A NIBA Brokers' Guide - Issue 13 March 2026

This NIBA Brokers’ Guide is brought to you through a partnership between Allianz Australia Insurance Limited (Allianz) and NIBA. We hope the knowledge of our subject matter experts, coupled with Allianz’s industry expertise, helps you and your clients prepare for the future.

ALLIANZ COMMERCIAL A NIBA Brokers’ Guide: Farming the future ISSUE 13 - MARCH 2026

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Contents Welcome note

The new frontier: Navigating Australia’s top farming risks in 2026

AI in farming: Opportunity, governance and the new risk frontier Proactive resilience: Managing the ‘invisible’ risks in farming

The hidden mental health value brokers can bring

Welcome note

RICHARD KLIPIN Chief Executive Officer, NIBA

JULIE MITCHELL Chief General Manager, Personal Injury & Commercial

Farming the future In an increasingly complex and advanced world, risk management is of paramount importance.

Farming is foundational to Australia, economically, socially and culturally. For as long as farms have existed, resilience has been part of the job description, with seasonal volatility and extreme weather an ever-present reality. The scale of the sector underscores why this matters. Around 70% of what is produced on Australian farms is exported, contributing more than $80 billion to the national economy in 2024-25. When disruption occurs on a farm, its impact rarely stops at the farm gate. Out of necessity, over the years, farmers have become highly capable risk managers. For brokers, that creates both opportunity and responsibility. The value you bring extends well beyond policy placement – but it depends on a genuine understanding of the nuances of agricultural operations and the people behind them. From the outside, farming may appear to evolve steadily. In reality, the past decade has reshaped its risk landscape considerably. Technology, artificial intelligence, diversification pressures and regulatory change have altered risk in ways that demand deeper advisory conversations.

The long-term future of the farm is also shifting. While generational succession remains central for many, sale, aggregation or external investment are increasingly part of strategic planning. Strong governance and disciplined risk management are no longer optional, they are foundational to potential value. And beyond operational complexity sits a human dimension that cannot be overlooked. Farming can be isolating, and the mental health burden across regional communities is well documented. In this environment, the broker’s consistent presence – the regular call, the proactive check-in, the willingness to ask a difficult question – carries real weight. In this edition of the Brokers’ Guide, we examine the changing farming risk landscape, explore how technology and AI are reshaping operations, unpack the ‘invisible’ structural risks within farms, and consider the human pressures facing rural communities. Farming is vital to Australia. Supporting and protecting it requires expertise, discipline and care – and brokers are central to that effort.

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The new frontier: Navigating Australia’s top farming risks in 2026

An ever-evolving risk profile continues to redefine what farming clients need from the insurance profession. F arming has always required resilience. Seasonal Ben Church, General Manager – Broker Distribution at Allianz Australia, says, “Farming operations have become

volatility, commodity cycles and natural weather perils are long-standing realities for producers across Australia, and these challenges have always needed strong risk management. Over the past decade or so, however, the farm risk profile has changed considerably, as agricultural operations have evolved, moving from a predominantly physical risk to a blended physical, digital and structural risk profile. The scale of the sector reinforces why this matters. Agriculture accounts for 55% of Australia’s land use and approximately 74% of national water consumption, supports more than 315,000 jobs, and contributes over $80 billion in exports in 2023–24, according to ABARES’ Snapshot of Australian Agriculture.

significantly bigger and a lot more efficient. They’ve become much more sophisticated enterprises, and technology is an essential part of that development.

“Regardless of whether they’re insured or not, farmers manage risk every single day. Because of that, they have a comprehensive understanding of risk, and are among the best risk managers you’d find in Australia.”

“That creates new opportunities, and new risks that need to be managed.”

The rate of change in the farming sector is one that has actually outpaced many other sectors, says Caleb Richards, Practice Leader Agriculture at AgriRisk – and the NIBA Broker of the Year 2025.

Consequently, operational disruption, whether physical, digital or structural, has significant implications.

