Produce Plus Magazine - Winter 2024

COSTA CHARTS NEW COURSE

CEO Marc Werner discusses Costa Group’s plans for the future following its transition to

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One constant is the excitement the first week of June brings as the industry gathers for Hort Connections

LETTER FROM THE EDITOR

Constant change

Change is inevitable in the fresh produce business. Often it’s slow and incremental, taking seasons, but other times the turn in a new direction can be more immediate. In this edition, we get a view of both angles as we bring you all the news you need to know ahead of another highly anticipated edition of Hort Connections.

Our cover spotlights a significant change to the Australian fresh produce industry’s landscape, the sale of Costa Group, ending its nearly nine-year run as a publicly listed company. We sat down with CEO Marc Werner to discuss what this next chapter means for the company and he shared the opportunities on offer for Costa under new ownership. Change has also come for Muirs, another industry staple. The company’s new name and brand positioning ‘Grow Forward’ provides a fresh but familiar feel to a business that has remained family-owned and operated through four generations and nearly 100 years. Our citrus feature details an industry hoping for a change in fortunes after a tough few years, meanwhile, our packaging and grading coverage analyses how automation and sustainability are driving evolution.

Amidst all this change, one constant is the excitement the first week of June brings as the industry gathers for Hort Connections. The 2024 Seeka Marketer of the Year Award Finalist Showcase at 11:30am on 4 June is shaping up as a highlight with three first-class campaigns selected as finalists. Don’t miss the chance to see how the fresh produce industry’s top marketers are changing the game with innovative strategies. Can’t wait to see you all there! n

EDITORIAL

editor Liam O’Callaghan +61 3 9040 1605 liam@fruitnet.com

staff journalist Bree Caggiati +61 3 9040 1606 bree@fruitnet.com ADVERTISING

head of asia pacific sales Kate Riches +61 3 9040 1601 kate@fruitnet.com

SUBSCRIPTIONS

subscriptions +44 20 7501 0311 subscriptions@fruitnet.com

editorial director John Hey +61 3 9040 1602 john@fruitnet.com

commercial director Ulrike Niggemann +49 211 99 10 425 ulrike@fruitnet.com

managing director Chris White +44 20 7501 3710 chris@fruitnet.com DESIGN

Simon Spreckley Qiong Wu Mai Luong Asma Kapoor

CONTRIBUTORS

John Hey Wayne Prowse

WINTER 2024 | ISSUE FIFTY THREE

FRESH BITES

Need a bite-sized guide to what’s new in the Australian and New Zealand markets? The team rounds up the latest news and views from the industry.

01

AUSTRALASIAN INVESTMENT FUND CENTURIA CAPITAL GROUP ACQUIRES KATUNGA FRESH GLASSHOUSE FACILITY

Australasian real estate fund manager, Centuria Capital Group has expanded its agriculture portfolio with the acquisition of Katunga Fresh’s 21ha glasshouse facility in Katunga, Victoria.

The transaction increases Centuria’s total agriculture assets under management to more than A$650m with a total glasshouse portfolio of more than 100ha.

The asset will be owned by the unlisted, openended Centuria Agriculture Fund (CAF). CAF’s portfolio now encompasses five large-scale Australian tomato glasshouse infrastructure facilities including P’Petual Holdings in South Australia.

The off-market sale-and-leaseback transaction was secured on a 20-year triple-net lease. Operator, Katunga Fresh, is one of Australia’s largest suppliers of tomatoes and it has operated from this site for 20 years, supplying Australia’s major supermarkets with year-round produce.

“The Katunga facility is a high-quality precision farming asset, which aligns perfectly with our investment strategies and is backed by a strong tenant

covenant,” said Jason Huljich, Centuria joint chief executive. “We aim to continue expanding CAF into one of Australia’s largest, sector-specific agriculture funds providing Centuria investors with access to high quality real estate opportunities, which in our view are critical Australian food bowl infrastructure assets.”

02 03

LEADERBRAND OPENS LARGE-SCALE GREENHOUSE PROJECT IN TAIRĀWHITI NT MANGO OPERATION CHEEKY FARMS FOR SALE

LeaderBrand has officially opened its completed 11ha greenhouse project in Tairāwhiti with a ceremony attended by New Zealand’s minister for regional development, Shane Jones.

The project aims to accelerate more sustainable crop growth year-round by reducing weather impacts, fertiliser and water usage as well as protecting soil structure. It also contributes to job security and supports Tairāwhiti’s NZ$62.5m horticulture industry.

One of the largest mango plantations in the Northern Territory, Cheeky Farms, is for sale. The significant horticultural aggregation is operated across four properties and includes 283ha of well-developed mango orchards.

The orchards, which are located an hour from Darwin, are predominantly planted with Kensington Pride and R2E2 mango varieties.

AUSTRALIAN

PRODUCERS CALL ON GOVERNMNENT TO SCRAP BIOSECURITY LEVY

Representatives of Australia’s agriculture industries have voiced their opposition to the Australian government’s Biosecurity Protection Levy (BPL) following the first meeting of the Sustainable Biosecurity Funding Advisory Panel (SBFAP).

The SBFAP is part of the Australian government’s efforts to increase funding transparency for growers and importers ahead of the proposed A$1bn Sustainable Biosecurity Funding model which includes the proposed BPL. Following the meeting, a National Day of Action calling on the government to scrap the tax altogether was held on May 8.

APAL PARTNERS WITH MONTAGUE ON PILOT EDUCATION PROGRAMME

Apal has worked with Montague to develop a pilot education programme for primary school-aged students, to help inspire and attract the next generation to a career in the apple and pear industry.

Through the development of a suite of workbooks and various interactive activities, lesson plans, and on-site excursions, the programme aims to educate students about the journey of fruit production and help them better understand the seasons, life cycles, food waste, innovation, technology, and the industry supply chain.

SCALES PURCHASES BOSTOCK ORCHARDS

Scales Corporation has announced the acquisition of 240ha of planted orchard area, including 110ha of Dazzle, and a stake in juice concentrate operation Profruit from Bostock Group for NZ$47.5m.

Mr Apple – which is part of Scales’ horticulture division – will also sell around 186ha of its own orchards as part of a strategy to improve margins.

“By acquiring the Bostock orchards and selling these existing orchards, Mr Apple will broadly maintain its total orchard area while achieving a meaningful uplift in its premium variety volumes,” Scales said in a release.

RUGBY STAR TO PARTNER WITH FIRST FRESH

First Fresh, has announced New Zealand rugby star Renee Holmes (pictured) will be the company’s first-ever brand ambassador. The two-year deal commenced in early April, just as the 2024 fruit supply season got underway.

The campaign will be largely based around social media and include giveaways and competitions for consumers.

PEOPLE

HORTNZ CEO NADINE TUNLEY RESIGNS AFTER THREE YEARS

Horticulture New Zealand (HortNZ) has announced the resignation of chief executive Nadine Tunley effective 30 August, which coincides with the peak industry body’s annual conference in Tauranga.

The organisation’s board said it was disappointed to lose Tunley but she leaves HortNZ with a strong team, structure and direction.

“While the timing of a valued chief executive’s departure is never ideal, the board and Nadine feel it is important that with a new commodity levy proposal about to be voted on, HortNZ is able to recruit a replacement chief executive that can lead the organisation and deliver the strategic outcomes for the next six years, with the full energy required,” the board said in a statement.

“You can be assured that the board and HortNZ team will continue to take the organisation forward in line with the strategy and plan.”

The board recognised the significant contribution Tunley made during her tenure, commending

her steadfast leadership during challenging times including the Covid-19 lockdowns and Cyclone Gabrielle’s devastation.

Tunley said leaving was not an easy decision as she loved working

JESSE READER JOINS HORT INNOVATION AS NEW HEAD OF INVESTMENT GROWTH AND COMMERCIAL

Hort Innovation has appointed Jesse Reader as its new head of investment growth and commercial commencing 15 April.

Reader joins from his most recent role as commercial manager – agtech and innovation for Costa Group where he led the growth and enhancement of the group’s technology-related initiatives and elevated

the profile and potential of ag-tech within the broader enterprise.

Reader has worked across the Australian research and development landscape with time spent in organisations such as Robert Bosch (Australia), Ag First and Apple and Pear Australia.

Hort Innovation chief executive Brett Brett Fifield said Reader was already known to many of the team as a collaboration partner and would be involved in a new-look Hort Frontiers.

“In his new role, Jesse will play a key leadership role in the transformation of our non-levy investment fund Hort Frontiers which is now at a very exciting point thanks to the hard work of our team over the last 12 months,” said Fifield.

with such dedicated growers. “You have continued to inspire me with your commitment and determination, even when the chips are down, and it has been a pleasure and a privilege to support you,” she said.

CITRUS AUSTRALIA CELEBRATES LEADERS

Citrus Australia’s annual awards have recognised outstanding achievements and contributions made by members of the Australian citrus industry.

The awards were presented at the gala dinner, held at the end of the Australian Citrus Congress.

The prestigious Hall of Fame Award was presented to recently retired Queensland grower, Nick Ulcoq, along with husband-andwife team Greg and Sue Chislett of Chislett Farms.

“This year’s award recipients epitomise the values and characteristics that make our industry a world leader,” said Citrus Australia chief executive Nathan Hancock. “Congratulations to all our winners.”

Change drives Costa Group growth

Chief executive of Costa Group Marc Werner speaks exclusively to Produce Plus about the leading Australian fresh produce company’s transition to new ownership and how it plans to leverage the change to accelerate expansion.

by Liam O’Callaghan

Costa Group entered a new phase of ownership on 26 February when a consortium led by private equity firm Paine Schwartz Partners

acquired the leading Australian fresh produce company.

Costa’s shareholders voted in favour of accepting a cash offer of

LEFT—Marc Werner took over as chief executive of Costa Group on 1 March

OPPOSITE TOP—

Costa plans to invest in further expanding its citrus plantings in Australia

OPPOSITE BELOW—

The group already has berry farming operations in China and is eyeing opportunities in neighbouring countries

A$3.20 (US$2.10) per share from the experienced North American-based consortium, which is made up of Paine Schwartz, Driscoll’s and British Columbia Investment Management Corporation (BCI) – a transaction worth around A$1.5bn (US$989m). The change in ownership means Costa is now a private company again after listing on the Australian Securities Exchange (ASX) in July 2015. In addition to its new ownership, Costa has a new chief executive, with Marc Werner taking the reins from interim CEO Harry Debney on 1 March. Werner joined Costa in August 2022 in the role of chief operating officer and was appointed deputy CEO in July 2023. In this exclusive interview with Produce Plus, he outlines Costa’s plans for growth under its new ownership.

Now the ownership transition is complete how does it feel to begin this new era at Costa Group?

Marc Werner: It’s really exciting, not only for the executive team, but for the broader management team and arguably the entire workforce.

There are a lot of synergies if you look at the broader Paine Schwartz portfolio including their investments into companies such as Bloom Fresh in table grapes, but also in the British Columbia Investment Management Corporation (BCI) portfolio from a mushroom and citrus perspective.

Then we have the very broad Driscoll’s partnership opportunity which we have leveraged in the past already.

Going forward there will certainly be an opportunity to leverage these partnerships and accelerate growth, which should translate into increasing market share.

What vision does the new ownership group have for Costa Group?

MW: At the moment the very clear agenda is to grow the existing portfolio. That's the clear mandate that I have, as well as the management team.

Berries and citrus are two of the key priorities for us going forward. In berries, our ambition is to grow together with Driscoll’s and become an even more relevant player in places like Europe, as well as China, where we are only scratching the surface at the moment.

Citrus is the other category in our portfolio with an opportunity to transform and accelerate growth opportunities, not only from a domestic perspective, but also in export markets.

We've so far been extremely successful with our export programme into Asia, namely, China, Korea, and Japan, but there are even further opportunities if you look at other markets in Indonesia, Vietnam, Thailand, and the like.

This new partnership and ownership structure will provide us not only with an opportunity to accelerate in that space, but will also provide funds for us to make strategic investments into our domestic farming footprint.

It's not all about size though, it's also about automation and mech-

anisation of some of our still fairly manual operational processes.

We are focused on working with our key suppliers to get more automation in our packhouse operations and trialling new technology such as autonomous spraying, mulching and mowing. We're also looking at trialling very innovative automated picking solutions from other categories.

Are you fully committed to staying in your current categories?

MW: Our clear strategy going forward is to continue being a portfolio company with eight, nine, potentially ten different categories. The company has had substantial success over previous decades with that kind of approach.

There are always downward cycles and upward cycles and if you have the luxury of diversifying the risk among various categories, then you are actually very well placed. That's what we see as one of the key differentiators when it comes to Costa Group’s position as a leading grower in this country.

The research and development of new genetics has been a driver of growth for Costa Group. What role do you see this playing in developing new opportunities?

MW: As a grower there are two key priorities. The first is how you differentiate your product on an ongoing basis, and that comes down to genetics. The second one is being a low-cost operator, hence the focus on mechanisation and automation. Genetics is an area where we want to put even more emphasis to provide the best produce for our customers.

How will the footprint of the new ownership group aid Costa Group on this front? s

MW: It is about leveraging the footprint and joining the dots in terms of what Driscoll’s and Costa bring to the party with our unique breeding programme and the same holds true for table grapes with Paine Schwartz’s investment in Bloom Fresh. In mushrooms BCI together with Paine Schwartz have substantial ownership in Amycel in the US, which provides us with a unique opportunity to accelerate genetics development on the mushroom front.

How is the transition process tracking and do you expect to see much operational change under the new ownership?

MW: Paine Schwartz in particular, as the lead company in the consortium, knows Costa really well. Paine Schwartz has previously been a part of Costa including taking the company to an IPO. It has re-joined this company in order to accelerate certain investments, but there is a commitment to continue what we’re doing on a day-to-day basis. At the same time, we are running through a process reviewing our entire portfolio with a key question, ‘how can we accelerate growth both domes-

tically as well as internationally?’, which is the clear agenda.

How do you plan to harness the new ownership group’s assets on a domestic front?

MW: The domestic produce segment will still be a key part of our portfolio going forward. Just as we have done in the past we’ll need to find the right balance, but we need to put more effort into addressing the cost of farming, in particular.

