Western Sydney Business Access July 2019 by Access News Australia (ANA)

WESTERN SYDNEY BUSINESS

JULY 2019 • ISSUE 99

BUSI NES S | COMMUNITY | LIFEST Y LE

SKYPORTS in the West PAGE 2

OTHE R STO R IE S INS ID E

HILLS ROUND TABLE FEATURE PAGE 22

CITY'S REPUTATION AT RISK

PAG E 7

TRACKLESS TRAMS PARTNERSHIP

PAGE 6

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Aerotropolis likely for Uber skyports DALLAS SHERRINGHAM

ESTERN Sydney Aerotropolis could be a frontrunner in the race to become the city’s Uber Air headquarters within the next decade. Melbourne Airport has been selected as the first city outside the USA to undertake trials of the revolutionary new vertical takeoff “drone like” aircraft. While the test flights will be manned by a flight crew, the plan is to eventually pilot the Uber Aircraft by computer. It is envisioned that Uber will eventually have Uber Air headquarters in each capital city with “skyports” sprinkled around the major urban areas. Following the announcement that Melbourne will be Uber's third official pilot city - alongside Dallas and Los Angeles - as test cities for the Uber Air program it seems certain Western Sydney business people will be zooming around our skies “George Jetson style” in the next decade. It means a businessperson could simply walk out of their office in Parramatta, for example, board a pre-booked Uber flight and be at Western Sydney Airport’s terminal in 15 minutes. Or, they could fly into Homebush or Darling Harbor in a similar amount of time. From the skyport they would be whisked away by an Uber taxi or limo to their business meeting or hotel. The Uber Air bases could eventually be massive undertakings involving 100ha or more of real estate development. Piggy backed on the developments will be all the mod cons of 21st century travel – hotels, restaurants,

Artist concept of the Uber aircraft.

Uber tax ranks, commercial buildings and even residential possibilities. Uber has enlisted private real estate developer in America and is expected to do the same in Australia where it has already signed partnerships with Australian companies Macquarie, Telstra, Scentre Group as well as Melbourne Airport, as part of its Melbourne project Uber plans to launch Uber Air in Dallas, Los Angeles and Melbourne first. If all goes as planned, it will hold flight demonstrations next year with the hopes of making aerial ride sharing commercially available in 2023.

The vertical takeoff and landing aircraft - which would be booked through the Uber app - would initially be flown by a commercial pilot when they come into passenger carrying mode. However Uber envisages they would eventually become autonomous. Uber envisions its skyports as “mobility hubs”, connecting users of Uber Air to other types of Uber transport. In Western Sydney, Parramatta, Blacktown, Liverpool, Penrith, Castle Hill and Homebush are all logical locations for the skyports. The skyport would be designed to charge up to five of Uber’s aerial rideshare aircraft at

Campbelltown’s new identity almost revealed

CITY’S identity goes a long way to telling the compelling story about why people should live, work, play or invest in an area. And Campbelltown is almost ready to unveil its refreshed story. Community consultation and the focus

of brand experts during the past five months has brought the Campbelltown City Identity and Brand project to its final phase of development. More than 1,000 people have offered their perspective to set the tone and direction of the identity formulation through

COVER: Shows artist impressions depicting an Uber aircraft flying above an Uber skyport. Images courtesy Uber.

one time. It would also have a landing area and a take-off area so flights could land and leave at the same time. The skyports will be built from pre-existing parking garages, these mobility hubs will include dedicated pickup and drop-off space for Uber drivers, access and charging areas for Uber bikes and scooters and even Uber Eats with café seating. The flight deck is designed to charge up to five aircraft at a single time. It will also have a dedicated landing area and dedicated take-off area, with enough separation to allow for simultaneous flight operations.

several co-creation sessions, surveys and interviews in person with brand consulting company, Principals. The community consultation phase has been finalised and all the information collated to create the brand and identity is scheduled to be presented to Council in August.

ROXY TO REOPEN AS NIGHTCLUB

STARS LINE UP FOR WEST HQ

RIVERSIDE HOSTS 200 GUESTS

Court denies development plan

Big plans for gala opening

Spotlight fundraising event shines

FAMILY BUSINESS PAGE 37

JULY 2019 Western Sydney Business Access (WSBA) ACCESS NEWS AUSTRALIA PTY LTD ABN 39 600 436 799 Publisher/editor: Michael Walls M: 0407 783 413. E: michael@wsba.com.au Journalists: Red Dwyer, Iliana Stillitano, Terry Collins. Photographer: Sebastian Giunta Associate Editor: Dallas Sherringham Account Managers: Julie Jackson: 0447 291 780; Graham Maughan: 0431 557 791 Contributors: David Pring, Geoff Lee MP, Binh Rey. Printer: Spotpress Design: Design2Pro, PSD Brand Design. Website: www.wsba.com.au General enquiries: info@wsba.com.au Phone: 02 4572 2336 Fax: 02 4572 2340

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STATE OF THE CITY 2019

CLYDESDALE ESTATE STARTS

Intensity reflects city pace

Marsden Park project underway

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Regional Round-Up

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First stage of Warrick Lane demolition completed

THE transformation of the Blacktown CBD has taken another step forward with the completion of the first stage of demolition work in Blacktown City Council’s Warrick Lane redevelopment project. The first stage involved levelling the old Blacktown Mallin Main Street and several adjoining shops and the removal of all debris and materials. The demolition and excavation come ahead of the construction of the 450-space underground carpark, new town plaza and buildings flanking the plaza. The Warrick Lane redevelopment project will also provide the site for Australian Catholic University’s Blacktown Campus.

NORTH WEST Heritage site sold

THE heritage-listed Westpac Bank, at 237 Windsor Road, Richmond, has been sold to a local investor for $1.4M.

Precinct creates jobs

APPROVAL of a 500-hectare agricultural precinct within the Western Sydney Aerotropolis has the capacity to create 2500 direct local jobs, support up to 12,000 more.

Warehouse approval

Marsden Park Developments Pty Ltd has approval for the construction and operation of a two-level warehous-

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New hub at Macquarie

MACQUARIE Park Metro Station will boast a new $750M urban hub within three years, providing a stunning gateway to the growing business precinct. Frasers Property Australia and Winten Property Group have teamed up to develop the hub at the new metro station, located just 12km northwest of downtown Sydney. More than 7000 workers will call the hub, known as Macquarie Exchange, home. The developers will convert the 15,620sqm site into more than 80,000sqm of accommodation across four buildings. The two companies bought the site in 2007 for $30M.

ing and distribution facility, plus a multi-use sports court for ASICS, A running shoes, active wear, and athletic wear organisation, at 4 Darling Street, Marsden Park.

SOUTH WEST $23M cinema approved

CENTRAL WEST Research drive

WESTERN Sydney University has set aside over 37,000 square metres of state-of-the-art commercial facilities, at its Westmead campus, to drive research industry research collaboration, with in the Westmead Health and Medical Research Precinct.

UNITED Cinemas $23M four-storey cinema and entertainment complex at Gregory Hills is expected to be completed in 2020. The project has been approved by the Sydney Western City Planning Panel

Bank site sold

$160B to economy

Private investor sells

SOME 160 businesses, including 10 flying schools, are located at Bankstown Airport and contribute about $1 billion annually to the NSW economy.

A 242-square-metre property leased to the Commonwealth Bank, at 144 Pendle Hill Way, Pendle Hill, has been sold to a private investor for $2.2 million A AND G Chalhoub has purchased a 578-square-metre free-standing building, on a 697-square-metre site, at 9 James Ruse Drive, Granville, for $1.7 million from a private investor.

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Partnership explores trackless trams RED DWYER

URTIN University will use Liverpool as a case study for what might be possible with innovative public transport technologies – trackless trams. Liverpool City Council and the University of Western Australia are in a joint research partnership on the opportunity that trackless trams present as a new form of public transport in Australia, council said. “We are leading the way when it comes to future thinking. No other local government in Australia is doing this,” Liverpool Mayor Wendy Waller said. “This research partnership will hopefully

be the first of many steps towards an innovative rapid transit corridor between the new airport and our CBD.” Curtin’s research would particularly focus on the potential to link Liverpool’s CBD and Western Sydney Airport by trackless tram along the Fifteenth Avenue corridor. The study would look at the steps required to get the technology to Western Sydney and the potential of a trackless tram for high-quality development in this part of Western Sydney. With the right technology and careful design, this project has the potential for a 20-minute trip from Liverpool City Centre to the new airport, council said. The study would be led by Professor Peter Newman, an acknowledged sustainability

expert, and would draw on cutting-edge research occurring in Australia and around the world. The study, which would occur over the next 12 months, represented a critical next step as Liverpool City Council took the lead on delivering high-quality public transport for Western Sydney, council said. While Curtin University would use Liverpool as a case study for what might be possible with innovative public transport technologies, trackless trams have been proposed for Penrith. David Borger, Western Sydney director of the Sydney Business Chamber, floated the idea at an industry breakfast held at Penrith Panthers.

David Borger.

“The clinic experience will become a fundamental part of their career-readiness development and will equip them with invaluable

insight into real-world scenarios,” said Dr Vitale. For more information, visit: westernsydney.edu.au/tax-clinic.html

INNOVATIVE TRANSPORT

Wendy Waller.

Students offer free tax advice

ESTERN Sydney University is lending a financial helping hand to vulnerable taxpayers and small businesses through the creation of a student-run free Tax Clinic. Supported by the University’s School of Business, the initiative is the first of its kind in Sydney. “As the anchor institution for the region, Western Sydney University plays an important role in providing this kind of vital assistance to our community. The level of services requests we have already received demonstrate the need for this facility, and we only expect demand to grow,” said Dr Connie Vitale, Tax Clinic Manager. Up and running at the Parramatta City campus, more than 40 members of the public have already attended the clinic with West-

WESTERN SYDNEY BUSINESS ACCESS JULY 2019

ern Sydney University students providing assistance from simple tax returns to start-up business advice, among other services. Student volunteers also assist with referrals from the tax ombudsman to support vulnerable taxpayers who need assistance liaising with the Australian Taxation Office. The service enables Western Sydney University’s Business students exposure to real-world experience in a supportive environment, which is essential for best practise development before entering the work force. “Just like when you apply for a job in finance, our students have to go through a thorough vetting process before they can become part of the Tax Clinic, and we expect them to operate in a professional manner, which is supported at all times by academics from Western Sydney University’s School of Business.

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St Mary’s key role in Aerotropolis RED DWYER

SYDNEY suburb with transport in its DNA will play a significant role in evolution of Australia’s newest airport. In the past, the suburb played a significant role in the late 1860s as a convenient staging post along the Great Western Highway, with its train station, opened in 1862, functioning as the interim terminus of the Main Western line, according to Wikipedia. St Marys connection with transport did not end there: Bennetts Wagon Works, which started in 1858 and operated right through to 1958, manufactured horse-drawn wagons to meet the growing demand for transport in Sydney. Today, St Marys, now designated as a “strategic” centre in the Greater Sydney

ST Marys heritage: Cover of the recently released book, Surfaces, Angles and Corners: Queen Street St Marys. This limited-edition book is a unique and daring presentation of a local icon – Queen Street St Marys. The stories are told through a collection of poems, writings, conversations, illustrations and photographs, as well as QR digital links.

Commission’s “Metropolis of Three Cities”, is destined to be the focus of a major public transport corridor .running south to Western Sydney Airport. “The North South Rail line will link up with the existing Sydney Train T1 Western Line at St Marys and form the start of a future rail line across Sydney,” said Minister for Transport and Infrastructure, Andrew Constance, prior to the NSW election. “Stage 1 will run from St Marys Station through Western Sydney Airport to the new Aerotropolis – this will provide a convenient interchange with the existing Sydney Trains T1 Western Line,” Premier Gladys Berejiklian said at the time the government would invest more than $2B in the line over the next four years to be operational when the airport opened in 2026.

The 2019 Budget allocated $3.5B for the first stage of the project. Stage 1 would form the spine of the Western Economic Corridor between St Marys and the airport/aerotropolis complex. The corridor, the third in Greater Sydney – the others being the Eastern Economic Corridor and the Greater Parramatta-Olympic Park Corridor – is the first greenfield corridor. The new corridor is regarded as critical to the prosperity of the Western Parkland City; it aims to unlock the potential for commercial, residential and retail centres along the proposed 20-kilometre route. The status of St Marys will be enhanced with the extension of the North South link north to Rouse Hill, This and another stage, all yet to be funded, extends from the airport south to Oran Park, Narellan and CampbelltownMacarthur, in the south west.

