SKILLS TASMANIA
West Coast Regional Profile
Part 2: Industry, Business and Training Profile
Commercial-in-Confidence
TABLE OF CONTENTS
INTRODUCTION ............................................................................................................. 4
MINING AND SUPPORT TRADES ................................................................................. 5
External Operating Environment...................................................................................... 5
Consultation: Henty Gold ............................................................................................ 8
Consultation: Setori Engineering .............................................................................. 10
Consultation: Alma Drilling........................................................................................ 11
Regulatory Environment ................................................................................................ 12
Consultation: John Kirwan and Associates ............................................................... 15
Human Capital Management ......................................................................................... 16
Consultation: Henty Gold .......................................................................................... 17
Consultation: Copper Mines ..................................................................................... 19
Consultation: TAFE Tasmania .................................................................................. 20
WILD FISHERIES AND AQUACULTURE ..................................................................... 23
External Operating Environment.................................................................................... 24
Regulatory Environment ................................................................................................ 28
Human Capital Management ......................................................................................... 30
Consultation: Australian Maritime College ................................................................ 31
Consultation: Seafood Training Tasmania ............................................................... 32
Consultation: John Kirwan and Associates ............................................................... 34
Synopsis ....................................................................................................................... 35
TOURISM AND ACCOMMODATION ............................................................................ 36
External Operating Environment.................................................................................... 37
West Coast Municipality Tourist Projects ................................................................... 38
Consultation: Federal Hotels and Resorts (Strahan) .................................................. 40
Consultation: Anchordown ......................................................................................... 41
Consultation: Castaway Holiday Apartments ............................................................. 42
Regulatory Environment ................................................................................................ 43
Commercial-in-Confidence
Page 2 of 65
2
Human Capital Management ......................................................................................... 44
Consultation: Tourism Council of Tasmania ............................................................. 45
Consultation: Federal Hotels and Resorts ................................................................ 47
Consultation: JobNet ................................................................................................ 52
Synopsis ....................................................................................................................... 53
SMALL BUSINESS ENVIRONMENT ............................................................................ 54
SYNOPSIS .................................................................................................................... 57
THE IMPACT OF ECONOMIC AD COMMUNITY DEVELOPMENT ON THE WEST
COAST.......................................................................................................................... 58
West Coast Infrastructure Projects ................................................................................ 58
West Coast Community Capacity Building Projects ....................................................... 59
Tasmanian Community Fund..................................................................................... 59
Community Support Levy .......................................................................................... 59
Sustainable Regions Program ................................................................................... 60
Bell Bay Pulp Mill .......................................................................................................... 63
Forestry Agreement....................................................................................................... 65
Synopsis ....................................................................................................................... 65
Commercial-in-Confidence
Page 3 of 65
3
Introduction
The analysis of census data identified the key industry and employment
trends for the West Coast localities. These data suggested a continuum
of industries that sustain the viability of West Coast localities. This
continuum identifies resource based industries at one end and service
industries related businesses at the other.
Percentage of people employed via broad industry groupings
Resource
Mining
Queenstown
Rosebery
Tullah
Zeehan
Strahan
12.6
18.6
13.7
23.4
5.0
Mining
Mining
Support
Trades
Government
Services
6.1
4.7
2.8
8.7
3.2
8.9
Commercial
Fishing
Service
Tourism
Experiences
Retailing,
Accommodation,
Cafes, Restaurants
8.5
4.0
6.0
6.4
18.1
Government
Services
Retailing,
Accommodation,
Cafes, Restaurants
Resource
The second part of this report examines the operating environment of
both resource and service based businesses. Key business drivers that
affect skill and training demand are identified. These drivers can be
broadly classified as changes in the:
1. Industry or business external operating environment;
2. Regulatory environment; and,
3. Internal business operating milieu.
The impact of change drivers on organisational human capital
management and requirements are identified across the industry
continuum. Examples of how individual businesses are responding to
change drivers are highlighted in case study exhibits.
The report concludes by providing a high level industry perspective on
how community factors such as infrastructure and demographic trends
are impacting on skill and training requirements.
Tourism
Experiences
Service
Mining and Support Trades
Tasmania's mining and mineral industry employs over 3,500
Tasmanians directly and generates another 10,000 indirect jobs and
pays more than $190 million a year in wages and salaries.
The industry generates over $710 million of export sales and accounts
for over $1,365 million worth of sales shipped through Tasmanian Ports.
Historically Tasmania has produced gold valued at around $1 billion in
today's value.
A diverse range of commodities are exported, including ores and
concentrates of iron, copper, lead, zinc, tin, gold, high grade silica and
tungsten, as well as refined zinc and aluminium and ferro-alloys and
cement.
Tasmania is the major supplier of ferro manganese to the Australian
steel industry and produces more than 10 percent of Australian copper.
The in-ground value of discovered minerals is estimated to be over
$31,000 million.
External Operating Environment
Changes in the external operating environment can create a need to
train or retrain staff. Some examples of external operating changes are:
Political Changes:
Government policies and
priorities
Funding
Legislation or regulation
Economic Changes:
Resource availability
Consumer demand
Competition
Demographic Changes:
Availability of qualified labour
Labour costs/wages
Ageing Population
Technology Changes:
Introduction of new technology
The Internet
Commercial-in-Confidence
Page 5 of 65
5
The following section provides a snapshot of changes in the
external operating environment at an industry level. How
changes are effective businesses is illustrated through a series
of case study exhibits.
Tasmanian Minerals Council (2005) has identified the following trends
affecting the operating environment and skill requirements of mining
enterprises:
 Since 1999 there has been an increase in the profitability of
mining enterprises. This trend is expected to continue for at least
another 2-3 years.
 The Tasmanian mining industry deals with 575 businesses.
Because of the increasing demand for minerals in for example
India and China, the mining supply chain is also likely experience
a period of economic growth.
 The employment structure of the Tasmanian mining industries is
changing. A flexible firm business model that employs a core
workforce and out sources work to contractors has been an
emerging trend.

The number of employees in the mining industry
decreased from 2646 in 1999/2000 to 2417 in 2004/2005.
This represents a -9 percent loss of over a six year period.

The number of contract however has increased from 988 in
1999/2000 to 3598 in 2004/2005. This represents a 20
percent increase of over the past six year period.
In the West Coast Municipality four mine sites are operational:
1. Placer Dome Asia Pacific- Henty Gold
2. Zinifex Rosebery Mine
3. Intec Hellyer Metals Ltd - Hellyer Mine
4. Copper Mines of Tasmania Mt Lyell Mine
Mine sites which have creased operations in the West Coast
Municipality are:
Commercial-in-Confidence
Page 6 of 65
6
1. Renison Mine which cased operations in June 2003; and,
2. Savage River Mine which in ceased operations in 1996.
At a statewide level mining exploration projects which may impact on
West Coast labour market include two local projects (Allegiance and
Zinifex) and three intrastate projects:

Allegiance Mining has completed a feasibility study for the
Avebury nickel project. A nickel mine and processing plant with a
value of $94 million is to be built near Zeehan. Site work started in
December 2005 and the first nickel is expected to be produced in
the third quarter of 2007;

Major explorations in the Mount Read Volcanics being undertaken
by Zinifex Limited, Newcrest Operations Limited, Bass Metals
Limited, TasGold Limited and Saracen Metals Proprietary Limited;

Van Dieman Mines PLC is investigating the feasibility of
commencing mining at two alluvial tin, gold and sapphire
operations in the Pioneer-Gladstone area, northeast Tasmania;

Australian Tungsten Pty Ltd has commenced a full feasibility
study into resuming scheelite production on King Island and has
lodged a development application to commence a 600,000 tonne
per year, ten-year mining operation in early 2007; and,