The rising labour costs we have seen over the past three to four years are not sustainable and we need to address these as a matter of urgency. Genetics will be a big opportunity as is our partnership with Driscoll’s. It’s also important to talk about our glasshouse operation.

We recently opened the Costa Innovation Centre at our glasshouse facility in Guyra, New South Wales. We want to expand our current portfolio from tomatoes into some of the more innovative and more diversified glasshouse-grown produce varieties. That is not going to happen overnight, but we see opportunities not only for domestic demand, but also for interna-

LEFT—Costa plans to deepen its focus on genetics and proprietary varieties to further differentiate its offer

tional demand. We're already talking to some of our existing export customers about how we can supply glasshouse-grown products to them.

How will we see Costa Group leverage the international footprint of the new ownership group?

MW: We already have quite a significant international berry footprint with operations in China, as well as in Morocco and we are currently investigating production opportunities in some of the countries neighbouring China.

We want to become an even more relevant international player by setting up farming operations in other geographies, as well as potentially setting up sales and marketing desks in those countries especially when it comes to coordinating sales activities in Asia on the citrus and table grape side of things.

We could have done this in the past, but we've come to the realisation that we now have a critical mass in terms of volume, revenue and profitability, which provides us with the opportunity to rethink some of our organisational structures. With the backing of the new ownership consortium, we can continuously look at opportunities in order to strengthen our business both from a domestic as well as an international perspective.

We are also working to accelerate some of the market access opportunities. In Japan for example, we have a full schedule of products under review. We are talking about improved varietal access for Australian table grapes, market improvements for additional citrus varieties and last but not least avocados.

What will the ownership change mean for the people behind Costa Group?

MW: Our people are our best asset. We are a 24/7 operation and we rely on our people, our growers and our broader team day in day out. They are the key reason why Costa is so successful.

We are putting even more emphasis on people, and the new ownership structure provides us with some exciting opportunities when it comes to reshaping talent development programmes, career pathways, international assignments and expatriate opportunities. We have actually initiated an internal programme with the objective of becoming the most attractive employer in the fresh produce industry. n

Freshmax seeks strategic partner

Chief executive Murray McCallum tells Produce Plus the Australasian fresh produce group is well positioned for growth as it begins search for new partner.

by John Hey

BELOW TOP— Freshmax CEO Murray McCallum

BELOW BOTTOM—

Tangold mandarins are one of the group’s key IP varieties

OPPOSITE— Freshmax is building the Blue Royal brand of blueberries in New Zealand

Australasian fresh produce heavyweight Freshmax Group is seeking a strategic partner as it targets investment to help drive the future growth and development of the business.

The company has appointed Kidder Williams, a Melbourne-based corporate advisory firm specialised in food and agribusiness, to secure a strategic partner.

Freshmax has undergone a process of rationalisation over recent years, according to chief executive Murray McCallum. “We’re a capital-light business today,” McCallum tells Produce Plus. “We don’t have farms that use a lot of capital and we’re debt-free.”

Freshmax has sharpened the focus of the business on three core areas, he explains – its Asia-focused international export business; its IP partnerships centred on core categories; and its pre-packing, ripening and logistics services for retailers in Australia.

The company has exited the wholesale business in Australia, selling its wholesale stands in Brisbane Markets in 2021 and Melbourne Markets earlier this year.

Freshmax has also divested its farming interests. In September 2022, it sold its New Zealand pipfruit business, which included extensive orchard operations, to GTP Orchards. Last year, the group also sold Murrawee Farms, a sizeable stonefruit orchard with some citrus plantings in Swan Hill, Victoria, to Laguna Bay-owned Cutri Fruit.

While Freshmax previously had more of a domestic market focus on Australia and New Zealand, McCallum says the business is very much an “international player” today.

“We can offer premium fruit supply year-round, sourcing from both Southern and Northern Hemispheres. We supply markets globally, but Asia is our major focus,” he says. “We have excellent people in our sales offices across Australia, New Zealand, North America and South America as well as an in-market presence in key Asian markets.”

Intellectual property (IP) varieties also remain a major focus for Freshmax. Through its IP business, Innovar, the company owns Australian and/or New Zealand production or marketing licences to several leading breeding programmes and varieties. Freshmax focuses on five core product categories – namely cherries, berries, citrus, avocados and pipfruit – as well as table grapes and Australian bananas, and its IP partnerships underpin this.

“Our IP partnerships give us

the ability to be vertically integrated in terms of locking in supply and building brands,” says McCallum. “Good examples of this are Tangold mandarins, which are working really well with retailers in Australia and export markets, and Blue Royal blueberries grown in New Zealand, which are part of our licensing agreement with Mountain Blue.”

Freshmax also has significant IP in cherries, and while the group’s partnerships have focused on plantings in Australia and New Zealand to date, it is now looking at expanding some of these programmes internationally into the US and China.

The other key part of the Freshmax business is its warehousing, packing and distribution services in Australia. The company has distribution centres on Australia’s East Coast, including facilities in Derrimut on Melbourne’s western fringes, Marsden Park in Sydney and Brisbane near the city’s central markets. These temperature-controlled facilities offer ripening, pre-packing and logistics services, both for Freshmax customers and key third-party clients including Zespri, Perfection Fresh and Costa, McCallum explains.

“There’s certainly been a rationalisation and consolidation of these type of services businesses, so we’re in a really good position now with state-of-the-art facilities in all three major cities,” he says. “We see this business as a growth engine for the

group going forward.”

McCallum says the process of finding a strategic partner is expected to take “a few months”, adding that it will remain “business as usual” for Freshmax in the meantime. n

Fresh but familiar: Muirs rebrands

Muirs CEO Andrew Muir discusses the leading familyowned agribusiness’ decision to change its name to Muirs and introduce a new brand position of ‘Grow Forward’.

by Liam O’Callaghan

ABOVE—Muirs

‘Grow Forward’ is the company’s new brand positioning

LEFT—Muirs chief executive Andrew Muir

the perfect time. It represents a new forward-looking mentality and a deliberate shift to focus on innovative, sustainable products and practices.

ulation of this to our clients, supply partners and our people, and is supported by our company values which encourage our team to passionately innovate, create value and grow while remaining authentic and respectful towards our customers and other stakeholders in the industry,” he says.

Muir sat down with Produce Plus to discuss the company’s ongoing evolution.

Can you please provide an overview of Muirs’ footprint in the fresh produce industry?

Andrew Muir: As a business, our traditional retail network has always been centred on our offer to the horticulture market and to our fresh produce clients. We started in the Victoria Market in 1927 and all of our business was centred on fresh produce. In 1969 we moved to the Melbourne markets, and in 2000 we moved to Laverton. Through the late 70s and 80s we started expanding our retail brand and that was centred on vegetables and fresh fruit. We now have more than 40 outlets across the country.

It was very important for us to be in the market and we will always use a retail channel to support our clients from an agronomic point of view, but also from a commercial point of view.

It has very much been a mandate of the family and the business traditionally, to be as forward facing as we possibly can, and we’ve got more agronomists per customer than any other business servicing the fresh produce industry.

We know that as the expectations of our clients change, we need to be able to change and respond to them. There are more zones that we'd like to be present in from a retail point of view, so we'll continue to expand closer to our customer base.

You have announced a new name, Muirs, and brand position, ‘Grow Forward’. How did this refresh come about?

AM: A number of things have led up to this point and the timing is just right with the modernisation of the business. We are looking to use new channels to get through to the market. It won’t change the traditional brick-and-mortar channel we have always relied on, but we will start to leverage more of the digital position. Before we got there, we wanted to present ourselves in line with the ‘Grow Forward’ sentiment so we can effectively communicate what we want to achieve.

It is not a simple decision to update a brand built on nearly 100 years and four generations, but Muirs chief executive Andrew Muir says the first change to the company’s name in nearly 30 years comes at s

“Grow Forward is a clear artic-

Our new brand representation recognises and celebrates the changes we’ve already made to improve our organisation. It is a great endorsement of who we

are, and a significant progression as we build on our legacy.

We also had consideration for the number of brands we have and wanted to refine and leverage the positioning of the retail, forward facing brand, hence the simplification to Muirs. And the more we thought about it, many of our customers already call us Muirs so we took their lead.

How else does your business continue to evolve?

AM: We have three main pillars of our business strategy that we’re

working through: expansion, value creation and modernisation.

Our business is always connected to where our customers are growing and what they are growing. We keep a close eye on any changes they see as a result of changing climate or water availability and look at what type of portfolio people are utilising in their crop production as well. We've also got a real focus on making sure we transition from standard inputs towards more sustainable inputs.

When it comes to value creation we are in a sweet spot with our vertical integration. While we’ve got

our retail business, we also have supply chain brands that we utilise to get to market. Agreva and our Natural Solutions business focus on that portfolio and we source internationally from really technically capable manufacturers making non-traditional crop protection inputs. We are also rearing beneficial bugs for integrated pest management-based inputs.

One of the other things that we've done more recently is develop our own sustainability strategy.

We think it’s really important that our customers are producing clean and green for the market, so we continue to lead the charge, challenging our growers on the sustainability of the inputs they're using.

There is a lot to sustainability, but where we think we can deliver gains to the marketplace is through portfolio and the difference we can make around the types of inputs people use.

We are also running a project on corporate accounts. A lot of our traditional business has been dealing with family businesses, but we recognise that the marketplace is changing and we need to be able to adapt to it.

How does your footprint aid you in servicing your customers?

AM: We think we've got a global perspective on what's happening in the industry. We’ve got somebody in Europe to keep a view on developments and represent portfolio for companies out of the US too.

We want to make sure we are at the forefront of the curve in Australia, so we can deliver these options to our customers, and that then flows through to their customers.

We’re constantly sharing information through our crop group platforms and leverage as much of the success internally as possible, and that information gets shared across the board.

Muirs recently invested in vegetable seed company Murray River Seed Co. How do investments like these fit into your business strategy?

AM: Our investment into Murray River Seed Co fits nicely into the area of value creation. We've been investing in areas where we think we can be more involved in the whole supply chain and become more vertically integrated.

From a seeds point of view, there's been quite a lot of change that hasn't been led by us in the marketplace. A lot of the big multinational seed businesses have gone direct into our customer base so our response to that will be to reposition ourselves.

The cost of production is one of the main challenges facing the industry at the moment. How are you seeing this issue play out and how have you able to help your customers on this front?

AM: It's a challenge that all businesses are having to contend with at the moment. We've seen it with our customer base, they've really had to bear the brunt of some fairly significant price increases.

There's no simple or single answer. But if we can continue to assist people to grow the best quality produce, not necessarily with the cheapest inputs, but with the most efficient use of inputs, that gives the best outcome. Then our customers are more likely to be able to make money when the price of produce is good.

When prices aren't good for our growers it's a challenge across the board and that certainly flows onto us. I haven't seen it more directly than what we've seen over the last 18 months.

How important are your people to the success of the business?

AM: You just can't overemphasise how important it is to have the right team in place and that goes across the board, whether it's in our branch network, or in our central support office.

It's one thing to have business values, it's another thing to live your business values. By having a familyowned and run business you can instil more of those deep cultural values into your people.

There's no question that most people growing produce have been doing it for a long time and being able to have a consistent relationship with our clients is so important to delivering the best outcome.

It does still feel like a very direct

relationship game, particularly with fresh produce where intergenerational families still represent the largest segment of the sector. While it is beginning to change – we're seeing some more corporatised ownership of our customer base – it still very much feels like a serviceorientated business.

Muirs remains a family-owned business. How do you manage to maintain engagement as we see some long-time family businesses leave the sector?

AM: It's a constant evolution, but in terms of family businesses, succession planning is critical for ownership, board and management. A lot of planning in succession goes a long way. When my generation entered the business we knew what the future would look like. It's quite daunting to bring a fifth generation into a bigger business and what the roles might be, but we're certainly going to be owners of the business in the future. n

OPPOSITE—Muirs is working to help its customers use more sustainable inputs

BELOW TOP—

People play a key role in the company’s success BELOW BOTTOM—

The Muir family is actively involved in the business

MOYA finalists announced

Top three campaigns to be showcased at Hort Connections in Melbourne.

The International Fresh Produce Association Australia New Zealand (IFPA A-NZ) and Produce Plus Magazine are pleased to announce the finalists for the 2024 Seeka Marketer of the Year Award (MOYA).

Now in its thirteenth year, the premier award for marketing excellence in the Australasian fresh produce and floral industries attracted an impressive field of entries from all points of the value chain, with the MOYA judges having their work cut out to select three finalists.

The 2024 finalists in no particular order are:

Each entry was assessed on how compelling the campaign was, its unique features, how appropriate the marketing tools were to the product and target audience, how well it was targeted at the particular market segment, and evidence of its success.

SHOWCASE

See the three 2024 MOYA finalists present their campaigns as part of a showcase event at Hort Connections at the Melbourne Convention Centre.

Date: Tuesday 4 June Time: 11:30am-12:10pm.

Location: Plant Pavilion – Expo Halls 14-20

marketers to overcome obstacles through use of new technologies and mediums to reach their audience and grow consumption.”

Seeka chief executive Michael Franks congratulated the finalists. “Seeka is proud to support the award and it is great to see such a strong group of finalists,” said Franks.

“The depth and breadth of this year’s entries was impressive,” said Produce Plus editor Liam O’Callaghan. “Our judges found it tough to pick just three finalists which is a testament to the quality of the entries and the excellent work that is being done across the industry to market fresh produce.”

• Australian Macadamias for the Macadamias Make it Special campaign

• Fresh Markets Australia - A better choice! for the Julie Goodwin AI campaign

• Kristie Emerson of Perfection Fresh for the Quke O’Qlock campaign

“This year’s finalists exhibit best in class marketing strategy and execution,” said IFPA managing director A-NZ Ben Hoodless. “It shows produce marketing can match it with other industry sectors. It also demonstrates how dynamic our industry is and the ability of our

The three finalists will showcase their campaigns on the trade show floor at Hort Connections on Tuesday 4 June. The 2024 Seeka Marketer of the Year Finalist Showcase will be held at the Plant Pavilion from 11:30am-12:10pm.

The winner of the 2024 Seeka Marketer of the Year Award, presented by IFPA A-NZ and Produce Plus, will be announced at the Hort Connections Gala Dinner the following evening (5 June).

