WEBVTT - Mainfreight: where next for the blue trucks?

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<v Speaker 1>Joda and welcome to Shared Lunch, brought to you by

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<v Speaker 1>Chasis with Business Desk. My name is Rebecca Stevenson, senior

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<v Speaker 1>journalist at Business Desk. Today we take a look at

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<v Speaker 1>a favorite company of Chasy's investors, freight and logistics giant

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<v Speaker 1>Main Freight, to talk about Watson store for the year

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<v Speaker 1>ahead after some challenging times. We're joined by Main Freight

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<v Speaker 1>Managing Director Don Breit.

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<v Speaker 2>Investing involves risk you might lose the money you start with.

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<v Speaker 2>We recommend talking to a licensed financial advisor. We also

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<v Speaker 2>recommend reading product disclosure documents before deciding to invest. Everything

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<v Speaker 2>you're about to see and hear is current at the

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<v Speaker 2>time of recording.

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<v Speaker 3>Welcome down.

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<v Speaker 1>It's great to have you here in the studio. What

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<v Speaker 1>people will be really keen to know about. What do

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<v Speaker 1>you see as the state of play for the environment

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<v Speaker 1>for main freight now? And has that deterioration in international

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<v Speaker 1>freight rates and domestic freight tonnage turned.

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<v Speaker 3>I think it's changed. I think we're getting back to

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<v Speaker 3>some normalization after you know, terribly strong peak of freight

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<v Speaker 3>tonnage movements over twenty two and twenty three. It's a

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<v Speaker 3>hard road right now. Across most markets. There's no doubt

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<v Speaker 3>that the state of the economy, state of retail has

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<v Speaker 3>curtailed the amount of volume that's moving. But frankly that's

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<v Speaker 3>good for us. You know, during twenty two and twenty three,

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<v Speaker 3>we had far too much on We moved far too

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<v Speaker 3>much freight for the sake of our people and for

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<v Speaker 3>our customers, and service levels win as good as what

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<v Speaker 3>we would like them to be. So to get back

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<v Speaker 3>to some state of normality is a good thing.

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<v Speaker 1>How important are those service levels to the business, And

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<v Speaker 1>you know, we're you getting any feedback from customers through

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<v Speaker 1>that period.

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<v Speaker 3>Or services everything. Our quality is what we stand for,

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<v Speaker 3>so we've got to get it right every time. You're

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<v Speaker 3>only as good as your last delivery, as we would

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<v Speaker 3>say to the team. So for us, it was a

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<v Speaker 3>combination of things. You had such volumes of freight that

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<v Speaker 3>you couldn't get space on shipping lines or airlines. You

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<v Speaker 3>couldn't have enough warehouse space, so we had to have

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<v Speaker 3>overflow warehousing to take care of that volume. And then

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<v Speaker 3>the domestic line or requirements. You know, there wasn't enough

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<v Speaker 3>rail wagons, there wasn't enough trucks on the road. There

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<v Speaker 3>wasn't enough coastal shipping, so that caused delays and that

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<v Speaker 3>upset customers, There's no doubt about it. But a lot

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<v Speaker 3>of our customers were grateful, they were understanding and they

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<v Speaker 3>realized that we were performing as best as we could

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<v Speaker 3>in the environment.

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<v Speaker 1>You've obviously mentioned their rail and that's you know, been

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<v Speaker 1>a really huge story, I guess with iraqs and the

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<v Speaker 1>kind of announcements and non announcements that have happened there.

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<v Speaker 1>You know, what do you see as being a good

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<v Speaker 1>outcome now for that scenario, Well, to.

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<v Speaker 3>Get a decision would be good, wouldn't it. You know. Unfortunately,

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<v Speaker 3>we're all sitting in a question mark and there's certainly

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<v Speaker 3>something that main for it doesn't like to do sit

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<v Speaker 3>in a question mark, so we would like to understand

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<v Speaker 3>where it's heading. Unfortunately, I think we've got politicians that

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<v Speaker 3>think they know better than those using rail. Rail is

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<v Speaker 3>a big part of what we do and we see

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<v Speaker 3>it as an important part of the transport infrastructure of

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<v Speaker 3>this country. Unfortunately, we've got politicians and bureaucrats who perhaps

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<v Speaker 3>think they know.

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<v Speaker 1>Better, and have you had conversations with you know, the

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<v Speaker 1>Finance Minision, the people making those decisions and what are

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<v Speaker 1>you telling them or what would you like to tell them?

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<v Speaker 1>Who the financement, Well, they.

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<v Speaker 3>Have I mean they have not made contact and they

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<v Speaker 3>you know, I guess it's the way they behave. I

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<v Speaker 3>suppose they think they do no better rather than the

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<v Speaker 3>businesses that are at the cold face. And it's just

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<v Speaker 3>not us, it's our customers and our competitors who I'm

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<v Speaker 3>sure could offer some good advice as to what they

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<v Speaker 3>should do. But no silence is golden.

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<v Speaker 1>So you'd like to see, you know, investment though, and

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<v Speaker 1>some sort of security around.

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<v Speaker 3>Rail well there needs to be some investment in particularly

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<v Speaker 3>the Crook Straight Fairies. I mean, the current fairies aren't

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<v Speaker 3>going to last much longer than twenty twenty nine. The

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<v Speaker 3>port infrastructure has got a problem definitely, and picked in

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<v Speaker 3>the napire Port is put forward to the government. We

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<v Speaker 3>understand an interesting proposal about what could be done in

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<v Speaker 3>terms of the Wellington port infrastructure for the rail fairies,

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<v Speaker 3>but to date I don't think was you know, they

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<v Speaker 3>haven't heard anything back from the government either, So you know,

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<v Speaker 3>as I say, it's not just main fraid, it's also

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<v Speaker 3>our competitors and other port players who can offer some

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<v Speaker 3>good advice and some perhaps some views on what should

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<v Speaker 3>be done for the long term, but at this point

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<v Speaker 3>in time they don't appear to be listened to.