Tasmanian Titanium Proprietary Limited is scheduled to resume
heavy mineral sand mining at Naracoopa on King Island.
Commercial-in-Confidence
Page 7 of 65
7
Consultation: Henty Gold
Annual Revenue- $11 Million (AUD)
The business operating environment
of Henty Gold mine is summarised in
Figure 1.
The Henty mine lease expires in
2008 and although exploration for
new deposits continues in lower
levels of the mine, the return on
investment to date has been
negligible.
Products- Gold and Silver
Structure- Australian Public Company,
Registered as Barrick (Henty) Limited
Business Life Cycle- Maturing-Declining
Business phase
Employees- 107 FTEs, 60 contractors
Internet
Henty Negative Impact
Demographic Changes
Population Changes
Resource Availability
Political Changes
Henty Positive Impact
Technology
Economic Changes
Technological
Changes
With the impending lease expiring, Henty is hiring contract labour to
replace employees who exit. International gold and silver have
fluctuated and Henty’s current production targets are down when
compared with the 2003-2004 and 2004-2005 financial years.
Qualified Labour
Labour Costs
Consumer Demand
Competition
Legislation/Regulation
Government Policy
Government Funds
Figure 1: The external operating environment for Henty Gold Mine
Commercial-in-Confidence
Page 8 of 65
8
Consultation: Copper Mines
The external operating environment of
Copper Mines is summarised in Figure
2.
Copper
mines
reported
strong
international demand for copper
concentrate.
Even though their
production volume has not changed
since the 2004-05 financial year, there
has been a 37 percent increase in the
market value of copper concentrate.
Structure- Copper Mines of Tasmania Pty
Ltd are the current operator of the Mt
Lyell mine, is a wholly owned subsidiary
of Sterlite Industries (India) Limited,
which, in turn, is a subsidiary of Vedanta
Resources PLC.
Business Life Cycle- Growth phase
Employees- 160 FTEs, 100 contractors
Copper Mines Positive Impact
Copper Mines Negative Impact
Demographic Changes
Technology
Population Changes
Resource Availability
Political Changes
Products- Copper Concentrate
Internet
Economic Changes
Technological
Changes
Social trends such as the increasing
preference for people to commute from
the North West municipality and made
the recruitment of qualified labour more
difficult. Consequently more reliance
has been placed on contract labour.
Annual Revenue- $140.1 million in 200405, a 37 percent increase from the
previous financial year. Increased
revenue due to strong global demand.
Qualified Labour
Labour Costs
Consumer Demand
Competition
Legislation/Regulation
Government Policy
Government Funds
Figure 2: The external operating environment of Copper Mines
Commercial-in-Confidence
Page 9 of 65
9
Consultation: Setori Engineering
Setori Engineering provides contract
labour hire to mining businesses. They
currently do not employ apprentices or
trainees, however previously the
business was a Registered Training
Organisation.
Annual Revenue- $4,500,000
Products- Manufacturer Contractor
Structure- Australian Proprietary Company,
Limited by Shares
Employees- 55
Setori Engineering Positive Impact
Setori Engineering Negative Impact
Demographic Changes
Technology
Population Changes
Resource Availability
Political Changes
Business Life Cycle- Established
business
Internet
Economic Changes
Technological
Changes
Setori is competing with larger labour
hire firms and perceived increasing
competition associated with labour hire
as having a negative business impact.
Despite the negative impact of labour
costs and availability, there is strong
industr demand for contract engineering
services.
Qualified Labour
Labour Costs
Consumer Demand
Competition
Legislation/Regulation
Government Policy
Government Funds
Figure 3: The external operating environment of Setori Engineering
Commercial-in-Confidence
Page 10 of 65
10
Consultation: Alma Drilling
Annual Revenue- unknown
Almac Drilling is a small business and
has flexibility to respond to changes in
market direction.
Whilst most of
Almac’s work is within the West Coast
Municipality, the business also has
interstate contracts (Figure 4).
Almac Drilling has also successfully
procured
government
contracts.
Furthermore the demand for resources
in China and India has had a positive
impact on business revenue and the
demand for drilling services is strong.
Markets- West Coast Municipality and
Interstate
Structure- Australian Proprietary Company,
Limited by Shares
Business Life Cycle- Established
business
Products- Boring, Drilling Contractor,
Employees- 12
Internet
Alma Drilling Negative Impact
Demographic Changes
Population Changes
Resource Availability
Political Changes
Alma Drilling Positive Impact
Technology
Economic Changes
Technological
Changes
Almac currently has no apprentices or
trainees.
Qualified Labour
Labour Costs
Consumer Demand
Competition
Legislation/Regulation
Government Policy
Government Funds
Figure 4: The external operating environment of Almac Drilling
Commercial-in-Confidence
Page 11 of 65
11
Synopsis
The external operating environment for resource based businesses
varied according to the products being mined. The demand for mining
copper and zinc on the West Coast, for example, is being driven by
global demand. Gold and silver prices on the other had have fluctuated
and Henty Mine operations are in a ‘declining’ business phase.
Skill and labour shortages were reported by most mining and contract
businesses as having a negative impact on operations. Increasingly
workers in the mining industry have opted for contract employment
arrangements. However, none of the businesses surveyed reported a
reason for the aforementioned trend.
Contributing to the labour and skill shortage issues were social and
demographic factors. For example;

Poor quality housing stock and rental accommodation has
resulted in mine workers living outside the West Coast
Municipality and commute to work.

A lack of education beyond Year 10 and a preference not to board
children has resulted in people choosing to reside outside the
West Coast Municipality and commute to work.

The partners of professional people working in mining (such as
environmental scientists, geologists and engineers) have trouble
finding suitable work in the area. Thus professional people are
choosing to commute to the West Coast and reside in localities
such as Penguin.

A lack of social and other infrastructure results in a high turnover
of professional and vocational employees. A lack of childcare and
public transport for example is a barrier for the partners of mining
finding suitable employment.
One business however, Alma Drilling, reported no labour attraction or
retention problems. This small business has a stable labour force and
the average tenure was seven years.
Regulatory Environment
Commercial-in-Confidence
Page 12 of 65
12
Licensing and regulatory controls can apply to the range of work
environment layers in the mining industry (Figure 5):
Work
Practices
Work Places
Regulatory
Environment
Requirements
Work Equipment
Occupational
Licensing
Workers
Figure 5: Scope of licensing and regulatory control
For vocationally trained miners (e.g. open cut, underground and
processing) there are no occupational licensing requirements.
Work equipment however may require a certificate of competency under
the Workplace Health and Safety Regulations 1998 (S.R. 1998, No. 152)
SCHEDULE 5 - Specified tasks requiring a certificate of competency.
Competency certificates are required for:
(a) scaffolding, dogging and rigging, including –
(b) crane and hoist operation,
(c) pressure equipment operation
(d) fork-lift truck operation, excluding pedestrian walk behind or
pallet trucks;
(e) order-picking fork-lift truck operation
(f) Mine winder operation.
Commercial-in-Confidence
Page 13 of 65
13
Consultations with Workplace Standards Tasmania, revealed that there
no impending changes to schedule 5 of the Workplace Health and
Safety Regulations 1988 that would impact on the mining industry.
In terms of the workplace, employers have a duty of care around
occupational health and safety and consequently to provide training in
first aid, confined spaces and risk management competencies.
The Tasmanian mine industry typically contract Tracmin (a Registered
Training Organisation in Western Australia) to conduct mine safety
training. The safety training program is known as MATCSTA1 (Mining
And Resource Contractors Safety Training Association- which is a not
for profit peak body) and is a ‘ticket’ that is recognised across 85 percent
of Australian Mines as a minimum job entry requirement. Like a first aid
certificate MATCSTA certificates are valid for two years and require
renewal.
A consultation with Tracmin revealed that there are no anticipated
changes to the MATCSTA course as the result of legislative or
regulatory requirements.
Accredited vocational training is the preferred method for which mines
ensure work practices meet occupational health and safety
requirements.
This training is discretionary, however employers
encourage workers to undertake accredited vocational training for
performance and risk management reasons.
1
In Tasmanian the MATCSTA accredited trained is Marcus Taylor, from
TAFE Tasmania.
Commercial-in-Confidence
Page 14 of 65
14
Consultation: John Kirwan and Associates
Kirwan and Associates specialize in safety related training for industry
sectors such as mining, aquaculture, forestry and food processing.
Table 1 provides a summary of Kirwan and Associates registration
scope of registration and the units of competency for which occupational
health and safety related training is delivered in the West Coast
Municipality. Kirwan and Associates reported that most of their training
demand is based on composites of skill sets rather than qualifications.
Table 1: Regulatory training delivered to mining support occupations
Industry Job Roles
No.
Businesses
Electricians
Plumbers
Mining Refrigeration and Airconditioning Mechanic
Administration Assistants
3
No.
Individuals
20
The skill sets for which training has been delivered to mining industry is
presented in Table 2.
Table 2: Competency skill sets related to workplace regulatory
requirements
TDMMR1901A
TDTD197B
TDTF197B
TDTF397B
MTMMP4
MTMMP70B
Safely handle and stow explosive and flammable materials
Shift materials safely using manual handling methods
Follow OHS procedures
Implement and monitor OHS procedures
Follow safe work policies and procedures
Participate in OH&S risk control process
Commercial-in-Confidence
Page 15 of 65
15
Human Capital Management
There are a variety of approaches for human capital or workforce
development (Figure 6). This section explores those strategies used by
mining enterprises to retain, develop and manage their human resource
functions. The following section focuses on three key human resource
(HR) functions:
1. Workforce Planning
2. Selection and Recruitment
3. Human Resource Development (namely, training and career
development)
Figure 6: Facets of human capital management
Commercial-in-Confidence
Page 16 of 65
16
Consultation: Henty Gold
Human Resource Planning
Henty Gold Mine does not undertake
formal workforce planning.
The
business does not have a Human
Resource Information System and is
unable to track key employee
characteristics
such
as
age,
qualifications and tenure.
The
business does however have an
electronic payroll system and tracks
costs
and
full-time
equivalent
establishments (FTEs).
Workforce Planning- Not currently in place
Vacancy rates- 11.5 percent
Recruitment strategies- Attrition program in place
Qualifications, skills and training initiatives- 56
employees without qualifications undertaking a
Certificate III in Metalliferous Mining
Human Resource Development Programs- Leadership
program, Safety Champions Program and Frontline
Certificate IV (12 employees)
Annual Human Resource Development BudgetUnknown
Currently there are 107 FTEs, as well
as 60 contractors hired from Setori
Engineering. The business has 7
female FTEs and the remaining
Human Resource Development Evaluations- None
employees are all male. The average undertaken
age and tenure of employees is
estimated at 45 years and 5 years respectively. Because approximately
50 percent of the employees are replaced every 5 years, there is no
apparent evidence of an ageing workforce. Furthermore it was reported
that because the work is physically demanding it is common for people
not to work beyond 54 years of age.
Selection and Recruitment
The business recruited approximately 5 people in 2005-06 financial year.
Staff turnover rate was 11.5 percent and 22 people exited the business
during the 2005-6 financial year. Recruitment methods include contract
labour firms, newspaper advertising and word-of-mouth.
Employee attraction strategies focus on promoting the nature features of
the West Coast as a lifestyle choice. For example, Henty mine tries to
attract professional and vocationally trained workers who are interested
in bushwalking and other outdoor recreational activities.
Human Resource Development Programs
Training is delivered mostly on the job where possible. Exceptions are
courses such as First Aid which are classroom based. Training needs
Commercial-in-Confidence
Page 17 of 65
17
are aligned to business regulatory requirements and workplace
standards.
A loss control (safety) management training and development
continuous improvement system was launched in the 2004/2005
financial year. The training and development system was based on
Placer Dome Corporate standards. The program included implementing
risk management systems and training, developing safety conscious
leadership, and identified safety champions.
The outcomes of this
training are being evaluated on a continuous basis against key
performance indicators such as accident and injury rates.
Henty does not undertake succession planning, career development or
similar human resource development programs.
However it is
embarking on leadership training. Twelve people have been identified to
undertake a Certificate IV in Frontline Management. This will be
delivered in house by a Registered Training Organisation via workshops
and assessed through workplace assignments. Recognition of current
competency may be offered to other employees who can gather
evidence through a portfolio approach.
Whilst some apprentices and trainees are employed, Henty prefers to
source skilled contract labour. This is because the current mining lease
expires in 2008.
In terms of vocationally based training, Henty Gold cannot provide an
exact head count, but estimates that 20 of the 107 employees have
completed an accredited qualification.
Henty Gold currently employs a second year Electrical apprentice and a
third year Mechanical apprentice. In terms of traineeships, however,
Henty has negotiated for Business and Employment to deliver a
Certificate III in Metalliferous Mining to 56 eligible employees. A part of
this negotiation, Business and Employment will provide a training
coordinator onsite on a full-time basis.
Henty Gold mine does not track training costs or have an allocated
training budget. Rather training for legislative or regulatory requirements
is an accepted as an operational cost. Henty Gold also delivers training
to contract labour to meet regulatory compliance requirements. Internal
records are maintained regarding the training delivered, as a risk
management strategy.
Commercial-in-Confidence
Page 18 of 65
18
Consultation: Copper Mines
Human Resource Planning
Copper mines employ 160 contractors
and 100 FTEs. Eight contractors and
another eight FTEs are female, the
remaining workforce is male.
Selection and Recruitment
Eighteen people exited the business in
the 2005/2006 financial year; however
only 10 people were recruited. This
deficit was back filled using contract
labour, the business would however
rather have employed personnel.
Workforce Planning- Not currently in place
Vacancy rates- Approximately 10 percent
Recruitment strategies- None
Qualifications, skills and training initiatives- Multiskilling
Human Resource Development ProgramsProfessional Management Development and
vocational traineeships.
Annual Training Budget- $300,000.
Human Resource Development
Training relating to regulatory and compliance issues is delivered inhouse. The focus of this training is on foreseeing risk and taking
preventative actions to avoid occupational health and safety issues. The
training is targeted at building a ‘safety mindset’.
Programs are in place for succession planning, career and leadership for
graduates.
The object is to train managers for overseas mining
operations. In particular, Copper Mines is targeting degree graduates in:
 Geology
 Metallurgist
 Mechanical engineer
 Environmental scientists
For vocationally trained staff, Copper Mines is encouraging multi-skilling,
In terms of multi skilling workers are given the opportunity to gain
qualifications in for example underground mining as well as competency
sets around transport.
In the last two years the business has had three apprentices; 1
mechanical engineer and 2 electrical engineers. The business will
employ additional apprentices when the current ones complete their
agreements.
In the 2006/2007 financial year, Copper Mines has identified 50 people
for training in the Certificate III in Metalliferous (Processing). Their
preferred training provider is TAFE Tasmania.
Commercial-in-Confidence
Page 19 of 65
19
In the 2005/2006 financial year $300,000 was expended on employee
training and development. This amount excludes, for example, the costs
associated with backfilling positions.
Consultation: TAFE Tasmania
TAFE Tasmania delivers training and assessment services for 27
qualifications in the Metalliferous Training Package.
Currently TAFE Tasmania has about 175 people on Metalliferous
training package related traineeships and apprenticeship. Approximately
115 in the open cut mining area and 80 in the mineral processing (some
people are represented in both industry areas).
Current Training Delivery is as follows:

