IN THIS ISSUE
• Highly Productive Meeting Between ICHCA and Senior Government Officials
- Australia’s Trade Competitiveness Initiatives -
Department of Foreign Affairs and Trade (DFAT)
- Austrade’s New Operating Model
• ICHCA International 2012 Biennial Conference and Exhibition Update
• SA ICHCA Lunch
• New Appointments to Port of Melbourne Board
• South Australia Government Departmental Reshuffle
Highly Productive Meeting Between ICHCA
and Senior Officials in Canberra
Australian Government Senior Officials and ICHCA Australia representatives met in Canberra in September to discuss matters of mutual interest and gain an update on initiatives of significance to Australia’s Cargo Handling and Logistics industry.
ICHCA Australia Chairman, Tony Grant, said the discussions, held annually in Canberra, were extremely useful and that the recent meeting was highly productive. “We thank the senior officials for making their time available and for providing excellent briefings on a wide range of issues.”
The Departments/Divisions participating in the discussions included:
• Trade Competitiveness Section, Department of Foreign Affairs and Trade
• Land Transport Reform, Surface Transport Policy Division, Department of Infrastructure and Transport • Shipping Policy Reform Taskforce, Department of Infrastructure and Transport • Maritime Operations Division, AMSA • Industry and Environment - Population, Labour, Industry and Environment Division, Australian Bureau of Statistics • Government Relations, Austrade • Quarantine Operations Division, Department of Agriculture, Fisheries and Forestry • Strategic Development Cargo, Australian Customs and Border Protection Service. Key points arising from the discussions included:
• The integration of Australian trade policy with economic policy. • Changes in the Austrade structure and its new role in trade and investment. • The significant progress being made in establishing a national approach to planning, regulation and infrastructure. • The new shipping reform policy. • Significant progress on container statistics and progress on road freight statistics initiatives. • The predicted significant increase in the shipping task over the next 20 years and the introduction of an energy efficiency design index for vessels. • The biggest agricultural export reform in a generation through the $127.4 million Export Certification Reform Package (ECRP). This includes new regulatory systems, revised legislation, proactive market access work and modern web-based IT systems. • Port and intermodal developments featuring more heavily in government and industry planning. This raises challenges for border management approaches noting that: most intervention infrastructure for containerised cargo is at established container ports and there is a need to consider and plan for the most appropriate arrangements at new ports and intermodal sites. • ICHCA Australia commended the Department of Infrastructure and Transport for continued funding of the Australian Freight Councils. 
Below is a summary of some of the presentations delivered by the Federal Government representatives. Further summaries will appear in the next edition of Inside ICHCA.
Australia’s Trade Competitiveness Initiatives:
Department of Foreign Affairs and Trade (DFAT)
Overview of the latest trade statistics and trends:
• Value of total trade in goods and services increased 9.6% to $552.4 billion in 2010.
• Breakdown of exports shows a clear dominance in the resources sector with next largest export sectors being manufactures and services. • Australia’s exports grew 13.9% in value to $284 billion (volume of exports rose 5.2%). • Imports rose 5.4% in value to $267 billion (volume increased 13.5%). • Top three import markets China, the US and Japan. • Top three export markets China, Japan and Korea - four of top five export markets are in Asia and they account for almost half of total exports. • China is top export market.
Overview of the trade relationship with China and its future direction:
• Global centre of economic growth is shifting to Asia with China at its centre. Others are also driving that shift. • If current growth rates continue, China will double the size of its economy every eight years, India every 11 years and Indonesia every 15 years. The advanced economies, in contrast, will double their economies every 41 years. • In 1990, China was the destination of about only 1.7% of global direct investment inflows. By 2010, the Chinese share of global direct investment inflows had quintupled to 8.5%. • Likewise, Chinese trade has grown from 3-4% of global imports and exports to more than double that number. China is now Australia’s largest trading partner - total two way trade was worth $105.3 billion in 2010. • Merchandise exports to china were worth $58 billion in 2010, making it largest merchandise export market. • The increasing openness of China’s economy has broadened mutual interests. As China becomes wealthier and its cities expand rapidly, its economic model is shifting from an export-oriented one to an economic model based more on domestic consumption. This opens up new entrepreneurial opportunities between our countries. • China’s rapidly urbanising population is opening up export opportunities for Australian services exports, particularly services. • Australia expects that China will continue to buy Australian raw materials such as iron ore and energy. But also believes that China's growing middle class will seek a greater range of services as spending power increases and lifestyle demands become more sophisticated.
