GROUNDSWELL RRP $8.95
PRESIDENT’S MESSAGE
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05 12 CONTENTS 3
PRESIDENT’S MESSAGE
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CEO’S MESSAGE
Simon Gomme
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SCOTSBURN NURSERIES: CLEBRATING 90 YEARS
President, NGIV
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SUPPORTING YOUR STAFF DURING COVID-19
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HORT MASTERCLASS A KEY TO SUCCESS
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INDUSTRY PLEDGE FOR SUSTAINABLE PACKAGING
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GET THE TOOLS TO GROW YOUR GREENHOUSE
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A NEW DAWN
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GOVERNMENT GREENING COVID-19
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INDUSTRY RELATIONS UPDATE
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OUR INDUSTRY LOSES A GREAT – FRANK LUCAS VSGP: RECORD BREAKING ENTRIES
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TRADE DAY REPORT
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NEXTGEN: HALIL SAHINGOZ
Our front cover: Scotsburn Nurseries highly appealing Lotus Bertholeti
scotsbur n ‘Victoria’
ry’ urse s first certified EcoHortTM seedling n
www.scotsburn.biz
Volume 31 Number 8 August 2020 PUBLISHER NURSERY & GARDEN INDUSTRY VICTORIA PRESIDENT Simon Gomme CEO Craig Taberner CONTRIBUTORS Simon Gomme, Peter Douglas, James Edge, Leigh Siebler, Craig Taberner, Nan Cleven, Matt Ross, James Lucas
2020 has been a year of much uncertainty for all of us and as we face another period of lockdown, I can assure you I’m not immune to the fears and doubts that so many are going through right now. This is unparalleled, there’s no blueprint as to how we navigate this moment. But we’re all in this together, we will get through this and we must practice kindness and empathy along the way. I’m delighted to see that Beyond Blue have provided an article for this month’s Groundswell, highlighting ways employers can support their staff and themselves. Whilst COVID-19 has obvious physical risks, the unseen mental toll it’s taking on people can’t be ignored. The uncertainty will be having an impact on your employees. They need you to communicate regularly, transparently, and compassionately with them, and in doing so you will be rewarded with a workforce that feel supported and looked after. Like the previous Government Restriction Stages, we are extremely grateful that in Stage 3, businesses within our sector can continue to trade. This is testament to how much plants have to offer right now. It’s up to us all to keep reminding the public of this and support our customers through education and encouragement to enjoy success. The team at NGIV continue to do a great job in communicating the many different permutations for your businesses; everything from interstate travel updates and grant opportunities to human resources and industrial relations updates. I’ve also attended a number of the webinars NGIV have organised and would encourage you to do the same; between us all we have so much knowledge and insight, the webinars are a chance to bring it all together and support one another through this moment.
ADVERTISING NGIV T: (03) 9576 0599
Again, I’d like to encourage all of you to be proactive in your business operations and to do so with a clear and strategic plan.
ADDRESS Unit 3, 307 Wattletree Road, Malvern East VIC 3145. MAILING ADDRESS P.O. Box 2280, Wattletree Road LPO, Malvern East VIC 3145.
Keep up your wonderful work, don’t get complacent and of course happy trading.
TELEPHONE (03) 9576 0599 | FAX (03) 9576 0431 EMAIL ngiv@ngiv.com.au | www.ngiv.com.au FINISHED ART Vale Graphics M: 0409 88 77 06 E: angie@valegraphics.com.au PRINTING Norwood Industries 6 Wedgewood Road, Hallam VIC 3803.
Simon Gomme President, NGIV Powerplants Australia GROUNDSWELL AUGUST 2020
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CEO’S MESSAGE
Worksafe Victoria, and the suite of resources housed in the members section of ngiv.com.au. We are working hard behind the scenes to bring you the latest news on everything from business stimulus packages to interstate travel. Make sure you’re subscribed to our weekly newsletter to get the latest news.
Craig Taberner CEO, NGIV Just when you think you’re getting to grips with this new normal, COVID-19 delivers another unpleasant surprise. It’s been a week of further lockdown restrictions, interstate travel complications and most concerning, a spike in cases in Victoria With so much talk of how it affects business and our industry, it’s a timely reminder that this is so much more than that, lives are at risk. With that in mind I ask that you do everything you can to operate your businesses in the safest way possible. The wellbeing of yourself, your employees and customers is paramount. Familiarise yourself with the latest advice from the Department of Health and Human Services, the World Health Organisation,
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On a more positive note our careers video targeting school leavers has received outstanding feedback and is reaching its desired audience through educational bodies newsletters, social media pages and websites. Our Victorian School Gardens Program were flooded with applications in a record-breaking year for the Grants Program. And our Rediscover Your Garden campaign continues to engage the novice gardeners. The achievements of these projects deliver big benefits for the industry; whether it’s inspiring the next generation of horticulturalists to bring their careers to life, sowing the gardening seed early with school students, or helping new green thumbs to achieve success. We will continue to bang the drum for this wonderful industry. Stay safe and please don’t hesitate to contact us if we can be of assistance. Craig Taberner CEO, NGIV
PROFILE: SCOTSBURN NURSERIES
Scotsburn Nurseries: Celebrating 90 years By Peter Douglas
Scotsburn Nurseries was established in 1930. These days it’s run by Peter Douglas and Mark Heaton, supplying Melbourne and Victoria’s best independent retail nurseries. But there’s a whole lot of history and stories in the preceding 90 years. Managing Director, Peter Douglas takes you on a journey through time; to meet the incredible characters that came before him and reveal the twists and turns the business has taken. For Peter it’s been a fascinating process to uncover the origins of Scotsburn Nurseries and in particular the lives of Fred Linton, the founder in 1930 and his grandfather Dave Wood, who purchased the business in August 1945. A big thank you to Peter for sharing his findings in Groundswell. The origins of Scotsburn The Melbourne Hunt Club was founded by Mr George Watson in 1852. Watson had only arrived in Australia from Ireland in 1850 and he is famous in racing circles as a rider and administrator. He was Master of Hounds at the Hunt Club until his death in 1906, a steward at the inaugural races at Caulfield in 1859 and starter of the first Melbourne Cup in 1861. From 1887-1929 the Melbourne Hunt Club’s well-heeled members chased foxes and sometimes kangaroos over sandy, scrubby country full of “swampy depressions” covering East Oakleigh and running north as far as Box Hill. “The swampy parts had dense tea tree and the open parts were bracken covered”. According to family lore, The Hunt Club called this the Scotsburn Estate. The term “burn” comes from the North of England and Scotland meaning stream or more generally fresh water and can be seen in many names like Blackburn and Melbourne. The township of Scotsburn just out of Ballarat was originally Scots Marsh, named for the local landholders and later changed to the more attractive Scotsburn. The Melbourne Hunt Club’s estate is likely to have been named after Scotsburn, a marshy area of Ross-shire in the Scottish Highlands. Melbourne went through a rapid expansion phase through the 1920’s and the best of the Hunt Club’s land began to be taken up for grazing and market gardening. The Club was finally forced to move to Cranbourne in 1929.
