Pete Findlay

Those closing of those plants was basically closing down facilities that just didn't have enough product or productivity flowing through them or volume flowing through them.

So what we did was we've closed those facilities and we put the volume into the existing 15 facilities.

And that's enabled us to get a far better cost per unit through our whole product range.

And so what it's meant then, that's actually enabled us to grow.

So we're actually, with sort of more than 800 employees and seven factories less, we've actually grown the business from a volume perspective at more than 4% over the last three years.

So we're actually producing more with less, which comes back to that productivity gap.

that we've been trying to achieve.

And what it also means is that with less factories, we've actually got less maintenance capital in our business.

And so we've actually been able to, we've kept spending, in fact, we've actually invested more capital in the remaining 15 sites.

And that's really about growth capital.

So...

putting in equipment and capability that actually enables us to add more to our products and grow the business.

So we've actually grown the business with less, which is sort of one of our philosophies.

To keep driving productivity, we really think heavily about our asset turns, our return on funds employed.

and how hard we can sweat our assets.

So that's sort of been that piece.

We've also employed people during that time.

So whilst we've had to let people go, we've just made a significant investment.

We've shrunk two factories into one in our cheese processing business, but we've actually employed some new people and we've spent $50 million on the remaining side to make it far more competitive and allow it now to hopefully grow under that new cost structure.

Huge.