Zinifex at Rosebery about 70 people doing Certificate III in
Underground Mining and Mineral Processing; and,

Barminco has 12 people doing the Certificate III in Underground
Mining and Mineral Processing.
In the 2006-07 financial year, TAFE Tasmania anticipates training
delivery contracts with:

Henty Gold Mine who have approximately 60 workers undertaking
the Certificate III in Metalliferous Mining Operations
(Underground); and,

About 10 mangers from number Henty Gold Mine will undertake A
Certificate IV in Mine Operations (which has units that map to
Frontline Management).
Future training opportunities for TAFE Tasmania include:

Renison Mine is anticipated to recommence operations in 200607 and will require delivery of qualifications from the Metalliferous
training package: and,

Allegiance Mining at Trial Harbour will be mining nickel and could
require training in DRT21103Certificate II in Drilling - Water Well
Commercial-in-Confidence
Page 20 of 65
20
TAFE Tasmania reported that for all mining operators the preferred
method for training delivery is on the job. However much of TAFE’s
training uses an auspiced assessment model (training existing mining
workers as the specialist who conduct the workplace assessment) with
TAFE doing the RTO compliance paperwork.
TAFE Tasmania ran a Pre-Employment Mining Course in Queenstown in
2005. This course bundled competencies into skill sets from the
Certificate II in Open Cut Mining, Certificate II in Underground Mining
and the Certificate II in Mineral Processing. The outcome was as
follows:
Two locals (residents of the West Coast) attended the pre-employment
course. All other participants travelled from Devonport and Hobart they recognised it as an entry pathway into the mining industry. About
85% of the course participants have secured employment after
successfully completing the training and assessment requirements (a
number were employed on a contractual basis with Skilled
Engineering).
Mike Jack
TAFE Tasmania reported that 180 people have completed their mining
qualification from the West Coast since 2001 and that only three of
graduates were female.
TAFE Tasmania identified the following
barriers around training delivery for the West Coast Municipality:

Because the West Coast is an Isolated area and most training
needs have to be accessed through Burnie;

Induction Programs (MATCSTA) are only held at Beaconsfield or
Rosebery and difficult for West Coast residents to access;

Finally, a lack of transport (bus service between West Coast
Towns) makes delivering group training difficult. Often training
sessions are cancelled because group sizes are too small.
Synopsis
Human resource (or manpower) planning is not common practice within
West Coast mining businesses. The mining businesses interviewed did
not have a human resource information system or access to employee
demographic information. Businesses did however tract recruitment and
attrition rates. These were approximately 10 percent across the major
employers.
Commercial-in-Confidence
Page 21 of 65
21
In terms of selection and recruitment strategies Henty Gold uses the
Internet and newspapers and promotes the natural environment and life
style choices.
Copper Mines on the other hand, promotes an
international career pathway for university graduates interested in
developing management skills.
For vocationally trained workers Certificate III qualifications from the
Metalliferous training package were the most frequently delivered
training course.
The assessed training needs for vocational
qualifications were as follows:
Business
Setori Engineering
Qualification
Certificate IV Frontline Management
Certificate III Metalliferous Mining
Operations (Underground)
Certificate III Metalliferous Mining
Operations (Processing)
None
Hellyer Mine
Not Known
Henty Gold Mine
Copper Mines
Numbers
12
56-60
50
nil
The reported enrolments were as follows:
Current Enrolments
Zinifex
Barminco
Certificate III Metalliferous Operations
70
(Underground and Processing)
Certificate III in Metalliferous Operations
12
(Underground and Processing)
Commercial-in-Confidence
Page 22 of 65
22
Wild Fisheries and Aquaculture
As a state-wide industry the Fishing and Aquaculture sector contributes
an estimated $280,000,000 to the Tasmanian gross production of
$1,136,000,000, and $373,000,000 to the value added food production
of Tasmania $2,091,000,0002. Salmonid production from the Macquarie
Harbour region on the West Coast contributes approximately 11% to
Tasmanian’s total Salmonid production.
The Fishing and Aquaculture industry on the West Coast of Tasmania is
represented by two sectors:
1. Wild Catch
2. Marine Farming
Employment within these sectors covers three main occupational
grouping areas:

Fishing sector includes work undertaken by deckhands, fishers,
skippers of fishing vessels, managers of fishing operations,
business managers, divers and fishing charter operators.

Aquaculture sector includes work undertaken by field hands,
leading hands, technicians, supervisors, quality assurance
officers, operations managers and aquaculture business
managers, land-based, water-based and hatchery operations.

Seafood processing, sales and distribution sector includes work
undertaken by basic and skilled process workers, leading hands,
distributors, seafood retailers and wholesalers, supervisors,
managers and seafood importers and exporters.
Australian Bureau of Statistics (ABS) data is not broken down in
sufficient detail to be very useful for determining the contribution that the
seafood industry makes to employment and regional development within
the West coast region. The information provided also tends to be
inconsistent with information collected from other sources such as the
number of boats, fishing licenses etc, and other forms of fishing
regulation.
2
Source: DPIW- The State of Growth Report 2005-2006
Commercial-in-Confidence
Page 23 of 65
23
External Operating Environment
Changes in the external operating environment can create a need to
train or retrain staff. Some examples of external operating changes are:
Political Changes:
Government policies and
priorities
Funding
Legislation or regulation
Economic Changes:
Resource availability
Consumer demand
Competition
Demographic Changes:
Availability of qualified labour
Labour costs/wages
Ageing Population
Technology Changes:
Introduction of new technology
The Internet
The following section provides a snapshot of changes in the external
operating environment at an industry level. How changes are effective
businesses is illustrated through a series of case study exhibits.
The globalisation of commodity products and an increase in foreign
competition has lead to the rationalization of investment in this sector.
The structure and operation of the Tasmanian seafood industry along
the whole production chain is changing at an accelerated pace. In
response to these changes the sector has recognised the need to
increase its skills and knowledge in the area of business development:
3

Understanding of the impact of climate change

Understanding of marine resources and business development
practices

Understanding the economic and business environment

Ability to apply human resource management practices

Ability to apply best practice and quality management systems3
Future directions – Tasmanian Seafood Industry 2005/2006
Commercial-in-Confidence
Page 24 of 65
24

Challenge of the industry is the maintenance and protection of
both the marine environment and its resources.