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<v Speaker 1>It's obviously probably quite a sort of fundamental basics sort

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<v Speaker 1>of part of the infrastructure that you need. But you've

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<v Speaker 1>also seen, you know, a lot of developments. I guess

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<v Speaker 1>around in terms of technology for freighting. You know, what

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<v Speaker 1>are some of the innovations that you're seeing in the

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<v Speaker 1>industry and also that you know main freight is adopting

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<v Speaker 1>or looking at.

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<v Speaker 3>Oh, the technology continues to evolve. I mean, if we

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<v Speaker 3>go back to the early days in the early nineties,

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<v Speaker 3>we had phone tracking and you know that was innovative

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<v Speaker 3>at the time. But today, you know, we're have got

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<v Speaker 3>technology on the dock, we have technology in the trucks.

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<v Speaker 3>We're using AI to try and find efficiency for our

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<v Speaker 3>customers and warehouses and across the supply chain. So it

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<v Speaker 3>continues to evolve. It's exciting and our people love embracing it.

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<v Speaker 3>I still think we probably spend more money on it

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<v Speaker 3>than IBM. But as such as life in terms of

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<v Speaker 3>what we.

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<v Speaker 1>Do for our customers and what are some of the

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<v Speaker 1>ways that you're looking to use AI or are using

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<v Speaker 1>AI at the moment.

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<v Speaker 3>Well, we can look to trends in terms of freight volume,

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<v Speaker 3>and when freight VI in moves, we can look to,

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<v Speaker 3>you know, perhaps where AI thinks shipping rates and air

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<v Speaker 3>freight rates might go. It's just the trend that AI

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<v Speaker 3>can provide for us. It gives us another tool to

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<v Speaker 3>use on behalf of our customers.

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<v Speaker 1>Yeah, it's quite interesting. It does seem to be a

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<v Speaker 1>lot of that kind of predictive tracking. You know that

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<v Speaker 1>in a lot of businesses, AI is actually a bit

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<v Speaker 1>more fundamentally useful than perhaps the sort of more elusive

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<v Speaker 1>ideas that are out there.

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<v Speaker 3>Yeah, I think it's useful. You know, we certainly wouldn't

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<v Speaker 3>reject using AI. It has a role to play. You know,

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<v Speaker 3>how deep that delves into the business of ours and

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<v Speaker 3>of our customers remains to be seen. But while it's

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<v Speaker 3>available and providing us with useful information data analysis, it's

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<v Speaker 3>it's a good thing.

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<v Speaker 1>And if we could talk just a little bit about

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<v Speaker 1>your you know, divisions. You've obviously got transport, warehousing, air ocean.

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<v Speaker 1>What's been happening in terms of those businesses? Are you

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<v Speaker 1>seeing any difference I guess in terms of you know,

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<v Speaker 1>freight volumes or waiting through your divisions.

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<v Speaker 3>No, not really, I mean all three work together. And

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<v Speaker 3>I guess where the big difference lies is that we

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<v Speaker 3>need to build new warehouses, either own warehouses or for

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<v Speaker 3>that matter, lease new warehouses, and we continue to increase

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<v Speaker 3>the size of the warehouses that we have. We're learning

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<v Speaker 3>all the time that we can't run with small warehouses.

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<v Speaker 3>And we've just opened our latest warehouse in Sydney and

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<v Speaker 3>more Bank, which is served by rail from the Port

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<v Speaker 3>of Sydney to electric straddle carriers for the container to

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<v Speaker 3>be placed at the door. It's capable of holding sixty

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<v Speaker 3>six thousand pellets of product on behalf of our customers,

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<v Speaker 3>and then we're using that as efficiently as we can

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<v Speaker 3>for distribution of freight throughout Australia. I've just come back

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<v Speaker 3>from Dallas and our warehouse there is two thousand square

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<v Speaker 3>meters and yet you know when we look to our

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<v Speaker 3>competitors in Europe that are building warehouses ninety thousand square meters.

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<v Speaker 3>So we've got a long way to go, but it

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<v Speaker 3>plays an integral part of the supply chain for our customer.

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<v Speaker 3>What's in our warehouse then gives us the ability to

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<v Speaker 3>either control the air freight and the seafret into the

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<v Speaker 3>warehouse and of course the outbound in terms of transportation

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<v Speaker 3>to the retail store.

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<v Speaker 1>You mentioned Australia there of course and Sydney. You know,

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<v Speaker 1>you have had the stated ambition around Australia of wanting

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<v Speaker 1>to grow the business bigger than New Zealand. How is

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<v Speaker 1>that tracking you know, And are there any sort of

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<v Speaker 1>potential opportunities that you see in Australia and what are

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<v Speaker 1>the issues for main freight?

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<v Speaker 3>Oh well, of course I'm not sure. It's an ambition

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<v Speaker 3>and being a proud key that we don't want the

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<v Speaker 3>Aussies to be bigger than the New Zealand business, but

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<v Speaker 3>it's just a matter of size of the market and

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<v Speaker 3>it was always going to come. And the team in

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<v Speaker 3>Australia have done a marvelous job of growing business and

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<v Speaker 3>in fact, in this current financial year they will be

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<v Speaker 3>bigger than the New Zealand business for the first time ever.

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<v Speaker 3>And you know, frankly, we still have us for small

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<v Speaker 3>market share, so we've got a lot more to grow.

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<v Speaker 3>It's exciting. We're intensifying their network throughout Australia. We've found

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<v Speaker 3>a nice little niche for ourselves and are providing good

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<v Speaker 3>services for our customers. That could be better. We've got

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<v Speaker 3>a long way to improve our profile, but it'll come.

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<v Speaker 3>And those that said to us in the early two

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<v Speaker 3>thousands to come home because we couldn't get Australia right,

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<v Speaker 3>we're wrong. And you know, we have found our way there.