West’s favourite running festival returns

HE annual West link M7 Blacktown Running Festival is now open for registrations for this year’s event. Families, devoted marathon runners, joggers, walkers, kids and adults are all encouraged to get involved in the July28 event. Blacktown City Mayor Stephen Bali MP said the annual run is a unique opportunity to combine fun a and fitness. “This is an excellent opportunity for the City of Blacktown to come together and get active. There is a race for everyone, from professional athletes to families and kids just having a go!” Mayor Bali said. “Blacktown Running Festival is unique in that it is a traffic free circuit despite being held on roadways,” Mayor Bali said.

This year marks the 14th year of Westlink M7 and Blacktown City Council’s partnership. The Marathon, half Marathon, 10km and 5km events will be run on the Westlink M7 Shared Pathway and are certified by IAAF/AIMS (Association of International Marathons and Distance Races). A 2km Kids Marathon will also be run on the Blacktown International Sportspark running track. Mayor Bali said: “A unique aspect of Blacktown’s Running Festival is that the course starts and finishes at Blacktown International Sportspark making it very convenient for families who wish to enter different races. For information and to register www.blacktown. nsw.gov.au/runningfestival

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Parramatta's reputation at risk

Why leaders should seize on night-time opportunities RED DWYER

HE reputation of the city is at risk should Parramatta not proceed with a comprehensive plan to “seize” a wealth of opportunities to boost its night-time economy (NTE) That’s an opinion expressed in the “Draft Parramatta Night City Framework 2019-2024”, which the City Of Parramatta is expected to place on public exhibition. “There are both risks and opportunity costs if a framework for the city’s NTE is not developed … planning and action is required to ensure that business growth and new investment in the city’s NTE occurs,” Night time entertainment at Parramatta. according to the document. Transformation In 2018, the city’s NTE was valued at $1.07B on the back of strong growth – since “Our city is undergoing a once in a lifetime 2009 turnover has increased by $277M, repre- transformation. What we need to do [is to] senting a 37 per cent per cent growth annually create the right conditions to enable our CBD “Rejection of the plan could mean the loss to transition to a 24-hour centre,” the docuof potential economic growth,” the document ment said. said. The main barriers to the creation of these Restrictions to growth include loss of flex- conditions include the lack of parking, lack of appealing activities, feeling unsafe, lack of pubible employment, and missed opportunities to attract large corporate offices and talented lic transport, with the result that 48 per cent of workers, potential residents, businesses as the community does not see a “night city” as well as talented creatives and artists, and limit vibrant and diverse to assist its transition from the opportunities to increase the number of a large suburban centre to a recognised CBD overnight stays by visitors. at the centre of the metropolitan area.

The document nominates six strategic goals and a comprehensive series of over 60 actions to be delivered, both internally and in conjunction with key external partners, over the next five years, Consolation was wide-ranging with feedback from 1500 participants including community members, businesses, organisations, workers and visitors. With regard to the business sector, a total of 678 business surveys were completed across all industry sectors to understand the key issues as expressed by the business community.

The draft plan nominates 17 actions to be implemented to accomplish a “thriving night city of diverse businesses” (goal #2) over a five-year period. “The [document] will contribute to our capacity to build a world-class 24-hour city in our CBD,” Lord Mayor, Cr Andrew Wilson, said in the document. At its May meeting, council deferred until July, after a strategic weekend meeting with councillors, consideration of the “Draft Parramatta Night City Framework 2019-2024” and the “Pilot Night Time Economy Diversification Grants Scheme”.

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Roxy to reopen as a night cub DI BARTOK

ROXY ROAD

HE responses of the Roxy’s owner and Parramatta’s State MP dim any hope of the heritage-listed building becoming a live theatre space following the Land and Environment Court decision to save the much-loved former cinema from partial demolition. With owner David Kingston’s plan for a $96M mixed-use tower above the rear of the 1930s building firmly quashed, Roxy lovers who fought to save the iconic building now hope it can be “turned into” a live theatre, something it The Roxy has it looks from the street today. never was. Pragmatic decision They are pinning their hopes on the State Government stepping in to acquire the propMeanwhile, Mr Kingston, disappointed with the Court’s decision but pragmatic, made erty, perhaps with private help, yet nobody is it clear that restoring the Roxy to a theatre was rushing to realise their dream. not an option for him. But hope burns eternal, even in light of “I’m a businessman, not a philanthropist Parramatta Liberal MP Geoff Lee stating and I have to make a business decision,” he that any future plans were in the hands of the said. Roxy’s owner. “I will be returning the building to a pub/ Mr Lee lauded the Court’s decision, saying nightclub, that has always been Option B. it “showed the planning system works”. “Option A was better, a cultural and leisure “It would be wonderful to see the Roxy centre that would have been good for Parrestored to its former glory,” Mr Lee said, but added that any future plan was “up to the ramatta. owner”. “So what the Court and council have voted Mr Lee said he was “always open to confor, is to reopen a 24 hour pub in Parramatta.” Commissioner Susan O’Neill stated that it sider proposals for new arts and cultural infrawas “not possible to demolish a large portion structure for Parramatta”, while pointing out of a substantially-intact theatre building and that he was proud of the NSW Government’s retain its heritage value as a theatre building”. “record commitment to Parramatta that Mr Kingston’s K Capital group ran the includes $640M for the Powerhouse museum, Roxy as a pub/nightclub from 2004 until new and expanded Riverside Theatre and a 2014, when he closed amid controversy over new and arts and culture precinct in North the troublesome clientele. Parramatta Heritage Precinct.

• Built in 1930s as picture theatre. • Run by Hoyts before Village bought it 1970s. • Bought by K Capital 2002. • Developed into hotel 2004. • Closed July 2014. • Plans for redevelopment rejected 2018. • L&E Court ratifies decision June 2019. • Owner plans to re-open hotel. But Mr Kingston said Parramatta had changed and his new business would attract different people. “The Roxy was a bit isolated back then but now is in the centre of Parramatta, and with the universities in the city and more office workers, there is a need for a night-time venue,” Mr Kingston said. But Mr Kingston is a long way off from re-opening, with “outside cosmetic work” to be done on the Roxy building. “I already have my liquor and poker machine licences, so I don’t need any further permission to re-open the pub. I’m a patient man so I’m not in a hurry to re-open just yet.” Mr Kingston said it would take a lot of work to restore the Roxy’s interior to its condition before Hoyts demolished much of it in the 1970s. “It is not viable to restore it to what it was, or to turn it into a live theatre venue.” Mr Kingston has always maintained that he does not want to destroy the main part

of the Roxy. His heritage expert had put to the Court that the heritage value would not be diminished by his development.

Loud Cheers

Despite no-one stepping forward to open the Roxy as a live theatre, the Court’s decision was met with loud cheers from the Roxy saviours, the National Trust, council and Western Sydney Business Chamber director David Borger. Mr Borger’s and Roxy Theatre Action Group president Robert Fox’s call for the State Government to claim the building into a live music venue has met with deafening silence. An optimistic Mr Fox said he could see the Roxy becoming “like the Capitol Theatre in Sydney”, which had been restored to its former glory. “I realise it would have to be the State Government, with perhaps some private interest, that would have to step up to restore the Roxy,” Mr Fox said. “But at least it has been saved.” National Trust NSW president Brian Powyer would like the theatre industry, governments and Parramatta Council sit down to work out how the theatre could be restored for public use. “I realise it would be difficult but that doesn’t mean it can’t happen, as it did with the State and Capitol theatres in Sydney,” he said. Mr Powyer suggested council could “arrange a land swap” with Mr Kingston, an option that has not been seriously considered by either party. “The main thing is, a heritage building has been saved, when we are losing so much heritage in Parramatta,” he said.

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$30M of CTP refunds unclaimed

EHICLE owners should check their eligibility for a CTP Green Slip refund, with newfigures released today showing 782,000 policyholders yet to claim $30M in refunds. Minister for Customer Service Victor Dominello said about 2.8 million policy holders had already claimed $156M, with the deadline for claiming a refund extended one final time from June 30 September 30, 2019. “We know that cost of living is a big issue facing households, which is why we delivered

this refund, potentially worth up to $120 per refund,” Mr Dominello said. “Claiming a refund is simple and easy and can be done via Service NSW either online, over the phone or in store. “We are giving motorists an extra three months to claim their refund. A decision on how unclaimed monies will be returned to motorists will be confirmed following consultation with NRMA and Choice.” NRMA spokesperson Peter Khoury said: “The NRMA is urging all motorists to take a few

short minutes, get online or call the number, and get their refund if they are eligible. A one off cash injection into the bank account of up to $120 will go a long way to helping the family budget and it would be a shame for people to miss out. CTP refunds are one of more than 70 cost of living rebates and savings available to households.

Others include Energy Switch, the Fuel Check app and $100 Active Kids and Relative Kids vouchers. Further information is available at www.service.nsw.gov.au

Top 10 Sydney suburbs foremost unclaimed money.

Premier wants to plant a million trees

REATING more quality green spaces closer to homes and increasing the tree canopy by planting one million trees in Greater Sydney by 2022 are two new Premier’s Priorities announced recently. Premier Gladys Berejiklian said the first of the priorities is to increase the proportion of homes in towns and cities across NSW within a reasonable walking distance of quality green, open and public space. “Planting trees and creating new parks is just as important as building new roads, rail lines, schools and hospitals,” Ms Berejiklian said. “Green and public open spaces should be accessible to everyone across the State, no matter where they live. “That is why, for the first time, I have made it a priority to make sure more people are within walking distance of quality public space.” Ms Berejiklian joined Planning and Public Spaces Minister Rob Stokes in

Sydney’s South West to also announce planting one million trees across Greater Sydney by2022 is another Premier’s Priority. Mr Stokes said the program will contribute to the Government’s long-term target of planting five million trees by 2030. “We’re backing councils like Campbelltown City Council to increase the tree canopy cover across Sydney through funding and support,” Mr Stokes said. “More trees means more shade, cooler suburbs, more oxygen and a better urban environment for communities to enjoy.” The plans announced are in addition to the NSW Government’s decision to appoint a dedicated Minister for Public Spaces and the$340M Open Spaces and Greener Sydney package. The two Premier’s Priorities have been unveiled after Monday’s announcement to increase the number of public school students in the top two NAPLAN, or equivalent, bands for literacy and numeracy by 15 per cent by 2023.

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Tech, not marriage, binds Gen Y

OUNG Australians are challenging the concept of joint accounts as an institution of marriage, with an affinity for technology emerging as a key influence in the dramatic trend reversal. A Bankwest survey of Australia’s two largest population hubs – NSW and VIC – identified a reversal in commitment trends around joint bank accounts by the younger generation. The findings showed that almost half of Gen Y respondents (46.7%) with joint bank accounts were neither married, nor engaged at the time of entering the financial commitment. The results marked a dramatic generational swing from the behaviours of older Australians. More than eight out of 10 Baby Boomers (84.2%) and three quarters of Gen X respondents (77.3%) with joint accounts only merged their money once they were either married or engaged. Bankwest EGM Customer Solutions and Insights Pieter Vorster said, while several factors influence the need for joint accounts, Gen Y’s tech affinity minimised barriers to commitment. “There are situations faced by every generation that make joint bank accounts either a necessity or attractive option, but we’re now

seeing the erosion of some key barriers with Gen Y,” he said. “Joint accounts have traditionally been an institution of marriage due to the level of trust required, which offsets the advantages of convenience and financial strength in pooling funds. “However, the tech tools available now are helping remove trust and anxiety as barriers for this generation, allowing people to focus on necessity and convenience as the key drivers. “We know, of all generations, Gen Y is most at ease with the influence of tech in their lives, with almost three quarters (69.6%) reporting being ‘very comfortable’ with using technology. “Furthermore, a fifth of all Gen Y respondents reported they actively seek out new technology to manage their finances, compared to just 10 percent of Gen X and five percent of Baby Boomers. “The tools our customers are using today enable them to have total visibility and transparency of their accounts, set goals, and receive transaction alerts at the touch of a button." “Those tools and Gen Y’s affinity with tech helps minimise the anxieties of previous generations around joint bank accounts, so they can take the plunge before, well, taking the plunge.”