Showing accountability for environmental practices throughout the
supply/value chain.

Achieving balance between growth and environmental
sustainability

Creating environmentally sustainable practices and production
technologies

Developing standards designed to support and deliver products
The information in the following section was provided by Peak Bodies
rather than individual employers. This was because, despite persistent
follow-ups, employers were difficult to contact. Desktop research and
consultations with Peak Bodies provided the following snapshot of the
West Coast fishing and aquaculture industry.
Commercial-in-Confidence
Page 25 of 65
25
Business Overview
Wild Catch (including Rock Lobster)
This industry is seasonal and fluctuates from 20 to 80 fishing vessels operating
from the port of Strahan. The number of workers in this area is unknown due to
the structure of operations
Marine Farming
46 full time equivalent staff employed on the West Coast Main businesses:
1. Petuna Pty Ltd – trading as Petuna Seafoods
Wholesale Contractors of Salmon, Trout and Shark
Employees: 100 Statewide
Annual Revenue : approximately $21,000,000
2. Tassal Group Limited
Wholesale Distributor Producer of Atlantic Salmon
Employees: 500 Statewide
Annual Revenue: approximately $100,000,000
3. Southern Ocean Trout Pty Ltd
Trout farming Operation
Employees: 8
Annual Revenue: unknown
Commercial-in-Confidence
Page 26 of 65
26
Consultations: Australian Maritime College
There is a reportedly huge demand on the West Coast for people who
have the skills and meet the licensing requirements necessary to
operate fishing vessels and tourism ferries, charter vessels.
The globalization of commodity products and an increase in foreign
competition has lead to the rationalization of investment in this sector.
Government policy (for example changes in marine protected
environments) and regulatory environment drive the need for training
(Figure 7).
GST
Resource Availability
Consumer Demand
Competition
Government Policy
Government Funds
Population Changes
Internet
Technology
Tourism
Qualified Labour
Labour Costs
Legislation/Regulation
Economic Conditions
Figure 7: Wild catch and marine farming operating environment
Commercial-in-Confidence
Page 27 of 65
27
Regulatory Environment
Licensing and regulatory controls can apply to the range of work
environment layers in the fishing and aquaculture industry (Figure 8):
Work
Practices
Work Places
Regulatory
Environment
Requirements
Work Equipment
Occupational
Licensing
Workers
Figure 8: Scope of licensing and regulatory control
For vocationally trained fishing and aquaculture workers there are no
specification occupational licensing requirements. In terms of work
equipment no specific competency tickets are required.
Commercial wild-harvest fishing is a very hazardous occupation because
the sea is an inherently dangerous environment. The seafood industry
mainly uses small boats; ports are often distant from fishing grounds;
and workers are on a mobile platform, usually wet and often at night,
close to moving machinery. The fatality rate, at 89 deaths per 100,000
workers (nationally) per year, is 16 times higher than the all-industry rate
of 5.5 deaths. The seafood industry is investing more in improvements in
workplace safety and associated training.
Training directly related to regulatory environment:

Coxswain Deck

Coxswain Navigation
Commercial-in-Confidence
Page 28 of 65
28

Coxswain Engineering

Elements of shipboard safety

Live transport and chemical safety

Marine Radio Operators Certificate of Proficiency

Wader Safety

Fork lift license

Deck machinery and lifting appliances

Food Safe Handing Standards
Commercial-in-Confidence
Page 29 of 65
29
Human Capital Management
There are a variety of approaches for human capital or workforce
development (Figure 6). This section explores those strategies used by
mining enterprises to retain, develop and manage their human resource
functions. The following section focuses on mainly training issues
surround the fishing and aquaculture industry.
Figure 9: Facets of human capital management
Commercial-in-Confidence
Page 30 of 65
30
Consultation: Australian Maritime College
The Australian Maritime College (AMC) reported a high demand on the
West Coast for people who have the skills and can meet the licensing
requirements necessary to operate fishing vessels and tourism ferries,
charter vessels for example Coxswains, Master 4, Master 5 and
engineering certificates.
While AMC is training a number of Tasmanian’s they also cater for
interstate students as well. This workforce is described as being highly
mobile (as the certification and qualifications are recognised all over
Australia). Delivering training to West Coast students may not always
result in an increased skilled workforce on the West Coast, as
experience has shown skilled workers will travel wherever the work is.
Recent growth in tourism on the West Coast has led to a demand from
for deckhands training in Strahan. Recently AMC have provided a
deckhands course that included training in: shipboard safety, first aid,
food handling safety, providing hospitality, communications etc. This
training was designed as a response to the industry requirements,
focusing on specific skill sets rather than qualifications.
Barriers to undertaking training were identified as:

Distance and time requirements

“ Time Off Work Factor” The Master 5 (for example) means
weeks and possibly months away from the work environment to
complete. People are undertaking this level of training while
between employment as they can not take that much time away
from work.

Training for this sector needs to be scheduled in the off fishing
season
Recruitment Strategies
Companies general recruit for this sector using newspaper
advertisements, but an increasing number of employers are making
contact with AMC to promote job opportunities to those students about
the graduate.
Larger companies in this sector are providing subsidized housing to
attract and retain staff. During September companies are ramping up
their operations and the work force can double at this time of year.
Commercial-in-Confidence
Page 31 of 65
31
Consultation: Seafood Training Tasmania
Seafood Training Tasmania is an RTO and a not for profit born out of the
old Industry Training Advisory Board. The training needs were identified
as follows (Table 3):
Table 3: Training requirements of the wild catch and aquaculture
industries
Area


Wild Catch


Aquaculture –
salmon farming
and oyster farming
Training Requirements
Sector does not embrace training
Those working in the industry are paid a
percentage of the catch and are not classed as
employees – not eligible for funding incentives
Wild Catch is the worst sector (than any other)
for deaths and injuries but these statistics not
reported within Workplace Standards data as
they are not considered employed.
Could really do with: OH & S Training, Sea
survival and Food Safe Handing Standards
Training is provided under the traineeship model –
mainly at Certificate III level
Training in licensing requirements:
 Food Safe Handing Standards- identified as
high risk when standards come in May 2007
 Forklift and Coxswains
Currently has about 3 trainees on West Coast
Rock Lobster
Training is only within the regulator framework licensing
requirements:
Masters 4, MED2, MED3
Other skills in demand on the West Coast were identified as:

Maritime sector (particularly in Strahan) for people with deckhand
skills to work for the ferry operators. This is a growth industry and
training required would be : Shipboard safety, first aid and
communication skills

Training in response to the licensing requirements of the Food
Safety Standards
Commercial-in-Confidence
Page 32 of 65
32
Barriers to undertaking training:

Training providers need to recognize and work around the
industry seasons- providing training in the “out of fishing season”.
Seafood Tasmania responds to West Coast training requests by going to
the region in non fishing seasons and structuring courses to minimize
time away from work – but still find that people don’t turn up and running
programs with less than 8 participants is not cost effective.
Other Issues
The recent changes to the incentive scheme (removal of the rural and
regional incentives) has meant a loss of about $2000 per traineeship and
this will reduce those employers willing to take a new trainee on – “the
incentive isn’t worth it now”
Commercial-in-Confidence
Page 33 of 65
33
Consultation: John Kirwan and Associates
Kirwan and Associates specialize in safety related
training to the aquaculture industry. Over the past 12
months Kirwan and Associates have delivered
occupational health and safety [and related] training
to six West Coast businesses and 25 individuals.
Registered Training
Organisation
Employees- 4 FTE
Specialises- Regulatory and
Legislative Compliance
This training is around regulatory and legislative skill clusters rather than
whole qualifications. Units of competency delivered to the aquaculture
industry in the 2005-06 financial year were:
SFIAQUA310B
SFIAQUA405B
SFICORE106A
SFIDIVE301A
SFIDIVE302A
SFIDIVE303A
SFIDIVE304A
SFIDIVE305A
SFIDIVE306A
SFIDIVE307A
SFIDIVE308A
SFIFISH201B
SFIOBSV303A
SFIOHS301B
Oversee emergency procedures in an aquacultural
enterprise
Develop emergency procedures for an
aquaculture enterprise
Meet workplace OHS requirements
Work effectively as a diver in the seafood industry
Perform diving operations using surface-supplied
breathing apparatus
Perform diving operations using self-contained
underwater breathing apparatus
Undertake emergency procedures in diving
operations using surface-supplied breathing
apparatus
Undertake emergency procedures in diving
operations using self-contained underwater
breathing apparatus
Perform compression chamber diving operations
Perform underwater work in the aquaculture sector
Perform underwater work in the wild catch sector
Provide support for diving operations
Collect routine fishery management data
Implement OHS policies and guidelines
In consultation with industry, Kirwan and Associates have adopted
blended training and assessment strategies.
For example, the
competencies of divers are developed through theoretical classroom
based sessions and then assessed and reinforced on-the-job. On the
other hand, infection control training is delivered online and competency
assessments are conducted in the workplace.
Commercial-in-Confidence
Page 34 of 65
34
Synopsis
The West Coast Fishing and Aquaculture industry is primarily located in
the Macquarie Harbor, Strahan and represented by the Wild Catch and
Marine Farming sectors
There are three main operators involved in Marine Farming on the West
Coast and information about the Wild Catch sector is difficult to obtain
due to the nature of wild fishing operations.
The globalization of commodity products and an increase in foreign
competition has lead to the rationalization of investment in this sector.
The structure and operation of the Tasmanian seafood industry along
the whole production chain is changing at an accelerated pace.
The seafood industry is investing more in improvements in workplace
safety and associated training. The focus of training in this industry is
mainly to do with meeting regulatory requirements, ensuring safety
requirements than achieving nationally accredited qualifications. Training
is provided primarily with this focus in mind and around specific skill set
areas.
There is a high demand on the West Coast for people who have the
skills and can meet the licensing requirements necessary to operate
fishing vessels and tourism ferries, charter vessels eg : Coxwains,
Master 4, Master 5 and engineering certificates.
Barriers to Skill Development for the Fishing and Aquaculture industry
were identified as:

