Red Group to continue on its current growth trajectory (up more than 50% like for like, year to date) and to build further scale as Australia’s leading experience marketplace, it will need consistent perseverance, and a Big Red Group community-wide mindset of ‘Choose to Challenge’.
Big Red Group congratulates Emily on her sporting career, and wish her all the best in her future endeavours, both on and off the track.
$1.2b package to benefit Big Red Group’s supply community
It’s great news for Big Red Group’s experience supply partners, with hundreds of thousands of visitors expected to flock to regional areas.
Sydney, 11 March 2021 – Big Red Group experience supply partners are set to benefit from the federal government announcement today that it will be injecting $1.2b into aviation and tourism industries.
The support package running from April – July 2021, as part of the National Economic Recovery Plan, will deliver hundreds of thousands of tourists to regional Australia. The package includes half-price airline tickets for 800, 000 travellers, discounted loans for businesses, and direct support to the airline industry.
David Anderson, CEO and Co-founder of Big Red Group comments, “some of our suppliers have traded brilliantly throughout the last few months, benefiting from our marketplace performance +50% YoY. Others unfortunately, in the wrong spot, or with an offer not easy to pivot for the ‘local’ – so it’s been a much harder ‘return’. This announcement, such as access to interest free loans for up to $5m for our supplier community, can only be great news.”
Prime Minister Scott Morrison in his announcement today said, “this package will take more tourists to our hotels and cafes, taking tours and exploring our backyard. That means more jobs and investment for the tourism and aviation sectors as Australia heads towards winning our fight against COVID-19 and the restrictions that have hurt so many businesses.”
David Anderson agrees, expecting a significant downstream effect “it’s important to get the country working again, rather than relying on bailouts – people want to make an impact, a difference, trade their craft, tell their stories. It’s expected that every $1 spent on a flight will result in a $10 spend in destination.”
Deputy Prime Minister and Minister for Infrastructure, Transport and Regional Development Michael McCormack said “the measures would work hand-in-hand to boost interstate tourism and aviation in key regions significantly impacted by the loss of tourists, with discounts offered on tens of thousands of fares per week across an initial 13 key tourism regions.”
Coinciding with both April and July school holidays, travel destinations include the Gold Coast, Cairns, Whitsundays and Mackay region (Proserpine and Hamilton Island), the Sunshine Coast, Lasseter and Alice Springs, Launceston, Devonport and Burnie, Broome, Avalon, Merimbula, and Kangaroo Island.
Flights, routes and the total number of tickets will be driven by demand, and will be available on airline websites from 1 April.
Australians keen to support small business and the regions who have been doing it tough are certain to support the program. Experience bookings in relevant regions can be made through Big Red Group’s brands of RedBalloon and Adrenaline, with thousands of experiences to choose from.
Wonderful things happen when community comes together
Cerebral Palsy Alliance’s (CPA) recent fundraising event, the Krazy Kosci Klimb, was a resounding success, raising $342,178 (exceeding their goal of $240,000). These funds will provide much needed support to CPA’s Accessible Gym and Sports Program, and enable exercise physiologists to be engaged, and specialised equipment to be purchased.
Big Red Group is deeply grateful for the support of their employees and the broader community, with significant personal donations made and raffle tickets purchased. Big Red Group raised $27,578 (exceeding Big Red Group’s goal of $15,000), with 100% of funds going to CPA.
With the raffle having been drawn on March 1st 2021, Big Red Group is pleased to announce the winner – Hannah S, who will enjoy a year of monthly adventures ahead.
It’s through community working together that enables positive change to be made. Big Red Group looks forward to continuing our support of charitable organisations through our ESG commitments, alignment to the UN’s Good Life Goals, and weekly support of charities nominated by our employees.
We speak with BRG Supply Partner, Camilla about the dual challenges of the 2019 Bushfire crisis and COVID-19. The NSW South Coast region has seen its fair share of challenges in the last 12 months, with Australia’s dry winter followed by devastating bushfires, only to be confronted by COVID-19 in 2020.
Our Experience Partner, Camilla from Paperbark Camp talked with the BRG about how they have managed the disruption in 2020.
Q: Tell us a bit about yourself and your Experience operation:
My name is Camilla Hamilford, and I operate Paperbark Camp in Jervis Bay, Australia’s first luxury camp inspired by the famous safari camps of Africa. It’s a family business, so a wonderful team who manage Paperbark day-to-day. We operate multiple small-scale operations across the region as a family, with my brother, our General Manager, is based in Jervis Bay, where he oversees our other tourism business offerings in Flash Camp at Coolendel.
I am based in Sydney, looking after sales and business development, but I travel to Jervis Bay regularly as it being a small family business, you are often required to jump in as needed, from housekeeping to doing dishes, sometimes it’s just got to be done!
Q: What made you start Paperbark Camp? How long have you been in business?
Paperbark Camp was originally conceived by our parents, Irena & Jeremy over sunset drinks in Africa when they were on holiday, sometime in the late 1980’s. They came home and through it would be brilliant to recreate that type of experience in picturesque Australia.
It took quite a few years for them to work up the courage to give up their day jobs and make the move from the city and find the right place for their little camp. Eventually, they found Paperbark, a secluded spot only a few hours’ drive from Sydney, so they relocated to Jervis Bay in 1994.
Paperbark Camp was opened about four years later, when we first took guest bookings. Since then, we’ve made tweaks and improvements to the experience and Paperbark remains be a much-loved destination for those looking to get away and get amongst nature
Q: LET’S TALK ABOUT SOME OF THE CHALLENGES YOU’VE FACED OVER THE LAST 12 MONTHS… WE SAW BUSHFIRES RAVAGE THE NSW SOUTH COAST IN 2019, HOW WERE YOU AFFECTED?