IFPA A-NZ and Produce Plus congratulate this year’s finalists and thank all nominees for their impressive entries. n

Proud Sponsors

IFPA-Produce Plus Marketer of the Year Award

HORT CONNECTIONS

Hort Connections back in Melbourne for bumper edition

Australia and New Zealand’s largest horticulture conference and trade show continues to grow, bringing together all corners of the fresh produce industry.

by Liam O’Callaghan

Hort Connections returns to Melbourne on 3-5 June at the Melbourne Convention Centre and promises to be another impressive edition.

More than 3,300 delegates are anticipated to attend from across the entire supply chain, with the trade show host to 200 exhibitors and over 40 expert speakers discussing the big issues facing the industry on the conference programme.

Ausveg national manager –events and partnerships Nathan McIntyre says Hort Connections is a must-attend event.

“The Hort Connections trade show continues to build, and this year we are excited to deliver our largest-ever exhibition. The growth of the event cements Hort Connections as the largest conference and

trade show for the horticulture industry in the Southern Hemisphere,” he says.

“The Hort Connections conference programme and affiliated events such as the Annual Vegetable Industry Seminar give attendees access to groundbreaking research and the latest trends from industry experts, and are an unparalleled opportunity to network with others in the Australian horticulture industry.”

Hort Connections has obtained funding from the Department of Agriculture, Fisheries and Forestry to support grower attendance, which McIntyre says allows more of the industry to take advantage of what the event has to offer.

“While it’s tough for many to be away from the

LEFT—This year will be Hort Connections’ largest-ever edition

ABOVE—(l-r) Craig Emerson and Lucy Bloom are speaking at this year’s event

farm, the Grower Funding programme is a great avenue for financial support to help growers access the many opportunities on offer at Hort Connections,” says McIntyre.

“After a challenging year in the horticulture sector, Hort Connections 2024 will be an important opportunity for growers and the broader industry to come together to share knowledge, hear from world-class speakers, network, and acknowledge the achievements that make horticulture great.

“Australian growers are forging ahead, embracing cutting-edge technology such as automation, big data and autonomous vehicles. Global agriculture technology providers are responding, and we see that in a Hort Connections 2024 exhibitor list that includes many of the largest ag-tech businesses in the world.”

The speaker programme is packed full of more than 40 exciting and informative speakers spread across two days and multiple stages. Highlights include the Plenary Sessions on 5 June, which feature the State of the Industry Panel, plus Craig Emerson - Independent Reviewer, Food and Grocery Code of Conduct. The always popular Perfection Fresh Breakfast returns on 4 June.

“This year’s Perfection Fresh Breakfast will be headlined by our keynote speaker Lucy Bloom, the former chief executive of Sunrise Cambodia and Hamlin Fistula Ethiopia,” says McIntyre. “The Perfection Fresh Breakfast is always very well attended, and is a fantastic way to dive into the three days of networking and learning that Hort Connections offers.”

The event will finish on the evening of 5 June with the Hort Connections Gala Dinner which features the presentation of the Horticulture Awards for Excellence including the 2024 Seeka Marketer of the Year Award.

“The Hort Connections Gala Dinner is a great way to finish the event, it is a chance to come together and celebrate some of the outstanding achievements within our industry,” says McIntyre. n

Exhibitors on show

Hort Connections will host 200 exhibitors at the Melbourne Convention Centre as part of its tradeshow. Produce Plus profiles some of the highlights.

by Liam O’Callaghan

AGPICK TECHNOLOGY

Farm technology provider AgPick Technology will showcase a prototype of its new crop work app, currently in development, along with the capabilities of its original AgPick tool, at Hort Connections 2024.

The beta version of AgPick Crop, launching later this year, will capture hourly and piece-rate work such as weeding, planting, pruning and cutting runners and more in a standalone app. Its development was driven by growers’ need for greater flexibility and deeper levels of detail in recording time spent on non-harvest work.

AgPick will also highlight its facial recognition app, AgPick ID, which uses biometric technology to protect growers, suppliers, and workers from the implications of ID fraud, save time and ensure piecerate compliance.

PRODOZ INTERNATIONAL

Specialist sustainable agriculture supplier ProdOz International and partners Levity Crop Science, Ecomix and Seawin Biotech are exhibiting a range of patented fertilisers at Hort Connections 2024.

This includes Lono, the flagship product developed by UKbased Levity Crop Science, which has been trialled around Australia for the past two years. Trial participants claim it is shaping up as an affordable and sustainable solution that reduces nitrogen inputs which can, in turn, reduce environmental damage while boosting productivity and yield.

SUMITOMO CHEMICAL AUSTRALIA

Sumitomo Chemical Australia is launching Excalia, a significant new fungicide developed to tackle key

LEFT—AgPick Technology will showcase a range of solutions at Hort Connections

BELOW— David Marks (pictured right) inventor of Levity Crop Science’s Lono

diseases in potatoes and bananas at Hort Connections 2024.

Excalia was developed by parent company Sumitomo Chemical, Japan to fight the leading disease Rhizoctonia solani (black scurf) in potatoes and key disease Yellow sigatoka in bananas.

Sumitomo Chemical Australia will also share news of its US-based subsidiary Valent BioSciences’ acquisition of FBSciences – a recognised leader in biostimulants – marking Sumitomo Chemical Australia’s foray into marketing biostimulants. The team will showcase three new biostimulants – Transit Duo, Zicron and GroMate. All are broad-ranging, with Zicron and GroMate ideal for tree crops.

VEG EDUCATION

Veg Education is highlighting an array of educational sessions aimed at empowering growers and industry professionals at Hort Connections. At the Annual Vegetable Industry Seminar on 3 June Alana Ryan of NS8 Lawyers & Advisors will lead a session on industrial relations laws, which will incorporate authentic 'onfarm footage' to illustrate key concepts and enhance understanding.

On 4 June the Fresh Produce Safety Network Panel will be held at 12:20pm at the Cultivation Corner as part of the Supply Chain and Consumers stream. The panel – led by Sarah Oxford, a senior researcher at Monash University and featuring Veg Education’s Catherine Velisha – will discuss actionable strategies for advancing safety standards within the industry. Veg Education will also host its own information sessions focusing on skills, succession and safety at its stand. n

ABC Software expands offering

solution.

by Bree Caggiati

New Zealand-headquartered ABC Software will launch its latest Software-as-a-Service (SaaS) product, ABCquality, at Hort Connections 2024.

The new mobile-friendly online quality assurance and control solution provides growers and farm managers with on-the-spot recording and remote viewing of checklists and assessments.

While originally designed for the requirements of the packhouse, ABCquality is applicable to any sector as it uses flexible user-defined templates. It operates standalone or can be integrated with any external system for auto-inputs.

ABCquality joins ABC Software’s growing product suite which now includes ABCgrower for onfarm worker and inventory man

agement; ABCspray, a digital spray diary for all agrichemical applications and consumable inventory management; and ABCpacker, one packhouse system that offers a full post-harvest solution.

While ABC Software has had a presence at Hort Connections in previous years, including last year’s digital automation presentation from founder and managing director Sharon Chapman, this will be the company’s first time exhibiting at the event.

ABC Software says it continues to enjoy growth in the Australian market and Chapman and her team look forward to making new connections, catching up with clients, and hearing all the latest industry news at Hort Connections n

Fresh salad goes back to back

Christian Bajonat

NielsenIQ Australia

Christian.Bajonat@nielseniq.com

Christian Bajonat is an associate director at NielsenIQ with over five years’ experience at the company. In his role he partners with fresh and packaged goods manufacturers to deliver strategic consumer insights and thought leadership.

With Australians now deep into the current cost-of-living crisis, they have been tested in more ways than one over the past few years. Rising food and utilities costs remain the top concerns for households which have resulted in consumers becoming increasingly mindful of their spending

TOP 20 FRUIT & VEGETABLES 2024

intentions (NIQ Consumer Survey 2024). This has resulted in Australians planning to reduce their spend on non-essentials such as holidays, socialising and out of home activities instead focusing more on their weekly groceries (NIQ Consumer Survey 2024). Shoppers are not only re-pri-

oritising grocery spend with nonessentials such as holidays and out of home entertainment, but they are also re-prioritising across the supermarket.

Categories such as alcoholic beverages, snacks and confectionery are most at risk with consumers intending to spend more on s

fresh produce, dairy and dry and canned grocery products (NIQ Consumer Survey 2024). This highlights the growing focus from households to manage their overall grocery spend.

When analysing this year’s Produce Plus-NIQ Top 20 Fruit & Vegetables, a common trend evident among households was sticking with familiar favourites through this challenging period. At the top of the list remains fresh salads, which just edged out bananas for a second consecutive year.

Fresh salads includes a variety of products such as pre-washed salads, kale, and salad bowls/mixes. The segment managed to achieve minor value growth over the past year (+0.4 per cent) despite reach slightly declining to 88 per cent penetration (-1.5 penetration points), this was primarily through households increasing their consumption of fresh salads over the past year*.

This increased consumption also highlights that in response to the cost-of-living crisis consumers are intending to reduce their spend on dining at restaurants or cafes, and instead spending more on their home meals (NIQ Consumer Survey 2024).

NIQ Homescan data shows strong growth in categories related to eating out such as roast coffee

and certain meat cuts.

For instance, scotch fillets, a pre mium steak cut which has experi enced double digit growth this past year and can be viewed as a viable alternative for dining out (NIQ Con sumer Outlook).

Bananas on the other hand saw significant growth in value (+10.9 per cent) even while experiencing a small decline in household penetra tion (-1.5 penetration points).

BERRY BUMP

In a relatively stable Top 20 the berry category stood out with significant growth.

Much of this was driven through an increase in average price, with bananas now on average costing A$4.62 per kg, which is 16 per cent higher than this same period last year.

This represented the high est rise in average price across the Top 20, with the majority decreas ing over the past year. This trend of declining prices in the category contrasts with the consumer expe rience across their local supermar ket, where the impacts of inflation are still highly evident*.

Throughout the remainder of the top ten, the results demonstrat ed stability with many of the prod ucts retaining their positions over the past year, with ranks four to nine remaining unchanged.

Berries in general performed well, with blueberries cracking the top ten through an 18.2 per cent uplift in value sales over the past

year. This was largely due to more households purchasing more frequently as prices declined by 16.6 per cent. Raspberries are also the only newcomer to this year’s list and experienced the highest value growth found in the Top 20 (+25.4 per cent in value). This growth was also fuelled through a combination of growing penetration and shoppers buying more often, with Australian households now buying raspberries on average nine times per year*.

The two categories that saw the most significant decline in value were capsicums (-14.2 per cent) and mandarins (-16.5 per cent). The key driver for both was a decline in average price.

For capsicums, this growing affordability resulted in households increasing consumption and propelling volume growth. Unfortunately, for mandarins this pricing dynamic did not drive consumption with fewer households also purchasing less frequently*.

From the Top 20, we can observe that Australians continue to prioritise fruits and vegetables as household essentials. The rankings demonstrate stability, with the top performers mostly remaining unchanged from last year.

NIQ will be eagerly monitoring the underlying consumer trends in the fresh produce industry to understand

CATEGORY SPOTLIGHT: FRESH SALAD

Simon Raj CCO Tripod Farmers

Fresh salad has retained top spot in the Produce Plus-NIQ Top 20. What do you think makes it such a successful category?

Simon Raj: Australians seem to love eating fresh salads all year round. While there is a slight migration away from salads during the colder months, Australians still like to have a salad offering with many meals throughout the week. As a nation we also eat out very often and the standard of salad products available

*NIQ Homescan Service for the fresh fruit and vegetables for 52 weeks to 24 Mar 2024, NIQ Consumer Survey and NIQ’s Consumer Outlook Report 2024, for the Total Australia market. Copyright © 2024, Nielsen Consumer LLC. All rights reserved. n

to restaurants means it easily compliments what a chef will plate up and consumers are looking to recreate this at home.

What do you see as some of the factors that have contributed to the increasing consumption?

SR: Quality, quality and quality! People have definitely become more discerning and insist on fresh produce that is more than just acceptable, it needs to delight. Consumers also insist on products that perform from a longevity perspective once they get them home.

Consumers seek out products that last and still taste and smell fresh at the end of their use by date, or even beyond. Once home, it still needs to further deliver and not just look nice, otherwise they just won’t buy it again and you won’t see

sustained growth within our category.

How can the category maintain these existing drivers of growth?

SR: We need to respect what we put in the bag and on the shelves. For Tripod Farmers, that looks like investing in a state-of-the-art salad processing facility or a cutting edge LaserWeeder and leveraging the experience of third- and fourth-generation farmers in the daily decisions we make and how we build our strategies for the future.

What opportunities do you see to drive new growth for fresh salad?

SR: As farming within our environment continues to be more and more challenging, cutting-edge technology will be at the forefront of making sure our products are the best quality, have the best texture and deliver consistently every time.

Culture and how we treat each other within our business is also paramount as this logically drives our teams’ performance and overall care factor. n

how consumers respond to the continued cost-of-living crisis.

Chep shares sustainability responsibility

Collaboration plays an important role in making the horticultural supply chain more sustainable for all players.

by Liam O’Callaghan

Businesses, now more than ever, are relying on trading partners to help achieve their sustainability goals and targets. Suppliers are prioritising how they meet, report and monitor their environmental impacts and customers are seeking the same information while assessing their own footprint.

This is increasing right along the horticultural value chain from growing, packing, processing as well as

transport, packaging, consumption to disposal at end of use.

The imperative to be more sustainable is a shared responsibility according to Chep Australia. The company established an ambitious regenerative strategy and sustainability targets which have been supported by a global decarbonisation programme since 2020. Chep is working to not only lower the environmental footprint of its opera-

BELOW—(l-r) Chris Georgopoulos, director of GVIP and Paul Canning, business development manager, produce at Chep

tions, but also that of its customers and their customers.

Supporting Chep’s Path to Net Zero by 2040 is its dedicated decarbonisation programme which analyses and identifies a range of operational projects to further eliminate emissions and waste. This multi-year programme has helped the company to address the challenges of climate change and waste on top of its inherently sustainable equipment pooling business model.

Chep has for some time now invested in expert, peerreviewed life cycle assessments (LCAs) for its customers which quantify the environmental impacts of Chep reusable platforms compared to common single-use alternatives. According to Chep, the company’s reusable foldable bins underwent an LCA evaluation which calculated 49 per cent less emissions, 76 per cent less waste to landfill and 83 per cent less water use.