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“The level of sophistication at which farmers are operating, and have had to learn to operate, is a lot further ahead than most people realise.” This causes challenges for brokers and insurers in terms of creating the right products to keep pace with the market, says Richards. “Farming is well ahead of the insurance market,” he says. “It’s up to us to keep up, but often we struggle to respond to the level of sophistication at which they operate, and the rate of change that’s happened in the sector. “Regardless of whether they’re insured or not, farmers manage risk every single day. Because of that, they have a comprehensive understanding of risk, and are the best risk managers you’d find in Australia.” For brokers, that sophistication means risk conversations must now extend beyond traditional asset schedules and seasonal peril exposures, into new realms, new risks and, potentially, new rewards. Automation, efficiency - and dependency Agricultural technology – agtech – is a hugely important part of farming today, and it’s big business. More than $318bn has been invested in agtech globally in the past decade, while in Australia alone in 2024, $3bn was invested in this space. “And when that reliance increases, it introduces a new type of exposure that maybe historically hasn’t been front of mind for farmers or for insurers.”

everyday operations, often helping improve safety and productivity – particularly important in a sector facing labour constraints.

However, technology adoption can also introduce new risks and vulnerabilities that need to be considered.

Ammon Mackie, General Manager of Commercial Business Transformation at Allianz Australia, says, “Those tractors and harvesters are so technologically driven now that if something fails it creates huge knock-on problems for the farm.” A system outage during a narrow harvest window can have immediate income consequences because supply chains often aren’t able to get replacement machinery in good time. Richards says, “If there’s been an incident on the farm and equipment needs to be replaced or repaired, the timeline for that is often quite disconnected from the reality. Because if they have an incident at the very start of harvest in broadacre operations, the equipment is critical, and it’s very unlikely that they will be able to secure another machine to replace and get through their own harvest, which then has a direct impact on their income. “Not only do they need to get the crop off, but now they’re watching their income and cash flow basically drop off every day the crop stays exposed to the elements. And if they miss that window, they are directly hit.” In this situation, business interruption and continuity planning take on greater relevance. Cyber resilience moves closer to home As well as those risks that may be considered more traditional – despite the technology overlay – farms are facing a new risk that a decade or so ago wouldn’t have been a huge consideration.

And investment is translating into practical, operational change on farms.

Cybersecurity.

“If we were having this conversation ten years ago, uptake was relatively minor, and a lot of what is being talked about would have sounded fanciful,” says Tom Gilmore, Head of Farm Underwriting at Allianz Australia.

For many farmers, this represents a meaningful shift in the way risk is understood.

Phoebe Twiggs, Head of AI and Data Science at Allianz Australia, says, “Farmers have gone from managing primarily physical risks to now managing cyber and digital risk as well. It’s a complete shift in mindset.” One in five farms is hit every year with at least one cyber event, and agriculture is now a top-six sector for data breaches in Australia. Richards says, “By virtue of that sophistication and the way that farmers are managing risk, they’re also becoming more reliant on technology – whether that’s through

“Today, you’ve got automation on tractors, you’ve got all the precision ag, and drones that are monitoring crops and livestock.

“Virtual fencing has just been given the green light in South Australia, and that was the final state or territory to do so. A decade ago, when we talked about virtual fencing, you would have said, ‘No way.’ And that’s the big difference today. It’s here.”

Automation, precision agriculture, connected machinery and remote monitoring are increasingly embedded in

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“That conversation is critical.”

connected systems, the cloud, or data platforms that are monitoring everything from soil composition to exchanging data with their agronomist. “And when that reliance increases, it introduces a new type of exposure that maybe historically hasn’t been front of mind for farmers or for insurers.” “Cyber risk is not necessarily something that farmers have historically thought of as a primary risk, but increasingly it should be part of the conversation.” Twiggs highlights it’s not just the farm itself. “It’s the risk of your suppliers as well. If a processor or logistics partner suffers a cyber event and shuts down, you’re impacted too.” Elevating the broker conversation

It underlines the importance of being across new developments in the sector – if not ahead of them. By understanding the true lay of the land, and what’s on the horizon, that conversation with a farming client takes on so much more meaning, and so much more importance.