Top: Fred Linton, 1933 Bottom: David Wood
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Harry and Adeline’s eldest son, Frederick Henry Burkinshaw (Fred) was born in January 1908. We don’t know a great deal about his early life other than he left formal schooling aged 14 or 15 and that he worked with his father, growing and selling plants. Aged 22, 1930 was a big year for Fred. He married Elma Elizabeth Mullens and purchased a block of land around the corner from his father’s Centre Road nursery in Scotsburn Avenue. With some of his brothers he established his own nursery business, Fred Linton Nurseryman. In early 1932 Fred and Elma “set up home in Scotsburn Avenue”. It’s fair to assume that Fred built the small weatherboard house himself. Fred and Elma had three daughters followed by a son, Young Freddy born in 1941. Jennifer (Jenny) was born in 1950 after the tragic loss of Freddie. Fred’s business was mixed as many were at the time. Production was in ground, making the most of the fine sandy soil. The soil was not especially fertile but it was easy to work and drained easily after rain. As well as the famous golf courses, the area was littered with pits where the sand was extracted for building, landscaping and industry.
David, Glenda and Robert Wood
The Scotsburn Estate was divided up leading to the establishment of the suburb Huntingdale and three famous sand belt golf clubs: Huntingdale, Commonwealth and Metropolitan.
The Linton Family. Henry (Harry) Linton and his wife Adeline raised a family of five boys and one daughter in Elsternwick. Harry was a maintenance man and builder for the Education Department and grew flower and vegetable seedlings on the side. He and his boys sold their produce door to door to their neighbours. Presumably through the process of the Melbourne Hunt Club moving Harry purchased a block of land in Centre Road Clayton in 1929 and started his own nursery. Harry’s third son Ern took on his father’s business on returning from WWI service and with his children Ernie and Lettie, Ern A.B. Linton ran it until sometime in the 1980’s. Ernie started Speciality Trees in 1977 to supply advanced Eucalypts to the Knox City shopping centre. Harry and Adeline’s second son, Bill, established a wholesale nursery and flower business in Frankston. Over time Bill’s business W.J. Linton and Sons grew potatoes, Ericas and Proteas before Michael Linton crossed into retailing and established ‘Linton’s Garden and Home’ on the Nepean Highway at Mt Eliza. The youngest sons Les and Stan started their own nursery business that branched into Nobelius Nursery, Din San Nursery and Warren Park Nursery. 06
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Plant selection is somewhat mysterious. On one photo, Fred noted, “Our nursery where we grew 200 tobacco plants in 1933”. Wood family tradition holds that Fred grew cut flowers and supplied them to various suburban florists and nurseries and at some point, he started selling at The Queen Victoria Market. As evidenced by the production of tobacco plants, Fred and his brothers would have a go a pretty much anything they could grow and sell. Cut flowers grown included delphinium, russell lupins, aquilegia, ranunculus, anemone, statice, stocks, polyanthus, violets, sweet william and more. The favourites were poppies and gum. The poppies were cut with long stems, the cut ends singed with flame to help them last and then they were bunched with coppery gum tips collected from the local scrub. Herbaceous perennials were especially valuable as the flowers would be sold in Spring and Summer and the crowns lifted in the Winter and sold at the market wrapped in newspaper. Any business of the 1930’s cannot be considered without factoring in the Great Depression. It’s notable that in the worst period of the Depression, 1930-32, Fred’s small business supported his growing family and a small team at the nursery. Australia’s unemployment rate was recorded as high as 32% in the early 1930’s and the loss of jobs was most severe in Sydney and Melbourne. In his book, “The Myth of the Great Depression”, David Potts (Scribe 2006) argues that by the beginning of World War II Australian’s were actually healthier and hardier than they had been in the 1920’s. One of the key drivers of the improved health of the Australian community was the social response to the economic crash, “Very important was the introduction of the food dole. It was food coupons, so drunken men couldn’t just drink it in a rush at the pubs and so on, gamble it away or smoke too many cigarettes. There was a constant supply of food to the families, and people began to eat better in different ways, especially food from home gardens and from relatives sending food down from the country…”. According to Potts, the worst years of the Depression saw an u
PROFILE: SCOTSBURN NURSERIES
increase in market vegetable consumption “up 46 per cent – they were very cheap”.That increase was driven by homeowners converting their quarter acres to vegetable production and via produce sales through the markets. The primary wholesale market in Melbourne was the Queen Victoria Market.
Our nursery where we grew 200 tobacco plants in 1933
The ‘Vic Market’ holds a special place in the development of the nursery industry in Victoria. A wholesale produce market has operated on the current site at the top of Elizabeth Street from 1867. Construction of sheds A-F in the “Upper Market” site commenced in 1877 and by the 1920’s shed E was the home of plant sales. Garden plants were sold at other metropolitan markets including Prahran, Dandenong and South Melbourne, but a stand at the Peel Street end of E Shed at the “Vic” was the most sought after. According to the Generations of Growth – a history of the Nursery Industry Association of Victoria, “While the competition was often willing, it should also be noted that this industry was, and still is, comprised of people who would go out of their way to help another in trouble.” Trade at the Vic Market in the 1930’s and 40’s was wholesale 5.00am-8.00am; Tuesday, Thursday & Saturday. Retail trade was allowed from 8.30am-1.30pm. Retail trade was added from 8.00am on Fridays in the early 1950’s. Over time increasing space constraints and the development of retail sales led to the development of the Footscray Wholesale Markets that were opened in 1969 and operated until moving to Epping in 2015. The move to Footscray led directly to the Nurserymen’s Association (NGIV) establishing Trade Day at Caribbean Gardens. Fred would load the truck for Market on the afternoon prior. In Spring that was often the evening prior and the loading was completed using hurricane lamps. Three mornings a week he u
natives / exotics / grasses ornamentals / contract grow specialists
INFO@TALL A TREES.COM.AU (03) 59830 166 | TALL TA TREES.COM.A T U GROUNDSWELL AUGUST 2020
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Wood family
would head off at 4.00am, and regularly would be in bed by 8.00pm. On his way home from market Fred would drop off deliveries at selected customers. At Vickerman’s Florist, Balaclava, Fred met and befriended 16 or 17-year-old David Wood.