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<v Speaker 3>And I think if you look at what we're doing

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<v Speaker 3>in America and Europe, we're probably in the early stages

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<v Speaker 3>in the US, like we were in the early stages

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<v Speaker 3>in Australia in the early two thousands. So all three

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<v Speaker 3>of those markets have potential for growth for the business.

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<v Speaker 1>A lot of people like to pick up on New

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<v Speaker 1>Zealand companies that have kind of founded in Australia or

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<v Speaker 1>found it difficult. You know what differences I guess do

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<v Speaker 1>you see in the Australian market, And how do you

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<v Speaker 1>see that mainfreight is succeeding? There is anything that you're

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<v Speaker 1>doing differently.

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<v Speaker 3>We're passionate, we're ambitious, We've got great people working for us.

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<v Speaker 3>I think the lesson we learned in Australia is that

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<v Speaker 3>you need Australians running the Australian business and that's helping

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<v Speaker 3>us as we grow around the world. We learned some

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<v Speaker 3>valuable lessons by being in Australia in the early days.

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<v Speaker 3>But it's just a matter of making sure that you

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<v Speaker 3>look after the customer and that your integrity stays intact

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<v Speaker 3>and you do as you promise. And I think our

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<v Speaker 3>team there have been marvelous at growing the business and

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<v Speaker 3>as I say, we're really only just scratching the surface

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<v Speaker 3>of what that market's got available to us.

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<v Speaker 1>We've also gone into India. How's that going? And you know,

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<v Speaker 1>what differences do you see there as well? Or are

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<v Speaker 1>you just applying that same You need local people mindset.

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<v Speaker 3>Well, it took us five years to get ourselves open

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<v Speaker 3>there and the bureaucracy of the paperwork is unbelievable. But

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<v Speaker 3>again we needed a local that we could trust, that

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<v Speaker 3>could grow the business for us, that we had respect for.

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<v Speaker 3>So that took time to find that individual and it's

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<v Speaker 3>slowly slowly as we find our feet there. It'll take

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<v Speaker 3>a long time before we've got something of size, but

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<v Speaker 3>at least we're established. It's main threat. It's trading with

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<v Speaker 3>the rest of the main threat network around the world.

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<v Speaker 3>And it's we see it as having potential just like

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<v Speaker 3>China did in the early days.

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<v Speaker 1>And are you able then to just offer that, you know,

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<v Speaker 1>to your existing customers in areas where main freight already

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<v Speaker 1>is Is that an sort of value add on country

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<v Speaker 1>that your customers wanted to see.

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<v Speaker 3>Oh, there's no doubt about that. In fact, making sales

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<v Speaker 3>calls in America just last week, you know, it was

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<v Speaker 3>during some a number of the conversations with these potential

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<v Speaker 3>customers who just added that we've opened in India or

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<v Speaker 3>they've opened in India, and did we have the ability

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<v Speaker 3>to help them out in India? Now we can't do warehousing,

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<v Speaker 3>we can't do transportation, but we can provide them with

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<v Speaker 3>their in ocean services. And it comes as a surprise,

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<v Speaker 3>i think to a lot of them that hear this

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<v Speaker 3>little business from New Zealand's actually got its foot hold

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<v Speaker 3>in twenty seven countries around the world, and India is

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<v Speaker 3>one of them. But it's part of the network that

0:12:23.520 --> 0:12:26.280
<v Speaker 3>we have, which we are trying to intensify that network

0:12:26.320 --> 0:12:29.600
<v Speaker 3>around the world as we grow, and it'll take time.

0:12:30.040 --> 0:12:33.560
<v Speaker 3>We have a one hundred year horizon, so we're not

0:12:33.600 --> 0:12:37.679
<v Speaker 3>in any rush. But as we open in each in

0:12:37.720 --> 0:12:40.880
<v Speaker 3>a new country. It provides new opportunities for us.

0:12:41.080 --> 0:12:43.120
<v Speaker 1>Who else is on the horizon? Are there any other

0:12:43.920 --> 0:12:46.000
<v Speaker 1>jurisdictions or countries that you'd like to be in?

0:12:47.080 --> 0:12:51.920
<v Speaker 3>You know, the Nordic region is certainly attractive. We're in

0:12:51.960 --> 0:12:57.080
<v Speaker 3>the Americas, of course, Canada, Mexico, Chile, but we don't

0:12:57.160 --> 0:13:01.520
<v Speaker 3>feel like we've actually found our feet, particularly in Mexico

0:13:01.720 --> 0:13:05.040
<v Speaker 3>or Canada, or for that matter, of America. I mean, well,

0:13:05.040 --> 0:13:07.800
<v Speaker 3>I think we've got seventy two locations across America, but

0:13:07.920 --> 0:13:11.520
<v Speaker 3>still relatively small. If you convert the revenues that we've

0:13:11.520 --> 0:13:14.920
<v Speaker 3>got in America to New Zealand dollars, that's a billion.

0:13:16.240 --> 0:13:19.040
<v Speaker 3>So in New Zealand terms it's quite large, but in

0:13:19.120 --> 0:13:23.400
<v Speaker 3>American terms it's really small. I think the biggest competitor

0:13:23.559 --> 0:13:27.280
<v Speaker 3>there has revenues in the mid twenty billion mark. So

0:13:27.320 --> 0:13:28.280
<v Speaker 3>we've got a long way to go.

0:13:29.520 --> 0:13:31.520
<v Speaker 1>And you know, what is it like there? You know,

0:13:31.559 --> 0:13:33.760
<v Speaker 1>going to the US Because a lot of people say,

0:13:33.760 --> 0:13:36.200
<v Speaker 1>you know, New Zealand companies need to be ambitshias and

0:13:36.320 --> 0:13:37.600
<v Speaker 1>just get there and go there.