Practical takeaways for brokers: 1. Broaden risk conversations beyond physical assets to include digital and structural exposure. 2. Assess operational dependency on critical machinery and technology during peak production periods. 3. Revisit business interruption assumptions in light of longer repair timelines and specialist parts. 4. Integrate cyber risk, including third-party supply chain exposure, into core renewal discussions. 5. Factor environmental reform and regulatory oversight into expansion and diversification planning. 6. Shift renewal conversations from transactional asset reviews to proactive resilience planning.

Farms are sophisticated, high tech operations, and brokers can elevate the conversations they have for mutual benefit.

Richards says, “We need to be less transactional in the way that we engage with farmers. When you’re transactional, you’re really just doing an autopsy of their asset programme. A more sophisticated and trusted broker should be leading with a discussion centred around risk. “What are your contingency plans for your operation? What does your contingency program look like to manage anything from your supply chain to significant peril events? What is the plan when something falls through the cracks or there’s an event that prevents you from being able to operate?

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AI in farming: Opportunity, governance and the new risk frontier

Understanding the business benefit helps identify new opportunities for all parties.

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I n The new frontier: Navigating Australia’s top farming risks in 2026, we explored how farming risk is evolving rapidly, and nowhere is that more evident than in the rise of artificial intelligence across the sector. Where automation and precision tools were once considered forward-looking, they are now integrated into everyday farm management. Drones monitor livestock and crops, software platforms analyse soil and yield data, and machinery increasingly relies on embedded systems and digital diagnostics. However, amid all of the hype, the implementation of AI and technology should always be driven by need, confirms Phoebe Twiggs, Head of AI and Data Science at Allianz Australia. “I think you can get caught up in the hype of AI and just want everything without actually thinking about what is my business problem,” she says. “It always comes back to understanding your pain points, and choosing solutions to help address and fix those problems.” Tom Gilmore, Head of Farm Underwriting at Allianz Australia, agrees. “It’s about working out where the biggest benefit is for my farm, where it’s going to have the biggest impact.” In agriculture, those business problems are often practical and immediate: labour shortages, inconsistent yields, climate volatility, and margin pressure. For brokers, that commercial lens is a critical context from which to help farming clients understand what’s worth pursuing, and what’s not. And, more pertinently, what new risks may be introduced into the business. From reactive to proactive management

When machinery becomes software-enabled

As automation and robotics increase, machinery risk evolves alongside capability.

Modern agricultural equipment increasingly incorporates embedded software, remote diagnostics and proprietary systems. Repairs may require specialist technicians or imported components, particularly in regional or remote areas. Increasingly, machinery is not just mechanical; it is data- enabled, connected, and integrated with farm management platforms, meaning a failure is no longer isolated.

“It always comes back to understanding your pain points, and choosing solutions to help address and fix those problems.”

Ammon Mackie, General Manager of Commercial Business Transformation at Allianz Australia, says that brings a new dimension to labour challenges.

“With that comes retraining and understanding new exposures,” Mackie adds.

A mechanical issue that was once resolved locally may now involve system resets or manufacturer intervention, with different repair timelines – impacting on the business. For brokers, reviewing business interruption assumptions in light of this shift becomes increasingly relevant. Digital supply chains and ecosystem exposure The risk landscape does not stop at the farm gate, and the increasing implementation of AI and tech introduces a whole new set of risks, too – particularly from third-parties. “It’s no longer just the risk of your farm,” Twiggs says. “It’s the risk of all your suppliers as well. If they have a cyber attack and have to shut down production, you’re impacted.” High-profile cyber incidents in food processing have already demonstrated how disruption can cascade across supply chains. All of this means that, today, resilience is no longer limited to physical assets. It extends to digital systems, third-party providers, and supply chain continuity.

One of the most significant shifts AI enables is the move from reactive to proactive farm management.

Livestock can be tagged and monitored for temperature and health metrics in real time. Drone imagery and soil analysis allow crop conditions to be assessed continuously rather than periodically. Twiggs says that connected devices are increasingly changing how farms monitor operations. “It’s about being able to pick things up earlier and put proactive measures in place, rather than waiting until you physically see the issue and then acting,” she explains. The upside is clear. Early detection can help improve yield outcomes, optimise inputs and support better planning. Yet, as farms become more connected, operational reliance on digital systems deepens – and while the shift to continuous monitoring introduces efficiency, it also creates dependency.

