AVADA Group Cuts Injury Rate 41% and Sees 4.8% Revenue Rise in 2026

A Year of Transformation and Consolidation

At AVADA Group Limited’s 2025 Annual General Meeting, CEO Donald Montgomery delivered his first address since joining the company in April, painting a picture of a business in the midst of significant change. The past financial year was characterised by a strategic consolidation of operations and a transformation agenda aimed at strengthening the company’s market position in the fragmented traffic management sector.

Central to this transformation was the unification of multiple brands under a single AVADA Traffic banner, a move that has expanded the company’s scale and visibility. Montgomery emphasised that this rebranding effort has not only enhanced brand awareness but also enabled operational efficiencies and consistent service delivery across regions.

Safety and Operational Resilience

Safety emerged as a cornerstone of AVADA’s culture and operational focus. The company reported a notable 41% reduction in its Total Recordable For Injury Frequency Rate, dropping from 8.29 to 5.65 per million hours worked. This improvement reflects a disciplined approach to safety training and accountability, supported by increased use of online resources to keep teams informed and vigilant.

Operationally, AVADA faced headwinds from severe weather events, particularly in Queensland where Tropical Cyclone Alfred tested the resilience of its teams. Despite these challenges, the company maintained steady performance and is well positioned to capitalise on Queensland’s infrastructure pipeline, including projects related to the upcoming 2032 Olympic and Paralympic Games.

Regional Challenges and Strategic Restructuring

New South Wales proved more challenging, with adverse weather and intense price competition leading to an operating loss and a write-down of business value. In response, AVADA has restructured regional management and is focusing on governance and transparency to unlock new transport project opportunities.

Meanwhile, the Victorian business continues to compete in key tenders despite market preferences for unionised labour on public projects. In New Zealand, a strategic review prompted a restructure and cost reductions aimed at long-term sustainability amid a tough economic environment.

Driving Growth and Operational Excellence

AVADA’s transformation extends to technology and leadership. The rollout of a single enterprise resource planning (ERP) platform has improved data accuracy and workflow efficiency, enhancing client communication and responsiveness. Leadership appointments, including a new CFO and an Executive General Manager for Strategic Execution and Operations, underscore the company’s commitment to operational and financial discipline.

Additionally, a newly formed business development function is sharpening client engagement and driving strategic growth initiatives. Early signs are promising, with a 4.8% revenue increase in the first quarter of the 2026 financial year and the signing of significant new client accounts.

Looking Ahead

Montgomery closed his address by acknowledging the dedication of AVADA’s workforce and the support of the board and shareholders. He reaffirmed the company’s focus on safety, performance, and client delivery as it moves into the next phase of growth. While challenges remain, particularly in regional markets and margin improvement, AVADA appears to be laying a solid foundation for resilience and competitiveness in a demanding industry.