Simon Gough

Henley Properties Group

When asked where I think the timber industry will be in 10 years, there are two completely polar positions I can see. One is a hope, the other despair.

I hope that there will develop a collaborate approach towards training, marketing and innovation that will be the stepping stone for future growth and wealth creation.

On the other hand I fear that the industry is heading for a major shortage of experience and expertise as more and more of our industry icons retire or drift away.

Over the last 15 years I have seen our sector experience some major changes, and from many vantages.

During the past 18 months my viewpoint has been reinforced as I see the industry as a Customer, as distinct from as a supplier.

An issue has always been the ability to attract the right people into an exciting and vital industry.

More and more there is competition from alternate more “trendy” or appealing careers to the target market, smart young school leavers.

We either accept that we get the leftovers, those unable or unmotivated to get these “attractive” careers, who by chance fall into the industry and become interested, involved and stay (an exception appears those born to the caper, sons and daughters of the died-in-the-wool industry icons) or do something about it.

The TMA, FTMA and other similar such industry based organisations will play their part here, as long as they are given the resources and the clear instruction.

But, it will still take a group of motivated people to start the ball rolling.

We have enough progressive thinking industry leaders who would mutually gain from getting a campaign stepped up to attract people into the timber/building profession.

Times change and with them attitudes, now is the time to be proactive in promoting the opportunities that exist in our industry.

If the brick industry can band together, to introduce a levee to assist in attracting new apprentices to guarantee their collective futures, why can’t the timber industry take a similarly forward thinking approach?

The introduction of the New Apprentices program in 1998, an initiative of the federal government to promote greater take-up of apprenticeships and traineeships, resulted in a large increase in apprenticeships across Australia.

Growth in the number of traditional apprenticeships (like carpentry, bricklaying, electrical and plumbing) accounted for only seven per cent of the growth in the period 1996-2002.

As a consequence their share of the total number of new apprenticeships fell from around two-thirds in 1996 to around one-third in 2002.

It’s no surprise that the ACTU are warning that a national shortage of traditional apprentices will cost the Australian economy around $735 million a year in lost output.

Again, I know of some Companies who have been very proactive in training programs with good success.

Trainees who are given the chance to learn in a positive environment will eventually repay the investment and be more loyal to you and your business.

It is less complicated, and more cost effective, to train and retain a person than to poach, and it is far better for the industry.

Innovation isn’t limited to broader thinking on how to attract and retain good people.

Companies who are openly exploring new and better ways of utilising resources are benefiting in more ways than one.

hey are training their people, giving them opportunities and also creating stimulation.

The staff of a company can either be a huge handbrake or a driver. I know what every business would prefer, but how to achieve this starts with setting an attitude to be open to try new ideas.

A new idea may fail, but this mindset may produce other ideas that are winners.

MiTek, Multinail and Pryda (in alphabetical order) are examples of this type of success.

It is imperative that they are planning for tomorrow, software and technologies need to keep pace with industry requirements and whether out of necessity or good business philosophies they have derived success out of this creed.

This success can be spread by similar mindsets. I don’t know of any company who doesn’t think of future consequences, but I see many who don’t plan, or only plan to be dragged along by others.

In conclusion, I would implore you all to assess what you are doing to plan for your skills requirement for your products and their installation.

If you can see an issue or a labour shortage looming, it will have a large impact on your ability to be profitable so do something about it now either directly or through an association.

So, like many times before the industry faces a challenge, and like many times before there are choices.

Unity is one of the options, one that I see a huge advantage in adopting ahead of other more costly options or the old “head in the sand” approach.

Plan well and hopefully you will enjoy the benefits of healthy investments.