Uncle Dave (David Wood) David Oswald Wood was born in July 1915. He was the 10th son of Frederick George Wood’s twelve children. Frederick George arrived in Australia with his family as a 16-year-old in 1886 and was a nurseryman his entire life, working for Nobelius in the Dandenongs, the Orangeries in NSW and John Riddoch opening the Coonawarra district in South Australia. FG Wood is recorded as maker of the first Coonawarra vintage in the Autumn of 1894, he also ran his own nursery in Deepdene for a period. David, like a number of his brothers followed his father into the nursery trade.
caused him trouble as the boys should have been in school at the time of the incident. After his mother’s death his older siblings moved away, and his younger sisters went to live with relatives. Dave had to fend for himself. During his years at Caulfield Tech he supported himself with a paper round and boarded with a Mr & Mrs Evans. At the end of the 1930 school year, aged 15 David Wood got a job as “Florist’s Boy” at W.T. Vickerman Florist of Balaclava. The Florist’s Boy’s primary work was deliveries by bicycle and David long remembered delivering floral baskets to passengers leaving Port Melbourne. It’s fair to say the tips he picked up left a lasting impression. Fred Linton got to know young Dave at Vickerman’s and offered him a job as his Market Man, as soon as Dave could get his driver’s licence.
Life was pretty tough as the youngest boy in a nurseryman’s family in the 1920’s, you had to learn to stand up for yourself. This became even more critical when David’s mother Elizabeth died in 1925. Frederick’s life disintegrated, helped no doubt by his love of the punt. David remained quite bitter about his upbringing and it shaped his attitudes to money and responsibility. Frederick’s eldest grandson Fred of FG Wood Nurseryman (Dave’s nephew) had a quite different appreciation of his Grandfather as old Frederick kick started Fred’s nursery business with a loan after a big win at the races.
Dave flourished at the Vic Market. He was industrious and had rogue’s charm. While he was never one for the written word his basic arithmetic was second to none. In 1935 he met Emma Glenda (Glen) Causon at the Four Fours social club in Oakleigh, they married in January 1937 and built their own home in Hatter Street, Oakleigh. A son, David Robert (Robert) arrived in 1938 and a daughter, Janet (Jan) in 1943. Everyone had a nickname, to Glenda, David was Woodie. Later David became generally known as Uncle Dave in the nursery industry, quite simply because he was Fred’s uncle despite being only a few years older, and perhaps because both Fred and Dave were larger than life.
Young David was no scholar, but he was athletic. He attended Oakleigh State School and spent two years at Caulfield Technical School where he won the under 15 School Athletics Championship in 1915. He also received a valour award after saving one of his brothers from drowning, although this
When war was declared in 1939, compulsory military service in the Citizen’s Military Force (CMF) was introduced for all men aged 18-35. Fred was 31 and Dave only 24 and they both had young families so neither were in a hurry to join the AIF. As Fred’s business produced vegetable plants deemed essential u
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PROFILE: SCOTSBURN NURSERIES
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to the War effort, they were both exempt from compulsory service although they were not exempt from the social expectation that young men should volunteer. David served as an Air Raid Warden. Business during the war was solid. Food rationing was introduced so many households expanded their veggie patches and there were enormous contracts for vegetable seedlings for commercial production. The NGIV’s “Generations of Growth” history reprints an order to Bone’s Nursery from SPC in 1942 for 750,000 Tatura Dwarf Globe tomato plants at 25/- per 1000 sound seedlings. Boomaroo Nursery probably handles orders of this size today, but modern-day Scotsburn Nurseries’ biggest single commercial order is well under 100,000 plants annually.
Scotsburn Nurseries Fred Linton and David Wood share a number of traits and sensibilities. They were of similar backgrounds and education, both kept beautiful home gardens and as older men they shared a passion for lawn bowls. Fred’s career indicates that he was a plants man who took great pleasure from propagating and growing plants, he also had a strong community service ethic serving as a City of Oakleigh councillor and Mayor and giving many years service to the Masons and the South Oakleigh Bowling Club. David was more driven to succeed, perhaps that was innate or perhaps it was due to his upbringing. He worked hard and by all accounts played hard and while he
was proud of the industry that he worked in; he was never regarded highly as a “grower”. Over the years he relied heavily on his nephew Fred, his son Robert, and later Nursery Manager Rod Dawson for growing expertise. What he did have was a passion to get ahead, a strong work ethic and an instinctive business acumen, which included a shrewd judgement of people and an abhorrence of debt. By 1945, Dave aged 30 was looking for greener pastures. He applied for the position of Garden Department Manager at the GJ Coles store No. 6, Swanston Street, Melbourne, but was unsuccessful. When David started looking for his own block of land to start his own business it appears Fred saw an opportunity. Fred offered to sell his business lock, stock, and barrel to David, including the house at 97 Scotsburn Avenue for £3500.00. In August 1945, the business changed hands. David and his family moved (much to Glenda’s disappointment) to Scotsburn Avenue and Fred’s family rented the Wood family’s Hatter Street home until their new home on North Road Oakleigh was built on the proceeds of the sale of the nursery. David changed the business name to Scotsburn Nurseries. Fred Linton quickly started a new business, Golf Links Nursery at the back of his North Road property near the corner of Golf Links Road. This business focussed on propagation of general lines especially hibiscus, the majority sold to his brothers. He ran Golf Links Nursery until retiring in 1967. Fred was a generous u
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and enthusiastic horticulturist, always happy to share his knowledge, a fact fondly remembered by the young Dutch immigrant who lived over the back fence of Golf Links Nursery. John Van der Horst started working for Fred after school, he now runs one of Australia’s premier retail nurseries and has served as NGIV president. Dave Wood grew his first large tomato contract in the Spring of 1945. Not long after it was planted out in Shepparton the entire crop was destroyed by floods and Dave received a second contract to replace the lost plants. This was a story he told with a broad smile until the end of his life. It is a story that epitomises his career. He was extremely lucky to take on the business as Australia entered the boom growth period that followed World War II, but he had the skill and ability to make the most of that good fortune. In his son Robert’s words “he didn’t gamble on long shots – only proven winners”. Fred (nephew Fred Wood) may have been out in front but Fred also incurred the costs involved in the trialling and innovation. DOW was only prepared to come along with the new ideas only when they were proven to be successful.” By the time he retired in the early 1970’s, Scotsburn Nurseries was the biggest bedding plant grower in Victoria. Of course, once he retired Scotsburn was quickly overtaken by businesses run by a new generation of industry leaders. But that’s a whole other story.
Dave in his prime
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Special thanks to Jenny Hill for photos and information on her dad, Fred Linton and to Robert Wood and Jan Douglas for their reminiscences and written memoirs.
BUSINESS NEWS
Managers, here’s how to support your staff during COVID-19 COVID-19 has created dramatic changes in the workplace. Depending on your organisation, you and your team may now be working remotely, running staggered rosters, or working modified duties on site. These changes, coupled with the ongoing health and economic threat of COVID-19, can have a significant impact on employee wellbeing. As a manager, it’s important to think about how to support your staff, particularly those struggling with stress and other emotions. Here’s what you can do.