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In that sense, AI becomes both an operational tool and a strategic lever.

Used effectively, it can support productivity, sustainability monitoring, and even participation in emerging nature markets.

“So check in with them, make sure things are going okay, empathise with the experiences they’re having – it all matters.”

Twiggs sees potential for AI to assist in demonstrating environmental impact.

“It gives farmers a way to show soil health improvement or landscape change through drone imagery,” she says, “and potentially open up different investment avenues as well.” As sustainability frameworks evolve, the ability to measure and evidence impact may become increasingly valuable. A more complex advisory conversation AI and digital systems are now firmly embedded in the operational environment of Australian agriculture – and the reality is they’re here to stay. For brokers, the opportunity lies not in championing technology, but in understanding how it reshapes exposure, operationally, contractually, and strategically, as well as how it presents new opportunities. As AI reshapes how farms operate day to day, it also exposes deeper structural questions about governance, workforce capability, and long-term planning. In that environment, the role of the broker shifts even further into that vital strategic risk adviser position. Practical takeaways for brokers: 1. Understand which technologies are critical to daily operations. 2. Review machinery coverage in light of software-enabled repair complexity. 3. Discuss third-party provider exposure and digital supply chain risk. 4. Encourage governance structures around AI performance, contracts and data protection.

Governance in the age of AI

AI adoption also introduces governance considerations that extend beyond operational efficiency.

“In the world of large language models and robotics, it’s not feasible for everyone to build this technology themselves,” Twiggs says. “So it becomes about how you get assurance over your third-party providers, making sure you’ve got the right contracts in place and the correct cyber checks.” Transparency around system performance is equally important to understand how readily you can rely on it, and what mitigation needs to be in place. “If you’re using something to make core decisions day to day, you want to know how ‘correct’ it is likely to be, because that changes how you interrogate it,” Twiggs says. Ensuring transparency around how AI-driven decisions are made is becoming part of farm resilience. AI as opportunity, and a strategic consideration AI and technology are well embedded in farming today; however, it introduces a dual dimension of exposure that, as a strategic risk adviser, you need to be looking at holistically. Twiggs says, “If a business is using AI, there’s your algorithm risk, performance, and accuracy, but there’s also the strategic risk of not using AI and falling behind.”

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Proactive resilience: Managing the ‘invisible’ risks

in farming While there are more obvious, newer risks emerging, a holistic view is still essential to manage those longer term risks that often go unnoticed – until it’s too late. A s explored in our previous articles, farming risk is evolving, from digital transformation to regulatory reform. But not all risks present suddenly or dramatically. Some develop gradually, shaped by demographic change, ownership transition and structural evolution within the sector. While these risks may not always appear on a schedule of insured assets, they can materially influence long- term resilience and impact the farm – and the farmer – significantly. For brokers, it’s key to understand these issues to help provide that rounded, holistic advice and guidance, in order to be a genuine trusted adviser. Workforce pressures and operational continuity Whereas a decade ago, insurance experience may have One of the biggest risks to agriculture at present is people, says Caleb Richards, Practice Leader Agriculture at AgriRisk. “When we talk about risk in farming, people often jump straight to natural perils or commodity cycles, but the ability to source and retain skilled labour is a major issue,” he says. “We’re seeing shrinking regional communities,

and that makes it harder to find the right workforce at the right time.

“If you don’t have the right people operating increasingly sophisticated machinery and systems, that creates operational risk. It affects safety, productivity and continuity.” Labour shortages and regional population shifts continue to shape farming operations across Australia – and in some regions, attracting and retaining skilled workers remains a persistent challenge, particularly as machinery and systems become more technologically advanced. This requires different skillsets, different training, and can place the onus firmly back onto the farmer, adding to an increasing workload. That workforce capability influences more than productivity, of course. It affects safety outcomes, training standards, compliance processes, and the ability to respond effectively to operational disruptions. Tom Gilmore, Head of Farm Underwriting at Allianz Australia, says, “What we’re seeing from an underwriting perspective is that the complexity of machinery and systems now requires a different level of operator capability.