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Bankwest the new home for Sydney 7s

The Sydney 7s are a popular attraction.

HE HSBC Sydney 7s is headed west with the new state-of-the-art Bankwest Stadium set to host the 2020 tournament from February -2. Following three successful years at Allianz Stadium and a fourth at Spotless Stadium at Sydney Olympic Park, players and fans from right across the globe will descend on the heart of Western Sydney at Parramatta to celebrate the tournament next year. Minister for Jobs, Investment, Tourism and Western Sydney Stuart Ayres said Bankwest Stadium will be the perfect fit for the HSBC Sydney 7s tournament. “The Sydney 7s is an exciting event in our State’s calendar - it’s as much about the enthusiastic fans in the stands as it is about the players on the field,” Mr Ayres said. “About half of Sydney’s population lives in Western Sydney and it’s among the fastest growing regions in NSW, so it makes perfect sense to hold

this fantastic multicultural sporting event at the new state-of-the-art Bankwest Stadium, where there isn’t a bad seat in the house! “Not only will it help grow the game of rugby union, but it will also encourage more people to spend a weekend in Western Sydney and make the most of what this beautiful region has to offer.” Supported by the NSW Government’s tourism and major events agency Destination NSW, the HSBC Sydney 7s combines world-class rugby with a festival atmosphere, featuring live bands, rides and interactive entertainment. Rugby Australia Chief Executive, Raelene Castle said: “We are looking forward tot aking the HSBC Sydney 7s to Bankwest Stadium, continuing our drive to showcase the event in Sydney’s west. Fans are encouraged to register at www. sydney7s.com.au to take advantage of earlybird prices.

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Star line-up for WEST HQ

EST HQ Chief Executive Officer Richard Errington announced the new Sydney Coliseum Theatre’s Opening Program will include international award-winning performer Tina Arena, presented in association with the Michael Cassel Group. She Will play two exclusive shows on Saturday, December 14 and Sunday, December 15 Tina Arena has charted at #1 in both Australia and France, and has gained recognition for her lifelong contribution to the arts, and was recently inducted into the ARIA Hall of Fame and received an Order of Australia Medal. The grand dame of world theatre, Dame Edna Everage, has been forced out of retirement by the demands of her adoring possums, and will bring her housewife megastar power to the Sydney Coliseum Theatre’s Opening Program with the Tony Award winning star announcing two performances of’ “Dame Edna My Gorgeous Life” On Wednesday ,December 18 and Thursday, December 19.

Paul Dainty AM, President and CEO of TEG DAINTY, said he was delighted to announce Dame Edna would join the opening program of the Sydney Coliseum Theatre. “Dame Edna Everage is one of Australia’s greatest ever exports, an iconic performer, artist and star of stage and screen,” Mr Dainty said. “Dame Edna has toured the world since the mid-1950s and we are thrilled to join the celebrations opening Sydney’s next great theatre with “Dame Edna My Gorgeous Life”. ARIA award winning John Butler will also perform on Friday, December 20 in the line-up of all Australian performers appearing in the opening week celebrations of the landmark new theatre. During the inaugural year of programming Sydney Coliseum Theatre will also welcome Australia’s leading arts companies to its programming, including the Sydney Symphony Orchestra, Wolfgang’s Magical Musical Circus by Circa, the Australian Ballet’s family favourite “Storytime Ballet”,

multi-award winning Aboriginal and Torres Strait Islander Bangarra Dance Theatre, the iconic Sydney Dance Company, Sydney Philharmonia Choirs, Sydney Youth Orchestra sand in early 2021, the internationally acclaimed St Petersburg Ballet. Sydney Symphony Orchestra’s CEO Emma Dunch announced that the highly lauded orchestra would present an exclusive collaboration with much loved swing-king and television star David Campbell over two special performances on Thursday, December 12 and Friday, December 13, and a major multi-year performing partnership with the Sydney Coliseum Theatre. Of the move to the West, Dunch said: “Greater Western Sydney is the future of our city. The establishment of this amazing venue is testament to the extraordinary growth that is happening in region. “The Sydney Symphony Orchestra has been performing in Western Sydney for over 20 years, and I am delighted to be taking this next step

Tina Arena.

to bring the best of orchestral music to audiences at the Sydney Coliseum Theatre, West HQ.” Mr Errington said: “Today’s announcements of these world class opening acts, and the partnerships we have established with the cream of Australia’s arts and entertainment industry, are just the beginning of a

Council plants 400 street trees at St Marys

Time lapse: what difference trees can make.

ENRTIH’S Council’s Living Places St Marys project has seen around 400 street trees planted on nature strips across the southern section of St Marys. The trees are part of Council’s Cooling the City Strategy, and will improve the streets’ appearance, while providing much needed shade in summer. Penrith Mayor Ross Fowler OAM said street trees are a valuable long-term asset for our com-

munity and it is important to plant the right tree in the right place. “We want to help create more beautiful and vibrant streets for our residents to enjoy. Not only will they look even better, they’ll be more liveable too, helping to reduce the extreme heat we experience with our local summers,” Cr Fowler said. Council has met with the local community and written to residents who will have a street tree planted in

Dame Edna Everage.

long-term plan to bring the very best artistic and entertainment content to Greater Sydney.”

front of their property. This has received an overwhelmingly positive response, with some local families have even volunteered to help look after their new trees. Council has engaged a company called Summit to do the tree planting. As part of the process, the trees will receive formative pruning and will be watered regularly for a period of 12 months. Visit: www.yoursaypenrith.com.au/LivingPlacesStMarys

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Parramatta restaurateurs’ collective launched

Local business and new Restaurateurs’ Collaborative member Vasco’s Charcoal Chicken’s Jack Vassallo, manager, Angela Vassallo, owner, and Sach Udas, head chef.

ARRAMATTA’S first ‘Restaurateurs’ Collaborative’ last month brought together local restaurant and café owners, operators and managers to foster and build the Parramatta dining precinct’s community network. The Restaurateurs’ Collaborative is an initiative of Realise Business, the business support advisory group appointed by Transport for NSW to support local Parramatta Light Rail businesses ahead of and during construction of the Parramatta Light Rail. The inaugural session of the collaborative took place at Bay Vista Dessert Bar and Café, on Church Street, Parramatta – known as ‘Eat Street’ for its gastronomic diversity. Realise Business says the collaborative aims to bring together owners for the good of the whole precinct and, over time, will develop into an association of restaurateurs eager to lead Eat Street into the future. Twenty-seven local restaurateurs were in attendance. Attendee Angela Vassallo, owner of Vasco’s Charcoal Chicken on Church Street, said the initiative brings together local owners

and managers in a supportive space, replacing the traditional mindset of “every man for himself” in the food and beverage industry. “It is important that we support each other - joining forces as a team is our best chance of making an impression and enduring in the marketplace,” she said. “It is great getting to know other owners, learning how the Parramatta Light Rail might affect our businesses and when. As Parramatta is subject to so much change, networking with others who have experience and are in the same boat is a strategic alliance.”

First session

The first session focused on social media advice, how to turn a profit with food and beverage, and ‘the hidden psychology’ of menu design. For Parramatta’s restaurant entrepreneurs, a collaborative such as this is an open space to form friendships develop influence and share creative marketing ideas for the benefit of the group. For more information or to RSVP for the next session, email marketing@realisebusiness.com.au.

Angela Vassallo of Vasco's Charcoal Chicken and Katherine Blizard of Realise Business.

Did you know?

Transport for NSW has a number of initiatives in place to help support and manage local businesses before and during construction of the Parramatta Light Rail. Dedicated place managers work directly with business owners to provide information and updates on the project, answer questions and ensure issues are identified early and solutions developed. The Parramatta Light Rail Business Reference Group, which meets bi-monthly, also gives local businesses, community members and stakeholders the opportunity to share advice and collaborate on initiatives. Additionally, Realise Business has been appointed by Transport for NSW to deliver free support services to businesses affected by Parramatta Light Rail. Businesses are offered advice and expertise to help maximise their potential, navigate the challenges of a changing environment and make the most of the opportunities ahead. And, to help local restaurants, cafes and retailers, a construction grace period will be in place on Eat Street each summer, from the beginning of November to the end of January, during which hoardings will be removed and outdoor dining will be temporarily restored. For more information,

visit www.parramattalightrail.nsw.gov.au/businesses

The first session of the Parramatta Restaurateurs’ Collaborative. WESTERN SYDNEY BUSINESS ACCESS JULY 2019

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Good news for Greater Western Sydney

“

DAVID PRING

ANY small businesses in New South Wales (NSW) will have been relieved at this month’s 2019-20 State budget, delivered by NSW Treasurer Dominic Perrottet on June 19. In his budget speech, Mr Perrottet announced an expected surplus for 2018-19 of $802M, and average surpluses of $1.7B each year to 2023. He confirmed there would be no new taxes and relatively modest tweaks to stamp duty and payroll tax. The aim is to fund stamp duty cuts to help first home buyers, indexing stamp duty to make housing more affordable for the next generation and further payroll tax cuts to drive investment and boost small business as the threshold lifts to $900,000. The 2018-19 budget projects residential prices falling by 7.5% from their peak in 2017, with positive price growth resuming in 201920 and stabilising at an annual growth of 3.5% from around the middle of 2020. The budget projections assume that there will be significantly fewer transactions in the projection period that incur the foreign investor surcharge transfer duty. The number of first-home buyers has also surged, which tends to reduce transfer duty revenues because of the stamp duty relief available to these purchasers.

Research indications

KPMG’s research indicates that between 2004 and 2017, the change in the effective rate of stamp duty has contributed about 1.2% to annual growth in transfer duty revenues in NSW (which averaged just under 10% per annum). This is an important but relatively small component of growth in transfer duty revenue. However, a significant fall in stamp duty and GST revenues has prompted the New South Wales Treasurer to announce an expert panel to review State/Federal financial relations.

David Pring.

The view is that NSW is subsidising other States by receiving a disproportionate share of the revenue. The key questions are the scope and outcome of the review. If the review is from the State’s perspective, then it appears unlikely it would consider reforms to State taxes such as a reduction in stamp duty or substitution of current State taxes with a broad-based land tax. The outcome is also unclear – will any recommendations given by the committee be implemented where the Commonwealth government is not participating in the review? Will politically unpopular moves, such as an increase to the rate of GST or an expansion of the GST base be considered? The core problem that remains is the reliance on raising revenue through stamp duty, which is extremely volatile and difficult to predict. Cooperation between the State and Commonwealth governments would be required for the review to have the greatest impact. A context of broader tax reform would be productive. When it comes to payroll tax, the current payroll tax threshold will progressively increase from $850,000 to $1M by 2021-22. The first year increase is to $900,000.

For small businesses in Greater Western Sydney, this is good news, particularly at a time of great expansion in the area. GWS accounts for 25% of NSW’s GDP and has the highest population growth rate in any State, projected to increase from almost 1.1 million people to over 1.7 million people in 2036. This creates great opportunity but also the need for businesses to transform and operate in a larger environment and become globally competitive. Minimal changes to taxation will assist this.

Realising potential

At this time of growth, businesses need to consider how they will harness this potential, particularly as economic forecasts predict that the boom in GWS is likely to last for up to two decades. Construction has slowed but there are signs that the worst is over and approvals for new dwellings and offices are increasing. Meanwhile, infrastructure spending is expanding exponentially, including projects such as the NW Metro, Western Sydney International airport and Aerotropolis, The Aerotropolis is estimated to support 200,000 jobs in the next 20 years. The airport

Penrith, Parramatta and other cities in the region will expand in consequence, attracting new jobs. More people will want to live in GWS, which will breed new leisure industries.” – David Pring. will also support an estimated 11,000 direct and indirect jobs during construction and an estimated 28,000 within five years of opening. It will also create more connectivity in GWS which brings further opportunities for small businesses to reach out and create new markets. Penrith, Parramatta and other cities in the region will also expand in consequence, attracting new jobs. More people will want to live in GWS, which will breed new leisure industries. Simultaneously, many family businesses in the area should look at how they can expand, sell, or set up for the future by putting strong structures in place to transition businesses to the next generation. This relative “business as usual” budget will instil more confidence in the marketplace and hopefully the outcome of the State/Federal financial relations review will remove any remaining uncertainties. David Pring is Partner in Charge, KPMG Greater Western Sydney.