Provide support, both in and beyond the workplace
Maintain regular catch-ups with your team
If one of your employees is struggling, be responsive. Where possible, approve requests for leave or consider arranging modified duties that will reduce the immediate pressure while enabling the staff member to stay connected to work.
Regular team catch-ups are an excellent starting point for maintaining a sense of connection with your team. While your current work setup may make these catch-ups trickier to implement than normal, they’re worth scheduling.
Look out for signs of struggle When it comes to assessing how employees are coping, keep an eye out for changes in demeanour. Body language (if you’re still seeing staff in person) can be a fairly reliable indicator of mood, as can the underlying tone of emails and phone calls and the speed at which employees respond.
If they need more structured support, connect them to your employee assistance program (if you have one) or to other high-quality mental health resources and services external to your organisation – it’s not your job to try and counsel them yourself but it is part of your role as manager to support them.
Keep an eye on your own mental health As a manager, it’s easy to get distracted by meeting the needs of those around
you while forgetting about your own, but it’s important to take the time to check in with your own feelings and make sure you’re still on track. Maintain regular catch-ups with your own manager or a trusted colleague who has some insights into your professional situation, and be frank about the challenges you’re experiencing both at and beyond work. Sharing your experiences with your team can also be beneficial – acknowledging the difficulties you are experiencing with this new arrangement can help staff feel more comfortable speaking to you about their difficulties early on and can also help you clarify your own feelings. If you need extra support, use the channels available to you both in and beyond your workplace.
Changes in attitude towards work and changes in productivity can also be signs that something isn’t right, although Gayed cautions that some productivity fluctuations are likely given that almost everyone is dealing with significant workplace changes.
Set up regular 1:1 meetings with staff you’re concerned about If you’re getting a sense that someone in your team needs support, make sure you follow up, preferably in a private setting or on a 1:1 phone/video meeting where you can encourage them to speak openly about their feelings.
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FEATURE: ENERGY SOLUTIONS
Masterclass key to continued career
success at Humphris Nursery By James Edge, Humphris Nursery A strong foundation of business skills is critical to strategic decision making and effective change management, to drive positive outcomes for Australian nursery businesses. That’s the philosophy of James Edge, National Sales Manager at Humphris Nursery, one of the largest wholesale plant production enterprises in Australia. Humphris Nursery employs over 100 staff over three sites in the outer-eastern suburbs of Melbourne, delivering a diverse range of quality products and services to several segments of the horticultural industry. With 18 years’ experience in the sector, James began his career in production at Humphris Nursery, being promoted to Production Manager within a few years while studying to achieve various qualifications along the way. “I worked as Head Grower within the business for a decade before being offered the role of National Sales Manager. Transitioning into sales, I already had a strong understanding of what products worked well within our growing environments, production systems and within our team capabilities,” James said. “Though achieving good sales growth early on, I was able to identify key business skills that needed further development.” Both understanding the value of development and continuing to grow with the business, led James to apply for a Masterclass in Horticultural Business scholarship in 2017. Facilitated by the University of Tasmania (UTAS), the Hort Masterclass is a ten-month course undertaken predominantly online. It offers a comprehensive and accessible program to those looking to accelerate and further progress their careers in the horticultural sector.
With funding from Hort Innovation’s Hort Frontiers Leadership Fund through the nursery levy and additional contributions from the Australian Government, this initiative is the first of its kind in Australia, working to equip nursery growers and managers with leadership and business management skills specific to the horticultural sector. “As a business, Humphris Nursery is committed to remaining at the cutting edge of technology and innovation, to continually improve on quality, efficiencies and productive outputs,” James said. “To remain at the forefront of growth amidst dynamic environmental and market conditions, it’s vital that we’re constantly looking for new opportunities to grow the business. “Over the past few years, we have acquired and developed more land, upgraded existing facilities, expanded our workforce and implemented new systems and automation, to improve production outputs. “The practical skills that I learned through the program have been critical during these times of change, from supporting the development of a more holistic strategic plan, to the day-to-day implementation of change both in the business and across the supply chain. “The strategic analysis and risk management aspects of the course has allowed me to more effectively assess return on investment for new business ventures and provide greater support across the business.” The Hort Masterclass offers a flexible online structure, covering several key modules such as financial management and law, supply chain management and logistics, people and culture, and business development and strategy. “As our business has grown, the skills I gained from participating in the Hort Masterclass have helped me develop as an individual and contribute at a higher level as a part of the senior management team within the business,” James said. “Having a greater understanding of the business as a whole, has enabled me to identify efficiency flaws or gaps in our day-to-day operations.
Humphris Nursery, Mooroolbark site
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“I’ve been able to make more informed, strategic business decisions, implement internal and external communications strategies to maximise sales and productive outcomes, develop and manage budgets and schedules more effectively, u
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James Edge, National Sales Manager, Humphris Nursery
and support the business with new projects and in decisionmaking processes. The financial management aspects of the course led me to develop a costing calculator, incorporating variable and fixed costs across the business to assess how we are costing our product and ensure we are remaining competitive in the marketplace.” To further his development, James has continued to engage in industry professional development courses, participating in the Green Industry Growing Leaders program in 2019. “This program was instrumental in helping me hone my leadership approach and skills, allowing me to be more effective at supporting employees and the wider business during times of change,” James said. The Hort Masterclass brings together students within the nursery industry and the broader horticultural sector, working to find solutions to shared challenges. “Through networking with peers across different industries, I discovered that the entire horticultural sector faces similar challenges to the nursery industry,” James said. “It was reassuring to hear that other industries were facing similar challenges both within our roles and businesses and provided a unique opportunity to share solutions and hear some of the strategies people implemented to overcome those challenges.” “By participating in this course, I was able to walk away content with knowing that I had a stronger personal and professional foundation, and a great platform to continually build on. “I would highly recommend this program to my peers, particularly those who are passionate about the industry, their business, and are looking to take the next step in their career. The skills learnt have been instrumental in my continued professional development, and ability to drive positive outcomes for the business.” Upon successful completion of the course, students graduate from the University of Tasmania with a Diploma in Horticultural Business and are invited to attend a graduation ceremony.