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“It’s not just about having someone who can drive a tractor. It’s about having someone who understands how that system integrates with software, diagnostics and data. When that skillset isn’t available, that can create additional operational exposure.” In larger or aggregated enterprises, these considerations can become amplified. For brokers, understanding workforce structure can provide valuable context when assessing liability exposure, machinery risk, and overall continuity planning, as it can have a direct impact on claims. “It’s not just about having someone who can drive a tractor. It’s about having someone who understands how that system integrates with software, diagnostics and data. When that skillset isn’t available, that can create additional operational exposure.” Gilmore adds, “From a claims perspective, where there’s strong training discipline and structured maintenance processes, we tend to see better outcomes. “Conversely, where there’re capability gaps, the frequency or severity of incidents can increase.” Growing enterprises, growing risks

are buying neighbouring properties, and that changes the exposure profile significantly.”

“When you aggregate farms, you’re not just increasing land size; you’re increasing capital intensity, machinery concentration, workforce complexity and governance requirements. The exposure becomes more complex because you’ve got more moving parts and often more stakeholders involved.

“That means the way we think about risk has to evolve alongside the way farms are evolving.”

Larger operations may benefit from economies of scale, but they also introduce increased concentration of assets and potentially more complex governance arrangements. This structural shift alters the lens through which exposure should be viewed. Gilmore says, “When operations grow, it’s not simply a case of adding more of the same risk. Asset concentration increases, machinery values increase, and interdependency between properties can increase. That requires a more holistic view of the enterprise rather than a line-by-line review.” The succession plan – what happens next? For many, farming has traditionally been a family business, but with larger organisations buying smaller farming businesses, that’s not always the case today.

Another evolving change that it’s important to be across is the structure of the farming sector itself.

However, an important conversation to have with farming clients is ‘what happens next?’

“The farm aggregation dynamic is changing,” Richards says. “Farms are getting larger. Corporate organisations

Ownership transition remains one of the most significant

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“That clarity supports underwriting confidence because it signals that the business is being managed deliberately rather than reactively.” While many conversations focus on the day-to-day, they are increasingly relevant to long-term planning, as well as short – to medium – term confidence. Expanding the advisory lens Resilience has always been at the core of strong farming operations, and building that resilience comes in many different forms. Brokers who broaden discussions beyond insured perils, to include workforce sustainability, governance maturity, and succession planning, can provide deeper strategic value to farming clients. Cashflow, says Richards, is another risk to always keep in mind. Practical takeaways for brokers: 1. Explore workforce capability and training exposure as part of renewal discussions. 2. Assess how aggregation has altered asset concentration and liability exposure. 3. Encourage documented governance and risk management practices ahead of succession. 4. Lead conversations that extend beyond immediate insured perils.

milestones in the lifecycle of a farm. Whether it is being kept in the family or sold to investors, succession planning often intersects with risk management practices, and it’s a key conversation to have.

That conversation is often deferred, but when it becomes urgent, the consequences can be significant.

Ben Church, General Manager of Broker Distribution at Allianz, believes that governance maturity can influence perception.

“Risk management of a farm is a really good proxy for how that enterprise is managed more broadly,” he says.

“When you walk onto a property and you can see that there’s discipline around safety, documentation, maintenance schedules, and contingency planning, that usually tells you a lot about how the overall business is being run. “If it presents well from a risk perspective, it will present well to someone looking at purchasing it. It gives confidence; not just from an insurance point of view, but from a governance and operational maturity perspective.” That means that documented contingency planning, structured insurance programs, and transparent risk management are essential to the next chapter in the farm’s life, as well as being hugely important to how things operate today.

“We need to help reduce the income troughs that cause the most strain on farmers,” he says.

Proactivity is key, says Gilmore. “The farms that are thinking about workforce planning, aggregation strategy and governance proactively are generally better positioned over the long term.

“Insurance is part of that conversation, but it sits alongside broader business discipline.”

Gilmore agrees that governance maturity can influence insurer confidence.

In a sector defined by volatility and long planning horizons, the broker who understands both visible and invisible risks becomes indispensable, not just at renewal time, but across months, years, and decades.