Western Sydney in the driver’s seat

HE NSW Government is getting on with the job of transforming the Western Sydney road network with over40 projects worth in total more than$1B currently in progress or planning across the region. Throughout Western Sydney an army of workers are building, widening, extending, and duplicating roads to future proof one of the state’s fastest growing regions. Treasurer Dominic Perrottet said currently more than 845,000 journeys to work start and end in Western Sydney and 64 per cent of those are by car. “Western Sydney is one of the fastest-growing regions in NSW and the NSW Government is building roads to cater for future generations and address the expected increase in congestion,” Mr Perrottet said. “More than two million people are living in Western Sydney with the population expected to grow to three million over the next 20 years, which is why the NSW Government is planning now.” The NSW Budget 2019-20 has secured more than $1B in funding for critical road projects across Western Sydney to help the region get ahead of the game including: • $631M for the NSW Government and Federal Government funded road upgrades to support new Western Sydney Airport. • $107.4M on the M4 Smart Motorway between Parramatta and Penrith to increase trip reliability and improve road safety. “The Budget is not only delivering the roads people need to move around Western Sydney faster but is also creating jobs with more than2000 people currently working on road projects across the region and will only grow as more work is carried out,” Mr Perrottet said. Minister for Roads Andrew Constance said much of the work was supporting the new Western

WESTERN SYDNEY BUSINESS ACCESS JULY 2019

“

Currently more than 845,000 journeys to work start and end in Western Sydney and 64 per cent of those are by car.“ - Treasurer Dominic Perrottet. Sydney Aerotropolis, which is estimated to provide around 200,000 new jobs. “We have more than 40 projects in planning across Western Sydney, which will feature new and upgraded roads providing safer and more reliable journeys for the thousands of drivers,” Mr Constance said. “Work is in full swing on the Windsor Bridge replacement project and shovels are in the ground along Mulgoa and Castlereagh road. We’re also seeing great progress on the upgrade between Union Road and Museum Drive.” Western Sydney Road Upgrades in planning or commenced ($167M for 2019-20): • New Hawkesbury River crossing at Richmond. • Pitt Town Bypass at Pitt Town. • Prospect Highway between Reservoir Road to St Martins Crescent at Prospect. • Windsor Bridge replacement at Hawkesbury.

Parramatta CBD and, inset, Treasurer Dominic Perrotet.

• M4 Motorway, Hill Road Westbound Off ramp at Lidcombe. • M4 Smart Motorway Parramatta to Penrith. Western Sydney Infrastructure Plan ($631M in 2019-20): • Bringelly Road, Bringelly upgrade sat Leppington. • M12 motorway, M7 to The Northern Road at Badgerys Creek. • The Northern Road between Narellan and Penrith. • Western Sydney Growth Roads ($195M for 2019-20): • Campbelltown Road upgrade Stage 1at Edmondson Park. • Mamre Road upgrades between M4 and Erskine Park Road at St Clair.

• Memorial Avenue, Old Windsor Road to Windsor Road at Kellyville. • Mulgoa Road upgrades, Penrith to Glenmore Park. • Spring Farm Parkway at Menangle Park. • The Horsley Drive, between the M7 Motorway and Cowpasture Road, Horsley Park to a four-lane divided road. Western Sydney Long Term Strategic Transport Corridor Preservation. Additional investments: • $695M commitment for technology upgrades to reduce congestion across the road network including Western Sydney. • $450M commitment to reduce congestion at a further 12 pinch points including at intersections along major arterial roads in Western Sydney.

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Darwin was right, says property CEO

OUGLAS Driscoll, CEO of real estate group Starr Partners, believes the real estate sector has reached its technology intersection. While innovation enables agents to automate and digitise their processes, he says it poses problems for an industry that needs to learn how to strike a better balance between implementing cutting-edge technologies and retaining the right level of human involvement. “Although PropTech is a key topic of conversation in our industry, many real estate businesses lack the technological know-how to respond to it immediately and proactively,” says Douglas. “Charles Darwin was right when he said that it is those that are most adaptable to change that will ultimately survive; and that quote is never truer than when looking through the lens at our own industry.

Douglas Driscoll.

“In my opinion, we have now reached the intersection of humanity and technology. Even

though our everyday lives are deeply entwined with this new wave of innovation, we cannot afford to become overdependent on it, as technology is a great servant, but a bad master.” As many global companies turn to artificial intelligence and other technologies to transform how they interact with customers, Douglas says the real estate industry must also begin deploying a variety of technologyenabled solutions to strengthen the customer experience. However, he is warning agents to be careful when picking and choosing the PropTech they implement in their business, and to be wary of what is a toy and what is a tool. “In today’s competitive business environment, we need to come to terms with the fact that we are in a permanent state of transition when it comes to technology – and in any

transition, different people adapt at different rates,” he said. “Trying to fathom how exactly technology is changing the way we do business is a constant challenge, and we need to be very diligent when selecting third parties to assist with digital engagement strategies. “It can all get a bit overwhelming when we are inundated with a seemingly endless barrage of messages from companies that are trying to convince us that their new product is the next best thing. “In my opinion, technology should be used as an enabler to compliment – and not replace – what we do. We should not fear disruption, but rather disintermediation. Let’s not forget that moving home is an emotional process, so we still need to be at the front and centre of these transactions.”

Region invited to second annual sleepout

INNIES is calling on business and community representatives from across Western Sydney to register for the Vinnies Western Sydney Community Sleepout. An initiative of the St Vincent de Paul Society, and following on from the national Vinnies CEO Sleepout, Community Sleepout events provide everyday people with a brief glimpse into the harsh reality of homelessness faced by more than 116,000 Australians on any given night. The local event will see dozens of participants come together to spend a night in the cold at Western Sydney University’s Parramatta South Campus on Friday, August 30, aiming to raise awareness and much-needed funds to support those at risk

of homelessness across Western Sydney. A February 2019 Parramatta City Council count found more than 90 rough sleepers in the Parramatta CBD and fringes – an increase of 44 per cent from the previous year. At the same time, a total of 394 people experiencing homeless were counted across the local government area, which was the highest number recorded since the count began in 2010. In response to the growing issue, organisers of the Western Sydney event hope to raise $80,000 in support of Vinnies services that aim to prevent homelessness. The money raised will help fund emergency relief and financial assistance for people facing homelessness; and address

social isolation through support, advocacy and referral programs. Vinnies’ Parramatta Central Council President, Anne Stanfield, said there’s a growing need for Vinnies services across the region, with cost of living and housing stress seeing people struggle to make ends meet. Western Sydney Community Sleepout Ambassador and St Vincent de Paul Society NSW executive, Susan Goldie, has a personal fundraising goal of $5,000 for this year’s event and encouraged local businesses and community groups to get involved to show that, as a community, we stand together. Register to participate, sponsor a participant, or learn more about the initiative at www.communitysleepout. org.au/western-sydney

Western Sydney Community Sleepout Ambassador, Susan Goldie, rugs up in preparation for the event with St Vincent de Paul Society Parramatta Central Council President, Anne Stanfield; CEO Sleepout Founder, Bernie Fehon; and Western Sydney University Pro-Vice Chancellor Simon Barrie.

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Riverside hosts 200 business guests

IVERSIDE Theatres in Parramatta hosted the business community of Western Sydney as well as more than 200 distinguished guests on Monday, July 1 for their July Spotlight Fundraising event. The Lord Mayor of Parramatta, Cr Andrew Wilson, welcomed political guests Dr Geoff Lee MP, fellow Parramatta Councillors, as well as councillors of neighbouring local government areas for the successful night.

Spearheaded by Dr Jim Taggart OAM, the Deputy Chair of the Riverside Advisory Board, the evening raised funds for disadvantaged students to participate in the Riverside Education program, for people with disability to take part in the Beyond the Square program, and for the development of new work and artists through the production arm, Riversideâ&#x20AC;&#x2122;s National Theatre of Parramatta.

Photos by Katrina James of Western Sydney Business Photography.

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JULY 2019 SPONSORED BY HILLS SHIRE COUNCIL

Asmina Karpouzas TAFE

Nigel Rayner 360 HR, Session Chair

Sam McCarthy Macquarie Bank

Michael Edgar GM Hills Shire Council

Alex Thorp Lewis Land Group

Tony Merhi Rydges Norwest and Merc Capital

Joan Stone Cubby House Child Care

Michael Walls Publisher, Access News Australia

Simon File Managing Partner, Findex

Darryl McCallister Netcare

Andrew Frank Frank Law

Angus Gordon Senior Manager Development GPT

Tim Spencer Mulpha Amanda Brisot Western Sydney Business Connection

Dave Moreton Rouse Hill Town Centre

SYDNEY HILLS

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Marketing our Region

The Access News Australia Regional Roundtable is an invitation-only forum of influential people that have an interest in developing business excellence, exchanging ideas and networking. The ANARR meets in a private board room setting. Following is an edited transcript of the latest Round Table session which was held at the Pioneer Theatre at Castle Hill. WESTERN SYDNEY BUSINESS ACCESS JULY 2019

SYDNEY HILLS - BUSINESS ATTRACTION

Hills Business Attraction 2019 Nigel Rayner: Welcome everyone. So, to open up, we might just go around the table quickly and just get a bit of a snapshot of who you are and where you’re from. Tony Merhi: My name is Tony Merhi. I am the CEO and owner of Merc Capital and affiliated companies. We’re primarily developers and builders but we also own and operate successful retail, leisure, office and industrial assets. We also invest in technology and gaming start-ups. Alex Thorp: Alex Thorpe is my name. I’m with Acquisitions and Development at Lewis Land Group. We’re a private Sydney based development business. We develop anything from Master Planned communities, pubs and retail shopping centres. We haven’t done a lot in The Hills area. But we do own The Fiddler Hotel which we’ve owned since 2003. And I was involved in the purchase of that and the redevelopment of that in 2006. And now, we’re building a Mercure Hotel there at the moment – a 78 room hotel which we’re opening in July. So, pretty excited about that. Nigel Rayner: Well, today’s a good start. You’ll learn lots of things today. Nigel Rayner: Simon? Simon File: So, I’m Simon File. I’m the Senior Partner at Crowe Horwath – or now called Findex. Based up the top of Norwest Boulevarde. I was the Founding Partner of that office out there. Moved out from the city in 2005. And our reason for coming out here was that we wanted to bring top tier levels of accounting and tax advice out to The Hills. We saw the area growing and prospering, and saw the prospects for the future as being extremely strong. So, we wanted to be – you know – be local, be part of the community. And I think we’ve enjoyed that over the last sort of 14, 15 years. The wider firm: there’s 110 offices. Fifth largest accounting firm in Australia. Nigel Rayner: Thanks Simon. Amanda Brisot: I’m Amanda Brisot. I’m General Manager of the Western Sydney Business Connection. We are obviously a Western Sydney-wide networking business engagement group. We’ve been around in the region for 30 or so years. We focus mainly on the SME – the small to medium enterprise market. We do a lot in the space of industry development, advocacy, business networking and professional development. Sam McCarthy: Sam McCarthy. I’m from Macquarie Bank. We’ve had an office in Western Sydney, out at Parramatta, for the last 15 years. I’m one of the Directors out of that office. And we focus on private family businesses that are looking to grow in property services – so real estate agents, strata, professional services and commercial property investors. So really excited to be here and be a part of what’s happening in the growth of Western Sydney. Nigel Rayner: Thank you. Joan Stone: Thanks, Michael, for inviting me. I’m Joan Stone, Cubbyhouse Child Care and also Young Scholars at Norwest and I have two RTOs. We have 760 students from oversease at the moment at our Kent Street centre in the City. They stayed three days out here at Norwest because there was no train line. So hopefully, now there’s going to be a train line, we’ll be able to fill our office as well, in the Council Chamber building. Nigel Rayner: Thanks Joan. Darryl? Darryl McAllister: My name is Darryl McAllister. I own an IT services business.

The Hills Round Table in action.