0:13:39.080 --> 0:13:42.760
<v Speaker 3>Yeah, it's good advice, but I think if you get

0:13:42.800 --> 0:13:45.240
<v Speaker 3>something half right, but you need to be prepared that

0:13:46.600 --> 0:13:50.160
<v Speaker 3>you can service the whole market. So I would suggest

0:13:50.160 --> 0:13:54.320
<v Speaker 3>some caution about how big and how quickly you try

0:13:54.360 --> 0:13:57.960
<v Speaker 3>and grow in America. And that's certainly been our problem,

0:13:58.040 --> 0:14:00.720
<v Speaker 3>as customers have asked us if we have a network

0:14:00.760 --> 0:14:04.560
<v Speaker 3>across the country. We've developed it, but don't necessarily have

0:14:04.679 --> 0:14:07.840
<v Speaker 3>enough freight to fill it. So those are teething problems

0:14:07.880 --> 0:14:10.240
<v Speaker 3>for us. And as I said earlier, I think it's

0:14:10.280 --> 0:14:12.640
<v Speaker 3>a bit like what we had in Australia in the

0:14:12.679 --> 0:14:15.080
<v Speaker 3>early two thousands. It'll just take time for us to

0:14:15.080 --> 0:14:15.840
<v Speaker 3>grow that market.

0:14:16.400 --> 0:14:18.800
<v Speaker 1>Would you do partnerships in the US to try and

0:14:18.840 --> 0:14:20.240
<v Speaker 1>you know, bolster your offering there.

0:14:21.600 --> 0:14:26.120
<v Speaker 3>We're not We don't have a closed mind to partnerships,

0:14:26.120 --> 0:14:31.560
<v Speaker 3>but we're not the best of partners. We are pre

0:14:31.600 --> 0:14:33.960
<v Speaker 3>strong on who we are and what we stand for.

0:14:35.480 --> 0:14:38.520
<v Speaker 3>You know. Part of that network intensification is pick it

0:14:38.600 --> 0:14:40.760
<v Speaker 3>up on a blue truck, delivered on a blue truck.

0:14:40.800 --> 0:14:44.280
<v Speaker 3>So we don't necessarily want to be dealing with agents

0:14:44.320 --> 0:14:46.960
<v Speaker 3>who don't think like we do, who don't necessarily have

0:14:47.040 --> 0:14:49.760
<v Speaker 3>the same service levels. It's the same ethics, the same

0:14:49.800 --> 0:14:51.400
<v Speaker 3>integrity as what we think we have.

0:14:52.840 --> 0:14:57.000
<v Speaker 1>But never say no capital expenditure. If you're looking to

0:14:57.000 --> 0:14:59.000
<v Speaker 1>spend what are you going to be spending on.

0:15:00.160 --> 0:15:02.040
<v Speaker 3>Well, we've said to the market it's two hundred and

0:15:02.080 --> 0:15:04.800
<v Speaker 3>fifty million this year, two hundred and fifty million next year,

0:15:04.840 --> 0:15:08.160
<v Speaker 3>and I think they would be right, the Annusk community

0:15:08.200 --> 0:15:10.360
<v Speaker 3>would be right to carry that through for the next

0:15:10.800 --> 0:15:15.320
<v Speaker 3>couple of years after twenty six. That's investing in the

0:15:15.360 --> 0:15:18.080
<v Speaker 3>network that's at this point in time. That most of

0:15:18.120 --> 0:15:22.239
<v Speaker 3>that is New Zealand and Australia. A brand new facility,

0:15:22.280 --> 0:15:26.600
<v Speaker 3>cross Dock facility and Brisbane being built and new cross

0:15:26.600 --> 0:15:31.880
<v Speaker 3>stocks actually here in New Zealand, Hastings Nelson just completing

0:15:32.440 --> 0:15:36.520
<v Speaker 3>completed some new sites here in Auckland, so plenty on

0:15:36.880 --> 0:15:40.119
<v Speaker 3>and it's exciting because actually when you have a new facility,

0:15:40.200 --> 0:15:44.560
<v Speaker 3>you're attracting new freight growth and new customers and that

0:15:44.800 --> 0:15:47.960
<v Speaker 3>just you know, the shareholders should look at. That is

0:15:48.480 --> 0:15:52.520
<v Speaker 3>confidence that we have in terms of growth and how

0:15:52.560 --> 0:15:54.760
<v Speaker 3>we feel about the future, which is quite positive.

0:15:55.200 --> 0:15:57.320
<v Speaker 1>You've had a really strong track record I guess on

0:15:57.520 --> 0:16:02.840
<v Speaker 1>sustainability and you know, talking about and being reporting about

0:16:02.880 --> 0:16:05.560
<v Speaker 1>what you're doing. I mean, yeah, there been any interesting

0:16:05.600 --> 0:16:08.120
<v Speaker 1>surprises that have come out of that work. For you

0:16:08.280 --> 0:16:10.160
<v Speaker 1>and what do you see the kind of key challenges

0:16:10.200 --> 0:16:12.960
<v Speaker 1>for mainfreight in terms of that sustainability picture.