“Where there’s clear documentation, structured risk management and a defined succession plan, it provides clarity,” he says.

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The hidden mental health value brokers can bring Farming is stressful,

often lonely work. Don’t underestimate the value you can bring.

I t’s well known that farming is an incredibly stressful occupation. But beyond the operational complexity of modern farming sits a human reality that is often less visible. On average, one farmer in Australia commits suicide every ten days – a ratio 50% higher than the general population. Research carried out by The National Farmers Federation and Norco, meanwhile, found that almost half of Australian farmers have had thoughts of self-harm or suicide, while almost a third have actually attempted to harm themselves or take their own lives. Almost half of farmers have experienced depression, and around 60% have suffered from anxiety. And, while the day-to-day work-based challenges facing farmers aren’t necessarily the same ones regionally-based brokers are faced with, there are many shared challenges facing people living in rural and regional communities, says Brianna Cattanach, National Manager Mental Health at Allianz Australia.

at a community and societal level with people living in rural and regional settings,” she says.

“Of course, layered on top of those are the complex and complicated industry-specific challenges related to the farming industry.”

“For many, the farm isn’t just a business. It’s their identity and their family legacy. That weight sits heavily.”

Those challenges are wide ranging.

Caleb Richards, Practice Leader Agriculture at AgriRisk, says the pressure farmers carry today is broader than it was a generation ago. “When you look at what farmers are managing now, market volatility, regulation, technology, workforce issues, it’s not just operational complexity, it’s personal pressure as well,” he says.

“What we see in the agricultural industry is quite reminiscent of some of the challenges we see more broadly

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“For many, the farm isn’t just a business. It’s their identity and their family legacy. That weight sits heavily.”

There is no insurance policy for mental health, the best way to manage it is through connection and activity.

The challenge, however, is that many of these stressors go unacknowledged, so that weight remains unshared.

“That makes the relationship much more personal, and much more important.” Supporting regional and rural farmers For brokers, understanding the day-to-day of the farm and identifying where you can ease some of the strain is important, because in regional areas the client-broker relationship is often different.

“So check in with them, make sure things are going okay, empathise with the experiences they’re having – it all matters.”

“In regional communities, the broker is often part of the ecosystem around the farm,” Richards says.

Separating the farmer from the individual As a broker, it’s vital to understand the people you’re working with – both professionally and personally. And, when it comes to farming, those two elements are so heavily intertwined they’re often indistinguishable. “We have to recognise that in farming, the business is so closely intertwined with the personal situation,” says Cattanach. “There isn’t that delineation we see in other industries. Added on top of that is loneliness and isolation, feeling like they have limited access to support and care, and some of the stigma that still exists within the industry around talking about mental health and wellbeing. “Then, there is also this element that a lot of Australian farm workers report feeling undervalued and misunderstood by the Australian community at large. So, from their perspective, there is a real disconnect between what their experiences are and that broader understanding.”

“They might be one of the few regular professional touchpoints a farmer has. That puts brokers in a unique position — not as counsellors, but as trusted contacts who can recognise when someone might need support.”

Cattanach says it’s important not to underestimate the role you play as a broker.

“You might actually be making up part of that person’s community, and the contact they have with you on an ongoing basis could be incredibly important for them as a person, as well as a farmer. “So check in with them, make sure things are going okay, empathise with the experiences they’re having – it all matters.” Understanding the factors affecting farmers is essential for your credibility, while understanding the local landscape from a ‘help’ perspective is key too. Because, it’s one thing acknowledging you need help, but another getting help. And brokers can play an important role here, too.

The impact is significant.

The research from the National Farmers Federation and Norco found that almost three quarters of farmers had suffered some form of burnout in the past five years, which speaks to the manual, physical, unpredictable, and often dangerous nature of their work. That near-75% figure of farmers suffering burnout is significantly higher than the general workforce. Research from Allianz Australia found that figure across all sectors to be 60% – demonstrating the additional stress borne by the farming community.

“You’re not there to solve personal challenges, but you can notice when someone’s under pressure and encourage them to access the right support.”