Shepparton East’s GV Independant Packers (GVIP) is a family-run business with over 600ha of orchards producing high-quality apple, pear and stonefruit varieties.

Chep Australia has worked with GVIP to help the company transition from single-use packaging to Chep reusable plastic containers. A transition Chep says provided significant environmental benefits including a reduction of up to 68 per cent in carbon emissions, 99 per cent in waste to landfill and 85 per cent in water use compared to common one-way alternatives*.

Chris Georgopoulos, director of GVIP says the business has been using crates since 2010, preferring crates over single-use packaging because of their sustainability benefits, compatibility with automation, efficiency, and supply chain savings. Georgopoulos says GVIP has also been collaborating with Coles Group to increase investment in automation, a strategy that is delivering strong sustainability and efficiency gains. n

*Environmental impacts communicated are calculated using ISO 14044 compliant peer-reviewed Life Cycle Assessment studies conducted by RMIT that compare to common single-use alternatives.

LUCAi boosts grading accuracy for cherry growers

Long-standing Tomra customers implement AI-powered LUCAi platform to enhance packhouse performance.

by Bree Caggiati

New Zealand cherry grower-packers Dunstan Hills and Panmure Orchards have been using Tomra equipment for almost ten years.

According to Tomra, the Central Otago-based companies share the challenge of meeting growing

demand for consistent, high-quality cherries amplified by the short season from early- to mid-December to late-January.

Tomra says after one full season using the LUCAi platform, both Dunstan Hills and Panmure

TOP—LUCAi works with the InVision2 grading platform and uses Tomra’s deep learning technology to identify defects BOTTOM—Tomra says LUCAi will continuously improve as it takes in new data through use

Orchards benefited from higher productivity, enhanced quality selection with consequent higher margins for their customers, and reduced food waste.

“With LUCAi we achieved better grading and increased throughput [of] around 10 per cent,” says Ian Nicholls, operations manager of Dunstan Hills.

Nicholls says LUCAi does a better job at deciding whether fruit should be destined for export or the local market. It’s helped Duston Hills deliver consistent quality and meet the specific requirements of its customers while also increasing productivity.

“With LUCAi making more accurate decisions, we are able to put more fruit in front of the sorters,” he says.

LUCAi works with the InVision2 cherry grading platform and has been “pre-trained” using vast amounts of data and real images of cherries collected by Tomra from different regions across the world. It uses Tomra’s deep learning technology to accurately identify an extensive range of defects including edge cracks, ‘Pacman’ cherries, open sutures, cosmetic blemishes and stem pulls as well as spurs, cracks and all defects around the stem.

Jeremy Hiscock, managing director of Panmure Orchards says he is impressed with the accuracy.

“We have seen a significant increase in the quality of machine graded fruit with LUCAi,” he says. “We would be devastated to not have access to this technology.”

According to Tomra, the platform will continuously improve as it keeps learning from the data it collects while running in a customer’s operation, futureproofing businesses. Users are also able to customise defect models according to their specific needs and quality requirements with the support of Tomra’s service team.

“LUCAi caters to a diverse range of preferences and customisations, providing a comprehensive solution poised to revolutionise the industry landscape and enable our customers to achieve unprecedented success in the cherry industry,” says Benedetta Ricci Iamino, Tomra Food’s global category director – cherries.

“LUCAi excels at handling various cherry qualities with precision, consistently segregating fruit classes for different markets, even in challenging batches, thus preventing fruit waste and potential market claims. Thanks to LUCAi, the era of compromise is a thing of the past.” n

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Achieve higher productivity with fewer grading errors and keep your apple production running seamlessly this upcoming season – talk to a TOMRA expert today.

Scan the QR Code to learn how Spectrim with LUCAi® can improve your apple packing line.

Adding value with packhouse upgrades

Maf Oceania is installing state-of-the-art technology in packhouses across Australia with fresh produce businesses looking for improvement.

by Liam O’Callaghan

As the fresh produce industry battles rising costs, businesses are determined to squeeze any extra value out of their operations.

In the experience of Maf Oceania – a subsidiary of Maf Roda Agrobotic in France – the answer is often found in the packhouse. Business development manager Jonathon

Muculj says Maf Oceania has doubled the number of personnel in its service department over the last 12 months as it works to meet the demands of the Australian market with end-to-end solutions and service, which includes domestic manufacturing.

One of Maf Oceania’s most

significant recent projects has been its work on Redland’s state-of-the-art packing facility in Shepparton which is fitted with apple and citrus lines.

“The facility combines Globalscan 7 electronic grading modules, a 5,200 bin fully automated ‘high-bay’ integrated with a monorail which eliminates forklifts and reduces the space,” explains sales director Frederic Scellier.

“It includes additional packing lines, robotic pattern packing lines and robotic punnet packing lines. All controlled through a Maf centralised operating system.

“However, the project continues to grow with two new citrus packing lines, six automatic box fillers and automatic speed packers on the way.”

Other notable projects include upgrades at Red Rich Fruits’ packhouse in Batlow and Ontario Mango Farming in Queensland. Both of these installations include Maf’s Globalscan 7 which provides external defect detection and size and colour grading.

Scellier says the Globalscan 7 harnesses the latest developments in AI to further enhance its effectiveness. n

Maf Roda enhances New Zealand packhouses

Turnkey installations increase automation and deliver value across multiple categories.

by Liam O’Callaghan

Labour challenges are driving increasing demand for automation in fresh produce packhouses and Maf New Zealand – a subsidiary of Maf Roda Agrobotic in France – is addressing these needs with turnkey solutions.

is also an opportunity to reduce labour at the same time.

ABOVE—

ager Chris Bray says Maf New Zealand has completed a number of recent installations for multiple categories including kiwifruit, apples and avocados. Growing production volumes across these industries in New Zealand has fuelled the need for increased capacity, but there

“We saw a huge rise in the need for automation during Covid as the backpackers that our customers rely on weren’t here. This along with the rises in wages led to customers requiring automation,” says Bray.

Automation is delivering gains in the packhouse

NZ business development man- s

“We installed our largest automation line last season at Mount Pack & Cool (Mpac) and part of this project was installing 30 box fillers, over 750 conveyors and 1,100 motors, which has enabled Mpac to pack up to 100 boxes per minute. Mpac has reduced its labour requirement by

up to 70 per cent.

“Now it can rely on a smaller dedicated team rather than trying to source labour it hopes will stay for the season. Automation enables customers to have reliability and consistency, they no longer have to worry about if people will turn up

TOP—Kiwifruit packers are increasing capacity to handle production growth

MIDDLE—Maf Roda continues to make advancements in its Globalscan 7 grading system

BOTTOM—Labour pressures are also forcing changes in the packhouse

or their productivity levels etc.”

Maf New Zealand’s projects range in size and equipment Bray says the company’s ability to provide end-toend solutions makes it an attractive option for packers. Its 24/7 on call service also adds value once the installation is complete.

“We are as close to a one-stop-shop that you can get in the post-harvest packing of produce in New Zealand and customers enjoy dealing with only one supplier for the vast majority of their requirements,” says Bray.

“This ease of integration and design means customers have better control over project timelines and helps to eliminate any potential hiccups.”

In the past 12 months, Maf New Zealand has worked with Golden Bay Fruit on a new kiwifruit line which consists of an end-to-end solution with a robotic bin tip that can be used for apples and pears in future. It also fitted out DMS Progrowers’ new packhouse in Te Puke with an end-to-end solution and plans for more automation are underway.

“Already we are fully booked for installations for the 2025 kiwifruit season with projects in Motueka, Riwaka, Te Puke and Opotiki plus opportunities with apple, citrus and cherries which is exciting for us,” notes Bray.

Maf Roda continues to make advancements in its grading system Globalscan 7 which is engaging customer interest and Bray says more of the company’s Robotic IT packers are going into kiwifruit packhouses as they integrate non-Maf sizers. Gentle box fillers are also in demand.

“In collaboration with Maf France we are always trying to develop solutions to assist our customers. Currently we have a prototype tray/box closer, labeller and printer which is gaining a lot of interest and should be in the market for next season,” says Bray. n

Naturpac provides sustainability guide

With sustainability packaging targets closing in, Naturpac is educating industry on the importance of change.

by Liam O’Callaghan

In Australia’s fresh produce market landscape, sustainability and circularity have become focal points of growth as the industry seeks to reduce waste, improve packaging and find holistic solutions that meet environmental and commercial needs. This focus is sharpened by the fast approaching 2025 National Packaging Targets.

Naturpac has carved a niche in providing sustainable packaging solutions specifically designed for the fresh produce industry. From

compostable trays to bioplastics and innovative film wraps, the company focuses on ensuring a balance between functional and eco-friendly with its solutions.

Naturpac’s longstanding commitment to the environment is evident – not only in its product range but its collaboration with sustainability leaders and industry groups.

As the 2025 targets draw closer, Naturpac is deepening existing relationships in an effort to simplify the process of implementing sustainable solutions at a grower and

produce supply chain level.

One of these relationships is with the Australian Packaging Covenant Organisation (Apco), an independent, not-for-profit organisation that brings together businesses, government, and industry to collaboratively improve the sustainability of packaging in Australia. Apco has been charged by the government to facilitate the delivery of the 2025 targets including the goal for all packaging to be reusable, recyclable, or compostable.

At the core of both Naturpac and Apco is a shared vision for a circular economy where packaging is no longer disposable but part of a regenerative cycle. The fresh produce market, with its high packaging demand, is a critical sector where this vision can have a significant impact.

Naturpac and Apco are currently mapping out a new level of partnership to help facilitate the standardisation of compostable packaging across the fresh produce sector. This standardisation could smooth the way for the industry to grow well past the 2025 targets and transition seamlessly to a compostable benchmark, according to Naturpac.

“By working closer together, Naturpac and Apco will seek to develop a comprehensive roadmap for helping fresh produce supply chain operators in achieving a circular economy for fresh produce packaging,” states Michael Williams, GM of Naturpac.

Naturpac has already done significant work to educate the supply chain, including running EcoChoice sustainability sessions and developing the online eco learning platform EcoPlay. The company is now exploring ways to cross pollinate this with Apco’s educational resources to create new avenues aimed at building practical knowledge and tools for businesses and consumers alike.

In the meantime, Naturpac continues to work across the fresh produce supply chain to help businesses meet compliance requirements. This includes extensive certification support, ensuring that producers can confidently label their packaging as compliant with national sustainability standards. n

LEFT—Australia’s 2025 National Packaging Targets are fast approaching

J-Tech meets a growing range of needs

Leading fresh produce solutions provider continues to expand its offering as customers look for new ways to add value.

by Liam O’Callaghan

LEFT—The Aporo has been a success story for J-Tech

BELOW—Shelflife extending products help reduce fruit waste

OPPOSITE TOP— J-Tech sources the latest sustainable solutions

OPPOSITE

BOTTOM—StePac is a leader in developing modified atmosphere packaging solutions

A customer-driven approach often has J-Tech Systems at the cutting edge of innovation in the fresh produce industry. General manager Michael Williams says whether it is in automation, packaging, labelling or any other of the areas J-Tech services, the company is always looking at new ways it can meet demand.

“We always focus on what our customers need, that’s number one,” says Williams. “We work with our customers to understand their goals in business and what’s needed, then we come up with effective and practical solutions to those needs.”

Currently automation is one of the big trends driving change in the industry, according to Williams. Solutions can range from entire custom-designed line installations through to single units and J-Tech is delivering at both ends of the spectrum.

“Automation is often the most cost-effective solution and can be implemented in stages to suit almost everyone,” he says.

Automation sales executive Matt Williams says J-Tech is the Australian supply partner for some of the world’s leading automation companies and has the service team to support customers beyond installation.

“We have robotics, like the Aporo produce packer, that are making a massive impact in packing sheds. Metal and weight detectors, packaging gear, weighers and palletisers are just a few of the solutions we offer, in fact, we have pretty much everything a packing shed needs. We can deliver the whole line from start to finish,” Matt Williams says.

“With our national service team, we look after every piece of machinery and automation we install.”

Michael Williams says the Aporo has been a major success story for J-Tech. It has helped customers manage labour costs and delivered efficiencies by automatically packing apples and stonefruit, but new advances are on the horizon.

‘We’re heavily involved in the ongoing development of Aporo and it’s getting close to being able to pack other fruits like kiwifruit, avocado and pears, and that’s exciting. It’ll open up whole new segments of the industry,” says Michael Williams.

Packaging is another area of focus for J-Tech which is experiencing plenty of change.

J-Tech Systems packaging sales manager, Mitch Pursehouse, says the company is active in its pursuit of the latest solutions in the marketplace.

“Right across our business, we’re always on the lookout for the best packaging solutions that are available both for our domestic and export market,” says Pursehouse.

“We’ve got the most advanced solutions with modified atmosphere, and active packaging, which extends the shelf-life of fresh produce.

“Plus, we only supply 100 per cent rPET punnets, and have the latest environmentally sustainable solutions that are available in the market at the moment.”

Pursehouse says one of the major growth areas in the packaging segment at the moment is solutions that keep products fresher for longer.

“Our supply partners with the development of modified atmosphere and active packaging solutions are StePac and GreenKeeper. They are absolute leaders in technology development for extending

shelf-life and reducing food waste and are already having a big impact in the industry,” says Pursehouse.

“At Hort Connections this year we’ll have a couple of representatives from GreenKeeper, on our stand so customers can talk to the experts on how to keep their fresh produce fresher.”

Michael Williams says J-Tech has products and solutions for most issues fresh produce businesses might face and is prepared to help customers with any problem they cannot immediately service.

“If we don’t know the answer, we’ll go and see what’s available out there and try to solve the problem. Of course, that’s not always possible, but we’ll give it a damn good go,” says Michael Williams. n

Sustainable packaging demonstrates value for Costa

Costa Group strives for practicality and sustainability as it develops new packaging options.

by Liam O’Callaghan

Sustainability is an increasing focus for all players in the fresh produce supply chain and Costa Group’s commitment to lead the way on this issue has seen the company collaborate to develop new packaging options.