We’re based in Norwest. My business is called NetCare. We’re across the road from Hillsong. So, we’re also immediately across the road from the train station that’s opening this Sunday. And that’s going to be very exciting for our business – which I guess we’ll talk about more during this session. A focus for our business is medium sized organisations. architects, engineers, construction is where we think we do our best work. Nigel Rayner: Excellent. Tim Spencer: Executive General Manager of Mulpha Norwest, the parent developer of Norwest Business Park. We essentially control about 40% of the future growth of the business park – whatever that growth might end up. But we’ve been around for 25 years. And I think it would take us about that long to get through the rest of it. So, quite an interesting journey for The Hills. Michael Edgar: Michael Edgar, General Manager of The Hills Shire Council. I’ve worked in Local Government for nearly 35 years. I’ve been here at The Hills for 14 of those years and General Manager for the last two. And thanks for the invite today. It’s great to be here. Nigel Rayner: Thank you. Michael Walls: I’m Michael Walls. I’m the publisher of Western Sydney Business Access. We also have several other publications in different sectors. And we’ve been doing the Round Tables now for about five years. We’ve had about 40 of them. And this is our second one we’ve done in The Hills. It’s great to see everyone here today. And it’s such an impressive group of people. So, thanks for coming. Dave Moreton: My name is Dave Morton and I work for the GPT Group. And my role is actually the lead role at Rouse Hill Town Centre. So that’s one of GPT’s assets that we own in Australia. There’s two more that I manage as well – one up in The Hunter – Charlestown Square – and there’s one in Leichhardt as well, which is Norton Plaza. So, Rouse Hill itself there used to be a golf course but now, it’s 11 years old and it’s really hit its straps for the last few years. And recently, it was quite a

bit – it’s the twelfth most productive shopping space in Australia, which is pretty phenomenal it’s only recently been built. Nigel Rayner: Thank you. Mina Karpouzas: Thank you. Mina Karpouzas, Manager of TAFE Services for NSW TAFE. Thank you very much for the invite. My role carries four distinct pillars which are Operational delivery across five campuses in the Western Sydney region, Customer Relations with Industry and communit. Schools to work collaborate and create pathways and lastly Customer Experience. I’m excited to be here and look forward to some great opportunities. Nigel Rayner: Thank you. Angus Gordon: Thank you. Angus Gordon, Senior Development Manager with GPT. As you heard from Dave, a lot of people call me Gus. So, feel free. I’m working on the expansion of Rouse Hill Town Centre, which we’re looking to get underway some time in 2020 along with looking at the Master Planning for the Northern Precinct, which we’re also quite excited about and looking how we position that land to respond to the infrastructure investment and changing nature of The Hills and the economy that’s emerging out here. And I think in relation to Rouse Hill Town Centre from a GPT perspective, that’s certainly been a game changing project – not just for Rouse Hill and The Hills, but also for us as an organisation. Andrew Frank: Andrew Frank. I’m the Founding Partner of Frank Law. We’re a boutique corporate law firm. We have matured from a more general practice to being very specific in terms of corporate advisory/corporate restructuring. We provide a sophisticated area of advice for Family Law, particularly where there are significant business structures and corporate structures involved in the asset pool. We were in Baulkham Hills. Nigel Rayner: Thank you. And thanks everyone for the introductions. So, today’s Round Table is following up from a Round Table held back in December 2016. I think Andrew and the twp Michaels were involved in that. So, that first Round Table was about opportunities, road blocks

and solutions for The Hills. So, today is a follow-up. But, today is a little bit different. We’re actually talking about growth and how we can actually leverage off the development and the growth we’ve had in The Hills and market better to the outside world. So, we know how fantastic The Hills is. But we need to make sure that our staff, developers, other businesses are attracted and know how good it is here too. So, you’re here today to give some input into that. But, out of the first Round Table – and you’ve each got a copy there, to have a read at any time. But the key things that came out of that were: • Traffic, Norwest Boulevarde • Access to talent. So, getting the right staff attracted and retained in The Hills. • Obviously, the big building developments at that stage. And I think we can all look back and say, since December 2016 till today, there’s been some ginormous change in The Hills. It’s a once in a lifetime transformation going on. And obviously, part of that is the Sydney Metro Norwest Rail Line. So again, as I said, we know how good The Hills is. We need to find a strategy and a vision and clearly disseminate that to others that don’t. How at the moment do you leverage that to your staff or to other businesses to attract them to The Hills? Does anyone have any strategy that they employ at the moment that’s effective? Tim Spencer: I don't know if it’s effective. But we literally just put on an additional Sales Consultant to get on the road. Our traditional market has been probably 95% local and within a kind of 15 kilometre radius. And we’ve just kind of consciously put someone on to really start reaching into Chatswood and reaching into Parramatta and start building our connections into those spaces. Historically, we let people come to us, rather than go to them. And two weeks ago, we put someone on to get out there. Alex Thorp: We did something similar actually. And I mean the growth in a pub business is really functions. There’s only so many people. I mean we’re pretty full-on at Saturday night and Sunday lunch. It’s during the week that pubs need patrons. Continued from page 24 WESTERN SYDNEY BUSINESS ACCESS JULY 2019

SYDNEY HILLS - BUSINESS ATTRACTION definitely shown through the 20 to 30 year old exodus out of The Hills. So, we’re very conscious of trying to support that, in due course, as much as we can.

Continued from page 24

And we really fill that void with functions. So we’ve put a new functions person on. They’ve been travelling around Norwest over the last couple of weeks in particular, and had fantastic traction. We get a lot of wakes. We’ve got a cemetery almost across the road. So, we have four or five wakes a week. People drink at a wake. So, that’s really the growth in our business. And, you know, it’s limited at the moment because we just haven’t tapped into particularly Norwest and other parts of the region. So, that’s something we’re focussing on. Nigel Rayner: And those particular staff members – what’s their sort of agenda? How do they work for you guys? Tim Spencer: We’re currently putting together just a little bit of a brochure – whether it be kind of “Why Norwest?” or – attracting people to the area, as opposed to selling the product. So, we’re just trying to change our focus a little bit to be away from specific partners or townhouses or land lots to actually Norwest: Why would you bring your family or your business to Norwest. So, you know, I think there’s probably ample opportunity for contribution into that. Michael Walls: Is that a marketing campaign, Tim, that you’re doing? Tim Spencer: Essentially a roadshow. So, you know, we’re looking to reach into that next ring, I guess, of people that we think would come to Norwest. You know. Why wouldn’t you live in Norwest, as opposed to Chatswood? Or, Why would you take your business to Parramatta when you can probably come and get more support in a local community in Norwest, and grow – and then feed into Parramatta once you’re big enough? Andrew Frank: It sounds like you’re recognising your clients to be people and not commodities. Tim Spencer: I would definitely think that’s right. I’d hope that’s right. Andrew Frank: Well, I think a lot of businesses don’t. I think a lot of peole see them as commodities. Tim Spencer: We actually have had a big movement away from what our product is. And, you know, historically our product is actually bricks and mortar and dirt – right? Our product’s not that. Our product is actually the community increasing and support frame that we can sell them. Mina Karpouzas: In my opnion I believe that the new rail network will change it up and we need to consider this. Tim Spencer: The lifestyle.So we’ve kind of recognised – and I’ll put up my hand – Norwest Business Park hasn’t done that very well, really, over the last 25 years. Our amenity at Norwest has been reasonably poor. And I think that has

Simon File. WESTERN SYDNEY BUSINESS ACCESS JULY 2019

Michael Edgar: I think too, speaking as a large diverse employer in The Hills, there’s no one answer that will give you the silver bullet to solve your attraction and retention woes. We are lucky. We traditionally have single digit staff turnover per annum and that’s over approximately 580 emplyees. So that tells us we’re doing a lot of little things right. The key professions that we do struggle with is in the Engineering and the Town Planning fields. The reason we struggle is that we are competing with big utilities organisations, developers and consultancies in this economic cycle. If you think of the infrastructure spend in NSW over the last 2 terms of this Government, those projects and the activity that cascades off it, provides a lot of opportunities. These conditions have prevailed now for over 5 years and it has taken a lot of capacity – both in terms of resources, plant, equipement and labour as well. So, we need to compete in that environment. It means we don’t have as many candidates to choose from but once we do recruit someone, we tend to hang on to them.

The other area of the business where we struggle is with our outdoor workforce. We seem to have constantly somewhere between 10 and 15 vacancies at a time and the candidates we attract are very small in number and it takes a long time to fill those positions. Some of the problem is related to where our workers in these areas live and generally, for affordability reasons that is outside our Shire. So, that’s where linkages into our Shire are incredibly important. A lot of our employees come from as far away as Penrith, south of Campbelltown, Hawkesbury, Blacktown and Parramatta. So, if it wasn’t for regional links like Motorways and metros, those motorways workers wouldn’t be here. So clearly, there’s a need to not only have housing that business owners want to live in – and our jobs are going to be grown primarily by existing businesses, we need to have a diverse housing product and lifestyle that suits a broader workforce. Your organisation’s got to be very attentive and attuned to your staff’s needs and the markets you’re operating in – who you’re competing with.

Nigel Rayner: And you touched on about the staffing. So, we may as well go down that path at the moment. You mentioned about Engineering and Town Planning, for example. I’m in Recruitment and HR, and my background’s Engineering. So, I know it pretty well. But also, the labour force – do you think – with the labour force it’s hard because, again, a person mowing a lawn can quite easily go to a construction site, getting a Traffic Controller ticket and be paid quite well – and Engineering – do you think they’re both just holes in the market that aren’t applicable just to The Hills? It’s industry-wide, Australia-wide?

Joan Stone and Darryl McAllister.

Michael Edgar: It certainly is. I think I wouldn’t be the only Council that struggles in those areas. Right across the State.

Tim Spencer: Essentially kind of through the middle. You’d call it the Inner West or that next ring out of the CBD.

Alex Thorp: Some Councils do it tougher than others. I mean we’ve been doing some work at Wollondilly, and they cannot get Planners. I mean they’ve got a backlog of DAs as far as your eye can see. It’s insane.

Simon File: OK.

Tim Spencer: I’d like to throw something out there, though, in regards to attracting tenants – talent. And Michael, you’ve touched on two things: the importance of housing diversity so that you can travel through your journey of life and stay within your local community. I’m a massive believer in that. And so, whether you’re mowing lawns or you’re getting a lift up to a Traffic Controller, or getting into the office and becoming a shiny bum, or becoming an exec – there’s a journey to be had there that, you know, the housing diversity should support, within your local community, so you don't have to leave your local community because once you’ve made a mate, you don't want to move an hour away when you have to move houses because you’ve got a couple of kids. Mina Karpouzas: There are two markets, those that come to live and those that come for a short stay. They make for a unique marketing campaign. Those that come to live here want everything in their community – lifestyle. However those that come for a short stay this needs to be marketed differently.

Tim Spencer: They’re moving West – not coming in. That’s my experience, anyway. Dave Moreton: But what’s going to draw them out here? Is it going to be lifestyle? Absolutely, it’s going to be lifestyle. Michael Edgar: I think you’ve got to be a bit careful too. When you look at our demography and the movement of people – we’re very strong in the 0 to 18 year olds and then from age 35, right the way through. Dave Moreton: Michael, which is great for us as a Shopping Centre. That’s young families. Michael Edgar: I think you’ve got to get into the heads of the 18 to 35 year olds to see why they leave. I don't think you don't have to go too far from our own selves to know what we were doing at 18 to 35. This is the period of your life that you are entering the workforce, participating in tertiary study and exploring what the world has to offer and there is no doubt Cities are a huge attraction to young people. So, I don't think we need to be all things to all people necessarily. . Dave Moreton: But I guess you mentioned the return, people return. Where do they go in the first place?

Tim Spencer: Well look, I think The Hills has the housing typology. Probably what The Hills is lacking is the bottom end of the scale, right – the affordability side. So that could be a policy thing. But I think Hills has a real advantage over some of the other super growth areas in Sydney in regards to its current infrastructure and housing typology. You can make it work. In regards to the Metro being an $8 billion piece of infrastructure that’s exciting to work on – well, guess what, The Hills has easily got in excess of $10 billion worth of development to be had in the next kind of decade to two decades. And if we package that up and pitch to those, like a well founded, controlled sell/pitch proposition, then I think the talent is there. It’s super exciting in regards to the opportunities the talent in our area can have. How many regional centres are there in Australia? Five?

Michael Edgar: To chase their dreams and see what life has to offer I think.

Simon File: Just a question. If you follow that process through, where are these people living today? And why are they not making the decision to move there? And – yes – so, answer the first question. Where do you think those people are today? Where do I find the people that are working in Norwest living today?