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INDUSTRY NEWS
Take the industry pledge today – sustainable packaging in horticulture On Friday 19 June, over 60 industry stakeholders attended the first industry-wide workshop on sustainable packaging in horticulture. The workshop, which was successfully conducted via Zoom facilitation was jointly hosted by the Australian Packaging Covenant Organisation (APCO), Garden City Plastics (GCP) and Greenlife Industry Australia (GIA). It was a follow up from the session on sustainable packaging conducted at the GIA Conference in Perth in March. Participants were provided with an overview of the packaging issue for Australia and heard about the challenges for the industry in relation to collection and sorting of PP5, as previously covered in our story on ‘Closing the loop on polypropylene (PP5)’ (by Gabrielle Stannus, 28 May 2020). The workshop identified an industry goal to increase its use of recycled PP5 from 8,000 tonnes per year to 12,000 tonnes per year, a 50% increase by 2025. The discussion identified that while plastic plant pots had been the initial driver for the program, all products made from PP5 including plant labels, trays, stakes and tags across the horticulture supply chain, could be included in the collection plan. During the workshop, it was emphasised that the PP5 recycling scheme
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was an ‘all of industry’ opportunity to support sustainable packaging in horticulture and open to all industry businesses. Workshop participants had an opportunity to contribute to the initiative through smaller breakout groups where they were asked to consider the national roll out of the program, identification of resource use and leakage points, and potential for the application of the Australasian Recycling Label (arl.org.au) and ‘Australian Made’ labelling for Australian PP5 plant packaging. Participants also had the opportunity to review and contribute to a draft Open Letter to the Horticultural Industry calling for packaging sustainability scheduled for public launch in August 2020. Overall, the workshop was very positive with participants from all sectors of the greenlife industry providing input into the scheme. It was acknowledged that the initiative provided an opportunity for the greenlife industry to maximise the resource recovery potential for PP5 in Australia and support consumer education for pot recycling pathways.
INDUSTRY NEWS
Sorting and collection process for pots will help the greenlife industry close the loop on polypropylene (PP5)
What can your business do today, to support sustainable packaging in horticulture? The workshop discussion was engaging and motivating, encouraging the actions needed by industry to ensure success of the scheme. So, what can you do today to support the initiative? Take the Industry Pledge to harmonise the use of PP5 plastic for all plant packaging and labelling in Australian horticulture at pp5.com.au Talk to your customers about the PP5 initiative and the recyclability of plant pots, labels, stakes and trays. Encourage them to visit www.pp5.com.au to learn more about the initiative and to support the scheme. For more information about the workshop and progress, please contact Jayne on (02) 8381 3700 or jparamor@packagingcovenant.org.au We’d like to congratulate everyone involved in this vital project including NGIV partners Garden City Plastics and Norwood.
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PRODUCTION: GREENHOUSES
Get the tools to grow your greenhouse By David Reid
Developed by Osborne Consulting Engineers and RMCG and funded by Hort Innovation using R&D levy funds, to improve the regulatory system for greenhouse construction and compliance. What is the Toolbox for Greenhouse Construction and Safe Operation? The Toolbox for Greenhouse Construction and Safe Operation is specifically designed for growers. It provides practical design, planning and prevention measures if you are wanting to establish, expand or modify a greenhouse or grow structure.
11. Fire (access and egress)
Medium technology:
12. Cladding and membrane light diffusion
» Medium level greenhouses are
13. General disaster control.
Defining your greenhouse
2. Overview of proposed changes to the 2019 National Construction Code
Greenhouses or grow structures are intensive horticultural structures for growing or propagation of plants, flowers and vegetables and excludes retail and wholesale nurseries and conservatories. There are 3 broad categories of greenhouses and grow structures referred to throughout this series of toolbox fact sheets. This helps to define the types and structures, and therefore the most likely common problems and solutions for each. The definitions are outlined below.
3. Local government approval processes
Low technology:
4. Fire prevention and safety
» These greenhouses are less than three
The toolbox provides a central information hub for growers to find information based on a particular grower activity or issue including: 1.
Getting the basics right
5. Working at heights and risk management 6. General design considerations 7.
Wind loads
8. Resistance of materials 9. Access and egress 10. Construction of exits
Low technology greenhouse
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GROUNDSWELL AUGUST 2020
metres in total height. Tunnel houses, or “igloos”, are the most common type.
» They do not have vertical walls and have poor ventilation.
» This type of structure is relatively inexpensive and easy to erect.
» Little or no automation is used.
Medium technology greenhouse
typically characterised by vertical walls more than 2 metres but less than 4 metres tall and a total height usually less than 5.5 metres.
» They may have roof or side wall ventilation or both.
» Medium level greenhouses are usually clad with either single or double skin plastic film or glass and use varying degrees of automation.
High technology: » High level greenhouses have a wall height of at least 4 metres, with the roof peak being up to 8 metres above ground level.
» These structures offer superior crop and environmental performance.
» High technology structures will have roof ventilation and may also have side wall vents. Cladding may be plastic film (single or double), polycarbonate sheeting or glass.
» Environmental controls are almost always automated.
High technology greenhouse
u
PRODUCTION: GREENHOUSES u
Getting the Basics Right Some of the most important initial considerations in establishing, expanding or modifying a greenhouse or grow structure development are covered below. This includes site selection, as well as siting and design techniques.
Site Selection Nurseries and protected cropping enterprises must comply with a range of regulations that are designed to protect the environment, including the local amenity as well as the health and welfare of human occupants. Appropriate siting can be considered the most cost-effective way of maximising environmental performance and reducing amenity issues such as odour, dust, noise, storm water management, visual
prominence and the protection of surface water and ground water. The following checklist identifies some of the factors you may wish to consider in selecting the right site.
» Avoid locations with extremely reactive soils. Extremely reactive soils may result in deep, highly reinforced concrete foundations and slabs (where applicable).
Planning policy:
Nursery Location
» The land should be zoned either
Amenity and environmental protection:
» Avoid land that has been identified
» Avoid locations that are in close proximity of towns, rural residential estates and hobby farms to reduce the likelihood of off-site impacts, objections to the application and having more conditions placed on the planning permit
» Ask Council where future residential development is proposed to avoid encroachment issues in the longer term
» Avoid locations within Declared Water Supply Catchments or land subject to flooding
Farming or Rural Activity Zone. for future residential development or development of earth resources.
Surrounding land use: » Consider surrounding land uses and whether there is potential for cumulative impacts such as odour, dust, visual amenity, water quality, due to proximity to nurseries or similar protected cropping enterprises.
» Areas worthy of consideration would generally have large scale farms, few rural houses and be surrounded by u vegetation.
GROUNDSWELL AUGUST 2020
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PRODUCTION: GREENHOUSES u
Site Layout and Size Amenity and environmental protection: » Consider the location, topography, size and shape of the site relative to neighbours taking into consideration prevailing weather conditions, particularly wind direction and potential risk of conflict with neighbours due to odour and noise issues.
» Sites for buildings and infrastructure should avoid rare or threatened species or ecological communities, areas of cultural heritage significance, drainage to waterways and wetlands.
» It is beneficial to purchase enough land to accommodate separation distances or buffers from sensitive uses within the property boundaries.
» The site for greenhouses and ancillary infrastructure should be relatively flat, cleared of native vegetation, setback from drainage lines and waterways and positioned in the landscape so that the topography provides natural screening, or a vegetation screen is provided around exposed sites.
» Buildings and works are designed and constructed to minimise their visual impact.
» Close proximity to power and water connections will reduce infrastructure augmentation costs.