Distance and time requirements

“ Time Off Work Factor”

Training for this sector needs to be scheduled in the off fishing
season
Commercial-in-Confidence
Page 35 of 65
35
Tourism and Accommodation
Tasmania's economy continues to benefit from a strong tourism industry.
The Tasmanian Visitor Survey results showed a record 855,100 people
visited the state in the 12 months ending March 2006, up 7% from 2005.
A key contributor to Tasmania’s record tourism growth is the vastly
improved access to the state and keen competition between transport
carriers. Of the 855,100 people who visited the state in the 12 months
ending March 2006, 805,300 were scheduled air and sea visitors, 48,000
were passengers and crew from cruise ships, and 1,700 were navy ship
personnel.
Tasmania's visitors generate approximately $1.8 billion in expenditure
annually.
Visitor expenditure in Tasmania comprises:

domestic visitors $983.2 million (Tasmanian Visitors Survey:
March 2006)

international visitors $163.5 million (Tasmanian Visitors Survey:
March 2006)

intrastate visitors $599 million (National Visitors Survey: Tourism
Research)
While tourism to Tasmania continues to grow annually, the spectacular
rate of growth experienced in recent years is softening. Altered travel
patterns, increased competition and rapid technological change are
creating a new environment for the Tasmanian tourism industry.
In response to the increased availability of low-cost airfares, Tasmania’s
visitors are taking shorter and more frequent trips, and increasing
numbers are coming here to visit friends and relatives.
Commercial-in-Confidence
Page 36 of 65
36
External Operating Environment
Changes in the external operating environment can create a need to
train or retrain staff. Some examples of external operating changes are:
Political Changes:
Government policies and
priorities
Funding
Legislation or regulation
Economic Changes:
Resource availability
Consumer demand
Competition
Demographic Changes:
Availability of qualified labour
Labour costs/wages
Ageing Population
Technology Changes:
Introduction of new technology
The Internet
The following section provides a snapshot of changes in the
external operating environment at an industry level. How
changes are effective businesses is illustrated through a series
of case study exhibits.
The Tourism Council Tasmania identified the following factors that are
impacting on the external operating environment of accommodation and
tourism businesses across Tasmania:

The intention of interstate people to holiday in Tasmania is
declining;

The growth in low cost airfares has resulted in a reduction in the
length of stay by holiday visitors. As a consequence of the
declining length of stay, industry yields have plateaued;

There is however a growth in the number of people who visit their
Tasmanian friends and relatives. These people are staying
longer than holiday visitors;

Total employment in Tasmania continues to grow while the
tourism job growth rate has plateaued ;
Commercial-in-Confidence
Page 37 of 65
37

There is a trend for Tasmanians to holiday interstate. This is a
result of low cost airfares; and,

The outlook for Tasmania is for a period of relatively flat domestic
performance with the potential for decline in the face of increasing
competition in the domestic marketplace from other states.
West Coast Municipality Tourist Projects
Current accommodation and tourism projects in the West Coast
Municipality are:

The Corinna Tourism Resort (Corinna) is currently under
construction and should be completed in 2007. The proprietors
are Tarkine Wilderness P/L (Ken Boundy) and the facility will
provide wilderness and eco tourism experiences. The Value of
this project is approximately 7 million (AUD);

An initiative of the Cradle Coat Authority, the Cradle Coast
Touring Strategy, is upgrading roadside infrastructure for touring
in the West Coast Municipality. The value of the project is 3.5
million (AUD) and it should be completed by late 2007;

Cradle Coast Mining Heritage Experience Strategy (2006-2009)
aims to build a tourism experience that recognises the West
Coast’s mining heritage and cultural assets; and,

Cradle Coast Walking trails project is reviewing recreational trails
(walking, horse riding and cycling trails) throughout the region to
development a strategy for networked multi-use trails.
Recently completed projects in the West Coast Municipality are:

Mulawa Management Pty Ltd (Federal Resorts) West Coast
Wilderness Railway. The value of this project was 32 million
(AUD); and,

The Lady Jane Franklin 2 which is a luxury catamaran operated
by Federal Resorts (owned by Mulawa Management Pty Ltd. The
value of this project was 4 million (AUD).
Current tourism activity levels for West Coast Localities are contained in
(Table 4);
Commercial-in-Confidence
Page 38 of 65
38
Table 4: West Coast tourism activity levels
Destination:
Visitors Passed
Through
Visitors Stopped
Visitors Stayed
Overnight
Total Visitors
Queenstown
54460
80280
44440
179180
Strahan
5840
49090
111850
166790
Tullah
69030
28580
8790
106400
Zeehan
60840
57330
13130
131300
Other West Coast
24070
27760
31000
82830
8230
5780
14010
Pieman
River/Corinna
Commercial-in-Confidence
Page 39 of 65
39
Consultation: Federal Hotels and
Resorts (Strahan)
Structure- Australian Proprietary Company,
Federal Hotels and Resorts reported
that the Tasmanian tourism market has
plateaued.
Annual Revenue- Mulawa Management
Pty Ltd (unknown)
Consequently
the
business
is
consolidating and building its ‘brand’.
Products- Experienced based tourism
(Strahan Village, West Coast Wilderness
Railway, Gordon River Cruises
Limited By Shares
Employees- 200
Federal Resorts Positive Impact
Federal Resorts Negative Impact
Demographic Changes
Technology
Population Changes
Resource Availability
Political Changes
Business Life Cycle- Established
business
Internet
Economic Changes
Technological
Changes
Labour market issues were reported to
be a significant driver of business
strategy.
In particular difficulties
attracting employees from the West
Coast community and high turnover
rates in some occupational groups (e.g.
Food and Beverage Attendants).
Qualified Labour
Labour Costs
Consumer Demand
Competition
Legislation/Regulation
Government Policy
Government Funds
Figure 10: The external operating environment of Federal Hotels and
Reports
Commercial-in-Confidence
Page 40 of 65
40
Consultation: Anchordown
Anchordown is a micro-business (or life style
business) and has been trading for two years. The
business is positioned to offer boutique style
accommodation and meals. Currently most of
Anchor down’s bookings occurred over the Internet.
Products- Accommodation &
Restaurants.
Structure- Trading Trust
Business Life Cycle- Start up,
trading 2 years
Internet
Population Changes
Resource Availability
Political Changes
Demographic Changes
Technology
Economic Changes
Technological
Changes
Anchordown reports challenges that face most new Employees- 2
business. Namely how to group the business,
maintaining cash flow and competition from Federal Hotels and Resorts
(Figure 11).
Anchordown Positive Impact
Anchordown Negative Impact
Qualified Labour
Labour Costs
Consumer Demand
Competition
Legislation/Regulation
Government Policy
Government Funds
Figure 11: The external operating environment of Anchordown
Commercial-in-Confidence
Page 41 of 65
41
Consultation: Castaway Holiday Apartments
Castaway Holiday Apartments is an owner operator
micro business located in Strahan. The owners
have position the business to capture a self-catering
market that wants to prepare their own meals etc.
The business is established and has started entered
a growth phase.
Products- Self-Catering &
Accommodation services
Structure- Sole Trader
Business Life Cycle- Established,
growth phase
Political Changes
Economic Changes
Demographic Changes
Technological
Changes
The business receives most of its bookings via the Employees- 2
internet and receives customers from mainly
interstate and overseas. The owners of Castaway are experienced in
the tourism industry and have positioned their business to be ‘immune
for population and labour market drivers of skill change’. The owners
attend trade and tourism events to stay abreast of industry changes
(Figure 12).
Internet
Technology
Population Changes
Qualified Labour
Castaway Holiday Apartments Positive
Impact
Labour Costs
Castaway Holiday Apartments Negative
Impact
Resource Availability
Consumer Demand
Competition
Legislation/Regulation
Government Policy
Government Funds
Figure 12: The external operating environment of Castaway Holiday
Apartments
Commercial-in-Confidence
Page 42 of 65
42
Regulatory Environment
Licensing and regulatory controls can apply to the range of work
environment layers in the hospitality and tourism industry (Figure 13):
Work
Practices
Work Places
Regulatory
Environment
Requirements
Work Equipment
Occupational
Licensing
Workers
Figure 13: Scope of licensing and regulatory control
For vocationally trained hospitality and tourism workers there are no
specification occupational licensing requirements. In terms of work
equipment no specific competency tickets are required.
Work places however have licensing and other requirements. Examples
include meeting council requirements around the Building Code and food
handling.
Specific work practices of some job roles may however required
evidence of best practice training. Examples of the job roles affected
included:

Tour guiding, which requires remote area first aid and search and
rescue;

Deckhand, which requires Coxswain Competency and Senior
First Aid;

Chefs, who require HASSOP training.
Responsibility for currency of competency regulated work practices is
an employer’s duty of care. Employers typically keep training records
for employee competency and contract a registered training provider
to deliver specialist duty of care related training.
Commercial-in-Confidence
Page 43 of 65
43
Human Capital Management
There are a variety of approaches for human capital or workforce
development (Figure 14). This section explores those strategies used by
mining enterprises to retain, develop and manage their human resource
functions. The following section focuses on three key human resource
(HR) functions:
1. Workforce Planning
2. Selection and Recruitment
3. Human Resource Development (namely, training and career
development)
Figure 14: Facets of human capital management
Commercial-in-Confidence
Page 44 of 65
44
Consultation: Tourism Council of Tasmania
Tourism Council Tasmania undertook a skills development analysis in
the West Coast and the following findings and recommendations were
reported in March 2004. The Council’s objectives were:
1. To develop a formal for identifying skill development clusters;
and,
2. To develop cooperative arrangements with training providers for
the effective delivery of training [through the framework of the
National Tourism Accreditation Business Development Program].
The findings of this project were as follows:

Skill development was not always the most appropriate option to help
a business address their needs. Other options such as specialist
advice, development of policies and procedures, performance
management, or recruitment were often more relevant.

Analysing the training needs of participating businesses proved to be
difficult, as many did not want to pursue training that addressed
knowledge and skill gaps.

Training organisations were reluctant to tailor solutions to tourism
business requirements (particularly in relation to the size and
experience of the business operator).

Businesses were slow to uptake training because it was often
marketed poorly. For example, venues at appropriate locations
(particularly regional), affordability, tailored courses and workshop
times were all barriers affecting the uptake of training programs.

Relationships and networks with local associations and organizations
are a driver of training uptake. For example, businesses are
reluctant to support a training course unless it is endorsed by a
trusted organisation (e.g. local tourism association or business
enterprise centre).
Barriers or difficulties that West Coast tourism operators reported as
reasons why they were not interested in training included:
Commercial-in-Confidence
Page 45 of 65
45

Lack of reliable staff to cover either managers or other employees to
attend training;

Operators did not understand the relationship between skilled staff,
productivity and profit;

Confident businesses felt that they have excellent skills- and cannot
see how anyone else could help;

Previously unsuccessful initiative have left a negative impression
about the value of training interventions;

Perceived inflexibility of training providers to be able to deliver in
modes that are appropriate to individual businesses; and,

Businesses did not see value in generic courses. Such courses were
perceived as lacking relevance to individual business needs. Also,
the lack of options in terms of times and values alienate businessesbusinesses have the attitude that delivery factors are driven by
training providers rather than the customer.
Tourism Council Tasmania has done some specific work on some of the
problems faced by the State’s tourism industry as a whole and provide
the following comments.

There is a need for a coordinated education program for the tourism and
hospitality industry on human resource planning to focus on accessibility
(maximizing the use of digital media) and be communicated in simple terms
which make sense to industry.

“Packaging” of career opportunities needs to be made more attractive to
potential employees, and should not create unrealistic expectations. This
should encompass better coordination with the training sector, including
VET in schools.

The tourism industry is characterised by a high percentage of casual
labour, reflect the dynamics of the industry. Casual employment should
not be a barrier to government subsidized training programs.

Re-entry or mature-age programs should be further investigated; the
success of such programs is highly dependent on achieving outcomes of
the abovementioned objectives.
Commercial-in-Confidence
Page 46 of 65
46
Consultation: Federal Hotels and
Resorts
Human Resource Planning
Federal resorts are rolling out a human
resource information system.
The
businesses will soon have the capacity to
track undertake human resource planning
and measure key human capital metrics.
Federal’s west coast businesses employ
200 people: 55 on the West Coast
Wilderness Railway; 25 on the Gordon
River Cruises and 120 and Strahan Village.
Accurate data is available for attrition and
recruit rates for the 2005 calendar year.
Workforce Planning- Implementing a
Human Resource Information System to
accurately apply human resource
accounting and planning
Career Planning- Implementing strategies
to develop lateral and horizontal career
pathways between VET in schools and
Federal resorts
Training & Development- Positioning
Federal Hotels and Resorts as a market
leader in quality training
Employees55 West Coast Wilderness Railway
25 Gordon River Cruises
120 Strahan Village
Selection and Recruitment
In the 2005 calendar year Federal’s Strahan operation had the following
employee exit rates:

9 full-time

2 part-time

12 salaried

57 casual
Separation rates by position titles are as follows:

28 Food and Beverage attendants (including 8 Stewards for the
railway that have some basic guiding/interpretation
responsibilities and require some specialised legislative/safety
training/skills)

5 Cleaners

8 Kitchen Cleaning hands

5 Engineers (train)

1 Fireman (train)

7 Retail/Sales

3 Maintenance (1 x Train)

1 Master (boat operations)
Commercial-in-Confidence
Page 47 of 65
47

1 On-board Supervisor (boat operations – requires some
specialised legislative/safety training/skills)

2 Reception/Front Office

2 Chefs

7 Housekeeping

6 Activities Centre

2 Guides

2 miscellaneous/corporate
The attrition rate during the 2005 calendar year was 47%, however it is
important to note that seasonal demand equates to approximately 32
new employees (excluding train operations) for the 2006 summer holiday
period, or about a 25% from the winter season. Most new recruits are
seasonal, so the high attrition rate is [to some degree] expected.
Unfortunately Federal Hotels and Resorts do not have data regarding
employee qualifications and demographics fully entered into the Human
resource information system. So the business cannot easily access
information relating to age groups of separated employees. Federal
Hotels estimates that the highest separation rates are in the 15 – 24 and
25 – 34 age groups.
The average tenure of those separated was 379 days. (This is similar
across all Federal Group properties and businesses). After high attrition
during the first 12 months of employment, Federal’s tenure is generally is
generally between 2 and 5 years.
In the 2005 calendar year, Strahan recruited:

8 full time

18 part time

207 casual

10 salaried employees.
Unfortunately the business cannot easily access data relating to age
groups or qualifications of recruited employees. “It would be safe to say
however that a significant number would be in the 15 – 24 and 25 – 34
categories”.
Federal’s recruitment methods are largely traditional namely print and
on-line media. However in the last 6 months the methodology for
Commercial-in-Confidence
Page 48 of 65
48
Federal’s tourism properties is broadening to include more
networking (including developing relationships with education
providers such as Don, Hellyer, and TAFES), targeted/campaignbased advertising, reliance on Expos/Careers Fairs and enhanced
development and management of candidate databases. This is in a
direct response to the on-going and increased challenges of
recruiting in a small population with skill and candidate shortages.
Federal has a policy of employing candidates from within Tasmania
whenever possible.
Recruitment by position title in the 2005 calendar year were as
follows:
 4 Retail/Sales (including 1 Manager)

2 Activity Centre

3 Cooks

2 Apprentice Cooks

10 Housekeeping

2 Guides

2 Miscellaneous/Corporate

3 Maintenance

2 Masters

5 Front Office

35 Food and Beverage Attendants (including 9 train Stewards,
1 Manager and 1 Supervisor)

7 Kitchen Cleaning

10 Train operations (fitters, engineers, cleaners, gangers etc)
Human Resource Development
A recent climate revealed that employees prefer face-to-face training.
Consequently most training is now delivered on the job.
Training entry requirements into Federal Strahan operations is via way of
a Service Skills Induction Program. This aims to the correct mindset
around “experience” based tourism.
Traineeships and Apprenticeships
Commercial-in-Confidence
Page 49 of 65
49
Federal Resorts report that they can only access funded pathways for
commercial cookery and that National skill shortage data does not reflect
business operations in the West Coast Municipality4. “There is a need in
the West Coast to provide funding for a wide scope of qualifications”.
The business reports that food and beverage in particular is a pathway
they would like funded.
Also the Federal Resorts reports that greater flexibility around
timeframes for completing Certificate III and IV new apprenticeships and
traineeships would align funded pathways with business operations.
Federal would ideally like to use the winter season to deliver intensive
training. Employees on traineeships could thus fast track qualifications.
“Whilst employees would not stay in Strahan for two years, they would
be included to stay a lot longer than 4 months.” To improve retention
rates, Federal would like to offer employees pathways through their
businesses. However the legal structure of Mulawa enterprises does not
align with the legal requirements for traineeship funding.
Federal Resorts market research suggests the organisation is an
attractive employer to the 20-25 year old age group. These people are
better suited to traineeships because it is about skill acquisition. For the
‘stable’ local population of employees however, training that focuses on
up skilling rather than skill acquisition is more appropriate. Funding
support would be especially beneficial to the ‘stable’ employee group as
it increases the long term productivity and viability of the West Coast
area.
Federal Hotels and Resorts Strahan operations estimate it needs the
following new apprenticeships and traineeships (Table 5)
4
The methodology for collating skills shortage data is reported in the consultation with Chris
Fallon from the Department of Employment, Science and Training (DEST).
Commercial-in-Confidence
Page 50 of 65
50
Table 5: Training demand for Federal Hotels and Resorts:
Job Role
Qualification
THH31502
Certificate III in Hospitality
(Commercial Cookery)
Chef
Commercial
Cookery
THH41302
Certificate IV in Hospitality
(Commercial Cookery)
Food and
Beverage
THH33002
Certificate III in Hospitality
(Operations)
Guiding
Housekeeping
Fitter and Turner
THT30902
Certificate III in Tourism (Guiding)
THT40302
Certificate IV in Tourism (Guiding)
THH33002
Certificate III in Hospitality
(Operations)
MEM30298
Certificate III in Engineering
(Mechanical Trade)
Numbers
3
8
Up skilling in
management
Certificate IV
Different funding
model to support
traineeships
35
3
5
1
Federal Resorts also reports that skill sets or clusters are more important
to some job roles than a single qualification. Gordon River Cruises, for
example, requires multi-skilled employees with the following skill sets:

Remote area first aid;

Food and beverage attendant;

Deck hand skills with a Coxswain ticket; and,

Guiding and interpretation skills.
“The business needs to train for skill sets rather than specific
qualifications. Skill set based training could also be used to create
career pathways… it’s the skills passport notion.
Commercial-in-Confidence
Page 51 of 65
51
Consultation: JobNet
As a provider of employment and new apprenticeship services on the
West Coast, JobNet identified the most important skill development
areas for hospitality and tourism as:

Customer Service – especially working with culturally diverse
groups (tourism and hospitability);

Guiding Courses (tourism);

Safe Food Handling; and,

Fist Aid – Workplace Level 25.
“The first aid trainer who was a resident in Queenstown, and could
fill a course of up to 15 people, has retired and there is no access to
local first aid training” JobNet
5
Commercial-in-Confidence
Page 52 of 65
52
Synopsis
The West Coast accommodation industry is located mainly around the
Strahan and Queenstown localities (14.10 and 5.3 percent respectively).
The accommodation, cafe and restaurant industry is denominated by
Federal Hotels and Resorts and supported by micro-businesses.
Experiential tourism is an emerging industry and is attracting new business
to the West Coast area (e.g. Corinna Tourism Resort).
Unique climatic, geographic, social and demographic characteristics of the
West Coast Municipality interact to influence the availability of qualified
labour which impacts on the business operations of larger employers. For
example, the peak season Federal Hotels relies on seasonal labour. This
labour force is typically between 20-25 years old, travelling, limited
experience in hospitality or tourism and blends a travelling holiday with work
opportunities. Smaller businesses, on the other hand, are more often owner
operated and do not rely on casual labour to support their operations.
Whilst there are adequate labour resources in the West Coast municipality,
structural barriers limit access to employment. These barriers were
identified as;

A lack of public transport between West Coast localities;

A lack of childcare facilities; and,

A lack of basic employability skills;
Reliance on seasonal labour was identified by Federal Hotels and Resorts
and having a negative impact on the community. This is because:

Seasonal labour requires training during the peak season. Their lack
of work experience impacts on the quality service quality and
ultimately referrals and repeat business to the region; and,

Training is not invested in the local community, but rather in a
transient population.
Federal Hotels and Resorts are investing in strategies to improve labour
supply and retention. These include provide placements and training to
VET high school students at Strahan Village and other Federal resorts (e.g.
Cradle Mountain and Freycinet); creating partnerships with Registered
Training Organisations that positions Federal Hotels and Resorts as a
‘school of excellence”; and, multi skilling employees to be competent in skill
clusters.
Commercial-in-Confidence
Page 53 of 65
53
Small Business Environment
Twenty two small businesses were contact as part of the consultation
processes. These businesses completed a short questionnaire about
their operating environment. Follow up telephone calls with a selected
sub sample identified no requirements around “accredited training”.
Rather they talked about the need for targeted business development
(similar to the Department of Economic Development Workforce
development fund model).
The characteristics of business responding to the survey are
summarised below.
The majority of businesses were in the accommodation and restaurant
industries (11 businesses) (Table 6).
Table 6: The distribution of industries in which small business
operate
Accommodation, cafes, restaurants
Construction
Manufacturing
Manufacturing and maintenance
Mining
Property and business services
Retail
Tourism
Total
Frequency
6
3
1
1
1
1
4
5
22
Commercial-in-Confidence
Page 54 of 65
Percent
27.3
13.6
4.5
4.5
4.5
4.5
18.2
22.7
100.0
54
The ownership structure of businesses varied- there were 8 companies 6
partnerships and 6 sole traders Table 7.
Table 7: Small business ownership structures
Frequency
8
6
6
2
22
Company
Partnership
Sole Trading
Trading Trust
Total
Percent
36.4
27.3
27.3
9.1
100.0
The geographic reach of nine business included overseas markets.
Eight businesses were focused on the local West Coast market Table 8.
Table 8: The reach of small business customer markets
Frequency
9
&Overseas 3
All of the above
Intrastate,
Interstate
Markets
Local Market (West Coast LGA)
8
Local Market (West Coast LGA) & 2
Interstate
Total
22
Percent
40.9
13.6
36.4
9.0
100.0
Most of the businesses were “established” and one business was in the
“start-up” phase (Table 9).
Table 9: Small business development phases
Established
Growth
Growth, Established & Mature
Mature
Start up
Total
Frequency
9
6
2
4
1
22
Commercial-in-Confidence
Page 55 of 65
Percent
40.9
27.3
9.1
18.2
4.5
100.0
55
Most business had been established for more than 6 years, and some
for more than 16 years (Table 10).
Table 10: Trading duration of West Coast small businesses
Frequency
7
6
3
5
21
1
22
Less than 5 years
between 6 and 10 years
11 to 15 years
more than 16 years
Total
Missing Value
Percent
31.8
27.3
13.6
22.7
95.5
4.5
100.0
Collectively, the small business had a negative economic outlook on the
availability of labour, the cost of labour and the effects of competition.
New technologies such as the internet were reported as a driver of
business growth.
-10
-5
Political Changes
Economic Changes
Demographic Changes
Technological
Changes
-15
0
5
10
15
Internet
Technology
Population Changes
Qualified Labour
Small Business Survey Negative Impact
Labour Costs
Small Business Survey Positive Impact
Consumer Demand
Competition
Legislation/Regulation
Government Policy
Government Funds
Figure 15: Operating environment of small t o medium enterprises
Commercial-in-Confidence
Page 56 of 65
56
Synopsis
Small to medium businesses (including micro businesses) comprised
about 80 percent of registered businesses in the West Coast
Municipality. The surveyed businesses were mostly transaction and/or
life style focused micro business with fewer than 5 employees. Their
business strategies focused on geographic fit rather than horizontal or
vertical growth. These businesses did not identify AQF training as a
high priority, and were more focused on responding to changes in the
external operating environment (Figure 16).
Business Size
Community Focus
Vertical Scope
Life Style
Transaction Base
Trade-Offs
Fit Amongst Strategy
Manufacturers &
Service Providers
For example:
Setori Engineering
Employees-55
Vertical Scope
Horizontal Scope
Geographic Scope
Knowledge +/or
Technology Based
Horizontal Scope
Geographic Scope
Level of Momentum
For example:
Quarry Home Improvements
Employees- 1
Figure 16: The economic positioning of micro or transaction based
businesses
Commercial-in-Confidence
Page 57 of 65
57
The Impact of Economic ad Community
Development on the West Coast
Economic and community development initiatives include commercial
projects, funding from grants and community development projects such
as TASCOSS Partnerships to Jobs Program which will target the West
Coast and other disadvantaged municipalities. Intrastate economic and
community development initiatives can also affect the west coast
municipality. The Bell Bay Pulp Mill, for example, construction phase will
offer employment to around 3000 people.
West Coast Infrastructure Projects
Desktop research revealed the following projects that are either under
consideration or have commenced construction phase.
Sector:
Company:
Project:
Value ($):
Status:
Electricity Gas and Water Supply
Hydro Tasmania
Heemskirk wind farm
270 million
Under Consideration
Sector:
Company:
Project:
Value ($):
Status:
Mining
Allegiance Mining
Avebury Nickel Mine Zeehan
30 million
Under Construction
Sector:
Company:
Project:
Value ($):
Status:
Mining
Bluestone Tin
Rentails
50 million
Under Consideration
Sector:
Company:
Project:
Value ($):
Status:
Electricity Gas and Water Supply
Hydro Tasmania
Rosebery Diesel Generation Plant
N/A
Under Construction
Commercial-in-Confidence
Page 58 of 65
58
Sector:
Company:
Project:
Value ($):
Status:
Health and Community Services
West Coast Council and Tasmanian Government
New hospital
6.6 million
Under Construction
Sector:
Company:
Project:
Value ($):
Status:
Transport and Storage
West Coast Tourism
Strahan Airport upgrade
N/A
Possible
West Coast Community Capacity Building Projects
Projects that build community capacity are typically funded from grant
monies. The Community Support Levy, the Tasmanian Community
Fund and the Commonwealth Regional Development Grants have
provided funding for the following projects since 2002.
Tasmanian Community Fund
Organization: West Coast Heritage Authority Ltd
Grant Title: Gaiety Theatre Restoration
Amount: $52,000
Organization: National Trust of Australia (Tas)
Grant Title: Restoration of Penghana & General Office, Queenstown
Amount: $64,270
Community Support Levy
The West Coast Council has traditionally not auspice not-for-profit
organisations, and consequently many are not eligible for funding from
the Community Support Levy grant programs.
Organisation: Zeehan Neighbourhood House Inc.
Grant Title: Support for Community Learning Courses and Activities to
be Conducted at the ZNC Amount: $2,600.00
Commercial-in-Confidence
Page 59 of 65
59
Organisation: Strahan Parent Involved Playgroup
Grant Title: Books
Amount: $1,000.00
Organisation: Strahan Parent Involved Playgroup
Grant Title: Developing motor skills
Amount: $1,087.00
Organisation: West Coast Health and Community Services (Strahan)
Grant Title: Funding to run life skills program for young people who will
be moving from area to further their studies
Amount: $400.00
Organisation: West Coast Health and Community Services (Rosebery
and Strahan)
Grant Title: Slip Stream Circus workshops in schools and wider
community
Amount: $990.00
Organisation: West Coast Health and Community Services (Rosebery
and Queenstown)
Grant Title: Conduct a Health and Well-being Program for men and boys
Amount: $1,580.00
Organisation: West Coast Health and Community Services Ltd
Grant Title:
Amount: $6862
Organisation: Zeehan Community Bus Management Committee
Grant Title:
Amount: $2000
Organisation: Zeehan Neighbourhood House Inc.
Grant Title:
Amount: $4000
Sustainable Regions Program
Grants in this program were awarded to the Cradle Coast Authority for
administration to local government authorities (Table 11).
Table 11: Federal Government funding to the Cradle Coast Authority
Commercial-in-Confidence
Page 60 of 65
60
PROJECT
PROJECT DESCRIPTION
FUNDING
GST INCLUSIVE
Cradle Coast
Authority - Stronger
Learning Pathways
The "Stronger Learning Pathways" initiative is made
possible through a grant of $225,000 over 3 years to
the Cradle Coast Authority.
$247,500
The "Stronger Learning Pathways" initiative will
appoint a Project Officer to drive participation in
education, training and employment within the
region.
West Coast
Municipal Council Tourism Industry
Capacity Building
A project was approved in December 2002 for
$150,000 over three years for a West Coast Tourism
Development Officer to drive the West Coast
Tourism Plan under the Tourism Industry Capacity
Building priority.
$165,000
Cradle Coast
Regional Touring
Strategy
Implementation of the Cradle Coast Regional
Touring Strategy. The Strategy identified the key
selling points of the region as a tourism destination
and will coordinate product and infrastructure
development, marketing and desired visitor
experience with the intent of spreading tourism
benefits across the region.
$110,000
Skilling the Cradle
Coast Community
for the 21st Century
A 3 year strategy that seeks to use science and
technology related education to increase
participation in the post compulsory education and
training and address current and predicted skills
shortages in the Cradle Coast region.
$577,500
Cradle Coast
Authority - Stanley
Tourism
Producing the Stanley Tourism Precinct development
plan for the Circular Head municipal region.
$44,000
Cradle Centralised
Sewerage System
Develop the regions tourism industry and protect
environment from pollution and degradation.
$550,000
Cultural Tourism
Contribute to the employment of a project officer to
Regional Arts@Work develop and coordinate arts based tourism initiatives
in the cradle coast region.
$127,325
Regional Needs
Analysis
To develop appropriate and strategic responses to
tertiary education and training needs in the Cradle
Coast region.
$33,000
Food Innovation
Centre
The Centre will provide a seamless research,
development and teaching facility covering natural
$1,320,000
Commercial-in-Confidence
Page 61 of 65
61
PROJECT
PROJECT DESCRIPTION
FUNDING
GST INCLUSIVE
resource management, food production and postfarm gate value-adding, to maximise efficiency and
innovation in the regions food sector.
Whisky Tasmania
Bottling Plant
The project will procure, install and commission a
bottling, capping and labelling plant for single malt
whisky and vodka products.
$110,000
Innovative Product
Development and
Value Adding
Seafood Petuna
Introduction of new seafood processing technologies
to enable production of new value added portion
seafood products - including an automatic filleting
machine and pin-boning & slicing technology.
$110,000
Production
Powdercoating
Facility Stratton
Engineering
The project involves the construction of a new
fabrication workshop, fabrication of a gas-fired
powder coat-curing oven, purchase and installation
of a powder spray booth and dust extraction system
and associated works.
$154,000
Cradle Coast
Tourism
Infrastructure
Investment
Program
The project addresses identified shortcoming in the
facilities provided for visitors, especially the
increasing number of motor home tourists and will
upgrade signage and improve facilities for tourists
visiting the Cradle Coast region.
$1,062,050
Strahan
Development Plan
The project is to develop an integrated development
plan for Strahan on Tasmania's west coast.
$55,000
Commercial-in-Confidence
Page 62 of 65
62
Bell Bay Pulp Mill
It is anticipated that approximately 3,000 people will be directly employed during
the peak construction period, with a further 4,000 indirectly employed. Once the
pulp mill is operational, approximately 300 fulltime permanent positions will be
created at the pulp mill and additional 1,200 – 1,500 jobs around the state.
The construction and operating phase workforces that will be hired to
build and run the mill will be largely unskilled before they begin work
at the mill.

