In May 2016, the MTA Queensland Board entrusted to me the task of implementing the 2016-18 Strategic Plan. It was for me, the ‘light on the hill’; the goals and actions to take the industry forward. With the support of the corporate office and members, these aspirations have been achieved and itemised in successive report cards. Now, we are in the 2019-21 iteration of that Plan. On 18 November, I’ll pass the MTA Queensland’s leadership role and the responsibilities to complete the implementation of that Plan to Rod Camm, the incoming Group Chief Executive Officer (CEO). The Board of Directors has entrusted to Rod with those important duties.

Rod is highly credentialed and brings to the role of Group CEO his inherent talents and the understandings of MTA Queensland to progress it as the most trusted, influential and engaged industry body. We got to know Rod in his leadership roles at The Australian Council for Private Education and Training when the MTA Institute (MTAI) was involved in the Industry Certification Program – a 360⁰ peer review process. In fact, the MTAI was the first trade Registered Trade Organisation in Australia to be approved under ACPET’s program.

Rod’s previous leadership experiences with the National Centre for Vocational Education and Research and Skills Queensland blends with the Australian Government’s focus on training, retraining and upskilling to support jobs and for investment. The JobTrainer and JobMaker programs were introduced for this purpose. Rod’s expertise will advantage members and the MTAI’s apprentices and trainees in accessing these programs to improve their businesses or careers.

The new Group CEO assumes the role at a challenging time. The sector is grappling with disruption, innovation and technological change, and is in the midst of the COVID-19 recovery phase. Rod will be supported by a highly professional corporate office team and the contemporary and fit-for-purpose operational and business systems as well as the policy and strategic and digital frameworks to guide the pathway forward. These include the MTA Queensland Rules, the Professional Circle, the 2019-21 Strategic Plan, corporate governance ensuring transparency and accountability, and service delivery and communications procedures.

The rules 

The Rules contain the ‘Objects’ which define our goals and the outlay for resources and set the framework in which we operate as an industrial organisation of employers. The Rules are constantly reviewed to ensure compliance. Group Deputy CEO Kellie Dewar, in her current and previous Viewpoint, advises the Rules have been amended and lodged with the Registered Organisation Commission to approve a Rule change for annual general elections to be held over.

Professional circle

The operations of the MTA Queensland Group are underpinned by the Professional Circle. Introduced in 2015, it establishes the five pillars germane to the functions of the Association. These are: ‘advocacy’, ‘services’, ‘training’, ‘support’ and ‘innovation’. The latter was introduced in 2016 to position MTA Queensland in leading the industry on the impacts of the emerging technologies in automotive and doing business in a digital economy. Each of these pillars has been upheld and our actions have strengthened them. The 10 member values underpin the Professional Circle and set out the industry standards for consumers dealing with a business in the motor trades.

Strategic plan

The Strategic Plan sets the priorities and actions for serving and achieving industry outcomes for the membership. During my stewardship as CEO there have been three iterations and now we are mid-way through the 2019-2021 Strategic Plan. From the Plans derive the ideas and initiatives to tackle the emerging industry issues of service delivery or technological change. For example, the Carmageddon symposia series informed members and stakeholders on current and future technological and digital transformations to impact the automotive industry and the economy. Specialist keynote speakers from academia, government and industry led the discussions. In all, and commencing in March 2017, three symposia have been held with a fourth, scheduled for July 2020, cancelled due to the pandemic.

The current Strategic Plan has as its first key strategy ‘service excellence’ and was pivotal at the commencement of the COVID-19 health emergency restrictions in swinging the resources to provide members with the tools to protect and manage their business operational shifts needed to trade. Daily briefings were forwarded directly to members detailing the essential information and broad industry insights to assist them with their business operations.

Underpinning the daily briefings was the extensive membership engagement to hear firsthand views and requirements and provide advice when necessary. This was not new, as the new Member Engagement Strategy began in August 2019, and again, derived from the Strategic Plan. Its purpose is to listen to members’ views on their specific motor trade, business issues, and policy concerns. Members acknowledged the extensive support during the crisis and now in the recovery phase.

Initiatives with far-reaching benefits to members and the automotive industry have their genesis in the Strategic Plans. For example, the 2016-18 Plan set ‘to promote and lead creativity and innovation’ as a priority. It was, in fact, one of the key performance indicators for my employ as the Association’s CEO. Instrumental in achieving the outcome were the Carmageddon symposia and, in November 2017, the opening of the Innovation Hub (MTAiQ). Its purpose is to cultivate a community of entrepreneurial minds that can come together, collaborate and develop ideas into commercial outcomes.

Currently, Ali Sarfraz, a PhD candidate at the Queensland University of Technology is in residence doing his thesis on “Recycling of automotive parts for additive manufacturing”. He is a recipient of an Australian Research Council (ARC) Training Centre for M3D Innovation Scholarship. This aligns with our support and involvement in the new and ambitious Waste-Motive Initiative that aims to better manage the automotive industry’s plastic waste.

A significant achievement for the Association was the ARC Training Centre Agreement relating to Multiscale 3D Imaging, Modelling and Manufacturing. It is a five-year project to be overseen by Professor Mark Knackstedt from the ANU Research School of Physics and Engineering. The MTA Queensland Board, when approving our engagement in the project, perceived it to be one of the largest and most exciting projects relevant to the automotive industry.

Unfinished business is the Cooperative and Automated Vehicle Initiative (CAVI) with the Department of Transport and Main Roads. We are in partnership with the Ipswich City Council to contribute to the nation’s largest connect vehicle trial in Ipswich. Separately, we are collaborating with academia and professional bodies to address mobility issues and a set of problems and opportunities that impact Ipswich. It is recognised that the future of mobility will cause significant disruption in the behaviour and composition of the current workforce which requires understanding.

Events

MTA Queensland has made the decision not to continue with future Cars & Coffee events. The Association is proud to have commenced the event which has grown in popularity over the past few years, with both members and the general public being able to share in a common passion. In particular, we are thrilled to have raised money for our Charity Partner Youngcare, from the sausage sizzle and donations. The event has been a platform to showcase some of the most amazing historic, prestige, luxury, exotic, rare and custom bikes and cars. As we move toward 2021, MTA Queensland will continue to focus on our core purpose as outlined in our Strategic Plan, which is to support and advocate for our members in the automotive industry. We are excited to announce the 2021 dates for our three core events – Carmageddon on Thursday 22 July, Motor Trades Golf Day on Friday 3 September and the Industry Awards Gala Sat 20 November.

And the last thing

Achievement is a team effort to action the five pillars of ‘advocacy’, ‘services’,’ training’, ‘support’, and ‘innovation’ and return strong dividends to members. MTA Queensland is blessed with a professional, loyal and dedicated team with one aim. That is to achieve for members. I thank the Board of Directors for your support; the Executive team Group Deputy CEO and General Manager (GM) Member Services Kellie Dewar; MTAI GM and GM Innovation Paul Kulpa; Group Chief Financial Officer and GM Investment Portfolio Kathy Winkcup; and the GM Marketing and Communications Lysa Dugandzic for your solidarity; as well as the corporate office support staff for your enthusiasm and dedication in achieving excellent outcomes for members and the industry. Last but not least, I thank the exceptional trainers who are out in industry preparing our future workforce and industry leaders. Indeed, the state and national awards won by the Association are testimony to you and your high calibre. Every good wish to you and Rod Camm, for your future progress and achievement.

Adieu.

As Henry Ford, the industrialist and the founder of the Ford motor company said, ‘execute ideas with enthusiasm . . . as it is the bottom of all progress’.

10 November 2020