Australia’s Trade Policy Statement
The Government released its Trade Policy Statement in April this year. The key to the Government’s current trade policy approach is its focus on integration with the Government's broader economic agenda. This has the overall aim of furthering economic reform, increasing international competitiveness and addressing the key issues of flat productivity and the patchwork (“two-speed”) economy.
Key areas of broader economic reform include:
• creating a seamless national economy
• building the National Broadband Network • putting a price on carbon • crucially, continuing to pursue trade liberalisation. The Trade Policy Statement provides a framework for guiding Australia’s trade policy. At the heart of the document are the five principles - and related disciplines flowing from them - which will guide trade policy in the future.
• Unilateralism: Will continue to seek the maximum possible opening of markets but will not hold back on domestic reform if other governments refuse to reform their economies. • Non-discrimination: Want as favourable treatment as the most favoured nation. • Separation of foreign policy considerations from trade policy: Decisions on trade negotiations will be based on a clear calculation of economic benefits. • Transparency: The public will be informed and consulted on the nature and process of negotiations and final trade deals subject to parliamentary scrutiny. • Indivisibility of trade policy and economic reform:
Improved competitiveness and productivity will plug into overseas market access gains. A synergistic approach is being taken to domestic economic reform and overseas market access through the government’s initiatives (a seamless national economy, NBN, carbon price and continued pursuit of trade liberalisation).
The Trade Policy statement makes it clear that multilateral trade liberalisation remains vital and offers Australia the potential for most economic benefit.
Update on Free Trade Agreements (FTAs) Currently Under Negotiation
The Trade Policy statement also supports the negotiation of high-quality, truly liberalising FTAs that support the multilateral system, including:
• The Trans-Pacific Partnership Agreement and bilateral trade deals with Korea, Japan, China, Malaysia, Indonesia, the Gulf Cooperation Council and now India • The Government also is pursuing a broad range of trade policy initiatives outside of any treaty or institution. For example, at the beginning of August 2011 the Minister for Foreign Affairs and the Minister for Trade led a business delegation on a visit to five of China's medium cities:
o this Australia-China trade mission aims to ensure that Australian exporters can meet the demand these cities will generate o one of the objectives of this visit was also the development of financial services links between Australia and China. • Consistent with the Government’s new trade agenda the Australian Trade Commission is being reformed. • a number of FTAs are currently being negotiated the most significant of these is the Trans-Pacific Partnership Agreement (TPP):
o Negotiations on the (TPP) started in March 2010 and there have been seven negotiating rounds to date. o Current negotiating parties are Australia, Brunei, Chile, New Zealand, Malaysia, Singapore, Peru, the United States and Vietnam. o The aim is for settling the broad outline of the agreement by the APEC Leaders Meeting in November 2011. o The importance of the TPP is widely recognised and it will deliver closer economic integration in the region and can provide a pathway to a free-trade area of the Asia Pacific. o TPP parties accounted for 2% of Australia's total trade in 2010 and trade with the Asia-Pacific region accounted for about 70%.
To create a truly 21st century agreement, one of Australia’s goals is the elimination of all tariffs between TPP parties. This would ensure the TPP serves as a high ambition template for trade agreements in the region and would deal with the 20th century issue of tariffs once and for all.
In addition to the orthodox focus on goods, services and investment, negotiators are also working to ensure the agreement addresses other issues such as small business priorities, behind the border barriers (for example by reducing customs paperwork) and ways to strengthen regulatory coherence across the region).
Australia would like to see an expansion of TPP membership over time and hopes all APEC economies will be interested in joining.
The ASEAN-Australia-New Zealand Free Trade Area (AANZFTA) Agreement is another key multilateral FTA, it entered into force on 1 January 2010. Indonesia is the only party for which AANZFTA has not entered into force.
This FTA is the largest FTA Australia has concluded. ASEAN and New Zealand together account for 17.5% of Australia's total trade in goods, which were worth $78 billion in 2010.