Simon File: I mean, look, people want to give the city a go at that age – the lifestyle and the opportunity. But I think, with some of these developments that are going on with bringing pubs in. I mean when we first started in the office out here, there wasn’t

Amanda Brisot: So,to understand it instinctively that, from a talent attraction perspective – and I’d be interested to hear your views – what you struggle with is the kind of young guns, attracting them. What you don't struggle with is robably the middle aged people that are settling down and having a family. And whether or not we will ever be in a position – I’m talking from Western Sydney, not just a Hills perspective – where we will attract the young guns – and I certainly know that, EY and Deloitte and all those guys, they definitely struggle for that kind of talent which is their bread and butter, I think. Nigel Rayner: Is that just for the industry in general or just The Hills?

Continued on page 27

Planning Planning for our future for our future Planning for our future The The Hills Hills Local Local Strategic Strategic Planning Statement

Planning Statement

You are invited to have your say on Council’s draft Local Strategic Planning Statement, Hills Future You are invited to have your say on Council’s draft 2036, and supporting strategies.

TheStrategic Hills Local Strategic Local Planning Statement, Hills Future 2036, and supporting strategies. Planning Statement

The Hills Future 2036 and the Implementation Plan will establish the vision for our Shire. They set out planning priorities and corresponding actions for the next 5 years that will provide for You arejobs, invited your saygrowing on Council’s housing, parks to andhave services for our population.draft

The Hills Future 2036 and the Implementation Plan will establish Local Strategic Planning Statement, Hills Future The following strategies inform support draft Local Strategic the vision for our Shire. They setand out planningthepriorities and Planning Statement, and are also on exhibition: corresponding actions for thestrategies. next 5 years that will provide for 2036, and supporting • Draft Housing Strategy; housing, jobs, parks and services for our growing population. • Draft Productivity and Centres Strategy;

TheDraft Hills Recreation Future 2036 and the Implementation Plan will establish • Strategy; The following strategies inform andLand support thepriorities draft Local the Draft visionIntegrated for our Shire. They set planning and Strategic • Transport andout Use Strategy; Planning Statement, and exhibition: corresponding actions forare thealso nexton 5 years that will provide for • Draft Environment Strategy; housing, jobs, parks and services for our growing population. • Draft Strategy. • Draft Rural Housing Strategy;

• andinform Centres TheDraft following strategies andStrategy; support the draft Local Strategic View theProductivity Exhibition Material Planning Statement, and are also on exhibition: • Draft Strategy; The draft Recreation Local Strategic Planning Statement and strategies • Draft Housing Strategy; are available for viewing at the following locations: • Draft Integrated Transport and Land Use Strategy; • Draft Productivity and Centres Strategy; • Council’s websiteStrategy; www.thehills.nsw.gov.au/hills-future-2036 • Draft Environment • Draft Recreation Strategy; • Service Centreand Complex: 3 Columbia • Draft Strategy. • Customer Draft Rural Integrated Transport Land Use Strategy; Court, Norwest (Monday—Friday | 8:30am—4:30pm) • Draft Environment Strategy; View theRural Exhibition Material Draft Strategy. • Council’s Libraries The draft Local Strategic Planning Statement and strategies View the Exhibition Material are forStrategic viewing atPlanning the following locations: Theavailable draft Local Statement and strategies

are available for viewingwww.thehills.nsw.gov.au/hills-future-2036 at the following locations: • Council’s website

Submissions Deadline: 9 August 2019 | Enquiries: • Council’s website www.thehills.nsw.gov.au/hills-future-2036

• Customer Service Centre Complex: 3 Columbia Court, • Customer Service Centre Complex: 3 Columbia Court, Norwest Norwest (Monday—Friday (Monday—Friday || 8:30am—4:30pm) 8:30am—4:30pm)

• Castle Hill Library: of Castle Street and Pennant Street, Castle Hill • Corner Castle Hill Library: (Monday—Friday 9:30am—8pm, Saturday Corner of Castle Street and Pennant Street,9:30am—5pm Castle Hill and Sunday 1pm—5pm)

(Monday—Friday 9:30am—8pm, Saturday 9:30am—5pm

• Vinegar Hill Memorial Library: and Sunday 1pm—5pm) 29 Main Street, Rouse Hill Town Centre (Monday—Tuesday, Friday 9:30am—6pm, Thursday 9:30am—9pm, • Wednesday Vinegar Hill &Memorial Library: Saturday 9:30am—5pm and Sunday 1pm—5pm) 29 Main Street, Rouse Hill Town Centre (Monday—Tuesday, • Dural Library: Castle Hill Library: Wednesday & Friday 9:30am—6pm, Thursday 9:30am—9pm, Pellitt DuralStreet (Monday TuesdayStreet, 10am—5:20pm, CornerLane, of Castle and &Pennant Castle Hill Saturday 9:30am—5pm and 1pm—5pm) Wednesday 10am—7pm andSunday Thursday—Friday 10am—1pm) (Monday—Friday 9:30am—8pm, Saturday 9:30am—5pm and Sunday 1pm—5pm) • Baulkham Dural Library: • Hills Library: Street, Baulkham Hills (Monday—Wednesday • Railway Vinegar Hill Dural Memorial Library: Pellitt Lane, (Monday & Tuesday 10am—5:20pm, 10am—8pm, Thursday—Friday 10am—5:20pm 29 Main Street, Rouse Hill Town Centre (Monday—Tuesday, Wednesday 10am—7pm and Thursday—Friday 10am—1pm) and Saturday& 10am—1pm) Wednesday Friday 9:30am—6pm, Thursday 9:30am—9pm, • Baulkham Hills Library:and Sunday 1pm—5pm) Saturday 9:30am—5pm Attend Drop-In Sessions Street, Baulkham Hills (Monday—Wednesday • Railway Dural Library: Council will be conducting informal drop-in sessions where staff will be Pellitt Lane, (Monday & Tuesday 10am—5:20pm, 10am—8pm, Thursday—Friday 10am—5:20pm available to answer Dural questions. These will be held at: Wednesday 10am—7pm and Thursday—Friday 10am—1pm) and Saturday 10am—1pm) • Norwest Marketown • Baulkham Hills Library: Friday 12 July 2019 | 11am—3pm Railway Street, Baulkham Hills (Monday—Wednesday Attend Drop-InHills Sessions • Baulkham Stockland Mall 10am—5:20pm 10am—8pm, Thursday—Friday Council will be conducting informal drop-in sessions where staff will be Saturday 20 July 2019 | 10am—1pm and Saturday 10am—1pm) available to answer questions. These will be held at: • Vinegar Hill Memorial Library Attend Drop-In Sessions Thursday 25 July 2019 | 11am—7pm • Norwest Marketown Council will be conducting informal drop-in sessions where staff will be • Dural Library Fridayto 12answer July 2019 | 11am—3pm available questions. These will be held at: Saturday 27 July 2019 | 10am—1pm • Marketown • Norwest Baulkham Hills Stockland Mall • Castle HillJuly Library Friday 12 2019 | 11am—3pm Saturday 20 July 2019 | 10am—1pm Thursday 1 August 2019 | 11am—7pm • Baulkham Hills Stockland Mall • Vinegar Memorial SaturdayHill 20 July 2019 |Library 10am—1pm

25 Memorial July 2019 |Library 11am—7pm • Thursday Vinegar Hill Thursday 25 July 2019 | 11am—7pm 9843• 0597 Dural Library • Dural Library Saturday 27 July 2019 | 10am—1pm Saturday 27 July 2019 | 10am—1pm

Visit: www.thehills.nsw.gov.au/hills-future-2036 • Castle Hill Library • Council’s Council’s Libraries Libraries •

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• Castle Hill Library Thursday 1 August August 2019 2019 || 11am—7pm 11am—7pm Thursday 1

1/7/19 8:40 am

Submissions Deadline: 9 August 2019 | Enquiries: 9843 0597

Visit: www.thehills.nsw.gov.au/hills-future-2036

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1/7/19 8:40 am

SYDNEY HILLS - BUSINESS ATTRACTION Continued from page 25

a pub in Norwest which is just ridiculous. So having some more facilities like that – what the Colossimos are doing around the Town Centre and the development out at Rouse Hill and being able to jump on a train and go from Norwest out to Rouse Hill, if you wanted to. I mean that’s pretty cool. Dave Moreton: Can I just challenge the view, though. My one is based on the fact that: does everyone want to go into the City? Simon File: No. They don’t. Dave Moreton: There seems to be a shift and it may be something about affordability, of kids having to go to Tertiary education but actually stay at home through education, as opposed to having to go to a different location. And that’s what maybe causing the drain, where there’s actually no Tertiary education in the Shire to keep them here. Simon File: It’s not far away though, I mean, Parramatta or Macquarie. Dave Moreton: And the rail will make that easier. There’s no doubt about it. It does make it a lot more accessible. Tim Spencer: But I’ll quickly throw it out there. The young guns want it all right? And the young guns want to be able to get into the market reasonably early in regards to investment .And then they want a global platform. The city gives them a global platform. Now in my opinion where the world is going in terms of breaking down into smaller SMEs and the connection of those SMEs and the abilities of those to go global, it is the way we get those young guns to stay in The Hills. If they’ve got opportunities to actually take an equity stake in a small SME that has global reach, there’s the power. They don’t need to go into the city and work for one of the big guys. No-one wants to work for the big guys any more. Joan Stone: No. Tim Spencer: Right? They can’t take an equity stake in that. I think there’s a very limited few that want to go and work for the big boys. I’m regarding Macquarie Bank as one of the big boys. But I actually think there’s a general movement away from them. Mina Karpouzas: Can I just also add: I guess TAFE is just down the corridor. So, we’ve got Baulkham Hills and Castle Hill. So that needs to be noted. But, in addition to that, I am working with a couple of the industries in my local fotot print profiling and getting a good understand. What I can say is a private hospital down the corridor who once upon a time struggled to retain employees is now finding it easier. One of their key attractions to attracting their new recruits is the new rail line and most of their workforce don’t live in the area. They’re out of the area. The new rail line will bring a positive outcome to many. We’re on a new era. Dave Moreton: I think, from my point of view, in terms of who we employ in the Shopping Centre, the difference it’s made for us embracing diversities has been really key. So, returning women from childbirth – it’s been really, really good in terms of jobshares as well. So, rather than having one head count, we’ve actually got 1.2 headcounts where we’ve got people doing three days and people doing three days and crossing over. Mina Karpouzas: That’s amazing. We need more of that. Dave Moreton: And it really does make a difference because you’re retaining top quality talent. But their feeling is that it’s on a basis where they can become comfortable and they can also not miss their kids growing up which is obviously really, really WESTERN SYDNEY BUSINESS ACCESS JULY 2019

The Hills Round Table in action.

essential. But celebrating that, recognising that is just really really important. I mean, you know, maybe the area could be renowned for that. Nigel Rayner: Darryl, basically you wanted to touch on that point? Darryl McAllister: Well, I think it was just to reaffirm the fact that, I think something we’ve done very successfully in our business over many years is we’ve got very high retention of our staff over a number of years. I think at least a third of my staff have accrued long service leave. Tim Spencer: Any young guns? Do you employ young guns, or what’s your demographic? Darryl McAllister: Oh well, we have a mix. Like I’ve certainly always had the strategy that if the IT industry has got a problem with shortage, then every company, big or small, has got to do its bit to bring people through from the beginning. And we’ve had a lot of success from TAFEs over the years. My Operations Manager now who earns a six digit salary. Mina Karpouzas: That’s good to know. Darryl McAllister: Graduated from Baulkham Hills TAFE and as a second career type situation. And he’s just fabulous. He’s been great for our business. And it was about the fact that because of our location in Norwest, we tend to attract a certain type of person in the first place – perhaps not the person that wants the City job. And so, that just means that all my staff come to work. They always turn up on time. I guess the point I’m trying to get across is that we all come into work. We work hard during the day. We’ve got our customers to look after. There’s a little bit of fun every now and again. Mina Karpouzas: I mean, if we’re trying to attract what we call “young guns” what about looking at it targetting schools. You’ve got a lot of Year 12s who don’t want to actually go to Uni, who just want to go in and earn some money before they decide what they want to do. If we can bring some more trainneeships and apprenticeships that will really benefit. Darryl McAllister: I’ve had a couple of conversations spot-on in that we change our kind of continual education approach and the traineeships, the apprenticeships, the mentorships. I just couldn’t agree more massively. Mina Karpouzas: Joan you’ve got and you know, early childhood centres. It’s just really about collaborating and working to-

gether, because the schools are hungry for it. And when I go to the schools and I talk to the Principals, I mean they’re equally expressing the same type of concern that there isn’t enough happening. Tim Spencer: I think I’m getting encouraged by the young people’s ability to actually see authenticity and to see through fake news and to know what’s real and not. They work it out really quick. So, if your business isn’t authentic, then you’ll dropped off pretty quickly. The authenticity of The Hills is also the connection to heritage which is the older people and the experiences. What I’m also seeing across the board is that younger family. We are seeing people have kids younger. Andrew Frank: If we’re talking about growing The Hills and growing Western Sydney, I mean there are two fundamental principles, aren’t there? There has to be employment opportunities for them.