» Located to minimise noise and light impacts on neighbours.
» Location of access points may be stipulated by Council or Roads Authority.
Internal roads and parking: » Designed and sited to minimise noise
Infrastructure Site access: » Road and bridge infrastructure that provides access to the site should support B-double transport.
and light impacts on neighbours.
» Designed and constructed to shed water to appropriate drainage. If relevant, Council may stipulate design requirements in Development Approval (DA).
» Direct connection to major transport routes.
» Routes that avoid urban and residential areas.
» Design of access may be regulated by Council or Roads Authority.
» Appropriate drainage and outside
Power: » Three phase power is generally required for medium to high technology greenhouses.
» Natural gas (or an alternative) is essential for medium to high technology greenhouses.
flooding zones or overlays.
Vehicle access points: » Should provide for safe, all-weather entry and exit for the number and types of vehicles with consideration for local road and traffic conditions.
Water: » Reliable supply of suitable quality water. » Appropriate areas for storage of water for general use and/or firefighting.
» Avoid locations near town storm water systems.
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GROUNDSWELL AUGUST 2020
u
PRODUCTION: GREENHOUSES
u
Siting and Design Techniques The next important step is to think about where the structure(s) will be located on the site and what it will be built from after selecting an appropriate site. The aim should be to improve design outcomes and reduce the potential impact of large structures.
Siting of Structures To achieve this, it is preferable the structure is located on land that fits with the surrounding gradient (topography) and considers other features such as vegetation characteristics, erosion prone areas, bush fire hazard areas, key views and local amenity
On flat land it’s important to: » Locate structures with sufficient setback from roadsides and adjoining property boundaries.
» Utilise existing vegetation on the site to provide natural screening
» Avoid siting structures directly in the view line of adjacent roads and dwellings.
These siting guidelines assist in ensuring minimal earthworks and drainage design and construction is required, as earthworks can be a costly element of any construction project.
Design and Materials It is essential to maintain a high standard of amenity and presentation with all nursery structures. This can be achieved for:
» Low and medium technology greenhouses or grow structures: through regular maintenance and replacement of the plastic and frames.
» High technology greenhouses or grow structures: by reducing building bulk, using non-reflective materials that blend with the dominant colours and textures of the surrounding environment. Another key aspect is to mass, or group, structures together to limit the scattering of structures across the site. This can be assisted by:
» Restrict development in areas that are
» Providing enough adjoining open areas
and site structures.
» Avoid siting structures on very steep slopes (greater than 1 in 5).
» Locate structures to follow the contours of the land.
sheets should I read before proceeding with a development? » What do I need to consider when choosing the nursery location, site layout and size? » What are the infrastructure requirements for the type of structure I want to develop? » Where should I locate the structures on my site? » How should my proposed structure be designed and built? » Who should I contact to discuss the siting and design requirements? (e.g. local Council, roads, environment protection, natural resource management, water and/or fire referral
roadsides and dwellings on adjoining land.
» Keeping the footprint of the structures
» Maintain existing ridge line planting
» What relevant Toolbox fact
» Avoiding structures adjacent to
If the structure must be on hilly land, then you may need to: visually prominent or highly exposed
IMPORTANT QUESTIONS TO ASK
below 60% of the total site area. to allow structures to be extended if required.
» Ensuring sufficient distances between buildings to reduce risk of fire spreading.
» Maintaining vehicle access points and doorways to easily service the structure.
NEW WEBSITE LAUNCH
We are excited to announce the launch of the SureGro TreeMax newly designed website. We hope you enjoy a more informative and easy to use on-line purchasing portal.
T: 1800 550 000
www.suregrotreemax.com.au GROUNDSWELL AUGUST 2020
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INDUSTRY NEWS
A New Dawn After 21 years of dedication and service to our industry, Dawn Brand is ready to start a new chapter and we wish her all the best. In June 1999 I commenced employment with Colegrave Seeds as a receptionist, approximately 3 months later I was promoted to Customer Service joining a very experienced and knowledgeable Hans Matse, sadly no longer with us. At that time, I had an extreme interest in horticulture and absorbed a lot of product knowledge from Hans, 40 plus years as a nurseryman, he was a wealth of information. He really did know it all! Sometime later, Colegrave Seeds was sold to the Ball Corporation in Chicago. Colegrave Seeds became Ball Australia. The Ball Corporation purchased the old Van Wyk nursery site in Keysborough. John Graftdyk and Simon Gomme developed it into a world class plug production nursery installing mechanised infrastructure from Holland. I worked hard with this progressive plug nursery for almost eight years in customer service before Simon Gomme, Managing Director, gave me the opportunity to step up. I had a mixed role and believe me it was a day to day juggle being the Event Co-ordinator of Hortivations, as well as Marketing, Advertising and Sales Account Manager. Simon Gomme and Tony Collins were two great mentors. The following year I was appointed Southern Sales Manager and Customer Service Manager which after time became a very challenging and mixed role too. I continued my career with Ball Australia as Southern Sales Manager from 2007–2018. During this time, Paul Boland implemented the move to another improved world class facility at Skye, the largest plug facility in Australia. This facility was
amazing and a pleasure to work in. I was blessed to work in this brand-new facility and given the opportunity several times to travel to the European and US Pack trials, hosting customers from nurseries all over Australia. The last two years, I had the pleasure of working with the team at Greenhill’s Propagation Nursery, working for a very caring and respectful family business. Over these years I had to learn a whole new product range which at first was challenging. Mostly I enjoyed the friendliness and family like work environment. Leah and Mark are amazing people and bring a lot to ensure their staff are happy and well looked after. On my journey, one thing I have learnt, you never stop learning about plants. There are so many varieties, unique and different. I must admit I love colour! Colour your world, yes! I must have been brain washed. My love for horticulture has not just been about the plants but about the people. Some of my customers have become like family, sharing stories about our lives, supporting each other through the good and bad times. Most of all I will miss the people in this industry, I have found them to be passionate, kind, caring and souls of the earth. My next venture is about to begin, my partner Wayne and I are moving to Yarrawonga for a more relaxed country lifestyle, preparing for retirement, we have acquired a home near the lake and look forward to lots of good times spent with my family and friends.
Proud Partners of NGIV Technology is what we do, innovation is what we live for Follow Us
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INDUSTRY NEWS
Government Greening COVID-19 Here’s a summary of work done by Greener Spaces Better Places to understand current attitudes, concerns and needs of green space professionals at local and state levels of government in relation to the COVID-19 crisis, including: • the current state of urban greening programs • key challenges to maintaining them • immediate opportunities that exist to support green space professionals to continue to deliver the health and wellbeing, environmental and economic benefits that vital green spaces provide. Based on the research, there are three immediate opportunities for Greener Spaces Better Places and the nursery and garden industry to support councils.