The Customs Procedure Chapter of the AANZFTA agreement contains provisions relating to:
• Ensuring the predictability, consistency and transparency in the application of customs laws and regulations of the parties. • Promoting efficient, economical administration of customs procedures and the expeditious clearance of goods. • Simplifying customs procedures. • Promoting co-operation among the customs administrations of the parties. Bilateral FTAs are being progressed with key trading partners:
• There has been constructive progress being made on bilateral negotiations with Korea. Australia is very close to finalising a high quality, liberalising deal. • There is strong political support in Japan to conclude a meaningful FTA with Australia, notwithstanding the inevitable delay to negotiations due to the Tohoku earthquake and tsunami of March 2011. • Negotiations with China continue with both sides committed to concluding a high quality and liberalising FTA but these negotiations remain difficult given the range of interests and sensitivities on both sides. • Negotiations with India were formally launched in May 2011. The first round was held in late July. • The Australian Prime Minister and Malaysia’s Prime Minister agreed to conclude the Malaysia-Australia Free Trade Agreement (MAFTA) negotiations by March 2012 and so work is being done to meet this deadline. • A key objective of the two countries for this Agreement is to build on the market access commitments of the two Parties under the AANZFTA agreement. • In November 2010, the President of Indonesia, Susilo Bambang Yudhoyono, and the Prime Minister agreed to start negotiation of an Indonesia-Australia Comprehensive Economic Partnership Agreement (IA-CEPA). Australia is currently engaged in preparatory discussions with Indonesia. • Specifically relevant to cargo handling, Australia aims to provide for consignment arrangements in FTAs that are flexible and recognise existing commercial practice as much as possible. • This means that it is preferred to avoid FTA provisions that stipulate direct transport or consignment as the only forms of transport through which originating goods retain their originating status. Instead it is preferable for FTAs to recognise that transhipment is a normal and legitimate commercial practice, especially for companies that establish regional supply hubs. • In its FTAs Australia aims to agree customs clearance procedures that are as trade facilitative as possible.
DFAT’s Trade Advocacy Role
DFAT’s activities include trade advocacy to build and maintain community support for the government’s trade policies. This is done through promoting the benefits of trade for the Australian economy with publications, research online information and outreach to groups such as ICHCA.
As part of a new campaign DFAT is keen to highlight the role of ports and other trade facilitation services in supporting trade and creating jobs and would be grateful for any information especially statistics you may have in relation to cargo handling service providers. 
Austrade’s New Operating Model
Austrade is being fundamentally reshaped in terms of its strategy, operating model and structure.
The core elements of the new operating model are:
• A clearer rationale and purpose - predicated on addressing market failure and focussing resources where Austrade as a government agency can add the greatest value.
• A realigned international network - with a different focus in different markets reflecting the commercial potential as well as the nature and scale of impediments to business in those markets and the optimal role for Government. • A service delivery model targeted to internationally ready firms, supported by simpler packaging and pricing of services. • A focus on identifying and bringing tangible foreign business opportunities to Australian business. • Sharper investment promotion, attraction, and facilitation priorities. • A more open and contemporary approach to sharing Austrade information and insight, with new investment in online service delivery and information dissemination and strengthened collaboration with government and commercial service providers. • A commitment to strengthening organisational capability through simplifying the organisational structure, new initiatives to build workforce capacity and streamlining of corporate administration.
1. Maximising Value
Austrade’s unique value stems from the combination of its knowledge of, and connections in, international markets and its status as a government organisation.
In economic terms, the strongest rationale for continued Government investment in Austrade, and the optimal basis for prioritising what functions it undertakes, how it is organised and where its resources are located, must centre on addressing market failure. And in a commercial sense it is also clear that a lack of access to relevant information in and about international markets can impede Australian businesses from identifying international commercial opportunities and entering those markets.
For Austrade’s export facilitation and development activity, market failure will be strongest in markets where governments play a significant role in the economy, where language and business culture can provide a barrier, where there is less openness of regulatory frameworks and transparency of business processes, where there are difficulties accessing distribution channels and commercial connections and where the value of the ‘badge of government’ is highest.