Bananas and citrus are two of the categories Costa has found success in so far. For bananas, it collaborated with Woolworths on paper-based recyclable bands for kids-sized bananas. Matt Hives, Costa’s national sales manager, avocado and bananas, says the band allows smaller bananas sold in bunches of five to be differentiated from its main range of larger loose bananas.

"Costa has been tirelessly working towards a solution for packaging for the kids size bananas that embodies efficiency, commercial viability, and sustainability. After an extensive research and development period, in partnership with Woolworths, we are thrilled to introduce a banana banding solution that meets these criteria,” says Hives.

“This initiative is a testament to our dedication to sustainability and innovation in the fruit and vegetable industry. We believe this new packaging will not only please our environmentally conscious customers but also set a new standard for the banana industry.”

Nic Hines, Woolworths’ avocado and banana category manager, says the new packaging delivered strong results in a trial and will now be deployed on a wider scale.

"At Woolworths, we take pride in our commitment to sustainability and are constantly seeking innovative solutions that benefit both the environment and our customers. It's been a rewarding journey to collaborate closely with Costa, and together, we've crafted a new banana banding solution that not only supports our green initiatives but also captures the eye of consumers with its aesthetically pleasing design,” says Hines.

“After a successful in-store trial phase, we are enthusiastic about the upcoming broader rollout. This development marks a significant milestone in our ongoing efforts to lead the market in sustainable practices while delivering exceptional products to our consumers.”

Costa is also working to implement new solutions for its citrus category. It harnessed some of the concepts used in a paper bunch bag the company developed for its premium Vitor-branded Autumncrisp table grapes and applied them to citrus.

"Our citrus category is focused on innovation and we are committed to being industry leaders in

developing new sustainable packaging solutions. By keeping tabs on the latest global sustainable practices, we're bringing home cutting-edge, eco-friendly packaging solutions for the Australian consumer,” explains Craig Greenhalgh, Costa’s national sales and operations manager.

“A standout in our innovative line-up is our new fully recyclable paper bag with a paper front mesh that’s completely sealed—specially designed for citrus products.

“We are very proud of our achievements in delivering on our sustainability goals. We are constantly learning from successful strategies across our business, which helps us to continually enhance our packaging techniques. Our citrus range is grown with passion and determination, and we are equally passionate about how we package our produce.” n

ABOVE—The bands help differentiate mini bananas

BELOW—Costa’s new citrus bags take inspiration from packaging it developed for table grapes

Packaging double punch

by Gilad Sadan

Making sustainability irresistible not only serves the planet but also significantly enhances the appeal and sales potential of products.

As The Packaging Hippie I am a staunch advocate for ecofriendly practices. I believe that sustainability in today’s market is a given. The real challenge – and opportunity – is integrating these practices in ways that captivates consumers and influence their purchase decisions.

“Sustainability is now a baseline, not a bonus,” I often say. The task at hand is to present it in a way that’s visually engaging and undeniably attractive. When consumers see a product with eco-friendly packaging that’s also sleek and stylish, it sends a powerful message about quality and care, encouraging

Gilad Sadan

The Packaging Hippie gilad@navicoglobal.com

Gilad is The Packaging Hippie, a creative with a focus on sustainability and packaging as a marketing tool.

them to make a purchase that feels as good as it looks.

Sustainable packaging isn’t just about reducing harm; it’s about adding value. ‘Better product, better packaging’ is a philosophy that resonates deeply with today’s consumers. By transforming traditional packaging constraints into creative opportunities, brands can change the perception of their products. This proactive approach not only meets but anticipates consumer expectations, fostering loyalty and expanding market share.

In our pursuit of sustainability, those of us who succeed will be the ones who make eco-friendly choices irresistible to consumers – proving that what’s good for the planet can also significantly enhance our bottom line. n

Australian citrus back on track

Industry hopeful for a return to high quality following back-to-back challenges in recent years.

by Bree Caggiati

“All signs point to a good season, which is likely to start two weeks earlier than last year”

Australia’s citrus industry has had difficulty bouncing back to its pre-Covid highs. With rising production costs, freight and logistics issues, and poor weather affecting volumes and quality – including issues with albedo breakdown and small sizing – the industry has struggled through a string of challenging seasons.

“The past few seasons have been really difficult,” says Legacy Packing chief executive Brett Jackson. “Quality hasn't been great. The markets have been flat coming out of the other end of Covid-19 and we’ve struggled with albedo and small size – it's been a real headache.”

But as the 2024 season ramps up, the situation appears to be improving, largely due to better weather conditions.

“I think all the quality issues we've had for the last few years due to wet weather have hopefully subsided,” Jackson says. “We had a much friendlier spring this year.”

He says Legacy Packing is seeing improvements to sizing and he’s hopeful quality and taste will follow suit. Others in the industry are similarly optimistic.

“Quality appears to be good and the sugar to acid ratios look better than last year,” says Daniel Newport, marketing manager at Pinnacle Fresh. “All signs point to a good season, which is likely to start two weeks earlier than last year across most varieties.”

While an early season isn’t always beneficial, as less time on the tree means growers and packers are forced to speed up their timelines, sending fruit to a potentially congested market, Jackson says there won’t be a high risk of overlap this season.

“I don’t think the markets should be too clogged with late US fruit, which is always good for us,” he says.

Ryan Smith, director at Valleyfresh, agrees and says a lack of late-season US fruit is increasing demand for Australian exports.

“The citrus season ahead is showing good demand from Australia’s export markets,” he says.

TOP—Quality is looking up in 2024 following better pre-season conditions

BOTTOM—Australian citrus in Thailand OPPOSITE TOP—Asia remains a strong market for Australian-grown citrus OPPOSITE BOTTOM—Redland acquired the Geoffrey Thompson packhouse facility in September 2023

“This is partially a result of US citrus finishing early, meaning Australian citrus will have empty markets to begin supplying into.”

Asia remains the key market for Australian citrus exporters with the majority of export volumes heading to China and Japan this season. However, Korea and Hong Kong are also significant for Australian citrus and markets in South-East Asia are developing for some varieties.

“To date, demand from Japan and Korea leading into our May start for navels and lemons appears to be strong,” Smith says. “We have a positive feeling for the coming citrus season in Asia, which is a good way to kick things off.”

Jordan Bain, head of marketing at Redland, says the shift in quality has come just in time.

“The past two seasons have brought significant challenges to the industry, which has flowed into key markets, causing serious buyer doubts,” he says. “[The] key messaging from buyers to [the Australian] industry [is that] fruit must eat really well in season 2024.”

Bain says the Australian industry benefits from good market access and plentiful export opportunities.

“It’s no secret 60 per cent of Australian oranges are exported to four key markets (Japan, Hong Kong, China and Korea), but it’s for good reason: high appreciation for the quality we produce,” he says. “[The] onus is on the industry to deliver what Australian citrus is known for.”

REDLAND READY TO GROW

Major grower-packer-marketer Redland is gearing up for significant growth in citrus volumes over the next five years. The company acquired the Geoffrey Thompson packing facility in September last year and will install three new dedicated citrus packing lines to increase its operational capacity for the 2024 season.

Head of marketing Jordan Bain says: “The team has been busy across our 2,000ha, with a lot of young plantings starting to produce a crop in season 2024 and orchards set to reach full maturity over the next five years.”

Redland has also made its first plantings of Royal Honey Murcott and Mojo mandarins, expanding its product range.

“Our property in Emerald, Queensland, Bottle Tree Farm, has commenced with orchard development, planting our first Royal Honey Murcott and Mojo,” Bain says. “It’s a beautiful property which is set to be a powerhouse of production for Redland in the future.”

He’s confident the improvements this season should see the industry return to its former highs.

“The outlook for 2024 is very positive; Mother Nature has been kind, leading to healthy crops,” he says. “Season 2024 is shaping up to be a high-quality year.” n

MFC implements multiyear growth strategy

General manager Grant Leyden outlines plans to increase supply, add capacity and pursue branded varieties in a bid to grow “bigger and better” than ever.

by Bree Caggiati

Mildura Fruit Company (MFC) began operating over 100 years ago and is now one of Australia’s largest citrus packer-marketers. The Sunraysia cooperative works with more than 120 growers, supplying Australian citrus both domestically and internationally, exporting to over 30 markets mainly in Asia and North America.

In 2023, after 20 years in the role, Perry Hill, MFC’s longest-serving general manager, resigned and the company ushered in Grant Leyden – former general manager of Mildura-based Sunbeam Foods.

“A key reason I joined was that I really bought into the ten-year plan that Perry and the team had set the year prior,” Leyden says.

While Leyden notes much of the plan will unfold internally, there

LEFT—MFC is one of Australia’s largest citrus packer-marketers

BELOW—As MFC expands its grower pool it will look to add capacity to match

OPPOSITE TOP—The 2024 season will see MFC expand into branded varieties with its offering of Cara Kisses and Dandy Mandy

OPPOSITE BOTTOM—MFC has the sole rights to trade and market Dandy Mandy globally

will be some noticeable external changes over the years. One of these was the recent acquisition of the Pacific Fresh packing operation in Leeton, New South Wales, which was finalised in September 2023.

“We’ve got really good plans for further growth, both organic and potentially expanding externally,” Leyden says. “We are currently a supply-limited business so securing more from quality growers is a priority. In tandem with this, we plan to add capacity to match as supply develops.”

BRANDED VARIETIES

As part of this expansion, MFC will also move toward marketing branded varieties including Cara Cara under Cara Kisses as well as MFC-owned Dandy Mandy seedless mandarins.

“The Cara Cara varietal is a high-Brix, pink-flesh

navel variety with excellent shipping and eating properties,” Leyden says. “We all saw this variety as something very exciting a few years back, and our key growers have planted this in volume.”

From the exterior, Cara Cara looks similar to other navel varieties, but its pink flesh is a point of difference. MFC has purposefully chosen bright, emotive colours including pinks to draw attention to the variety’s unique offering and will implement in-store demonstrations, social media campaigns and a new branded website to continue educating consumers.

“The in-store demos for Cara Kisses in particular is a really important piece,” Leyden says.

A similar approach will be used for marketing the MFC-owned variety, Dandy Mandy.

“It’s probably in a slightly earlier stage of development than the Caras and it’s just starting to get bigger volumes online now, in 2024,” Leyden says. “We’re getting the branding out there to match that and wanting to show consumers what it does.”

The seedless variety boasts a bright orange-red skin which MFC has drawn from to create the colourful caricature used across marketing collateral.

“We think it will be really well-suited to the Asian markets which is our main target for the branding,” Leyden says.

CITRUS BEYOND COMMODITY

The move towards branding is, for Leyden, an opportunity to shift away from the commodity market citrus has traditionally sat in.

“I think citrus has been a commodity for maybe too long,” he says. “Where you’ve got some unique properties for particular varieties, we should be calling those out and trying to separate them. That is very much part of our strategy.”

Leyden draws on US seedless varieties as one successful precedent as well as examples in other categories such as apples.

“Australia and New Zealand have done a lot of worldleading work in apple varieties,” Leyden says. “People have favourite apple varieties now. They won’t buy just an apple; they want a particular variety because that’s the one they like. I think more of that is coming.”

POSITIVE FUTURE FOR INDUSTRY

This investment into branding is part of a more general optimism MFC has for the future of the citrus industry at large.

“We’re really positive about the future of the citrus industry in Australia and that’s probably a funny thing to say coming out of three tough years for growers,”

Leyden admits. “But at our recent grower meetings there has been a level of optimism that we’re going to get back to good quality and stable markets. Overall, we’re positive not only about 2024 but going forward.”

Leyden says the appetite for good quality Australian citrus remains and he is confident this will translate into further growth if the industry can deliver.

“We are trying to make sure we’re going back to all our best customers to give them the best quality we can because we’ve under supplied as an Australian industry,” he says.

“That’s another key part of our business we’re trying to improve –making sure we consistently deliver time and time again. That starts with our growers and runs all the way through our packing sheds and treatment right to our logistics overseas.”

Many of MFC’s major near-

term projects are focused on further automation of operations and implementing the latest technology in post-harvest treatment, grading and packing, in a bid for further consistency.

“A huge piece is backing up what you say, right? Walk the talk,” Leyden says. “At the end of the day you’ve got to deliver on the consumer promise.”

At the same time, MFC will also look to expand the types of markets it pursues to place any lower-grade fruit that may come.

“I think it’s important to be in both the rapidly developing markets but also some that are not taking Class 1 product, or not so much of it. They might be more of a value market,” Leyden says. “It’s part of our strategy to form long-term partnerships so that over time as the market develops and changes, we can grow with the customer.” n

Legacy has big plans for Sumo

Legacy Packing backs Sumo Citrus as it plans to ramp up production over the next five years.

by Bree Caggiati

A suite of significant investments will start to come to fruition for Legacy Packing this season as it prepares to harvest new plantings of Sumo Citrus.

The business, which is part of the AC Foods Group owned by USbased Agriculture Capital, is in the process of planning an upgrade to its packhouse in the Victorian town of Cobram and has planted some 700ha of citrus – much of it to Sumo – in Berrigan, New South Wales. The first small harvest is expected this year, with production volumes set to ramp up in the following few seasons.

“We're going through an expansion in our packhouse. Once our farms come online, we're just not going to be big enough to pack our own volume,” says chief executive Brett Jackson who joined the company in July 2023.

"Our business is going to expand to four times its current size in the next two years. We'll go from needing 100 pickers a year to probably 400-500 in two years.”

As part of the planned expansion, Jackson says Legacy will invest heavily in automation.

“Out of everything that keeps me awake at night, labour is probably the biggest one,” he says. "It's not just the availability of it, it's also the cost of it. You have to make sure you make it as productive as you can.”

However, for citrus growers, automation beyond the packhouse remains a difficult task.

"There are labour efficiencies you can make across the business,” Jackson says. “But your bang-foryour-buck is in the shed.”

The packhouse upgrade will feature a new line with the capacity

to process commit-to-pack as well as pre-graded fruit. “The new line will be a pre-grade system but with the added flexibility of being able to send fruit straight to commit-to-pack instead of having to bin it off,” he says. “This will allow us to pack quicker in periods of high demand or low supply.”

Despite the benefits of being able to offer commit-topack, Jackson remains an advocate of pre-grading fruit. "Having worked with both [systems], I think the efficiencies are definitely there. It's cheaper, it's more efficient, and you can be smarter with the way you sell it.”