0:16:13.840 --> 0:16:16.120
<v Speaker 3>Well, I think the interesting thing is that we haven't

0:16:16.160 --> 0:16:18.880
<v Speaker 3>actually got on our soapbox and shouted about what we

0:16:18.920 --> 0:16:22.200
<v Speaker 3>did from a sustainability point of view. If you look

0:16:22.240 --> 0:16:25.320
<v Speaker 3>at what Bruce did in the early days, he was

0:16:25.400 --> 0:16:30.040
<v Speaker 3>always recycling wooden palettes and plastic and the likes in

0:16:30.080 --> 0:16:33.760
<v Speaker 3>each of the facilities, and then he found a water

0:16:33.840 --> 0:16:36.360
<v Speaker 3>tank light which was an old milk tank lying on

0:16:36.400 --> 0:16:40.160
<v Speaker 3>the side of the road and thought about recycling water

0:16:40.280 --> 0:16:43.120
<v Speaker 3>off the roof. And today that's a big part of

0:16:43.160 --> 0:16:45.600
<v Speaker 3>what we do with our new facilities. If you think

0:16:45.640 --> 0:16:49.960
<v Speaker 3>about the new sites in Dandinong, the new site in Adelaide,

0:16:49.960 --> 0:16:52.880
<v Speaker 3>the sort of eighty to eighty five percent off grid

0:16:53.680 --> 0:16:57.200
<v Speaker 3>for solar power and water, and the new sites in

0:16:57.360 --> 0:17:01.280
<v Speaker 3>Dallas and Chicago are exactly the same. Mind you, the

0:17:01.320 --> 0:17:03.960
<v Speaker 3>Texans thought that we were nuts putting solar on the

0:17:04.040 --> 0:17:07.120
<v Speaker 3>roof when they're pointing to the ground saying that's where

0:17:07.160 --> 0:17:10.560
<v Speaker 3>the gas is. But it's our view about what we

0:17:10.560 --> 0:17:13.680
<v Speaker 3>can do and what we can control in terms of sustainability,

0:17:13.720 --> 0:17:17.600
<v Speaker 3>and if we had more companies particularly here in New

0:17:17.680 --> 0:17:20.280
<v Speaker 3>Zealand that actually recycled the water off there, if we

0:17:20.320 --> 0:17:24.760
<v Speaker 3>wouldn't have a problem with shortage of water during drought years. Anyway,

0:17:25.440 --> 0:17:29.840
<v Speaker 3>for us, there's plenty of challenges. I mean, we are

0:17:30.200 --> 0:17:34.959
<v Speaker 3>running electric vehicles around town in some of the major

0:17:35.119 --> 0:17:37.720
<v Speaker 3>cities in New Zealand and Australia, but we can't get

0:17:37.760 --> 0:17:42.280
<v Speaker 3>electric vehicles to run efficiently long haul. You know, we're

0:17:42.320 --> 0:17:45.800
<v Speaker 3>still waiting on Tesla's long haul vehicle to operate in

0:17:45.840 --> 0:17:48.120
<v Speaker 3>the States. I think we've had an order place now

0:17:48.119 --> 0:17:52.240
<v Speaker 3>for three years. Still nothing on the horizon. We've got

0:17:52.240 --> 0:17:56.359
<v Speaker 3>two electric trucks to what they call draage off the

0:17:56.400 --> 0:17:59.879
<v Speaker 3>wharf in Long Beach. We've been waiting six months for

0:18:00.000 --> 0:18:02.480
<v Speaker 3>written it's just been for both of them and they've

0:18:02.520 --> 0:18:06.119
<v Speaker 3>been delayed another month. So it's frust that's frustrating for

0:18:06.240 --> 0:18:08.880
<v Speaker 3>us because we would like to be more efficient in

0:18:09.000 --> 0:18:12.400
<v Speaker 3>terms of sustainability across the supply chain for our customers.

0:18:13.000 --> 0:18:15.760
<v Speaker 3>I think the other interesting thing is the legislation that's

0:18:15.840 --> 0:18:19.959
<v Speaker 3>changing in Europe. If you are a company that owns

0:18:20.800 --> 0:18:23.520
<v Speaker 3>or employees two hundred people or more, you have to

0:18:23.680 --> 0:18:28.000
<v Speaker 3>report your emissions carbon emissions from next year on. It's

0:18:28.040 --> 0:18:31.919
<v Speaker 3>a legal requirement. And therefore what we have done and

0:18:31.920 --> 0:18:36.280
<v Speaker 3>what we've reporting is turning heads in terms of customers

0:18:36.320 --> 0:18:41.000
<v Speaker 3>and looking to I suppose supply chain experts like ourselves

0:18:41.240 --> 0:18:43.720
<v Speaker 3>who are taking sustainability seriously.

0:18:44.160 --> 0:18:45.760
<v Speaker 1>So it becomes a key selling point.

0:18:45.800 --> 0:18:48.560
<v Speaker 3>You think there is absolutely no doubt. And in fact,

0:18:49.720 --> 0:18:52.520
<v Speaker 3>a sales call we made in New York a couple

0:18:52.600 --> 0:18:56.600
<v Speaker 3>of months ago, we produced our sustainability report on paper,

0:18:57.400 --> 0:19:01.159
<v Speaker 3>the most sustainable paper we can find, and placed that

0:19:01.280 --> 0:19:04.120
<v Speaker 3>on the table with the managing director of that business

0:19:04.119 --> 0:19:06.200
<v Speaker 3>and he picked it up, flick through it and said,

0:19:06.280 --> 0:19:09.639
<v Speaker 3>this is exactly what we're looking for. And one month

0:19:09.720 --> 0:19:12.919
<v Speaker 3>later they've awarded their ocean freight out of Germany to

0:19:13.080 --> 0:19:17.000
<v Speaker 3>US into the United States. So clearly it strikes a

0:19:17.080 --> 0:19:20.560
<v Speaker 3>chord with our potential customers and we're winning business. As

0:19:20.560 --> 0:19:21.240
<v Speaker 3>a consequence.

0:19:21.359 --> 0:19:23.919
<v Speaker 1>Bonuses were a little bit down obviously, you know, because

0:19:23.960 --> 0:19:28.000
<v Speaker 1>of the results and the climate that you've spoken about.

0:19:28.400 --> 0:19:30.800
<v Speaker 1>You know, what sort of feedback do you get about

0:19:30.800 --> 0:19:34.359
<v Speaker 1>that for staff? You know there our team members, do

0:19:34.400 --> 0:19:35.560
<v Speaker 1>they understand the picture?