Cattanach says, “We know within regional communities, access is a huge barrier to proactive support and crisis management when people are really struggling – a big part of that is that we just don’t have enough professionals working in mental health roles out in our remote and regional communities.

The need for tailored help, advice, and support is real – and brokers have an incredibly important role to play.

Richards says, “You’re not just talking about machinery or crops. You’re often talking about someone’s livelihood, their family and their future,” he says.

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“In addition to that, there may also be some hesitancy to engage with people that might have an office on their main street, because they don’t want that visibility of all of the town seeing them and then becoming that piece of conversation which looks very different than for those that live in metropolitan areas. “There’s a huge opportunity for us to better support regional and remote communities, and particularly farmers, with understanding how digital health programs and telehealth can be accessed and really enhance their ability to get that help and support that would be so valuable, but I think that that can feel a bit impersonal and foreign if you haven’t had those experiences in the past. “Actively trying to build some of that comfort is really important, and I think that’s a role that we as an industry can - and should - take on.” Having the right safety nets in place Ultimately, farming is more stressful and challenging than many other occupations. As a broker, you provide a significant amount of support, whether you realise it or not.

Richards says that while brokers are not expected to be mental health professionals, they are often part of the broader support network around a farming business. “In regional communities, the broker is often one of the regular professional touchpoints a farmer has,” he says. “You’re not there to solve personal challenges, but you can notice when someone’s under pressure and encourage them to access the right support.” He points to initiatives such as Fat Farmers and Active Farmers, which focus on building connection and wellbeing within rural communities, as examples of practical, grassroots support that can make a meaningful difference.

“Sometimes it’s about helping people feel less isolated,” he says. “Connection matters.”

By being a trusted adviser and an advocate, you can help relieve some of that stress and burden, and help your clients feel confident that, whether the challenge is operational, financial or personal, they are not navigating it alone.

Service

Information

TIACS

TIACS provides free and confidential phone and text counselling services to the farming and agricultural industry and their families. To access support services call or text 0488 846 988 Monday to Friday between 8:00am to 10:00pm (AEST) or visit their website, tiacs.org ifarmwell provides access to a free, digital toolkit providing education modules, tipsheets, and practical mental wellbeing strategies customised for the experiences and needs of farmers: ifarmwell.com.au LifeLine provides 24 hour crisis support and suicide prevention services via phone, text or live chat. To access crisis support at any time call 13 11 14, text 0477 13 11 14 or visit their website, lifeline.org.au Beyond Blue provides a range of services to support mental wellbeing and provide assistance for mental ill health, including free and confidential counselling, apps-based support, and a wide range of information and digital tools. ≈To access support services at any time call 1300 22 4636 or visit their website to access a range of other tools, programs and information beyondblue.org.au

ifarmwell

LifeLine

Beyond Blue

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A NIBA Brokers’ Guide: to farming the future

NIBA Guides

Member Helpline: Tel: 02 9459 4300 / niba@niba.com.au / www.niba.com.au National Insurance Brokers Association Suite 4.01B, Level 4, 31 Market Street / Sydney NSW 2000 Allianz Australia Insurance Limited Level 16, 10 Carrington Street / Sydney NSW 2000 For the latest product news and information from Allianz, visit www.allianzengage.com.au and connect with us on www.Linkedin.com/showcase/AllianzBrokerandAgencyAU CPD Entitlement NIBA Members can gain ½ a point per hour engaged in reading the substantive content of an issue of A NIBA Brokers’ Guide. For more information and to download a CPD reading record sheet, visit www.niba.com.au/unstructured-cpd. Members can claim a maximum of 7.5 points annually for unstructured training (professional reading and individual research activities). Allianz and NIBA gives no warranty and makes no representation that the information contained in this publication dated March 2026 is, and will remain, suitable for any purpose or free from error. To the extent permitted by law, Allianz and NIBA excludes responsibility and liability in respect of any loss arising in any way (including by way of negligence) from reliance on the general information contained in this publication or otherwise in connection with it. The contents of this guide are protected by copyright. © Allianz Australia Insurance Limited (ABN 15 000 122 850) and National Insurance Brokers Association 2026.

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