Great Southern Group
Corporate brand
UnclaimedGreat Southern Group was an Australian agribusiness and managed investment scheme operator that became the country’s largest agribusiness MIS business before collapsing into administration in 2009.
Last updated August 26, 2026
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Overview
Great Southern Group was a group of Australian companies focused on managed investment schemes in agriculture and forestry. Founded in 1987 by accountant John Carlton Young and microbiologist Helen Sewell, the business initially managed radiata pine plantations in southeastern Australia. It shifted toward eucalyptus plantations for woodchip production in 1992 and built its early identity around blue-gum woodlot investments, generally offering investors tax deductions and a share of eventual agricultural or forestry proceeds. The group listed on the Australian Securities Exchange in 1999 and expanded rapidly during the 2000s. Its growth was supported by the popularity of tax-effective managed investment schemes, in which investors contributed to pooled commercial ventures while Great Southern or related entities managed the underlying plantations, farms, or horticultural assets. By 2001, the group managed approximately 66,000 hectares of plantations across New South Wales, Queensland, Victoria, and Western Australia. It subsequently broadened its activities into viticulture, olives, beef cattle, high-value timber, almonds, poultry, and related agricultural businesses. A major expansion came in 2005 with the acquisition of forest-products company Sylvatech and its reported asset base, bringing Great Southern into forestry operations in the Northern Territory, including the Tiwi Islands. The group also controlled or managed major cattle properties and pastoral leasehold interests. By 2008 it had more than 430 employees, over 47,000 investors, and a plantation estate reported at approximately 179,000 hectares, most of it intended for pulpwood production. The business model became increasingly vulnerable as plantation yields failed to meet some original projections, early schemes required financial support, MIS sales weakened, and debt rose sharply. Great Southern disclosed that it was subsidising returns on some earlier forestry schemes. Its after-tax profit peaked at approximately $132 million in 2006, while the group reported a loss of approximately $63–64 million in 2008. The global financial downturn, regulatory uncertainty, weaker demand and pricing for woodchips, and the difficulty of refinancing its debt intensified the crisis. Great Southern proposed Project Transform, under which investors could exchange certain MIS interests for shares in the company, in an effort to reduce debt and restructure the business. The proposal did not resolve the group’s financial problems. After a trading halt in May 2009, Great Southern Limited and several subsidiaries entered voluntary administration on 16 May 2009. Ferrier Hodgson was appointed as liquidator, while McGrathNicol acted as receiver over group assets. The group was subsequently determined to be insolvent. Some schemes were later transferred to other responsible entities, including Gunns for many pulpwood projects. The collapse became one of Australia’s most prominent managed investment scheme failures, alongside the failure of Timbercorp. It prompted multiple parliamentary inquiries into agribusiness MIS structures, disclosure, taxation, regulation, investor protection, and the responsibilities of scheme operators and advisers. In 2012, more than 22,000 investors commenced civil proceedings alleging that they had been misled. Great Southern Group is therefore remembered both as a major Australian agribusiness investment brand and as a prominent example of the risks associated with tax-driven, long-duration agricultural investment schemes.
History
Great Southern began in 1987 as an Australian plantation-management business founded by John Carlton Young and Helen Sewell. It first managed radiata pine plantations, then moved into eucalyptus plantations and blue-gum woodlots for woodchip production. During the 1990s it developed plantations in Western Australia’s Great Southern region and used related entities to provide finance to investors. Its managed investment schemes allowed retail participants to invest in defined forestry or agricultural projects, commonly receiving an upfront tax deduction and a prospective return from the eventual sale of the produce. The company became publicly listed in 1999. Its plantation footprint expanded across several Australian states, and it gained a prominent position among Australian listed companies during the early 2000s. The group’s expansion accelerated as tax-effective MIS products attracted substantial investor demand. It diversified from forestry into wine grapes, olives, cattle, high-value timber, almonds and poultry. The 2005 acquisition of Sylvatech added forestry assets in the Northern Territory and expanded the group’s geographic and operational scope. Its cattle interests included large pastoral properties and extensive pastoral leasehold interests. The growth model carried significant operational and financial risks. Plantation yields from some early projects were lower than forecast because of drought, site conditions and seedling-quality issues. Great Southern disclosed that it was using corporate funds to support returns on earlier forestry schemes. This raised questions about the sustainability of the schemes and the way projected investor outcomes had been calculated. Some directors expressed concern about funding shortfalls, and Jeffry Mews resigned from the board in connection with those concerns. Great Southern’s MIS sales and profitability peaked in 2006. The group then faced declining sales, weaker plantation economics and rising borrowings. Its debt increased substantially between 2007 and 2008, while the global financial crisis and uncertainty surrounding the future regulation of MIS products made refinancing more difficult. Project Transform attempted to restructure the business by offering a swap of certain investor interests for company shares, thereby seeking to reduce debt and release capital. The restructuring did not prevent the deterioration of the group’s financial position. In 2009, banks declined a request for additional funding, the share price fell sharply, and the company entered voluntary administration on 16 May. Receivers and administrators took control of the group’s assets and operations, which included land, plantations and scheme-management arrangements. The group was later found to be insolvent. Some pulpwood schemes were transferred to Gunns as responsible entity, while the broader asset and investor consequences took years to resolve. Great Southern’s collapse, together with Timbercorp’s failure, generated extensive public and regulatory debate. Three parliamentary processes examined agribusiness MIS arrangements, including the taxation basis, disclosure standards, scheme governance, auditing, responsible-entity duties and the adequacy of investor protections. Environmental criticism also focused on the Tiwi Islands forestry operations. Later investor litigation alleged misleading conduct and inadequate disclosure. The group’s history is consequently significant in Australian financial and corporate regulation, not only in the agribusiness sector.