0:19:36.680 --> 0:19:39.280
<v Speaker 3>Well? Of course, we put up the profits every week

0:19:39.320 --> 0:19:43.000
<v Speaker 3>on the notice board and the cafeteria, so everybody does

0:19:43.119 --> 0:19:46.159
<v Speaker 3>understand how we are performing, and they do realize that

0:19:46.280 --> 0:19:50.119
<v Speaker 3>actually the bonus is based around profitability and more profit

0:19:50.200 --> 0:19:54.280
<v Speaker 3>than what we made last year. Naturally, they all encountered

0:19:54.320 --> 0:19:57.320
<v Speaker 3>those peak periods of twenty two and twenty three and

0:19:57.440 --> 0:20:00.560
<v Speaker 3>benefited accordingly. I mean, the bonus, Paul, I think out

0:20:00.560 --> 0:20:03.879
<v Speaker 3>of twenty three or twenty two was ninety four million

0:20:03.920 --> 0:20:07.760
<v Speaker 3>across the world. This year, I think it's twenty seven million.

0:20:08.280 --> 0:20:10.800
<v Speaker 3>But the good thing is that if you're open and

0:20:10.880 --> 0:20:14.240
<v Speaker 3>honest with your people, they understand that actually, when you're

0:20:14.240 --> 0:20:16.480
<v Speaker 3>not performing as well as what you did a year ago,

0:20:17.240 --> 0:20:19.919
<v Speaker 3>the bonus won't be as big, or in fact, in

0:20:19.960 --> 0:20:22.919
<v Speaker 3>some cases there isn't a bonus for Yeah, that's the

0:20:23.000 --> 0:20:25.480
<v Speaker 3>part of it. Whilst we share the profits with those

0:20:25.520 --> 0:20:28.479
<v Speaker 3>that make them, it's actually it has a capitalist intent

0:20:28.600 --> 0:20:31.280
<v Speaker 3>of about how much money we make. You can't share

0:20:31.320 --> 0:20:32.919
<v Speaker 3>a bonus unless you make a profit.

0:20:33.119 --> 0:20:37.080
<v Speaker 1>Yeah, that's right. And just in terms of you know,

0:20:37.119 --> 0:20:39.760
<v Speaker 1>looking forward, I guess you know you've had had this

0:20:39.960 --> 0:20:43.560
<v Speaker 1>weird bubble through COVID that you've mentioned already, But do

0:20:43.640 --> 0:20:46.600
<v Speaker 1>you see the picture settling down at all with you know,

0:20:46.640 --> 0:20:49.240
<v Speaker 1>the kind of economic climate that we're in and sort

0:20:49.280 --> 0:20:50.280
<v Speaker 1>of the uncertainties.

0:20:51.280 --> 0:20:54.000
<v Speaker 3>Yeah, it's a tough economic climate, there's no doubt in

0:20:54.280 --> 0:20:56.800
<v Speaker 3>different countries are in different stages of it. I think

0:20:56.840 --> 0:21:00.359
<v Speaker 3>I think New Zealand's probably in the worst situation. You know.

0:21:00.720 --> 0:21:04.640
<v Speaker 3>I wonder whether the Reserve Bank governor has actually been

0:21:04.680 --> 0:21:08.400
<v Speaker 3>looking at the economy from small businesses and how they've

0:21:08.440 --> 0:21:11.240
<v Speaker 3>been performing. He seems to be working from data that's

0:21:11.280 --> 0:21:14.680
<v Speaker 3>a little bit outdated to make his decisions. It certainly

0:21:14.720 --> 0:21:18.960
<v Speaker 3>this pain in this economy, whereas in Australia, certainly they

0:21:19.400 --> 0:21:22.720
<v Speaker 3>are feeling the pain in their view. Yet our business

0:21:22.760 --> 0:21:28.480
<v Speaker 3>continues to grow very well there, so trading continues to increase. Look,

0:21:28.560 --> 0:21:31.400
<v Speaker 3>it's still exciting for us and we've been in this

0:21:31.480 --> 0:21:35.200
<v Speaker 3>place before with tough economies. It makes us a better business.

0:21:35.480 --> 0:21:37.680
<v Speaker 3>It makes us having to work harder to look at

0:21:37.680 --> 0:21:41.520
<v Speaker 3>our cost structures, make sure we're delivering high quality services

0:21:41.840 --> 0:21:44.399
<v Speaker 3>and make sure we're on the front foot meeting customers

0:21:44.680 --> 0:21:46.040
<v Speaker 3>and growing sales.

0:21:46.359 --> 0:21:49.080
<v Speaker 1>What excites you most, you know about the future.

0:21:48.840 --> 0:21:51.600
<v Speaker 3>Oh, the business. It's just fun every day. We're so

0:21:51.760 --> 0:21:54.800
<v Speaker 3>lucky to have such great people, such great customers. And

0:21:55.880 --> 0:21:58.199
<v Speaker 3>you know, whilst it might be quite tiring, but We

0:21:58.280 --> 0:22:01.280
<v Speaker 3>get to travel the world to be a part of

0:22:01.320 --> 0:22:05.000
<v Speaker 3>our customer's supply chains, which are all different, are all interesting,

0:22:05.520 --> 0:22:08.679
<v Speaker 3>and you're learning something along the way. And you know,

0:22:08.760 --> 0:22:12.080
<v Speaker 3>our people have got that ability to grow a wonderful

0:22:12.119 --> 0:22:15.160
<v Speaker 3>business over a long period of time. There's nothing more exciting.

0:22:15.560 --> 0:22:19.240
<v Speaker 1>He do have some new people, you know, you've got

0:22:19.560 --> 0:22:23.560
<v Speaker 1>obviously a new CFO coming on board, but you've also

0:22:23.600 --> 0:22:27.439
<v Speaker 1>seeing some of your directors, long serving directors leave and

0:22:27.480 --> 0:22:29.359
<v Speaker 1>there has been a little bit of criticism I guess

0:22:30.280 --> 0:22:33.919
<v Speaker 1>in the past about Mainfrey and how long your directors serve.