Currently, the US is the dominant market for Sumo Citrus globally, with domestic volumes increasing yearon-year. Jackson says, “in excess of 10m cartons were sold in the US [in 2024]”. But US-grown fruit has found some difficulty gaining a footing in China with additional tariffs and competition from Chinese-grown Dekopon.

As a counter-seasonal supplier to the US, Jackson sees great potential in Asia for Australian-grown Sumo Citrus. "We've got the advantage over the US because we're not competing against domestic production in China,” he says.

With this in mind, Legacy Packing is set to launch marketing activities in China as well as South-East Asia this season ahead of increased production in the coming years. “It's a big focus of ours,” Jackson says. n

ABOVE—Jackson sees potential for Australian-grown Sumo Citrus in China as a counter-seasonal option to Dekopon

LEFT—Legacy Packing CEO Brett Jackson joined the company in July 2023

Engaged industry good sign for season bounce back

Citrus Australia’s chief executive Nathan Hancock is optimistic about the season ahead, following a successful congress event.

by Bree Caggiati

Over 420 industry members converged on the Novotel Sunshine Coast Resort for the Australian Citrus Congress in early March. The three-day event, run by peak industry body Citrus Australia, included a main conference programme, tradeshow-style exhibition, gala dinner and biosecurity symposium all well-attended to the delight of Citrus Australia’s chief executive, Nathan Hancock.

“The level of interest was really surprising, I would have to say, but

it was [also] very encouraging,” he says.

This engagement, for Hancock, is a positive sign the industry has turned a corner following a series of back-to-back challenging years.

“I think delegate numbers like this show that we put on a good congress with good subject matter, but also that people are engaged and invested in their business and in the citrus industry at large,” he says.

“When things are bad people tend to turn away and not turn up in numbers.”

The Australian citrus industry had what some would call a golden run leading up to 2019, only to be hit with Covid-related challenges followed by consecutive wet springs affecting quality, size and volume.

In 2023, volumes began to increase again, bringing some hope for the industry. But for many growers, the quality wasn’t there to generate significant returns.

“A lot of growers will tell you that the last two seasons have probably been the toughest in a decade. The millennial drought was probably the last time it was that difficult to turn a profit,” Hancock says.

But, thanks to a drier pre-season, Hancock is hopeful the 2024 season will see marked improvement.

“The change in seasonal conditions [means] the fruit will be much more in that marketing size range,” he says. “It'll be firmer, and it'll have the typical great flavour profile that Australian citrus is known for.”

Pair that with increased consistency for freight into Asia and it seems there may be a light at the end of the tunnel.

“It does feel like things are looking up for citrus,” Hancock says.

NEW EXPORT OPPORTUNITIES

About a third of Australia’s annual citrus crop is currently exported.

Hancock says export trade needs to grow in line with production gains forecast over coming seasons, in order for the citrus sector to remain profitable.

“We had a great presentation at the congress by David Daniels [Citrus Australia’s general manag-

er, market development] who identified where the profitable markets among all of our export markets

[are],” Hancock says. Asia remains a key focus for Australian citrus exporters, with s

OPPOSITE—Citrus Australia CEO Nathan Hancock speaking at the Australian Citrus Congress LEFT—Following a drier spring, Australia’s citrus industry is hopeful for a return to form in the 2024 season

China and Japan set to take the largest volumes this season.

“China will be our number one market in 2024, very likely,” Hancock says. “But I think other markets like Vietnam and Korea are the shining lights in terms of further growth. Both markets understand high quality and are prepared to pay for it.”

The congress also provided industry members with an update on the significant impacts of Huanglongbing (HLB) and the Asian citrus psyllid on the key juice producing industries in Brazil and Florida.

“The impact of that has a knockon effect on the Australian producing regions,” Hancock says.

With Australian growers and processors receiving better returns from the domestic fresh juice

market, as well as over-run and lower grade oranges which do not typically have a marketable home, there’s potential for the market floor price to lift for higher grade fruit as well.

“Australian oranges going into that market changes the economic dynamics for growers of all orange types,” Hancock says. “I think it’s really positive.”

Hancock says opportunities are also emerging in the North American market.

“We are likely to see continued interest in certain product lines that really suit the US consumer,” he says.

“Late navels, seedless mandarins, and probably seedless lemons are looking very likely to be strong into to US and Canada as well.”

INCREASING PRODUCTIVITY

Closer to home, Hancock says productivity at the orchard and packhouse level will become increasingly important as volumes ramp up.

“It’s going to be a two-way thing,” he says. “We do need to drive profitable returns by extracting maximum premiums out of our export markets. But we also need to make sure we’re doing it from a very highly productive workforce.”

Labour continues to be a challenge across Australia’s horticulture industry and while major technology advances such as autonomous vehicles are promising, Hancock says they won’t be an accessible option for all businesses.

“In my general conversations with people, we can’t wait for the next big thing to be the thing,” he says. “It won’t be one thing that fixes the labour shortage we’re experiencing and drives productivity gains.”

Instead, he encourages growers to consider manageable changes that will have long-term effects.

“Maybe the next set of trees you plant you grow them in a way that you can harvest them from a platform rather than from ladders,” he suggests. “We might have to change the way we plant our orchards and think about how we operate within them using technology that way.” n

LEFT—Hancock says productivity is becoming increasingly important

ABOVE—HLB impacts on key juice producing industries overseas could change the market for higher grade Australian fruit

Opportunities aplenty: boosting Australian citrus consumption

by Matt Jones

Matt Jones matt.jones@citrusaustralia.com.au

Matt Jones is the media and communications manager at Citrus Australia, the prescribed peak industry body for the Australian citrus industry.

Snacking isn’t the only opportunity to increase citrus consumption in the Australian market.

That’s according to Belinda Aanensen, director at market research company Fiftyfive5, part of Accenture Song, who shared key consumer insights with delegates at the Australian Citrus Congress.

Fiftyfive5 has surveyed more than 10,000 Australian grocery buyers on their fresh fruit purchases, intentions and attitudes over the past two years.

The survey is part of an ongoing tracking study funded by Hort Innovation using multi-industry strategic levies and contributions from the Australian government.

Based on analysis of the survey results, Aanensen identified four key opportunities that could generate consumption growth for the citrus category.

LOOK BEYOND SNACKING

The research found 78 per cent of oranges and 82 per cent of mandarins were eaten fresh as a snack, while lemons and limes were more likely to be used at dinner time or in the evening as an ingredient in cooking, cocktails or salads.

Citrus was less likely than the average for all fruits to be consumed at breakfast, lunch or in desserts.

Aanensen told delegates that people were “very single minded” about when

they ate citrus, and it was surprising not to find the fruit used in desserts more often.

“There’s no fruit categories that are really owning dessert,” she said.

“I can see citrus here, in things like orange poppyseed cake, sweet desserts, cakes, cheesecakes, friands, tangy desserts like key lime pie.”

BOOST CONFIDENCE, VERSATILITY

More than half of surveyed consumers said they wanted to be creative with their food, but at the same time 79 per cent admitted to buying the same fruit and vegetables every week.

Aanensen said there was an opportunity for marketers to push consumers beyond those routines by encouraging them to explore new ways of consuming citrus.

“Inspiring people with new ideas, new ways of cooking with lemons and limes, and teaching them the basics of how to incorporate oranges and mandarins into their meals is really key to unlocking the growth of the industry,” she said.

INCREASE ‘LOVE’

Aanensen said the availability of citrus year-round could be a reason why Australian consumers don’t form the same “emotional connection” with the fruit as they do with seasonal offerings like cherries at Christmas, or mangoes in summer.

“People don’t get as excited about seeing citrus in-store,” she explained.

Emotional connection is important because it drives purchase. Based on the survey results, Aanensen said people were 2.2 times more likely to buy fruits they “loved”, 1.6 times more likely to love fruit if they associated it with deliciousness

and 1.3 times more likely to love a fruit if it was associated with being healthy. She encouraged marketers to play to these points when developing new campaigns for citrus.

DIAL UP PROVENANCE

Shoppers overwhelmingly preferred to buy Australian produce, according to Aanensen, considering it better quality than imports.

However, many consumers struggle to identify where their fruit comes from at the point of purchase.

“There’s an opportunity here to grow across our categories and claim that ownership,” Aanensen said.

“We can think about how we dial up our heritage, and our provenance – both Australian and local.

“The point across all of this is just to make sure that citrus is really known for something (and) people will be excited when they see it in store.” n

This article was first published in Australian Citrus News by Citrus Australia. The research was presented at the Australian Citrus Congress on Wednesday 6 March.

BELOW—Belinda Aanensen presenting research at the Australian Citrus Congress

US imports continue to play key role

A weaker Australian dollar and drought in California have seen US import volumes decline over recent years, but there are encouraging signs of recovery for key categories.

by Wayne Prowse

The US is one of Australia’s largest suppliers of imported fruit, second only to New Zealand. In the 12 months to March 2024, the US supplied 21,872 tonnes of fruit to Australia, which accounted for 40 per cent of Australia’s total fruit imports. Almost all of this product was counter-seasonal to the local Australian industry supply periods.

Although US imports have been on a declining trend, an easing of drought conditions in California has meant the quality and volume of fruit grown in California’s San Joaquin Valley has improved. The erosion in value of the Australian dollar versus its US

Kiwifruit is imported from November to March during New Zealand’s off-season. The US replaced Italy as a counter-seasonal supplier of kiwifruit in 2021 after the European country could not meet new import conditions. Kiwifruit ranks as Australia’s largest fruit import product when volumes from New Zealand are included.

Last year a late and large crop of cherries from California overlapped

AUSTRALIA: FRUIT IMPORTS FROM US BY PRODUCT IN 2023/24*

* 12 months to March 2024

Source: ITC TradeMap; Fresh Intelligence analysis

counterpart however remains a major contributing factor to falling volumes. The unfavourable exchange rate has seen prices increase in the supply chain.

Table grapes are imported from June to October and volumes dropped 36 per cent year-on-year last season, impacted by dry conditions. Following higher than average snow in the mountains, water supply levels are higher for 2024 with drought-free conditions in the main growing regions. An earlier finish to the local season is also expected to see more US grapes in Australia from mid-June through to October, with volumes potentially increasing by 20 per cent from 2023 levels.

with the Pacific Northwest production season and drove up US cherry exports to Australia by 137 per cent following the lowest volume in a decade in 2022. California is returning to a more normal production season this year. Harvesting kicked off in late April and fruit will be in Australia during May and early June before the Pacific Northwest crop hits Australia from late June to early August. Optimal spring

weather has the Northwest cherry industry looking forward to a premium-quality crop in 2024. However, the production season is set to finish by early August as a late cold snap in the northern border regions has significantly reduced the lateseason crop.

Peaches, nectarines and plums are on course for an excellent quality harvest from late June, according to the Californian Fresh Fruit Association, following good winter rains and abundant water supplies. Californian stonefruit sales will again be supported in Australia with a radio and social media programme to promote the in-season availability of the fresh tree-ripened fruit flown into Australia within days of harvest. While the volumes seen in Australia are lower than in past years, the campaign will focus on high-end consumers who want to enjoy the great tasting experience as a special treat.

High-quality independent fruit retailers are the main distribution channel for Californian stonefruit. These stores tend to be the go-to destination for discerning fruit consumers seeking high-quality product where price points are not the main driver.

Australia’s total fruit imports account for just 3.1 per cent of the nation’s overall fruit consumption, which is overwhelmingly Australian-grown. Imported fruit simply provides consumers with more choice when Australian products are not in season. n

Stone fruit from California

Treat your customers to the sensational quality and taste of Californian peaches, nectarines and plums in season from June to September. Supported in Australia by radio and social media.

A decade of NutriKiwi

Kiwifruit brand marks ten-year milestone with a fresh campaign highlighting a new consumption method.

by Liam O’Callaghan

NutriKiwi is celebrating ten years since its launch in 2024, and the anniversary is accompanied by a new campaign.

NutriKiwi is a joint venture between acknowledged leaders in New Zealand’s kiwifruit industry – EastPack, Trevelyans and DMS Progrowers, which collectively represent over 50 per cent of New Zealand kiwifruit supply. The venture developed the brand back in 2014 to improve returns for green kiwifruit growers. In the years that followed, NutriKiwi went on to successfully establish its position in the Australian kiwifruit market with its bright-orange branding standing out on shelves and in wholesale markets.

General manager Michael Leach says NutriKiwi has been able to gain excellent traction in the past ten years but there is still room for more growth.

To help drive this growth, NutriKiwi is implementing a fresh advertising and point-of-sale campaign aimed at enhancing its premium brand status and spotlighting the health benefits of green kiwifruit.

“The campaign, featuring sophisticated black and

BELOW LEFT—NutriKiwi will mark its ten-year milestone with a new campaign

BELOW RIGHT—The ‘bite & pinch’ campaign encourages consumers to eat kiwifruit in a new way

white visuals, underscores NutriKiwi’s commitment to quality and elegance,” says Leach.

A key feature of the new campaign is the introduction of the ‘bite & pinch’ method. Leach says this aims to highlight a more simple and fun way of enjoying kiwifruit by demonstrating the process of slicing the fruit it into half-moons and then encouraging consumers to bite into the fruit and pinch off the skin. By making consumption easier for consumers, it can open up more eating opportunities.

“This innovative approach may resonate with many Australians who are familiar with a similar method used for oranges during sporting match half-time breaks,” says Leach. “This fuss-free way of

eating green kiwifruit addresses a common consumer hurdle – the perceived inconvenience of preparing and eating kiwifruit.”

The campaign will debut in upscale fruit and vegetable stores across Australia from May, showcasing the ‘bite & pinch’ technique at point-of-sale. Leach says the campaign will also extend across digital channels providing consumers with step-by-step guides on this new way to eat kiwifruit.

“The campaign will extend onto social media platforms, where engaging video content will provide further demonstrations and insights into this novel way of enjoying kiwifruit, fostering consumer education and enthusiasm,” says Leach. n

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Zespri continues ‘Crazy Tasty’ campaign

Zespri SunGold kiwifruit awareness campaign enters its fourth consecutive year with Kiwi Brothers front and centre.

by Bree Caggiati

Zespri has commenced its Australian campaign for the 2024 season with the New Zealand marketer continuing its efforts to build awareness for SunGold kiwifruit.