Yes, well, who knew back in January 2020 that we hadn’t seen the worst of what Mother Nature was going to throw at us? Whilst we are very fortunate to now be back open, plus enjoying a really busy winter as Australians are supporting local economies and are coming to us being unable to travel overseas or even interstate.
The last 12 months have been pretty horrendous overall, but still, we have not had it nearly as bad as so many others. The bushfires wreaked havoc across the Greater South Coast and were bringing with it substantial property loss along with the threat of loss of life, It edged closer and closer to us in the first days of 2020. We really thought this time might be it.
We had faced fires previously and been lucky, we were sure our luck had finally run out. It’s a very conflicting emotion when you realise that the changes in weather have saved your property but mean that those elsewhere not too far away are now in the firing line.
So, Paperbark was lucky again to escape actual physical damage but the damage had already been done to the business and the local economy we rely on, after weeks of road closures, uncertainty and, I do have to say, a lot of misinformation regarding conditions and access to Jervis Bay. It resulted in so many cancellations.
However, the change in wind direction and increase in fire intensity eventually resulted in our beautiful self-catering camp on the Upper Shoalhaven, Flash Camp, completely destroyed by fire. After a few months, we had re-built the camp, the trees were sprouting green and the regrowth was beginning to come through. We re-opened for the April holidays, only to be closed down again due to the spread of COVID-19.
Q: After that, the pandemic hit Australia. What was the impact of social distancing and COVID-19 on your business?
It’s interesting, but we’ve been technically able to operate throughout the last few months, as social distance is basically what we offer! We were well placed to offer a safe and socially distanced Experience. In March we closed the restaurant space and changed our operations to serve guests meals on their private verandas, which meant they didn’t need to be around others, it worked really well.
However, as we got closer to Easter, the government imposed non-essential travel bans and the local community became very concerned about people travelling to the local area and potentially placing pressure on limited regional health resources. While bookings remained active and we could have offered the Experience, for the sake of our staff and local community we made the difficult decision to close our doors anyway.
As soon as the travel bans were lifted, we opened up for weekends only and were confronted with huge interest immediately – all weekends booked out through the Winter Season with weeknights full during the school holidays. Even though our tents are not heated (we provide hot water bottles for bedtime!) it’s not slowed bookings at all!
Sadly, Flash Camp had already been packed down again following the health restrictions and whilst we now believe we could have probably had a strong winter there as well, it’s just too precarious at the moment to pitch the camp again only to be closed if things again worsen. Paperbark is reasonably easy to pivot the experiences as needed but we are very reliant on existing staff remaining with us to manage. Without JobKeeper staying open and active, even at Paperbark would have been impossible.
Who knows what the rest of the year will bring us, but if things are kept under control with the spread of the virus, we are hopeful we can look forward to a strong Spring, as both properties offer a great, safe environment for people to take a getaway.
Q: How can RedBalloon and our customers across Australia help Paperbark Camp and everyone down on the South Coast of NSW right now?
I think keeping our amazing South Coast Experiences and Destinations front of mind is the main thing. It’s amazing the impact someone coming for one experience can have on the local economy. We have multiple businesses benefit when a visitor comes to visit us, and we need the support. It can be easy now that we have new crises to deal with to forget it is only 6 months ago that this area was being ravaged by bushfires.
I have just returned from a road trip down to Bermagui and it is so amazing to see so many people supporting these communities, possibly discovering these areas for the first time. We are hopeful that Australians will keep looking to travel and explore their own backyard more in the next few years!
Q: How long have you been working with BRG and what are the three things you like the most about working with us?
I had to go back and have a look and was surprised to see we have been working with RedBalloon for over ten years!
RedBalloon is a very significant revenue stream for our businesses, it lets us find new audiences and we’re trusted when we’re listed on RedBalloon. We have simple admin on our Experience offering and the BRG team are so supportive and available, to assist us when necessary.
Big Red Group Supply Partner: How Green Olive bounced forward
The family business based on VIC’s Mornington Peninsula has used the COVID-19 lockdown as a chance to grow their business
One of Big Red Group’s valued small business suppliers, Green Olive at Red Hill, was forced to adapt when COVID-19 struck. We spoke with Sue & Greg O’Donoghue to find out more about how social distancing and lockdown changed the way they do business, and what they did to respond.
Q: Tell us a bit about your business We founded Green Olive in 2002, at the time, both of us were living and breathing the corporate Melbourne life, with two young kids. We decided on a tree change and settled on making the move to the Mornington Peninsula.
Green Olive at Red Hill is the whole farm experience. We grow olives, grapes, herbs and veggies, raise sheep and chooks, and use fresh produce from local farmers to create a range of tapas, wine and even body products. We also have a Restaurant/Cellar Door with farm tapas and wine menu available every day from 9am until 4pm, plus coffee and dessert until 5pm.
Q: Why did you start Green Olive? We love bringing the goodness of locally grown food and wine to others and wanted our farm to be a place where people could come to learn more about locally sourced and produced cuisine.
After experiencing what a positive impact this lifestyle had on our lives, we wanted to create something others could enjoy with us.
Q: How did COVID-19 affect your business? Our business was completely shut down from the 22 March until 3 June 2020.
We kept our staff on thanks to the JobKeeper program, and while we were in a state of hibernation and unable to entertain guests, we focused on improving facilities while pivoting and expanding our range.
Q: What did you do to respond? Together, we were able to complete a huge amount of farm work, bringing that high-quality right across our property, and we established our new Bush Food Garden and our Hops garden. Our son Sam also took the opportunity to set up a brewing operation. We’ve launched Kelpie Brewing which has begun brewing beer at the farm as well.