Darryl McAllister: They’re baling out of the bus trip down the M2 every day. And we’ve got people working for us. I can think of one example of someone who used to work in the City. And they’ve bought a home in one of the new estates and they’ve moved in there. They’re of Indian background. They’ve got all their friends. There’s lots of IT people with Indian backgrounds who live in this area. And like a couple of days a week he leaves at 2 o'clock, there’s something to do with sharing with his wife – I don't know the details – but he goes and picks up his son. And I notice sometimes the son’s sitting in the boardroom for a couple of hours and then something happens. And I don't know what the story is. But then someone comes and picks them up or something like that. And it’s just all part of the give and take.

Mina Karpouzas: That's right.

Dave Moreton: And that’s what Tim was talking about. That’s the authenticity of the organisation. If people can know they can do that. That’s a really good thing.

Andrew Frank: At the end of the day, we have to ensure that the marketplace – that is, the people in Greater Sydney – see the employment opportunities here in Western Sydney. What are we doing about marketing that and raising the profile of those employment opportunities?

Nigel Rayner: OK. Tim mentioned about the massive attractors. So now, we’re going to flip to two of the guys that are based outside of The Hills. What do you think are the massive attractors for someone to come to The Hills? How do you see the lie of the land from outside of The Hills?

Mina Karpouzas: Correct.

Sam McCarthy: I think the lifestyle and getting away from the City for families is the attractor. We’re based in Parramatta and struggle with exactly the same sort of issues with people even though we have direct transportation lines. There are probably also unconscious and conscious biases that are also slowly being overcome as people question the calibre of staff, businesses and opportunities in the west. Across all the professional service businesses I speak to, they’re all looking for key staff. They’d probably like to pick up one or two key senior managers that they just can’t attract because they may well be facing competition in the City. But I think the amount of professional service opportunities that are in Norwest are amazing – per capita, I believe, the area has one the highest concentration of professional services in the country. When you combine the lifestyle and ability to have workplace flexibility, I think that becomes very attractive to people who live or are thinking of moving to the area. So, I see the opportunity and the sell is really from that lifestyle perspective. Some of the things that are changing are workplace flexibility and workplace culture. We have a lot of people that will work from home or offices outside the city one or two days a week and that flexibility has transformed their

Andrew Frank: And the second fundamental principal is: people need a house. And encouraging housing closer to work, you’ll have a happier family, as a matter of principle, I would have thought. And we talk about attracting young guns and they want to be in the City. Our firm is about 20, 22 in staff. The majority of them are much younger than me. And they all are local. They’re all local people. They’ve graduated from various Universities in Sydney. So, they’ve gone in different directions and have come back. At the end of the day, the young people who want to go into the City as it were, for the highlights – the glitzy lights – that’s only a phase. At the end of the day, the cycle of life is: we will marry, we will have families. Employment, housing and accommodating families has to be the three priorities that a region like The Hills has to be focussing on. Darryl McAllister: We’ve always recruited successfully from people within a 15, 20 minute commute. Someone said earlier – I think you were saying from inside. But ours are more from outside – around Rouse Hill and the new areas that are going up there.. Mina Karpouzas: That's right.

Continued on page 28

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Mina Karpouzas.

Tim Spencer.

Continued from page 27

lives, whilst still maintaining strong client outcomes. So, if you can build in that flexibility and culture with your workforce, then that builds a different proposition where you can help people live their best lives. We all ideally want a region you can live, work and play in. Amanda Brisot: And technology’s come so far. But that’s an easy thing to facilitate, isn’t it? Sam McCarthy: Absolutely. In our business, people happily work from home. And there has to be trust, obviously. But it’s changing enormously. Most people would work from home at least one day a week. But there’s a massive amount of flexibility. People leave loudly and our leaders lead by example, whilst maintaining strong client outcomes in a location and time that suites both clients and staff. Alex Thorp: That’s so true. Look, even simple things of being flexible about your start and finish times. We’ve got staff that it suits their family situation for them to start at 6:00 in the morning. And they beat the traffic. Their work sometimes is in the traffic. So, it makes it easier to service main streets and pick up kerbside linen and clean the streets when there’s no-one on them, so they can go home and get the school run. And obviously the other partner in the household is obviously doing the morning run and working back a little bit later. So when you’ve got a little bit of flexibility about your start and finish times it’s a huge difference.

Andrew Frank.

ping Centre. We built large three bedroom apartments in that area. We achieved sales at prices up to $1.3 million. Michael Edgar: Council’s a very diverse business. For example the council is into Aged Care services, Child Care, civil services, maintenance services, parks and recreation, economic development, events, community development, regulatory services, library services, property and the professional services I mentioned before. Then there’s the Corporate back-of-office. We have an in house lawyer, accountants, IT, Human resources, and customer service officers so you can see just how diverse Councils have become. And you’re absolutely right. There are certain jobs that will attract 100+ applicants but there are other jobs that you might get one or two. So, there are different bits of your business that will be easier to fill than others. Tony Merhi: I don't understand the difficulty with recruiting planners. Planning is only a three year University course. But this is where the system fails young people. We

Amanda Brisot and Sam McCarthy.

some of your competitors – because I think you can’t under-estimate the value of the visitor economy, as we call it, in attracting talent, attracting business investment, attracting residents, visitors, everybody. And I think as far as that kind of fine grain good stuff, The Hills has that sort of stuff in its veins. The Rouse Hill Town Centre is just an amazing space. But beyond that, I think that there is a lot happening in The Hills. And actually right next door in the Hawkesbury, you’ve got the Hawkesbury Heart. You’ve got some amazing assets that really make it an attractive place to come and to visit. But I think what we’re lacking as a region is just that really co-ordinated approach to promoting what is good about Western Sydney and, in particular.And I think that there is a lot that needs to be overcome in order for us to get to a place where we have a really good co-ordinated approach to promoting what is good about the place. So, what we worked on in terms of our strategy – we looked at a few key areas and the Visitor Strategies were split into four key areas. One was activating the local population. So, in order to attract an investment in terms of a Visitor Economy

Mina Karpouzas: Can I also add to that too? Organisations are using training as a way of retaining and attracting into their organisations and its working. Organisations are paying for training their staff. That’s actually booming right now. TAFE NSW can assist. Amanda Brisot: Any specific kind of training that works better than others? Mina Karpouzas: We have noticed an increase in the Leadership and Business. TAFE NSW have over 1200 courses. We work in the B2B space and can work to customise the delivery of a programme – so its real and means something to that organisation. I know one organisation specifically where in the past, they would have have about 20 applicants, the fact that they’ve mentioned training this bolstered their applicants to 100. I mean that’s enormous.

Joan Stone.

need to educate some of them that Town Planners earn more money than Architects. Mina Karpouzas: That’s why you go to TAFE.

Andrew Frank: What position was that?

Nigel Rayner: We’ve spoken about attraction. Now everyone here is going to put their marketing caps on. And it’s: how are we actually going to market the things we have here to the outside world.So Amanda, over to you. This is a question for you be cause you obviously deal with Greater Western Sydney. So, we’re up against Parramatta CBD, Macquarie Park etc. How can we market our region, in The Hills, better do you think? And what should we be marketing? What does it look like?

Tony Merhi: Accountant. ll our staff are quite happy to work here and most of them don’t live in the area. This is particularly the case with staff coming against traffic from City area. In those circumstances an hour trip in one direction could be only 20 minutes in the other. That’s the attraction. And on another note we were talking earlier about apartments in Pennant Hills selling for $1 million. We actually built three buildings in the Rouse Hill Shop-

Amanda Brisot: So, you know that we’ve been working on the Western Sydney Visitor Strategy for a number of years now. And the basic premise of that is that, rather than competing with each other, you collaborate and that there is strength in numbers. And again, that’s really not theory. But it’s a lot more difficult to co-ordinate across the region. And from what we’ve sort of been working on, The Hills really is in pretty good shape in comparison to

Tony Merhi: We’ve never had any issue attracting workers here. I recall that a couple of years ago we advertised for an Accountant and had over 300 applicants apply.

investment – tourism investment – what you need is a pumping Visitor Economy. And, for a Visitor Economy to be pumping, you need the locals to be engaging in it. I think you have that in The Hills more than you have it in a lot of other places across Western Sydney. So, my previous role was with the Sydney Harbour Foreshore Authority, and we looked after Darling Harbour and The Rocks. And, in Darling Harbour, after 36 million visits that happened there every year, 40 odd per cent of them came from Western Sydney which says to me that people leave the region to recreate. So, how do you keep them here? And I guess I’m speaking, as I say, less about The Hills because people in The Hills tend to recreate a lot more in The Hills than perhaps someone from Liverpool or Blacktown chooses to. The second part of the Visitor Strategy was attracting day visitors. So, how do you attract someone from say Randwick to come to Western Sydney? And what we looked at there was this idea of developing trails and really capitalising on what is great about the place. So, particularly we started focussing on the one area – and The Hills was good in this space – that we looked

at was Craft Beverage Producers. There’s something like 19 of them. Nobody knows about them. They’re not in any sort of co-ordinated trail. So, it’s how do you sort of start to leverage those kinds of assets. Artisanal producers, speciality grocers, all through sort of Liverpool and those sorts of areas. So, how do you start to coordinate those kinds of really great assets? Elevate them, promote them, get people to understand that they’re there. And they’re a very authentic part of the fabric of Western Sydney. So, we started looking at how we develop trails in and around some of those key assets. The other was attracting interstate and international visitation. And what we’ve looked at there – and we’ve run a pilot campaign – is leveraging existing major events. So, the idea is the one we did was around the Longines Golden Slipper. There was one week-end. The Longines Golden Slipper, Essendon versus Giants at Homebush, and then Warriors versus Tigers out at Campbelltown. So, we did this ultimate weekend because these people already have a reason to travel. So, how do you really encourage them to come along? Spend their time in Western Sydney rather than the City. Give them stuff to do. So, we built in sort of the Taste Cultural Food Tours, we built in Featherdale, we built in all sorts of things to sort of make it a more attractive thing. And then, the final part was looking at how we can look at developing major events that really start to showcase what is great about Western Sydney. So, I think from a marketing perspective, collaboration and co-ordination is absolutely key. And obviously, you need to have your own personality as a Local Government area. But you also need to think about how you fit within the region, and what’s your competitive advantage as a region but also as an individual LGA, and how do you work together? Nigel Rayner: And until we get that collaboration, what do you think should happen – because obviously you can’t collaborate by yourself. You need the other parties. What do you think, say, The Hills Shire Council could do or business at the moment could do until that happens? Amanda Brisot: I think from my perspective, The Hills Shire Council has actually been quite active in the space and has always engaged with us and has always engaged with other partners across the region in terms of those discussions. I think what’s missing at the moment really, to be honest, is the State Government input into that. Joan Stone: Is one of the problems you see a lack of good food, and restaurants, cafés and stuff like that? Amanda Brisot: No. We've got that in spades. But it’s just if you think about Cabramatta, you think about Harris Park, you think about Auburn – I mean the authentic food offering is really something that’s completely different to what’s available in the city and it’s really fabulous. Joan Stone: Do they see The Hills as a food offering, or is it other locations? Amanda Brisot: I think The Hills is definitely seen as an emerging as a foodie destination Continued on page 29 WESTERN SYDNEY BUSINESS ACCESS JULY 2019

SYDNEY HILLS - BUSINESS ATTRACTION Continued from page 28

in more of that sort of higher end sophisticated sort of palate space rather than that sort of authentic local cuisine space. If you go to some of those other LGAs that I’m talking about, what you’re getting is, you know, a hole in the wall – someone who comes from the place that’s making this really authentic incredible food that you just can’t get anywhere else and it’s as cheap as chips. Tony Merhi: We saw this gap in the market for foodies in The Hills . . I recently bought the Norwest Novotel, which has now been rebranded as Rydges Norwest Sydney. We engaged hospitality design consultants to come up with plans for a premium restaurtant, bar and conference facility for the medium term. We have also done a design competition in connection with our proposed long term redevelopment. We’re actually looking at putting a Convention Centre on the site along with a new hotel and night clubs. We’ve also included a public plaza which is bigger than Martin Place. So, we think it is of state significance. We’re looking to pursue that through the State Government because, for many years, we’ve seen demand for a proper Convention Centre in this area. . Nigel Rayner: See, we’re marketers here. We’re doing a good job of talking things down. We’ve got to talk it up. So, if our job here is to market The Hills to the wider community, what are some of the things we’re going to market? What’s our tagline? So, do you think we could communicate that better? Is that part of the marketing strategy?