With increased volumes of SunGold expected this season, Zespri is set to continue its successful ‘Crazy Tasty’ campaign, which was a finalist in the 2023 IFPAProduce Plus Marketer of the Year Award (MOYA).

“We’re excited to be continuing with our highly effective ‘Crazy Tasty’ campaign to drive awareness of the sweet taste of Zespri SunGold kiwifruit in 2024,” says Zespri’s brand manager – Australia, Sally Burtonwood.

Since the ‘Crazy Tasty’ campaign first launched in Australia in 2021, Zespri has seen Kantar unaided awareness increase by 80 per cent (growing from 4.1 to 7.4) and Kantar brand power increase 36 per cent (from 5.3 to 7.2).

This year, the Zespri Kiwi Brothers will again feature across national TV, online video (YouTube), social media and for the first time in Australia, on radio. Alongside the digital elements, Zespri will also produce in-store initiatives including SunGold-branded shelf tickets, display bins and point-of-sale materials across major supermarkets and independent stores.

The marketer will partner again with Fresh Markets Australia’s ‘A better choice!’ programme with both trade and consumer promotions, as well as point-ofsale materials across independent Australian fruit and vegetable grocers.

Burtonwood says the team is looking forward to another great season with results from the ‘Crazy Tasty’ campaign so far exceeding all goals.

“When we first started to develop this campaign, Zespri was a small brand in Australia, and we’re delighted to have significantly grown awareness and brand power by communicating more meaningful benefits of our great-tasting Zespri SunGold kiwifruit to consumers,” she says. n

TOP—Zespri’s ‘Crazy Tasty’ campaign enters its fourth year in 2024 BOTTOM—The Zespri Kiwi Brothers will feature heavily in the 2024 campaign

Cosmic Crisp to debut in July

First commercial volumes of new variety set to hit Australian retail shelves, with licensee Red Rich Fruits describing it as the biggest thing in apples since Pink Lady.

by John Hey

Australian consumers will soon be able to get a taste of the new Cosmic Crisp apple variety, with a group of growers in the Yarra Valley and Batlow marketing their first commercial harvest this July.

The launch will be managed by vertically integrated company Red Rich Fruits, which holds the exclusive rights to grow and market the US-bred Cosmic Crisp in Australia.

It took Washington State University more than 20 years to develop Cosmic Crisp, which is also known by the varietal name WA38. The new variety is a cross between the Honeycrisp and Enterprise cultivars, and it offers a delicate balance of juiciness, sweetness and tartness with vibrant red skin and crisp white flesh.

Cosmic Crisp’s most notable attribute is its slowness to brown, which makes it an ideal snack for entertaining and school lunches, according to its marketers. The variety can also reportedly be stored for an unusually long period of time in a domestic refrigerator.

Since launching in the US in 2020, Cosmic Crisp has quickly gained popularity. In the space of three years, it has risen to become one of the top ten-selling apple varieties in the US, according to Nielsen supermarket data for the September 2022-January 2023 period.

Red Rich Fruits director Matt Palise is confident the variety will be a similar hit in Australia.

“Once Australians try the Cosmic Crisp there is no going back,” he says. “This variety is set to change the Australian apple landscape for good in a way that we haven’t seen since Pink Lady.

“It is juicy, sweet, tart and crunchy all at the same time. Kids love it and so do parents as it’s incredibly slow to brown making the Cosmic Crisp the ultimate lunchbox addition.”

The name Cosmic was inspired by the starburst-like lenticels on the apple’s surface, while Crisp is a nod to the fruit’s texture and parent variety Honeycrisp, which

is the number one selling variety in the US.

As the exclusive licensee in Australia, major supermarket supplier Red Rich Fruits has planted more than 300,000 trees over the past three years in partnership with growers across Victoria, New South Wales and Western Australia.

The company says the short supply chain to store within each state converts to an estimated 30 per cent reduction in traditional apple ‘food miles’.

Cosmic Crisp will be available from July in selected retailers for a limited time until supplies sell out. Red Rich Fruits plans to continually expand production over the next eight years to achieve a full year-round supply as the trees mature. n

TOP—Cosmic Crisp has a vibrant red skin and crisp white flesh ABOVE—Growers in the Yarra Valley and Batlow harvested their first commercial volumes in July this year

Seeka releases red Nashi

Major grower-marketer to test market feedback for the new pear variety ahead of commercial launch in 2025.

by John Hey

Seeka is set to release a new red Nashi pear this season, marketing trial volumes ahead of its commercial launch in 2025.

The variety has a crisp, juicy and crunchy texture and an appealing taste profile, according to Seeka, with the company confident it will be a hit with consumers.

The red Nashi is a product of the Prevar-Apal varietal development programme and it is grown in Victoria’s Goulburn Valley, where Seeka has over 400ha of fruit under

production and development.

“Seeka is currently looking at marketing partners to assist with the branding and marketing of this exciting new fruit but our initial feedback from consumers has been exciting,” says Seeka Australia’s general manager, Jonathan Van Popering. “The taste profile is outstanding; it’s crunchy, sweet, and juicy – and it looks great too.”

Seeka is also developing its jujube product line in a dried format for the

first time in 2024 following two years of fresh sales.

“The season for fresh jujube is relatively short,” says Seeka Australia sales manager, Cameron Carter. “So it made sense to lengthen the season by drying the fruit as this is how it is commonly consumed in Asia.”

Jujube, whose scientific name is Ziziphus jujuba, is well known in Asia for its nutritional properties including vitamins, minerals, and antioxidants. Also referred to as red date, Chinese date, and Chinese jujube, the dried format is sweet with a pillowy, marshmallow-like texture, according to Seeka.

“We were forecasting significantly increased volumes of fresh jujubes to be distributed to Australian wholesalers this season,” says Van Popering. “But we have largely completed harvest and we expect to dry some of the remaining fruit ready for evaluation and further product development throughout the year.”

As the largest producer of Australian-grown kiwifruit, Seeka Australia’s green kiwifruit season kicked off in March, with picking and packing forecast to conclude in late May.

The 2024 season is seeing a return to normal production levels, with good volumes already picked and packed as of late April.

“We had a tough year in 2023 with floods and multiple hail events which severely impacted production,” says Van Popering. “But our orchards have bounced back, and we were pleased to see our volumes return to normal this season.”

Seeka says the addition of the red Nashi variety and dried jujube will bolster its fruit range, enabling the company to supply high-quality, Australian-grown fruit throughout most of the year. Seeka Australia currently grows Layna, Bosc, Rico, Packham and Corella pears; green and brown Nashi pears; Amber Jewel, Black Majesty and September Candy plums; fresh jujube; and green kiwifruit. n

BELOW—Seeka is now offering both fresh and dried jujubes

AVOCADOS

Avocados Australia celebrates launch into India

Ambassador Brett Lee joins stakeholders at launch event in New Dehli.

by Bree Caggiati

Avocados Australia has officially marked its much-anticipated entry into the Indian market, accompanied by cricket icon Brett Lee as its brand ambassador. The collaboration represents a significant milestone for both Australian avocados and the Indian fresh fruit market.

The official launch celebration was held on 9 May at the Australian High Commission and was attended by some 25 Australian exporters, Indian importers and stakeholders including Nick McCaffrey, Australia’s deputy high commissioner to India.

The launch was followed by study tours in Mumbai, Bangalore and Chennai with delegates engaging in networking sessions and visits to importers, retail stores, storage facilities and wholesale

become a beloved fruit in Indian households. Lee, too, expressed his excitement about the partnership.

“I am thrilled to be associated with Australian avocados and with the fruit that embodies the essence of health,” Lee said. “Throughout my journey, I have prioritised nourishing my body with good food, which is why I’m excited to combine this passion with my deep affinity for India and its rich culture. I look forward to championing the exceptional taste, quality, and adaptability of Australian avocados both at home and abroad.”

This launch comes after a series of activities this year aimed at building the profile of Australian avocados in India. These included a tour of Queensland farms and packhouses for Indian importers and retailers during April, and Avocados Australia’s presence at Fresh Produce India 2024 in March.

“Avocados Australia had a successful presence at Fresh Produce India 2024, showcasing Australian avocados and fostering new partnerships that have led to a growing interest and demand within the Indian market,” said Mansi Ahuja of Ampro marketing, India representative of Avocados Australia.

Retail promotions with India’s premium modern retail outlets and e-commerce platforms are planned for May to July 2024 to continue raising awareness of Australian avocados, including health benefits, versatility and handling.

The launch of Australian avocados in India is an important milestone in the industry’s global expansion journey. Australia produced just over 115,385 tonnes of avocados in 2022/23 and Australian production is forecast to increase strongly over the next few years to approximately 170,000 tonnes by 2026. In line with this production growth, Australian growers are committed to developing new overseas markets and increased exports will be critical for the future viability of the Australian avocado industry. n markets.

John Tyas, chief executive of Avocados Australia, stressed the significance of the Indian market and outlined the strategy to enhance the visibility of Australian avocados in India.

“We are excited to bring the exceptional taste and nutritional benefits of Australian avocado to the diverse Indian market,” he said. “With our focus on exports and a commitment to quality and service, we are confident that we will establish a robust presence in India. While competition exists, we believe our emphasis on quality, service, availability throughout the year and market support will set us apart.”

He added that with Brett Lee as the brand ambassador, he was confident Australian avocados would

ABOVE—Cricket icon Brett Lee joins Avocados Australia as an official ambassador

BELOW—Avocados Australia delegation at Fresh Produce India in March 2024

Lychee marketing campaign packs a KPI punch

Seasonal Hort Innovation marketing campaign outperforms all set targets including social media impressions.

by Bree Caggiati

A Hort Innovation marketing campaign created to position lychees as a festive season favourite has exceeded all expectations.

The campaign, which ran from November 2023 to February 2024, included a hero video produced by Bite Studio, pre-season media outreach, paid social media advertising

and influencer gifting all using the brand’s positioning: ‘Enjoy a celebratory moment with Aussie Lychees’.

“The campaign’s goal was to lift awareness of lychees to drive demand at the beginning of the season and ultimately increase the number of households purchasing lychees,” says Hort Innovation mar-

LEFT & BELOW—Hort Innovation’s marketing campaign ran from November to February with the goal of positioning lychees as an Australian festive favourite

keting manager Lynda Pallone.

“To showcase how best to enjoy lychees, the campaign involved development of fresh, new video content.”

The campaign kicked off in November with a burst of media outreach ahead of the season, resulting in valuable early media coverage. Highlights included a television segment on the Sunrise breakfast programme, as well as features in New Idea, Kidspot and Mindfood

“Key media [figures] and influencers were sent hampers and tips for sharing the good word about lychees, and this generated numerous posts via social media,” Pallone says.

In addition to these earned posts, Hort Innovation also utilised paid advertising to reach a wider audience.

“Paid advertising through social media platforms targeted audiences to align with the objective of reaching as many people (particularly light buyers) as possible,” Pallone says.

The successful campaign outperformed all key performance indicators (KPI) set including impressions and cost per opportunities to see (OTS).

The hero video designed by Bite Studio was pivotal to the campaign reaching more than half a million people, according to Hort Innovation. The campaign's earned media component achieved 6.65m OTS, 133 per cent of the set KPI, and well under the goal for cost per OTS (A$0.001 compared with the KPI of A$0.01).

The social media component was particularly impactful, achieving 4.3m impressions, compared with the KPI of 2.8m impressions.

Social media engagements of 81,938 were almost double the KPI figure that was set ahead of the campaign and costs per impressions and engagements were well below what was anticipated.

Pallone says results and insights from the campaign would help to inform any future marketing activities. n

Perfection launches awareness campaign for Cauli-Blossom

Consumers and chefs will be targeted as part of a widescale campaign which follows launch of new air fryer offering.

by Bree Caggiati

“Like all new vegetables, gaining consumer awareness and trial is a challenge,” says Elizabeth Pridham, head of innovation at Perfection Fresh.

But for Cauli-Blossom, or Fioretto which means ‘little flower’ in Italian, “trying really is believing”.

“In our consumer research, 95 per cent of consumers who tried Cauli-Blossom said they would buy it again,” Pridham says of the mild and sweet flavoured brassica hybrid.

And so, in a bid to increase awareness and expand opportunities for consumers to try the vegetable, Perfection Fresh – the sole Australian-distributor of Cauli-Blossom Fioretto – will expand its marketing efforts this year to include consumers as well as chefs and hospitality

workers.

“Our goal for this year is a backto-basics approach of focusing on educating consumers about the product, its benefits and how to cook it,” Pridham says.

“In addition, we will be leveraging the trend we see for this product to appear at well-known restaurants in Sydney and Melbourne.”

The marketing campaign will feature digital and social media assets focused on building consumer awareness and product education as well as print and digital ads tailored to chefs and the wider hospitality industry. The grower-marketer will also host a launch event including a Cauli-Blossom masterclass for chefs to witness the versatility of the product.

“Our objective to drive aware-

TOP LEFT—Cauli-Blossom is a hybrid brassica variety

TOP RIGHT—The new Air Fryer Parmesan & Garlic CauliBlossom range was launched in May

BELOW—Perfection will target consumers, chefs and hospitality workers with a Cauli-Blossom awareness campaign

ness of the product and educate the market about the flavour and versatility of this relatively new vegetable so that it can appear as a mainstay in restaurant menus as well as domestic kitchens,” Pridham says.

This May also saw the launch of the new Air Fryer Parmesan & Garlic Cauli-Blossom, the fourth addition to Perfection’s popular air fryer range which recently received a Healthy Food Guide award.

“Cauli-Blossom is a super-hero vegetable, which makes it an absolute delight to develop new products for our convenience range,” Pridham says. “With a delicious, sweet stem, and a floret that acts like a flavour mop that goes with almost every flavour style, it gives us the freedom to create concepts that are absolutely delicious.”

The Perfection Fresh air fryer range, including the Parmesan & Garlic Cauli-Blossom offering, is available at Costco, selected Woolworths outlets, and independent retailers across Australia.

Perfection has a full pipeline of Cauli-Blossom concepts in the works which Pridham says will target a range of occasions, meal types and cuisine styles. n

Gail Woods: a legacy of impact

Former Brismark and current Fresh Markets Australia general manager, Gail Woods, reflects on her contributions to the fresh produce industry.

by Bree Caggiati

Gail Woods has been actively involved the fresh produce industry for many years and in 2023 received the Fresh Markets Australia (FMA) Meritorious Service Award for significant contributions to Brismark and FMA, and the lasting impact she has had on the industry. As Woods prepares for a new role at FMA she reflects on her journey through the industry.