For investment attraction, the general market failure argument for government involvement is not as specifically related to the nature of the market. Potential investors in New York have a similar lack of understanding of the nature of investment prospects and of Australia’s economic credentials and regulatory environment as those in Mumbai. It makes sense therefore to target the allocation of investment priorities and resources to actual and potential sources of investible funds– such as Europe, North America, Japan and increasingly the major growth and emerging economies
In respect of Austrade’s responsibilities for the international marketing of Australian education, there is a general deficiency of validated information in relation to Australian education opportunities in current and prospective education markets, despite the existence of private sector agents and institutional providers.
This does not mean that Austrade cannot add value in all markets and in all of the activities it currently undertakes, but there is a need to focus where it can add the greatest value.
2. A Re-shaped Network
It makes sense therefore for Austrade’s efforts in the more established markets of North America and Europe to be focused predominantly on inward investment and education services, with greater reliance on partners, referrals and online information and services to support Australia’s exporters in these markets. Currently a smaller proportion of Australian firms make use of Austrade export services in these markets when compared with major growth markets.
The closure of several small posts in North America and Europe, the reduction of some staff primarily in North America and Europe as well as a rationalisation and redirection of effort in Australia will release resources to strengthen Austrade’s trade and investment representation in growth and emerging markets with high commercial potential, where there is strong interest from Australian business and importantly, where the challenges faced by firms are greatest.
This is important as Austrade’s limited resources are currently thinly spread or absent from a number of locations where it could clearly add value. These markets will have a strong focus on trade development, the marketing of international education and, increasingly, over time, on investment.
The opening of new Austrade representation in Mongolia was announced in February 2011. As resources are available, Austrade will move to also establish or strengthen our Australian based and local representation in Latin America, Africa, Central Asia and western China.
The strategy of prioritising different activities in different markets directly contrasts with the current policy of delivering all services in all markets.
In certain locations Austrade delivers consular and passport services to Australians travelling and working abroad. This coverage will be maintained.
Recognising that firm level assistance delivered in international markets is the main priority for Austrade provides a clearer basis for prioritising functions and activities in Australia. Domestically, many organisations across all levels of government and in the private sector play a role in broader business development activity. The further away from the market that Austrade operates, the less unique its role is.
Activities and services which support international based activity should therefore be given priority. It is appropriate also for Austrade to look to ways to better share its market insights and pass information on international commercial opportunities through to other domestically oriented organisations both in government or the private sector that can best help firms exploit those opportunities.
3. Services for Internationally Ready Firms
Because Austrade’s greatest value lies in international markets, Austrade services will be more clearly directed to those companies ready to tackle international business opportunities. Where companies are not ready for export, Austrade will make referrals to alternative enterprise development programs (government or private sector).
To support this, Austrade will also implement:
• An International Readiness Indicator. • A streamlined suite of services. • Simpler packaging of those services.
The Export Market Development Grants (EMDG) scheme will continue unchanged.
Austrade services will be available to firms regardless of size, industry sector or turnover. Having said that the bulk of clients that Austrade currently assists are Small to Medium Sized Enterprises (SMEs) and this will continue to be the case.
Decisions about a firm’s capacity to enter or grow international business will not be made by Austrade. Rather, the International Readiness Indicator is intended to guide firms to make their own assessment of their capacity and to guide them to a range of sources of assistance (delivered by Austrade or other organisations) that best fit their need
4. Opportunity Identification and Delivery
Identifying and bringing tangible foreign business opportunities directly to Australian business and to other relevant organisations (ie a greater emphasis on ‘demand’ rather than ‘supply’) will be a key element of the new strategy. Opportunities will include a mix of transactional commercial opportunities – including assisting Australian firms to win business arising from opportunities they have identified as well as longer term, major project based opportunities.
5. Sharper Investment Focus
Investment activity will be focused in markets where there are sources of investible funds, predominantly established markets, but increasingly, growth and emerging economies. However, a sharper focus for investment activity is also required. Generic promotion of Australia’s attractiveness as a destination for foreign direct investment in target markets will remain a core element of the investment program. Proactive investment attraction priorities will be determined through structured consultation across Government. The facilitation of investors who have made a decision to consider Australia, requires close cooperation across levels of government and Austrade’s role will be concentrated in the delivery of targeted information and navigation through the Australian policy and regulatory landscape. A key goal for Austrade will be the delivery of strong investment leads to states, territories and other providers for facilitation activity, at the earliest opportunity.