Construction phase workers will be expected to require
training in construction, metal fabrication and electrical trades.

Operating phase workers will require training in standard
operating phase procedures and maintenance practices.
During the construction phase, TAFE Tasmania will plan to focus on
providing accelerated training programs so workers could be skilled
up in particular aspects of construction, including:
 electrical cable tray installation;
 electrical termination;
 stainless steel welding;
 other specialised welding;
 targeted training in facets of building construction; and
 site health and safety requirements.
The construction phase courses, which could be held in Launceston,
could also be open to the public (as well as to Gunns’ employees).
Through these courses, construction phase personnel would develop
specific competencies, which could be converted into a full Australian
Qualifications Framework (AQF) Certification Level 3 qualification.
As a result of the mill process, more than 3,000 workers will be
prepared to transfer new skills acquired at TAFE Tasmania to new
projects across Australia. Given the persistent gap between the
demand for and supply of skilled labour in Australia, this represents
an important skilling opportunity for Australia
The construction phase training programs will be designed by TAFE
Tasmania with input from Gunns to provide training that will
accommodate time constraints and ensure access to semi-skilled
construction personnel. During the operational life of the mill, Gunns
will intend to provide its staff with ongoing TAFE training courses.
Commercial-in-Confidence
Page 63 of 65
63
Again, most of the operational phase workers will also be expected to
be generally unskilled prior to working with Gunns. Of the 292 fulltime jobs to be supported, Gunns would expect that more than 60 per
cent of the jobs (both salaried and production line) will require
additional technical training, in addition to on-site, mill-specific
training. This will be likely to generate additional TAFE training
opportunities (possibly as many as 6 to 8 new TAFE training
positions in specific aspects of process engineering, plant supervisor,
electrical equipment maintenance and material handling etc). These
courses will be workplace-based and will include:
 ongoing trades training in electrical, fitting and turning,
welding, instrumentation and other vocational skills;
 plant operator in standard operating procedures; and
 development of para-professionals in pulp manufacturing
technology.
Significantly, TAFE Tasmania has entered into preliminary
partnership discussions with the South Carelia Polytechnic Institute in
Finland to access training expertise in pulp manufacturing technology
that would be required if the mill were to go ahead. Initial discussions
have been facilitated by Gunns as part of its management strategy
for ensuring sufficient labour supplies are available in Tasmania
during the construction phase. Collaboration with the South Carelia
Polytechnic Institute would enable TAFE Tasmania to create best
practice courses. This would streamline the course development
process for TAFE Tasmania, transferring years of experience in
wood manufacturing procedures and training to the Australian
market.
From consultations with TAFE Tasmania, it is clear that the institution
sees the opportunity for strong reputation benefits to be created
through both the initial construction training courses and the ongoing
standard operating procedure training if the mill is constructed. In
particular, it sees potential for the creation of a centre of excellence
at TAFE Tasmania around wood manufacturing technologies6.
6
Exert from Bell Bay Pulp Mill Draft IIS Volume 3a
Commercial-in-Confidence
Page 64 of 65
64
Forestry Agreement
The Forest Industry Council reports that this industry has limited
representation on the West Coast due to fact that most of the West
Coast in now in forestry reserves. There are two West Coast specialty
saw millers who harvest timber and provide services on a contractual
basis. Timber harvested is minor timber such as Western Softwoods and
Tasmanian Special Timbers.
Synopsis
There are significant economic development projects under
consideration for the West Coast Municipality. Most of these projects
are in the mining industry and will be dependent on the global demand
for resources. Other economic projects such as the wind farm are
tenuous and have been off and on the development agenda for some
time.
Community development wise, funding to the West Coast Municipality is
limited. The Community Support Levy Grant Program, for example,
reports a lack of applications from the region.
The Tasmanian
Community Fund has recently providing funding for improving
infrastructure in the West Coast area.
In about 2002, the Federal Government provided funds to the Cradle
Coast Authority for enhancing West Coast infrastructure and
development of the tourism industry in the region.
The West Coast Council Business Development Officer Small reports
that small not-for-profit groups are occasionally established to address
community priorities, however these groups often do not incorporate and
are therefore not eligible for funding.
Economic development projects intrastate, in particular the Bell Bay Pulp
mill, has the potential to attract contract labour that is currently based in
or around the West Coast Municipality. Many West Coast construction
projects may be subject to the outcome of the pulp mill feasibility study
review by the Resource Planning and Development Commission.
Commercial-in-Confidence
Page 65 of 65
65