0:22:34.440 --> 0:22:37.080
<v Speaker 1>You know, I guess what is your view more broadly

0:22:37.119 --> 0:22:40.600
<v Speaker 1>about director tenure and are you pleased with the people

0:22:40.600 --> 0:22:42.680
<v Speaker 1>that you're bringing on Well, I.

0:22:42.600 --> 0:22:45.040
<v Speaker 3>Don't think that we've got a new CEO. He worked

0:22:45.040 --> 0:22:48.200
<v Speaker 3>for twenty two years for us and as an assistant

0:22:48.320 --> 0:22:50.959
<v Speaker 3>to Tim Williams, who has just left, so I'm not

0:22:51.000 --> 0:22:53.800
<v Speaker 3>sure he can call him new after twenty two years

0:22:53.800 --> 0:22:57.639
<v Speaker 3>with us. But in terms of new people sitting around

0:22:57.680 --> 0:23:02.200
<v Speaker 3>the board table, Hailey and have joined us, and we're

0:23:02.200 --> 0:23:04.679
<v Speaker 3>so pleased to have them around the table. And Richard

0:23:05.400 --> 0:23:08.280
<v Speaker 3>had completed twenty eight years with us, and I think

0:23:08.280 --> 0:23:11.360
<v Speaker 3>that equated to one hundred and seventy two board meetings,

0:23:11.400 --> 0:23:14.440
<v Speaker 3>which are a little unusual. They're not a half day

0:23:14.480 --> 0:23:17.120
<v Speaker 3>meeting here in Auckland in some boardroom where you might

0:23:17.160 --> 0:23:18.679
<v Speaker 3>have a glass of gin at the end of the

0:23:18.680 --> 0:23:24.800
<v Speaker 3>board meeting. They are difficult meetings. They are taken all

0:23:24.800 --> 0:23:29.000
<v Speaker 3>around the world. The next board meeting we have starts

0:23:29.040 --> 0:23:32.320
<v Speaker 3>in Houston, goes to Dallas, then is in Chicago and

0:23:32.320 --> 0:23:36.960
<v Speaker 3>finishes in the Netherlands in Rotterdam and Amsterdam. So for

0:23:37.040 --> 0:23:39.680
<v Speaker 3>two days work, the directors are away for probably two

0:23:39.760 --> 0:23:42.120
<v Speaker 3>or more weeks, so it's a lot of hard work.

0:23:43.240 --> 0:23:46.560
<v Speaker 3>In terms of the tenure, we're looking for people to

0:23:47.000 --> 0:23:49.560
<v Speaker 3>in all parts of the business to have a career,

0:23:50.119 --> 0:23:52.640
<v Speaker 3>so why not around the board table. And in fact

0:23:53.760 --> 0:23:57.040
<v Speaker 3>some of the rubbish that you see even in terms

0:23:57.080 --> 0:24:01.080
<v Speaker 3>of the government departments where term is three years, well

0:24:01.160 --> 0:24:03.800
<v Speaker 3>you know, quite frankly, our directors will still be learning

0:24:03.840 --> 0:24:06.560
<v Speaker 3>the business after three years, so why not give them

0:24:06.600 --> 0:24:09.639
<v Speaker 3>longer time at the table to guide the business for

0:24:09.760 --> 0:24:13.359
<v Speaker 3>the long haul and to understand it better and rather

0:24:13.440 --> 0:24:16.040
<v Speaker 3>than be there for a short term and knowing nothing

0:24:16.160 --> 0:24:17.480
<v Speaker 3>making crazy decisions.

0:24:17.880 --> 0:24:21.199
<v Speaker 1>Why do you have your board meetings? You know you

0:24:21.240 --> 0:24:22.760
<v Speaker 1>do hold them all over the place.

0:24:23.119 --> 0:24:25.560
<v Speaker 3>Yeah, why not. You get to meet our people, get

0:24:25.600 --> 0:24:28.480
<v Speaker 3>to see our network, get to meet our customers, get

0:24:28.520 --> 0:24:31.479
<v Speaker 3>to see the land and the buildings that we're putting

0:24:31.480 --> 0:24:35.679
<v Speaker 3>our precious capital into. It allows the directors to be

0:24:35.840 --> 0:24:38.639
<v Speaker 3>really well informed and to be as close to the

0:24:38.680 --> 0:24:42.439
<v Speaker 3>business as those that are serving our customers. It's a

0:24:42.520 --> 0:24:44.000
<v Speaker 3>really important part of what we do.

0:24:44.920 --> 0:24:47.280
<v Speaker 1>You mentioned, of course you knew board members that have

0:24:47.359 --> 0:24:49.240
<v Speaker 1>come on, but you know, one thing that you have

0:24:49.280 --> 0:24:51.960
<v Speaker 1>spoken about is wanting to bring more women in to

0:24:52.080 --> 0:24:55.119
<v Speaker 1>your leadership ranks. You know, how are you going to

0:24:55.160 --> 0:24:55.560
<v Speaker 1>achieve that?

0:24:56.359 --> 0:24:59.240
<v Speaker 3>We're getting there? I mean, I think in the early days.

0:24:59.320 --> 0:25:02.960
<v Speaker 3>I mean remembering that there's three hundred and thirty seven branches,

0:25:03.080 --> 0:25:05.919
<v Speaker 3>and a branch manager is really in charge of the

0:25:05.960 --> 0:25:09.280
<v Speaker 3>business and has a P and L to answer to.

0:25:09.480 --> 0:25:12.880
<v Speaker 3>So therefore we've the idea is to increase the number

0:25:12.920 --> 0:25:15.400
<v Speaker 3>of women at that leadership level where they can have

0:25:15.440 --> 0:25:18.479
<v Speaker 3>the most impact in the business. And from there the

0:25:18.520 --> 0:25:22.480
<v Speaker 3>stars will continue to flourish and we'll find them in

0:25:22.520 --> 0:25:26.080
<v Speaker 3>the senior management team. Just unfortunately we haven't got that

0:25:26.200 --> 0:25:29.040
<v Speaker 3>many in that senior management team. But we're working really hard.