6. Better Targeted Promotions
Consistent with the increased focus on opportunity identification and distribution there is scope to streamline Austrade’s current events and missions program.
In most cases, Austrade’s greatest value-add is in the provision of business services around events and missions and the contribution of commercial, market-based insights in third party conferences and seminars rather than recruitment and organisation.
Where there are reliable alternatives, Austrade will actively seek to partner with relevant allies to organise events and missions.
Agreements with major exhibition companies for logistics and recruitment will be pursued.
Offshore, the roll-out of Australia Unlimited branding, promotions and events will be accorded priority.
In Australia, a holistic seminar / roadshow program will be developed informed by market trends and opportunities and other major opportunities that are endorsed through the corporate planning process (and will include events in support of our formally endorsed industry priorities).
Some current, domestically focused marketing activity and early stage export coaching events will be phased out during 2011-12.
7. More Online Services and Information
Improved online service delivery will underpin Austrade’s new operating model with additional resources to be applied to this over the coming two years.
To expand and transform online capacity to support a range of service and information capabilities, the following types of initiatives will be further scoped:
• Online access to the new International Readiness Indicator tool. • Integrated online and offline support functionality. • Online referrals and linkages to appropriate service providers • Dissemination of market insights and opportunities via external networks • Access to a portal of searchable third party information on Australian suppliers. • Online business registration and enhanced access to content and functionality for registered users
8. Sharing Our Insight
Austrade possesses considerable information and commercial insight regarding specific developments and opportunities in international markets. Feedback during the review indicated there was high level of demand from other organisations both government and business associations who would value and would be better able to support business their business base if this was made available more readily.
Opening access to Austrade’s market insights and information on international commercial opportunities to a wider range of organisations will have flow on benefits for Australian business and ways of doing this more effectively will be explored including any commercial and legal risks.
9. Stronger, but Fewer Partnerships
Many organisations across all levels of government, industry and with the private sector have a stake in delivering trade and investment support and broader business development.
Austrade currently maintains an excessive number of formal partnerships with such organisations. While effective collaboration is critical, new principles and business processes governing Austrade’s establishment of partnerships, service provider relationships and alliances will be introduced.
A more disciplined approach will see a smaller number of partnerships established but those that are, will be grounded in shared objectives and mutual interest.
At the federal level, there is scope for strengthened collaboration between Austrade and organisations such as Enterprise Connect and the Industry Capability Network.
Enhanced, practical collaboration with other government and private sector service providers in Australia where they are better placed to deliver opportunities to companies or to develop export capability is to the benefit of Australian firms and this will be an early priority. The TradeStart network will continue to be an important part of Austrade’s service delivery network.
10. Stronger Organisational Capability
This new operating model also has significant implications for Austrade’s organisational arrangements, its structure and the way resources are allocated. It will also require a more streamlined approach to the delivery of corporate support within the organisation.
11. Simpler Organisational Structure
Key objectives in shaping the new organisational structure are to ensure it:
• allows for more focus, effort and resources offshore, recognising that is where Austrade’s major value lies. • creates a globally integrated organisation without the sense of two if not five Austrades. • reduces the fragmentation of functions and consolidates areas of expertise. • is simpler, clearer and improves lines of accountability. • uses complex matrix arrangements very much as a last resort. Key features of the new structure are: • A smaller executive group (three rather than eight) reporting to the CEO from 1 July 2011. • Austrade will move to a global rather than regional management structure with strategic management and oversight of the international network to be based in Austrade’s Sydney headquarters. Operational responsibilities remain with posts. • Clear lines of responsibility for Austrade’s core functions: trade, investment and education and for the EMDG scheme will be established. • Support functions (corporate services, promotions and communications and online information and service delivery) will each be consolidated with clear lines of responsibility. To enable appropriate recruitment and transition arrangements, the new structure will be the subject of phased implementation from 1 July 2011. Regional Directors will remain in place with their current authority and delegations until 1 October 2011. There will not be a general ‘spill’ of senior positions, but the reorganisation will create a number of new positions which will be advertised.