- 2016
Senate inquiry report
[1]The Senate Economics References Committee publishes Bitter Harvest, one of the parliamentary examinations prompted by agribusiness MIS failures.
- 2012
Investor civil action
[1]More than 22,000 investors commence civil proceedings alleging misleading conduct.
- 2010
Pulpwood schemes transferred
[1]Gunns assumes responsibility for operating many of the group’s pulpwood schemes while asset issues remain unresolved.
- 2009
Administration and insolvency
[1]Great Southern and related entities enter voluntary administration in May; receivers later determine that the group is insolvent.
- 2008
Financial deterioration
[1]Great Southern reports a large loss as MIS sales decline, debt rises and concerns about plantation yields and gearing intensify.
- 2007
Expansion into high-value timbers
[1]The group adds high-value timber projects, including mahogany, while John Carlton Young steps down as managing director.
- 2006
Profit and MIS sales peak
[1]The group’s managed investment scheme sales and after-tax profit reach their reported high points.
- 2005
Expansion into olives, cattle and Sylvatech
[1]Great Southern expands into organic olives and beef cattle and acquires Sylvatech, adding major forestry assets including Tiwi Islands operations.
- 2004
Entry into viticulture
[1]The group diversifies into wine-grape production and plants vineyards in Western Australia.
- 1999
ASX listing
[1]Great Southern becomes a public company and lists on the Australian Securities Exchange.
Products and positioning
A tax-effective, diversified Australian agribusiness investment platform offering pooled forestry, horticultural, livestock and other primary-production schemes to retail investors.
Managed investment schemes
Forestry managed investment schemes
Great Southern’s core offering involved pooled forestry projects, especially eucalyptus and blue-gum plantations grown for woodchips used in pulp and paper production. Investors generally acquired interests in woodlots while the group managed planting, maintenance and harvesting. Returns depended on eventual yields and sale prices, with projects often running for a decade or longer.
Agribusiness investment · 2005
Beef cattle schemes
Great Southern managed cattle investment businesses and held interests in large Australian pastoral properties and leasehold country. The schemes extended the group’s MIS model beyond forestry into livestock production.
Horticultural investment · 2004
Viticulture schemes
The group entered viticulture in 2004, developing vineyard projects in Western Australia. These schemes gave investors exposure to wine-grape production and applied the group’s broader managed-investment structure to a longer-cycle horticultural asset.
Horticultural investment · 2005
Olive and almond schemes
Great Southern diversified into organic olives and almonds, with horticultural projects designed to produce agricultural commodities over extended investment periods. Almond projects could have materially longer operating horizons than some forestry schemes.
Forestry investment · 2007
High-value timber schemes
From 2007, the group promoted high-value timber projects including mahogany. These plantations were intended for uses such as furniture and flooring rather than primarily for pulpwood, giving the portfolio a different end market and longer-term production profile.
Controversies
2012
Investor misleading-conduct litigation
More than 22,000 investors brought civil proceedings claiming they had been misled in relation to Great Southern investments.
2009
Questions over scheme returns and disclosure
The group’s collapse prompted allegations and parliamentary scrutiny concerning whether projected returns, plantation performance and the need to subsidise some earlier schemes had been adequately disclosed to investors and the market.
2009
Tiwi Islands environmental controversy
Great Southern’s forestry operations on the Tiwi Islands attracted criticism and debate regarding their environmental performance.
Brand decisions
2009
Entry into voluntary administrationOtherBackground
The global downturn, regulatory uncertainty, falling MIS sales and substantial debt left the group unable to secure sufficient further financing.
Action taken
Great Southern Limited, Great Southern Management, Great Southern Finance and other subsidiaries entered voluntary administration on 16 May 2009.
Aftermath
Receivers and liquidators took control, the group was determined to be insolvent, and many schemes were subsequently transferred or wound down.
2008
Project Transform restructuring proposalStrategyBackground
Declining MIS sales, weaker plantation outcomes and rising debt placed pressure on Great Southern’s existing business model.
Action taken
The group proposed allowing investors to exchange managed investment interests for shares in Great Southern Limited, with the aim of reducing debt and restructuring the company.
Aftermath
The proposal did not avert the group’s financial crisis, and Great Southern entered administration the following year.
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