0:25:29.080 --> 0:25:32.479
<v Speaker 3>We've doubled the number of branch managers that are FEMA,

0:25:32.680 --> 0:25:35.320
<v Speaker 3>and we have some great women in the business that

0:25:35.359 --> 0:25:37.320
<v Speaker 3>will do wondrous things for us in the future.

0:25:37.680 --> 0:25:39.800
<v Speaker 1>Would you encourage women to get involved then in the

0:25:39.800 --> 0:25:41.760
<v Speaker 1>freight industry? You know, why would it be appealing? Do

0:25:41.760 --> 0:25:42.120
<v Speaker 1>you think?

0:25:42.640 --> 0:25:45.080
<v Speaker 3>Because it's a whole lot of fun, it's interesting, it's

0:25:45.080 --> 0:25:47.760
<v Speaker 3>different every day, and just like we would say to

0:25:47.920 --> 0:25:51.680
<v Speaker 3>men there that messaging is no different to men or women.

0:25:51.800 --> 0:25:55.200
<v Speaker 3>It's a fun industry. It's a lot of hard work.

0:25:56.359 --> 0:25:58.560
<v Speaker 3>But if you want to have some fun and work

0:25:58.640 --> 0:26:03.399
<v Speaker 3>hard and learn along the way, than Mainfred's to your career.

0:26:04.080 --> 0:26:06.160
<v Speaker 1>One of the other things that people often notice about

0:26:06.160 --> 0:26:10.760
<v Speaker 1>main Freight, of course, is your inspirational messages on your warehouses.

0:26:10.960 --> 0:26:12.840
<v Speaker 1>You know, how did that come about? And who's in

0:26:12.920 --> 0:26:13.760
<v Speaker 1>charge of packing them?

0:26:14.600 --> 0:26:19.080
<v Speaker 3>Oh, everyone has the opportunity to submit their saying, but

0:26:19.280 --> 0:26:21.480
<v Speaker 3>actually the reality is they're on the back of every

0:26:21.520 --> 0:26:23.919
<v Speaker 3>one of those trucks that they might follow on the

0:26:23.920 --> 0:26:27.679
<v Speaker 3>motorway or on the roads, and then we pluck those

0:26:27.800 --> 0:26:30.320
<v Speaker 3>and put them on the sign at the airport. So

0:26:31.400 --> 0:26:34.880
<v Speaker 3>there's about twelve hundred. We're really careful as to who

0:26:34.920 --> 0:26:39.119
<v Speaker 3>submits and what they submit more importantly, but they're a

0:26:39.160 --> 0:26:42.120
<v Speaker 3>bit of fun. They're a bit of soul searching, bring

0:26:42.160 --> 0:26:45.879
<v Speaker 3>a smile to the face, or actually change the mind

0:26:45.920 --> 0:26:49.080
<v Speaker 3>of someone as they are starting their day or finishing

0:26:49.119 --> 0:26:53.080
<v Speaker 3>their day. It just might bring an intelligent message that

0:26:53.160 --> 0:26:54.800
<v Speaker 3>prompts a thought process for them.

0:26:55.280 --> 0:26:57.879
<v Speaker 1>So have you got a favorite inspirational quote yourself? And

0:26:57.920 --> 0:26:59.000
<v Speaker 1>have you submitted any?

0:27:01.440 --> 0:27:04.879
<v Speaker 3>Look? I guess I have the pleasure of being able

0:27:04.920 --> 0:27:09.360
<v Speaker 3>to vet the ones that are submitted, and often it's

0:27:09.400 --> 0:27:14.560
<v Speaker 3>a yes or no pretty quickly. I look, there's so many.

0:27:14.960 --> 0:27:17.120
<v Speaker 3>The man at the top of the mountain didn't fall there.

0:27:17.920 --> 0:27:21.439
<v Speaker 3>The one on the building as I got off the

0:27:21.480 --> 0:27:26.800
<v Speaker 3>plane Saturday morning was the optimist sees the donut, the

0:27:26.800 --> 0:27:31.280
<v Speaker 3>pessimist sees the hole in the donut. But I suppose

0:27:31.359 --> 0:27:34.359
<v Speaker 3>the best one, and I can't remember it word for word,

0:27:34.400 --> 0:27:39.400
<v Speaker 3>But it's life is not about arriving into the grave safely,

0:27:39.520 --> 0:27:42.960
<v Speaker 3>but actually slating and saying, holy shit, what a ride.

0:27:44.320 --> 0:27:47.240
<v Speaker 1>Thank you John for joining us, and thank you everybody

0:27:47.280 --> 0:27:50.040
<v Speaker 1>for tuning in. You can watch Shared Lunch on YouTube

0:27:50.400 --> 0:27:53.840
<v Speaker 1>or follow the podcast on your favorite podcast app. Leave

0:27:53.880 --> 0:27:55.520
<v Speaker 1>us a rating and tell us what you'd like to

0:27:55.520 --> 0:28:07.320
<v Speaker 1>hear about next Martewa. Building wealth is a lifelong journey,

0:28:07.480 --> 0:28:10.480
<v Speaker 1>one as unique as you are. We believe you need

0:28:10.480 --> 0:28:12.959
<v Speaker 1>different tools at different stages of your growth.

0:28:13.359 --> 0:28:16.840
<v Speaker 2>That's why we've launched a high interest flexible savings account

0:28:17.119 --> 0:28:20.040
<v Speaker 2>and the key we save a scheme too, share ease

0:28:20.400 --> 0:28:22.320
<v Speaker 2>for the money you've got big plans for