What was your background and how did you get into the fresh produce business?

Gail Woods: You can take the girl out of the bush, but you can’t take the bush out of the girl. I grew up in the South Burnett in Queensland. Those were hard times, in those days with dryland farming – it was dairy farm and small crop. Once I had my degree in Business, I worked within legal for a short time and then went on to work in a white-collar trade union in Queensland. Even though I was not involved in the political side, you certainly are within an environment that gives you the grounding in advocacy and representation working for a not-for-profit. I was working in a very large membership organisation with 95 per cent membership and the advocacy piece held me in good stead.

From there I went to work with Brismark, which is a state industry body and with that came the secretariat role for FMA.

We provided lots of services for the local wholesaler members in Brisbane be it training, recruitment, workplace health and safety, food safety, a whole gamut of things including the credit service, which is a really important cornerstone of all central markets.

I’ve been a director at Freshcare for quite some time. As part of my journey there, I’m particularly proud of delivering market access to over 3,500 growers and wholesalers by virtue of the Global Food Safety Initiative (GFSI) benchmarking. So, it’s not just wholesale –that sort of connects the supply chain.

You were awarded the FMA Meritorious Service Award in 2023, what did that mean to you?

GW: It was very humbling to look at the people who’ve come before me. That award started in 1974 and the amount of impact that these people have had on industry with their very long careers, is quite amazing. I feel my contribution was in lifting the organisation into a trusted and professionally ethical, well-governed organisation from being a secretariat through to being the very first general manager (GM), and a female one at that.

TOP—Gail Woods introducing a session at Freshcare’s Australian Assurance Summit

BOTTOM—Woods has buit a career on advocacy for the produce industry

OPPOSITE—Woods setting up the FMA stand at Hort Connections 2023

[In wholesale] it certainly is variety, there’s no doubt about that

What are some of your proudest achievements and major highlights over your career in the industry so far?

GW: When I look back, probably the involvement with the Horticulture Code of Conduct is one. I started not too long before that code was going to sunset.

There was a lot of submissions and so getting right into the depth of what the regulation was going to mean on a day-to-day basis for wholesalers was incredibly important.

I led the charge in conjunction with Andrew Young, who is the chief executive of Brismark and Brisbane Markets. It took a year devoted to focusing on the submission to ensure that our sector of the industry was not going to be too badly affected by this regulation in a largely unregulated environment.

Once the government had decided what the regulation was going to be, then it was a very long process of developing training materials, delivering the training, encouraging wholesalers that this was here to stay. It was an incredible change management piece and I think, as an industry, we’ve done pretty well in the implementation of that. So that’s probably my feeling

of greatest achievement. Was it perfect? No. Did everyone like it? No. But we tried to make it as pragmatic as possible.

It’s been incredibly rewarding to have played a role in getting the ‘A better choice!’ programme off the ground. A colleague and I worked with central market operators and state bodies to lay the foundation, and then helped oversee the handover to the operational team while maintaining governance oversight.

I think also being the first GM of FMA. It was our aim to have a standalone, small, not-for-profit and it’s not easy to fund all of these things. So, getting there was very important, as was developing our strategic plan.

And then probably the other one that’s still happening at the moment, is the development of our fresh data project. We received a grant from

CAREER TIMELINE

1990: Attained Bachelor of Business

1995: Attained CPA

1992-2012: Business management, finance and corporate services at a Queensland trade union

Brismark

2012 – 2020: General Manager

Freshcare

2016-2024: Director

2016-2024: Chair - Financial Risk & Audit Committee

2016-2024: Deputy Chair

Fresh Markets Australia

2013-2020: Executive Officer

2020-2024: General Manager

the government after the perishable agricultural goods inquiry. And we’re nearly two years into a three-year project to deliver an application that will provide wholesale market prices in the palm of your hand on a daily basis. I’m very proud of where we’re at with that.

You have a long involvement with wholesale sector. What is it about this part of the fresh produce industry that has kept you engaged?

GW: It certainly is variety, there’s no doubt about that. It can be talking to a wholesaler at a very micro level about a particular area of the hort code that they might be unsure about, through to talking to the independent reviewer team for the Food and Grocery Code review at a very high strategic level.

2024: Special Projects & Advisor s

I want to still be able to contribute to the industry that I’ve come to love

What do you see as the biggest challenge and biggest opportunity for the Australian fresh produce industry?

GW: It certainly is submission central at the moment. [There are] many inquiries into supermarkets and frankly, that probably is the major challenge for the horticulture industry. From a grower perspective, particularly. It’s very likely to be forcing consolidations. Lots of smaller growers are leaving the land, selling up to larger growers, corporate growers. Time will tell but certainly everyone in the supply chain is waiting to see what the government’s response will be and I think it will have a very big impact. They’ve got a very weighty job on their hands to get this right for the Australian horticulture industry, because it is an incredibly serious position that we’re in right now. However, when you look at central markets, their ethos is to take what we call whole of crop. With a supermarket you grow to a particular specification. Some might feel that the very best goes to supermarkets. No, it doesn’t. The specification, what they want in the box,

goes to them. When we buy the whole of crop in central market land, we’re buying the gnarly right through to the absolute pristine – maybe a bit larger, maybe a lot larger. Therefore, central markets certainly have a future because they’re not only selling to greengrocers who sell to consumers, but they’re supplying to foodservice and into export. People still have disposable income for foodservice. Prisons, hospitals, food and beverage, cruise lines are huge markets for produce and I think that supply chain will maintain itself.

On the other hand, small greengrocers are being challenged as well, because of the market power and market dominance of supermarkets. You can be altruistic as much as you like and think that you should be purchasing in a particular way but when you’ve only got so much money in your pocket, what do you do?

Having said that, I’ll give the plug for greengrocers they’ve got value for everybody. So, whatever your purse is, they’ve got value for that.

You are transitioning into a new role as special projects and advisor at FMA. What’s in store for this next part of your career?

GW: As I transition away from full-time employment, I want to still be able to contribute to the industry that I’ve come to love through the special projects that will hopefully make a difference, not just keep me busy. I want to be able to share the knowledge that I’ve gained over the years and to be able to still contribute to the industry. What that looks like in a number of years’ time, who knows yet, but I can’t see myself stopping anytime soon. n

ABOVE—Woods with Australian minister for agriculture, fisheries and forestry, Murray Watt

Interim report on Food and Grocery Code of Conduct released

Supermarkets could face fines of up to A$10m under new recommendations made in a review of the Australian Food and Grocery Code.

by Bree Caggiati & Liam O’Callaghan

An interim report has been released as part of the Independent Review of the Food and Grocery Code of Conduct.

The report provides eight firm recommendations for improving the code, and a further three that are subject to stakeholder feedback.

Under the changes, the Australian Competition and Consumer Commission (ACCC) would be brought in to enforce the code providing fines of up to A$10m, 10 per cent of a supermarket’s annual turnover, or three times the benefit it gained from the breach.

“The existing Food and Grocery Code of Conduct is not effective,” said the independent reviewer of

the Food and Grocery Code of Conduct, Craig Emerson in the report.

“It contains no penalties for breaches and supermarkets can opt out of important provisions by overriding them in their grocery supply agreements.

“I firmly recommend the code be made mandatory and apply to all supermarkets with annual revenues exceeding A$5bn.”

At present, this would apply to Coles, Woolworths, Aldi, and wholesaler Metcash.

Speaking to Produce Plus, Emerson argues the code should be strengthened to better protect suppliers, as their fear of retribution has compromised its effectiveness.

“The overwhelming body of evidence was that we needed to move from a voluntary in to a mandatory code to get a better deal for suppliers,” he says.

“We do have a lot of evidence from suppliers, particularly small suppliers, that they haven’t been treated fairly. By that, I really mean that there’s a big imbalance in bargaining power between a major supermarket and a small supplier in particular.”

Since 2021, only six disputes have been initiated by suppliers and none has resulted in the awarding of compensation.

Under the new recommendations, the code would provide “avenues for suppliers to raise issues informally and confidentially, options for mediation and arbitration, and stronger protections for suppliers.”

Emerson says he is trying to understand the perspectives of both the suppliers and supermarkets

“The spirit of the engagement has been constructive, they (retailers) have said to me how much they appreciate being properly consulted,” he says.

“What I want to do is come up with effective but also efficient regulation. Too often policies get recommended to government that seem like a good idea at the time, but are counterproductive.

“We don’t want to see a situation where, for example, supermarkets say we won’t deal with small suppliers because it is too hard.”

Emerson will be speaking to the industry at Hort Connections where he will emphasise the objectives of the review.

“We’re trying to even up the playing field so that suppliers effectively have better bargaining power in their relationships with supermarkets,” he says.

“To use an old saying we don’t want to kill the goose that laid the golden egg and make it completely unattractive for supermarkets to deal with suppliers, particularly suppliers of fresh produce. But we want to make it work for everyone.”

The final recommendations of the review will be presented at the end of June. n

LEFT—The interim report recommends the code be made mandatory

Soren Bjorn Driscoll’s

Monica Bratuti Turners International

Filip Fontaine VLAM

Alk Brand Westfalia

Tarun Arora IG Group

Christelle Bertin Blue Whale

Steve Magami Agrovision

Stephan Weist Rewe

Fabio Zanesco VIP

Dan Mathieson Zespri

Jose Antonio Gomez Camposol

Helge Sparsoe Fyffes

Raffaele Benedetti Unitec

Hannes Tauber VOG

Marion Regan Hugh Lowe Farms

Mohammed Abbas Del Monte Franks Rodriguez ALDI South Group

Michael Fellner ALDI South Group

Secrets of brand success in Asian markets

by Matthew Crouch

When it comes to accessing new markets, especially in Asia, a thoughtful branding strategy is vital. Over the last ten years, I have worked with businesses of all shapes and sizes right across the country and supply chain to ask themselves “what needs to change” before launching into Asian markets. Here are my top tips:

CULTURAL SENSITIVITY AND UNDERSTANDING

Understanding culture is essential when building a brand in Asia. What works in Australia or New Zealand might not work in Asia. It’s important to recognise cultural nuances and sensitivities. For instance, colours and symbols that resonate in one region might have a completely different meaning elsewhere. This understanding shapes how brands present themselves and create messages that connect with their audience.

TAILORING BRANDING STORIES

One size does not fit all in branding.

Different regions in Asia have unique consumer behaviours and preferences. But what is driving this has also changed over the years. What was once a ‘western fever’ is now a far more diverse and personal aspiration. For instance, personalised on-package storytelling gives a sense of pride and privilege, a sentiment highly regarded in Asian gift-giving cultures.

BUILDING TRUST AND CREDIBILITY

Brand affinity and trust are essential in Asia, but present in very different ways compared to Australian and New Zealand markets. It often needs to be earned over a longer time period, and with a far more pronounced effort. In Asian markets, more than anywhere else in the world, the only way to fast track this process is through strategic brand partnerships with stores, products and influencers alike. However, to keep that trust requires transparency, quality, and consistency.

A UNIQUE DIGITAL LANDSCAPE

The segregation of China’s internet users

Matthew Crouch

matthew@sotogroup.co

Matthew Crouch is co-founder and creative director of Soto Group, a Melbourne-based creative agency focused on fresh produce. It delivers an educational, creative experience for all clients.

from the rest of the world has nurtured a far broader range of internet subcultures, channels and social media platforms. So when preparing for launching in China, be prepared to completely rethink, redesign and reframe your creative. What you did in other markets will not necessarily work there. Tailoring a brand’s digital presence to meet the needs of Chinese consumers is essential.

BUILD CLARITY FIRST

To successfully navigate the complexities of branding in Asia, any business should build a checklist of its own “Asia dos and don’ts”. Your scale, expertise and track record in similar markets will change what’s on the list, but building a visible reference point ensures that the whole organisation understands what is needed and why. n

ABOVE—Personalising packaging can help connect with consumers

The Happy Apple

The Happy Apple fresh produce buyer, Graham Gee, shares his daily routine and tips on getting the most out of produce purchases.

Graham Gee has been the devoted buyer for Melbourne-based greengrocer, The Happy Apple, since 2008. For Gee, the day begins well before the crack of dawn at 3:30am when he heads to the Melbourne Market. Here, he meticulously selects the best quality produce, guaranteeing that The Happy Apple customers always have access to the freshest options.

Once he’s done at the market, Gee doesn’t stop. He updates pricing and visits The Happy Apple’s three stores to ensure everything from display to freshness meets his high

standards. He also keeps in touch with farmers and wholesalers, staying abreast of the latest industry trends and conditions. This communication is especially critical during challenging times, such as periods of high rainfall, which can impact the availability of stock. Gee’s proactive approach ensures The Happy Apple is consistently stocked with premium produce, regardless of external challenges. Gee credits his ability to manage these early starts and long days to his diet – eating fresh produce.

When asked about how to cope with the rising cost of living, Gee

ABOUT ‘A BETTER CHOICE!’

This article was prepared by ‘A better choice!’, Australia’s first national programme designed to encourage consumers to shop for fresh produce at their local independent retailer. The programme aims to unite the fruit and vegetable industry and buy back customer loyalty. A joint initiative by industry group Fresh Markets Australia and the Central Markets Association of Australia, the programme supports more than 700 retailers across Australia who supply over 1m tonnes of fresh produce to households each year.

LEFT—Graham Gee (pictured left) has been a fresh produce buyer for The Happy Apple since 2008

offers some savvy advice for shoppers. “Always look to buy in-season produce,” he advises. According to Gee, cauliflower, zucchini, and Brussels sprouts are abundant in autumn and represent excellent value for money. The same goes for apples, pears, and mandarins. Opting for seasonal produce not only ensures the best flavours but also helps stretch budgets further.

Gee also highlights the importance of supporting local farmers and the local economy.

“By choosing locally sourced and in-season produce, you’re not just getting the best in terms of freshness and taste, but you’re also contributing to the sustainability of our local farming communities,” he says.

Gee’s expertise and tireless dedication ensure that every bite is a testament to quality and freshness, truly capturing the essence of what The Happy Apple stands for. n