12. Skills and Values
Priority will also be given to enhancing staff capability through the introduction of Trade Commissioner Development program and a graduate recruitment program to complement existing recruitment and to bolster longer term capability and sustainability.
These initiatives will also be supported by changes to other key internal policies including changes to posting cycles and rotation practices and the introduction of a new language policy.
As representatives of the Australian Government, a key operating requirement is for all Austrade activities to uphold and promote the highest ethical standards. Changes to Austrade’s governance structures following the review will include the establishment of an Ethics Committee with an independent Chair, and the designation of a Chief Ethics Officer.
13. Streamlined Corporate Administration
Elements of Austrade’s governance structure need to be refreshed to reflect the new strategy, structure and new operating model. Changes will be made to governance arrangements including Austrade’s planning processes; corporate performance indicators; committee and reporting structures; agency risk management; delegations and Chief Executive Instructions; audit; and performance evaluation.
A particular priority in finalising our 2011-12 corporate planning process will be to renew our indicators of organisational effectiveness to reflect our new strategy and directions.
In parallel with the review of Austrade’s operations, the efficiency of Austrade’s corporate services areas were examined. The broad conclusion is that while Austrade is within norm for (domestically focused) federal government agencies, it is at the higher levels. Equally, Austrade has some genuinely unique features (including its global distribution) which necessarily increases costs in some areas. That said, there are opportunities for achieving efficiencies as part of the forthcoming change program and a specific, internal cost saving target will be set.
http://www.austrade.gov.au/About-Austrade/Reform-2011/
 
Container Refrigeration Unit Warnings
A variety of information is available to members on the ICHCA International website – www.ichca.com - on recent warnings on some container refrigeration units. The articles which can be accessed on the site are:
• Maritime and Coastguard Agency: Advice regarding Reefer Container Incidents • Carrier Transicold: Safety Bulletin (Container Refrigeration Units) • Maersk Line: Incidents With Reefer Containers • ICHCA International Safety Panel Information Paper No. 56: Explosions in Reefer Containers Reported to ICHCA International
ICHCA International Year Planner 2012
ICHCA International has entered into an arrangement with contract publishers Regent Publications based in Middlesex in the UK to produce a Year Planner for 2012 to distribute to ICHCA Members in December 2011.
The Planner is in full colour, B1 size and has a high gloss wipe clean surface. It is designed to be a used as a day-to-day diary for work schedules, project planning and staff management.
If you are interested in advertising your business on the planner and want further information or to place an advertisement please contact: Danny Johnson, Advertisement Sales Manager, Regent Publications Ltd, 18-24 High Street, Edgware, Middlesex HA8 7RP T: 020 8952 1110.
The copy date is 11 November and the space available is strictly limited. If you are an ICHCA member you are entitled to a 25% discount on the advertising rates.
SA ICHCA Lunch
Please click on the link below to find an invitation for the upcoming ICHCA SA luncheon at The Lakes Resort Hotel on Wednesday 16 November 2011.
Stuart Ballayntyne, CEO of SeaTransport Corporation, will describe a unique method of getting mined product from a shallow draught port to deepwater bulk carriers, based on the proposed operation out of Lucky Bay on the Eyre Peninsula in South Australia.
IronClad Mining’s Wilcherry Hill JV Iron Ore project will use this unique system and describes it as: The innovative development of a multi-user port and floating harbour off the coast of South Australia will boost Wilcherry Hill JV Iron Ore project economics with lower transport costs.
Whether you are based in South Australia or interstate this is a Luncheon that you should not miss – the Lucky Bay Solution has applications for anywhere that is looking for a shallow draught port solution.
The event is only weeks away so book early to secure your place. The attachment has details.
Please register with Heidi Holmes at heidi.holmes@aecom.com (telephone 08 7100 6400) using the attached form.
New Appointments for Port of Melbourne Board
Victorian Minister for Ports, Denis Napthine, has announced a new chairman and board member to the Port of Melbourne Corporation. Dr Napthine said the new chairman, Mark Birrell and board member, Janice van Reyk, along with the existing board, would be tasked with continuing to build on the solid foundation left by retiring chairman, Bill Scales AO.
