New era for Brisbane Markets Limited

Central Markets are important links joining one vast horticulture supply chain. Fresh Perspectives provides an insight into this rich and varied industry, focusing on the characters, and characteristics, of the world of horticulture.

With the retirement of inaugural Chair Tony Joseph, the Brisbane Markets Limited (BML) Board has undergone a transformation with new leadership and new blood amongst its Directors and a clear mission to provide state-of-the-art infrastructure and services to facilitate the marketing and distribution of fresh produce.

Leading the pack

Both the new Chair, Anthony Kelly, and Deputy Chair, Peter Tighe, have served on the BML Board since 1999 when it was known as Landacq Limited – the investment company created to explore opportunities for an industry-driven markets precinct. Mr Kelly’s start at the markets occurred when he took on a role in the export/ import division of the Carter & Spencer in 1987. He then led the wholesale division and worked his way up to Director of the Group. “It was a great learning experience, and I loved every minute of those days. Working in the fresh produce supply chain is a very unique experience,” Mr Kelly said. “I have been ‘hands on’ in the markets and have been involved in industry bodies for long periods of time, including my recent election to the Board of Horticulture Innovation Australia Limited and chairing their advisory panels for international trade and market access. “This extensive experience provides me with a solid understanding of the fresh produce supply chain and Brisbane Markets. I think I have a strong understanding of what market businesses need to be successful, and if they’re successful, BML is successful.” Mr Tighe’s association started much earlier in life, when he used to join his father on the selling floor as a 17-yearold after his father purchased J.H. Leavy & Co in 1971. Along with his extensive experience as the principal of J.H. Leavy & Co, which he recently sold to Global Fresh Australia Pty Ltd, Mr Tighe served as a director of Brismark from 1988 until the conclusion of Brismark’s AGM in October this year. “Understanding all the facets of BML and its ownership role in managing the entire site for all of the tenants has been a constant learning curve. It continues to be a rewarding and challenging position that I enjoy to this day,” Mr Tighe said. 2022 will mark the 20th anniversary of BML’s purchase of the Brisbane Markets site from the state government, and both Mr Kelly and Mr Tighe said it was a very exciting time at the markets and both wanted to play their part in the historical milestone. “By that point the markets were in my veins, I loved the passion of the people who worked here and those that put their hands up to contribute to the purchase,” Mr Kelly said. “I was president of Brismark at the time of acquisition so initially being on the BML Board felt like a natural progression for me.” Mr Tighe said, “I joined the BML Board because the mission to purchase the site was something I wanted to be involved with. It provided an exciting plan for the future of the market and all the businesses that called it home.”

New directors, long history

The two new Brismark-appointed Industry Directors, Nicole Radice from HopgoodGanim Lawyers and Stephen Edwards from Murray Bros, will provide a fresh perspective for the BML Board but their association with the markets extends back decades. Mrs Radice has considerable experience as a practicing lawyer with a focus on corporate governance, having been with HopgoodGanim for over 24 years, and first became involved with the markets at the time of its acquisition from the state government. “Since then, I have worked with BML and Brismark in a number of areas, such as advising on capital raisings, preparation and review of contracts, and the acquisition of interests in the Perth and South Australian central markets,” Mrs Radice said. “I feel my involvement as an external adviser has helped me to develop an understanding of the business and joining the Board provides an opportunity to continue to enhance my understanding and to use my skills and experience in a more involved way. “The Board and Management team at BML are of an exceptional standard, so I am very confident that my transition into the role will be well supported by the hard work and dedication of those I am joining.” Mr Edwards said that the growth of Brisbane Markets had instilled a desire to contribute to the process as a director.

While his 25 years’ experience of overseeing the growth of a range of services, including import and export logistics, prepacking, ripening and thirdparty logistics, and the challenges and benefits those services bring, is sure to prove beneficial to the BML Board, Mr Edwards understands the importance of juggling differing responsibilities. “The reality is that when you put your hand up to be a director, you have to learn to wear multiple hats and, over 25 years, I’ve learnt the process and the discipline of being focused on the specific hat you’re wearing at any given time,” Mr Edwards said. “When acting as a Director of BML I must and will be solely focused on what is in the best interests of BML Shareholders and stakeholders.”

Looking to the future

When considering the future, it is important to reflect on successes and improvements that have been made, by BML, individual businesses and the markets as a whole, over the past 20 years. “Brisbane Markets is much more professional now. The management and infrastructure has improved greatly,” Mr Tighe said. Mr Kelly agreed, saying “Much has changed since the purchase of the site. The professionalism of the businesses who offer outstanding facilities for postharvest handling stands out. “Developing these facilities has required large investment and that can only happen if there is confidence in the industry and in the Brisbane Markets site at Rocklea. I believe that confidence has grown exponentially since acquisition, because tenants have seen the management of the site improve substantially.” According to Mr Kelly, the greatest opportunities in the fresh produce industry come from improving the speed of the supply chain by continually increasing investment in logistics. “The central market system is in many ways the backbone of the supply chain for horticulture,” Mr Kelly said. “Volume and pricing continue to improve despite years of naysayers predicting otherwise. The central markets offer growers more choice and confidence. “Most central markets in Australia, including Brisbane Markets, are now considered iconic sites and are classified as essential services, because they play a huge role in our economy and provide employment to many people.” When it comes to BML’s future opportunities, growth is essential to ensure the supply chain is strengthened. “BML’s growth over the last 20 years has been very strong and we must continue to grow in sync with stakeholders and the needs of the industry,” Mr Kelly said. “Further expansion and updating our current infrastructure within the markets precinct present great opportunities for BML, along with the management of our off-market investments such as Perth Markets,” Mr Tighe said. Both Mr Kelly and Mrs Radice said that rising costs will present a challenge for the organisation. “The post-COVID decade will throw up unique challenges with signs already of increasing building and maintenance costs along with wage inflation,” Mr Kelly said. Mrs Radice agreed, saying “In the current climate there is a significant amount of pressure on construction costs and availability of materials, and this may present a challenge for BML”. For Mr Edwards, BML’s management of the markets infrastructure is both a challenge and an opportunity. “The challenge is keeping the infrastructure up to the task of meeting the needs of developing services,” Mr Edwards said. “The type of services we can offer all have stringent requirements for high quality infrastructure, such as temperature-controlled warehousing and high levels of quality assurance. “If we want to increase the volume of produce throughput on the same market footprint, then it’s a matter of continuing to develop that footprint to cater for those increasing volumes. “BML needs to keep up with the demand for developing services and working out how, logistically, that works with the flow of product through the markets.” However, all Board members agreed that BML was up to meeting the challenge. “This organisation has a great ethical culture that permeates throughout and is well placed to execute on any opportunity that presents,” Mr Kelly said.

Anthony Kelly

Peter Tighe

Nicole Radice

Stephen Edwards