1 Research Evidence While usage and appreciation of urban green space appears to be at an all time high, there are no statistics to back this up. There is a one in a lifetime opportunity to gather this information while behaviours and attitudes are changing, and promote activities that encourage longer-term behaviour change. It appears that Councils and State Government do not have the capacity to undertake research or gather this data at this stage, but there is an opportunity to do so.
2 Enable private greening
3 Seek funding
The increased interest in greenlife and gardening among consumers due to the COVID-19 situation offers the opportunity to continue setting the agenda of what people can do in their home and on private land to contribute to their own health and wellbeing – as well as support their local economy. However, some people feel unsafe accessing plants and trees and some council tree giveaways have also been cancelled. As such, fulfilling demand has become more difficult at a time when understanding of benefits are highest. There exists opportunity for councils wishing to promote private urban greening to work with local nurseries to fulfil this demand.
The biggest challenge facing many councils is that they are not generating enough revenue through rates, fees and charges, parking and other assets to ensure that they can continue spending on projects as they have done. Given that no criteria appears to be set for how and what local government stimulus packages will be for, there is an opportunity to make a compelling economic, environmental, health and environmental case for ensuring that projects with green space outcomes are prioritised.
The Greener Spaces Better Places team would be very happy to elaborate on any of these findings, as well as answer any questions that you may have. If this is something that you would be interested in, please contact hello@greenerspacesbetterplaces.com.au View the full report at greenerspacesbetterplaces.com.au
GROUNDSWELL AUGUST 2020
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INDUSTRY NEWS
Industrial Relations Update Nursery Award 2020 As you are now aware, the Fair Work Commission announced a 1.75% increase to the National Minimum Wage following its 2020 Annual Wage Review. The increase applies to awards in three stages, and the Nursery Award is a Group 3, meaning the new increase will apply from 01 February 2021. Fairwork will update the Nursery Award pay guide with this increase late January 2021.
Unpaid Pandemic Leave and Annual Leave at Half Pay Extended The Fair Work Commission has extended the entitlement to unpaid pandemic leave and annual leave at half pay in 63 awards.
Schedule X (which provides the entitlements) now applies until 30 September 2020.
What is Schedule X? Schedule X is a temporary schedule in some awards. It gives employees:
» 2 weeks of unpaid pandemic leave » the ability to take twice as much annual leave at half their normal pay if their employer agrees. The Schedule was added into these awards on 8 April 2020 and has been extended until 30 September 2020. For more information about the entitlement to unpaid pandemic leave and annual leave at half pay, including when and how these provisions apply, go to coronavirus.fairwork.gov.au
Casual Employees On 20 May 2020, the Full Federal Court of Australia handed down a decision about casual employment and leave entitlements in the case WorkPac Pty Ltd v Rossato [2020] FCAFC 84. WorkPac have applied to appeal this decision. The final outcome of this case, may result in significant changes for casual employment going forward. What this case does highlight is that it is timely to think about the casuals employed in your own workplace and to be proactive in your management of them. Find out more at fairwork.gov.au
Insurance for all seasons Nurseries and garden centres have risks that are as ever-changing as their products. From the plants and the buildings they thrive in, to the products they need to grow and any other lines of business you’re cultivating, your risk profile is as unique as your business. That’s where we can help. Our insurance brokers know your industr y and the risks that your business face, both ever yday and season to season. We will help provide your nurser y or garden centre with the right protection. Yoou can rely on us to take care of all your Y insurance and risk needs, while you focus on growing your business.
For an informal chat, contact us on 03 9412 1555 or visit ajg.com.au/nurseries
ajg.com.au/nurseries
Cover is subject to the Policy terms and conditions. Y Yoou should consider if the insurance is suitable for you annd read the Product Disclosure Statement ((PDS) and Financial Services Guide (FSG) before making a decision to acquire insurance. These are available at www.aajg.com.au. REF2038-0419-3.1
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GROUNDSWELL AUGUST 2020
INDUSTRY NEWS
Our industry loses a great
Record breaking entries for VSGP's Grants Program
By James Lucas When my dad was getting his nursery started, he had his first business cards printed and on these cards he titled himself as a Horticulturist. For doing this he was mocked by other nurserymen, but Frank was a truly great Horticulturist and he turned out to be one of the most respected and revered. He had one of the best Horticultural libraries I have ever seen in a nursery. He enjoyed studying horticultural technology extensively and was one of the leaders in making rare and beautiful plants more affordable and abundantly available. In the 60’s, when Frank started, a 6ft Silver Birch cost ⅓ of a week’s wage and was only affordable by the wealthy. Today a 6ft Silver Birch can be purchased for no more than an hour's labour thanks to Franks efforts. Frank was a leader in establishing the technology process and thinking that lead to the Horticultural revolution in Australia. He mastered and specialised in growing plants from seed, cutting propagation and grafting. He was one of the earliest to put in a quarantine house and import new plants from overseas, bringing more varieties and choices for growers this included the James Stirling Pittosporum to the people of Melbourne. At his peak of his professional career, Frank had 50 acres of nursery, 35 staff and produced nearly 2,000,000 plants a year. His legacy and love of plants lives on today through his family. His nephew, Glenn Fenton continues the operation of Frank’s business, Nationwide Trees. His son James operates a specialist succulent nursery, Succulents Australia and son Chris runs his retail nursery Hello Hello Plants. Frank’s grandson Eugene and granddaughter Amber own and operate their own wholesale nurseries, Farm Fodder Trees and Yamafuki in the hills where they grew up. And many of Victoria’s successful nurserymen owe their successes to the lifelong work of Frank Lucas. We will miss you dad. Frank Lucas passed away last Saturday 4th July at the ripe old age of 91.
Our Victorian Schools Garden Program (VSGP) achieved record entries for this year's Grants Program, with over 450 entries from 265 schools. The program aims to inspire school communities to make the most of their outdoor spaces and promote a lifelong connection with the natural environment. Like many others in these difficult times, schools are realising the important role that gardening and school gardens have to offer their students. The record number of entries is also a win for the industry, budding horticulturists across Victoria will be exposed to the joys of gardening, perhaps for the first time. A big thank you to our members Multicrop, Anco Turf, Australian Growing Solutions, Fleming’s Nurseries, Monbulk Rural, Takasho and Warners Nurseries, for providing prizes for their grant categories.
“
It is encouraging to see so many schools seeing the value of garden projects right now. The influx of entries is fantastic, although it does make choosing the successful schools a real challenge.
”
Tania Karamitos, VSGP Program Co-ordinator GROUNDSWELL AUGUST 2020
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INDUSTRY NEWS
July Trade Day report
By Nan Cleven
«
A quiet start to the day for the second of our Trade Days of the Winter season. After some very cold weather of late, dropping down below zero in many regions, some patches of sunshine mid-morning to shake off the early chill.
With a carefully controlled start to trade the new norm – for now – buyers and members respectfully adhered to safety protocols in place for the current Covid-19 situation.