Mr Birrell has a strong legal and public policy background along with extensive experience on a wide range of boards. He was appointed to the statutory board of Infrastructure Australia in 2008 and re-appointed for a further term in 2011. He has also been the chairman of Infrastructure Partnerships Australia since 2005. He has also been independent chairman of a Vicroads consultative review.
Mr Birrell is Deputy President of VECCI and was appointed as Deputy Chairman of Australia Post from 2003 – 201.
Dr Napthine said Mr Birrell had extensive public policy experience and worked on various ministerial portfolios including Major Projects, Conservation and Environment and Industry, Science and Technology. Mr Birrell was also Upper House Leader in the Victorian Government.
Ms van Reyk will also bring a wealth of knowledge from her legal and commercial background where she was general counsel and company secretary for various major Australian companies. She was appointed a non-executive director for Gippsland Water in 2007 and to Citywide in 2010. She is also a chairman of various board sub-committees.
Mr Scales and previous director Paula Benson were thanked for their hard work and service throughout their time with the Port of Melbourne Corporation.
Port of Melbourne is Australia's largest container and general cargo port, handling about 37% of the nation's container trade. More than 40 shipping lines make about 3,300 ship calls a year to Melbourne, providing services to ports in all major parts of the world. Last year almost 2.4 million containers moved through the port, an average of 6,500 containers a day.
South Australian Government Departmental Reshuffle
Following the recent change of Premier and Ministerial reshuffle in South Australia, the Government has announced the reshaping of a number of key departments. Warren McCann, Commissioner for Public Sector Employment, has been appointed to chair a Machinery of Government Working Group to work closely with affected departments and to ensure a smooth and successful process.
Changes to government departments announced include:
• Department of the Premier and Cabinet (DPC)
o It will continue to provide policy support to the Premier and Ministers and maintain overarching responsibility for federal, state and local government relations and state development.
o Integration will occur with the Office for State and Local Government Relations, and Economic and State Development Policy being transferred from DTED to DPC. o To enable DPC to further explore ways to work with, and deliver services to the community, including through information communication technologies, the Office of the Chief Information Officer and Service SA are transferring to DPC. o Jim Hallion will remain as Chief Executive.
• Creation of the Department of Manufacturing, Innovation, Trade and Resources (DMITR)
o Continues the work of the Department of Trade and Economic Development (DTED) but has a stronger focus on integrated resources, energy and trade policy. o These changes will ensure that SA takes advantage of its resources growth by fostering local participation in the sector and expanding innovation and research capability, positively influencing economic value creation. o The Department will be led by Geoff Knight as Chief Executive with Lance Worrall as Deputy Chief Executive.
• Creation of the Department of Planning, Transport and Infrastructure (DPTI)
o To bring together integrated planning, transport and infrastructure functions. o Greater integration of transport, planning and infrastructure through a single agency to manage and stimulate growth across the state, ensuring that neighbourhoods are connected and vibrant, through a mix of housing, jobs, transport and services. o The Department will be led by Rod Hook as Chief Executive. John Hanlon will be the Acting Chief Executive of the Department for Planning and Local Government until the transfers to the new Department are complete.
• Department of Primary Industries and Regions SA (will continue to be known as PIRSA)
o Will capitalise on the connections between primary industries and regions by recognising the important role of local production in regional and rural SA and the contribution of primary industries to a sustainable economic future. o Tourism is a key economic driver for our State, with many of our key primary industries and attractions located in South Australia. It is intended that tourism’s connection to regional South Australia will be enhanced by having one Minister for both PIRSA and the South Australian Tourism Commission. o The Chief Executive of PIRSA will be Ian Nightingale.
• Department of Environment and Natural Resources (DENR)
o Is to lead the government’s programs for positioning the SA economy to respond to climate change through the inclusion of greater responsibilities for sustainability and climate change, ensuring that sustainability policy is integrated with natural resource management functions. o Allan Holmes will continue as Chief Executive.
Two other Departments are to change namely the Department for Education and Child Development (DECD) led by Keith Bartley as Chief Executive and the Department for Communities and Social Inclusion (DCSI) led by Joslene Mazel as Chief Executive. | 