« After some 21 years in the industry, this was (perhaps!) the final Trade Day for a very popular figure, Dawn Brand reflecting on her past two years with Greenhill’s Propagation – with her former colleague, Kate Grant of Ball Australia. On behalf of all members, our best wishes to Dawn as she contemplates a move to Yarrawonga and a change of focus into the hospitality industry.
ESTABLISHED 1998
WHOLESALE NURSERY | LAND ANDSC DSCAPING AND SEASONAL LINES BORDERING PLANT OPTTIONS | POTTED PLANTS
JMK NURSERY 160 Wandin Creek Rd Wandin East VIC 3139
E jmknurser y@bigpond.com 24
|
T 03 5964 2971
GROUNDSWELL AUGUST 2020
|
jmknurser y.com.au
The August Trade Day will be our next Awards Day – a chance for buyers to recognise customer service and presentation by stand holders. Nomination forms will be available on the day.
Winter Gala day sponsor Bronze Industry Partner
RETAIL STATE OF PLAY SPONSORED BY:
Enjoying the chance to have a chat, NGIV CEO Craig Taberner, and Communications & Marketing Officer, Matt Ross caught up with Malcolm Calder from Transplant Systems.
The Caribbean crew of Susie and Glenn manned the coffee cart, as always a very popular spot, highlighting NGIV Bronze Industry partner, Transplant Systems as our sponsor of the day. In these times of challenge and uncertainty, Malcolm reflected that, “It has been a privilege to attend Trade Day and reassure everybody that our industry is robust and incredibly viable. The solidarity we can share is important as we all look forward to many more Trade Days ahead. It is vitally important to reassure everyone that Trade Day will continue now and into the future”
NGIV Trade Days remain at Caribbean Gardens Market site As many of you will be aware, the management team at Caribbean Gardens announced their plans not to reopen their weekly market. The trash and treasure market, which has been trading since the 1970's, closed in April 2020 due to COVID-19. At this stage the market closure does not impact NGIV’s capacity to deliver our Trade Day's from the Scoresby site. NGIV has a current contract in place and has had preliminary meetings with the Caribbean Gardens management team, who indicated that they would like to undertake discussion to extend our lease. It is therefore NGIV’s understanding that there is no immediate plans in place to replace the market lands, even though they do form part of a 500 acre future masterplan”. Accordingly, we will continue to operate from the site in the foreseeable future.
Formosa Gardens Ballarat, VIC
Don’t waste a recession! Barack Obama was told this by a trusted adviser during the 2009 Economic Recession in America. He was encouraged to make difficult changes and did so. I know you are all very busy and many of you have made changes. Let’s not waste a recession by not making those tough decisions that will further improve your business. Many people will still be working from home, for longer than anticipated, and will be looking for respite and therapy through the day when they get outside for a while. Gardening and home renovation will continue to be important for them. Diversity is key to change and success. This fact stood out to me on a recent trip to Ballarat when I visited three garden centres. They all looked great, plants were a real strength, but all were different and had a different offering for their customers. What will you change? Are you taking a video on your phone in your nursery every week and posting on social media to keep your customers informed? A video is much more engaging than a photo and even better with commentary and showing some of your staff in action. Change something please. Gardens & Plants are Therapy for Body & Mind Follow GCA on Facebook for updates www.facebook.com/gardenreleafaustralia
Leigh Siebler Garden Centres of Australia leigh.siebler@bigpond.com M: 0409 889 779
www.gardenreleaf.com.au
GROUNDSWELL AUGUST 2020
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NEXTGEN: MANI SWIFT
Interview with NextGen
Halil Sahingoz Majestic Young Plants Where do you work and what is your role? I am currently working at Majestic Young Plants in Clayton South, coordinating the Tissue Culture and Logistics Department. My role is to order, forecast and allocate our Tissue Culture imports to match existing and potential sales, control production and delivery of our initiations in labs we partner with overseas, and oversee compliance with AQIS requirements.
How long have you worked where you are and has your role progressed in the time you’ve been there? I initially started working as a nursery hand in November 2017 after graduating from university. In April 2018 there was an opening as the PPIC for one of our Tissue Culture production labs. My manager had asked me if I would be interested in the position, and after accepting the offer I was given the opportunity to travel to Indonesia and receive first-hand training to develop my understanding of how a
Tissue Culture production lab operates. Over time my position has grown to the role that I have now.
What do you like most about the Nursery Industry? I enjoy being able to experience the massive range of variations and colours of plants that come from around the world. The ability to propagate plants through Tissue Culture and to develop new varieties from mutations is an exciting concept, providing exclusivity and allowing the market to continuously change.
What is a typical day like for you? Some of my daily duties are to organise clearance of shipments and resolve AQIS disputes, quality control of plants, liaising with our labs and scientists, and general management of Tissue Culture orders and stock.
Are any of your family members in the Horticultural industry? My mum has been in the nursery industry for over 15 years. She was the one who initially suggested I work at a nursery.
Where would you like your career to go to within the industry?
What level of study are you at presently and how much more do you plan on doing?
I would like to experience working in a research laboratory, starting new initiations and developing varieties.
I currently have a Bachelor of Science from Monash University. I have thought about doing a Masters in Teaching, but I don’t have any immediate plans to go back to studying.
How did you end up working in the nursery industry? I started as a casual nursery hand while I was still studying, which was at another company before I started working at Majestic.
What do you do in your spare time? I spend most of my free time with my family, or on the computer. I try to take short trips to areas with mountains or waterfalls when I have the chance, just to be around something different to everyday life.
Hobbies and Interest? My hobbies are mainly based around using production and editing software such as Ableton Live and Photoshop, largely self-taught over the years. Being able to work towards bringing an idea to life, either visually or sonically is always an enjoyable process regardless of the outcome. It allows me to continuously learn and approach tasks in different ways to achieve what I have in mind, and in the end have something that I can share with others.
Proudly sponsored by
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GROUNDSWELL AUGUST 2020
INDUSTRY PARTNERS MAJOR CORPORATE
PRICE UPDATE PLATINUM
Decreased by $20.02 per tonne (1.02 cents per litre) Prices effective 1 August 2020 (inc GST) Cat
Cents per litre
Melbourne Geelong
Other
Mildura
A
Base Price
75.18
75.73
76.83
77.27
B
Usage below 2,500 litres
65.83
66.38
67.37
67.92
C
Usage between 2,500 – 5,000 litres
65.28
65.83
66.82
67.37
D
Usage between 5,000 – 10,000 litres
63.63
64.18
65.17
65.72
E
Usage between 10,000 – 30,000 litres
62.53
63.08
64.07
64.62
F
Usage between 30,000 – 50,000 litres
61.98
62.53
63.52
64.07
GOLD
SILVER
BRONZE
GROUNDSWELL AUGUST 2020
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