Andrew Frank: And the rhetoric has to change, not through Council, not through the State Government, but through business leaders and though business organisations. Michael Edgar: And even within our Shire – movement within our Shire. Andrew Frank: Yeah, absolutely. Michael Edgar: We can’t let our suburbs around these trains – in my view – just become dormitory suburbs that, once 9 o'clock comes, no one is there. They’re gone. We actually want people to have a reason to be in your town centres in the day, as well as night. Tony Merhi: If I can add to that, Michael. I actually lived in New York some years ago. I can tell you that crime in New York was solved as a result of mixed use development. A lot of the crime happened even in Wall Street because, after 5:00PM, there was no-one there. Angus Gordon: See, this because the way that it was built is that we get very little incidence with crime because of the fact there’s resi above the Town Centre. Tony Merhi: I think that the speed with which we can move from concept to shovels in the ground is also very impor-

business needs confidence, so do our political leaders. I report to 13 Councillors and they need confidence in the outcome. At some point the development and growth has to make sense and that it is going to be OK. No one wants to see a deteriorating quality of life. There are genuine concerns about how we are going to be able to move around and how does the intensification remain true to our garden shire. It’s about giving our political leaders – both Federally, State and just as importantly, our Local Councillors the confidence to keep making the decisions they’ve been making Michael Edgar: We receive plenty of mail expressing disatisfaction with council’s decsions and that it has not given enough in the rezoning but there’s literally thousands of people that live outside the rezoned areas that have got these same concerns that are shared by our Federal, State and Local politicians. We’ve got to – as leaders in our organisations and in the community, earn their trust. Unless they’ve got confidence to back it in, it doesn’t happen. So really, business needs confidence; so do our political leaders. When I first came to The Hills, it was at the time when the Rouse Hill Regional centre was at a very critical stage. It was still a golf course. And the planning for it was really a bit rough and bumpy without complete political support. The NSW Government who owneed the site, Lend Lease/GPT the

Amanda Brisot: That's right. Tony Merhi: I think you’re going to see huge, huge growth in The Hills area, because that was the only thing that was lacking. Amanda Brisot: That’s true. That's right. Michael Edgar: Your competitive advantage in this Shire now is there’s plenty of land zoned for a housing and there’s plenty of land zoned for a business. We enjoy a terrific lifestyle with areas of high amenity with incredible recreational assets on our doorstep. We’ve got incredible potential for investment right along that metro corridor. I think it’s only the broader economic fundamentals that’s probably holding things back right now. I think with improving certainty of Government, improving access to finance and improving infrastrucure, the potential will be realised. Andrew Frank: We’re talking about marketing the area. We must market the opportunities for employment, we must market business opportunities. It’s great to have transport. But if the transport is taking people 30 kilometres that way to our eastern seaport, that’s really unhelpful. That’s actually not going to build a sustainable region. We actually have to have employment here. We have to have business growth here. We have to have all the other facilities that you’re talking about. So, this Metro has to be seen as a tool to bring people into the area, not talking in terms of taking people from the area. Amanda Brisot: That's right. WESTERN SYDNEY BUSINESS ACCESS JULY 2019

Amanda Brisot: Absolutely. There’s often a lot of scepticism about Councillors and political leaders. But at the end of the day, I mean the point is governance – right? That’s what it’s all about. And so, working with that system in a respectful way where there’s really good and authentic engagement, I think is brilliant. Michael Edgar: One of the strategic documents I’d encourage every business owner and every resident that’s concerned about our region – read our District Plan. Now, it’ll solve your insomnia, to a degree. But it does guide the future and what we can expect. Council is in the process of updateing its strategic response to that over the next coming months. One of the key takeaways is that its just not up to Council to solve the problems and create the opportunity. It needs to be everybody. Everybody’s got to chip in and make their contribution. Nigel Rayner: But does that mean that, again, it hasn’t been marketed? It could be marketed better? So everyone here, has everyone heard about the District Plan? Dave Moreton: The challenge is that the general resident hasn’t read that document. How do you get that to them? Because what they see is what they see on Facebook, which is developers doing all these highrise which, without a context, it looks horrendous. So, how do we get them to actually understand there’s a greater context?

Michael Edgar: I think with a lot of what’s been talked about with the infrastructure is getting people out of the area. But I think equally, it’s actually how do we get people back in? Tony Merhi: We’ve been building in this area for many years. We’ve built the majority of apartments here. In the past we’ve never been able to attract the right price because there’s limited public transport. Transport was one of the biggest issues we were facing. We pioneered apartments in the area. But at the time people were saying: Why would I want to move here? There’s no public transport.

Nigel Rayner: Can I add to that? Do you think – touching on Amanda’;s comments as well – it’s the trust and collaboration from the outside world, it looks a little bit like we’ve got the different hubs. We’ve got Castle Hill. We’ve got Rouse Hill. And we’ve got Norwest. And we’ve got the Metro. We’ve got Council. Everyone sort of seems, from the outside, to do it on their own. Do you think we could collaborate better and have a more united front. What are your thoughts there? What would you say, Amanda?

Michael Edgar: Absolutely that is a challenge. Dave Moreton: Well, maybe that’s where the community spaces come in. We’ve got 12 million people every year. Michael Edgar.

tant. Norwest is a great example where between Merc Capital and Mulpha we have development proposed which will create thousands of jobs if it is carried out. It’s just a matter of when can we start. Tim Spencer: It’s all about timing. And business confidence will come when they understand timing. So, I think The Hills Shire Council did really let out of the blocks well in 2013 when they stepped aside from the State Government and created their own corridor strategy. Now, I thought that was a brilliant piece of Local Government leadership. Since then, they have dialled back from that position. All I’m encouraging you to do is: step back into that leadership position, take the control. II know Tony and I have our own interests – but we will work within the boundaries that you set us. All we’re asking is for you to set them. Joan Stone: Can I ask a dumb question? What was the Strategy? Michael Edgar: Well, what we did – at the time there was huge speculation around the rail stations, it became neceesaary for Council to give clarity. What the Council did in 2015 was effectively say: Well look, here’s broadly the future character and the growth around these stations over the next 30 years or so. Joan Stone: Right. Michael Edgar: I think even with that strategy, Council has pushed forward with many changes to land use zones and some exceed that corridor strategy. Just like

successful biddder worked really hard with Council to build trust. Lend Lease in particular, created structures for the Council to engage and make decisions. And their decisions were carried through to outcomes. With that came a sense of ownership in the outcome – trust. In the end, the project enjoyed widespread political support around that’s contributed to the success of today. Amanda Brisot: That’s brilliant. Michael Edgar: And we’re there again now. Those lessons need to be taken on board so that we build confidence and ownership and be genuine about it. Nigel Rayner: But is there a desire in the community, Michael, to grow The Hills? Or, you know, are half of them still wanting it like the way it was? Michael Edgar: Yes, there is. The Hills Shire has grown ever since its inception and has always accomodated Sydney’s growth. It has done so in a way that’s maintained the area’s attractiveness and right now, there may well be just argument about how the next more intesive phase of growth happens in a way that enhances and not detracts from the area’s liveability and overall attraciveness. There are some good examples. The Norwest Lake is an attractor of people. We are looking for more attractors, where is your really outstanding building? Where is our outstanding building that contributes to public domain, to the point where people just want to be there.

Michael Edgar: It is a challenge getting people to want to read and want to know about these plans. It’s important for wider industry to understand our direction that in many ways, is imposed on us by other levels of government and policies. So, it’s important to read it and get the narrative right. Dave Moreton: It’s very understanding from our point of view what’s important to them. I mean you would have thought lifestyle is number one because that’s why they move here in the first place. Then, the Civic space that’s part of all these developments. Because similar stuff that all the developers are doing – there’s obviously a fair amount of building going on but the amount of Civic space that’s being provided back to the communities is phenomenal. It’s beautiful. But, do they actually see that? Are they seeing that? Michael Edgar: I think that’s the challenge. Tony Merhi: Quickly, I wanted to touch on this Castle Grand building. Michael Edgar: It’s a good case study reminder, Tony. Tony Merhi: I remember when this building was proposed there were public objections to 18 levels here. And finally, they dropped the height from 18 levels to 8. Notwithstanding this the apartments on the top level sold for about $1 million. The ground floor apartments sold for about $450,000. What I’m trying to say is thar if you look to the Castle Grand building you have a mixed Continued on page 30

SYDNEY HILLS - BUSINESS ATTRACTION Continued from page 29

use development – not just apartments. Following completion of the development there’s been no significant complaint about it . I believe that if you had 18 levels here, you’d have had also the same outcome. So, I think that it is critical that we look at what the developer is proposing to provide in a particular space and not to have preconceived ideas which stifle innovation. What’s been provided here is excellent. Michael Edgar: I use it constantly in our council to remind us of where we come from because you’re absolutely right. This building is mixed use. It’s got our library and our community centre. This has just been refitted as we’ve heard earlier before, at 2 million odd dollars. But the development above us contributed to the funding of it. At the time there was a huge debate about the height and it was over development and so on. It wouldn’t have taken five years since it was built where the was an acknowledgement that the height and scale could have been greater and that it would make sense in the fullness of time.. Tim Spencer: There’s a huge risk of undercooking the opportunity off the back of the rail. But, with Michael walking out, the last thing I’d leave is: the most important thing that I think is that our planning should be going from the centre out. Joan Stone: We’ve also got to have something like an Entertainment Centre out here. Michael Edgar: Sorry guys I’ve got to run. Nigel Rayner: Let’s have a break. We want to say “thank you” to Michael and Amanda who’s also got to run off. So thank you guys. Michael Edgar: I appreciate everything we have discussed today. Lovely to see you all.

Joan Stone: Michael, can I just ask you one thing? Michael Edgar: Yes. Joan Stone: I used to do architectural drafting in the 70s. And I’d get a plan passed in three hours for an extension. And I’d get a plan passed in one week for a whole house. What’s happened? Michael Edgar: I’d need a lot of time to explain just how complex and how far removed we are from those days. I think there needs to be change and there needs to be simpler pathways for people to get their approvals without over expense and delays.

MORNING TEA BREAK Nigel Rayner: OK welcome vback. So, we want to touch on now, a bit of our Western Sydney International or Nancy Bird Walton as it’s been now named airport and the aerotropolis. t’s obviously underway and it’s expected to be completed in 2026. It’s just down the road at Badgerys Creek. You know. What do we think the implications are going to be for The Hills and what shall we be marketing or looking at there? Has anyone thought that far ahead in their business and what the aerotropolis could do for their business? Mina Karpouzas: TAFE NSW is forming part of that project. It is and does involve many key stakeholders. From a TAFE NSW perspective it does mean we will have some presence but in what capacity its really early days. Tony Merhi: Look, we have a number of projects in the area which will attract thousands of jobs. Unfortunately, we have a complex planning system here

Joan Stone and Mina Karpouzas.

which means that it takes far too long to get an approval. At the moment we’ve got projects with a value in excess of $1.5 billion which we can execute today. The issue at the moment for us is: how long do we wait to start working on these projects. When I compare our planning systemwith places like New York you can clearly see where our systems fails us. In New York there are all sorts of incentives including expedited approvals processes and cheap loans in certain circumstances particularly where you’re providing something which is in desperate need. We don't have that in NSW. We have a complex system and it’s very, very difficult and slow to get from A to Z. I can tell you that 18 years ago we’d have had about five to eight cranes all over The Hills Shire. We have few cranes today. We’ve got the funds. We have the sites. We have the development. But we don't have the approvals.

Andrew Frank: So Tony, you’re saying it’s approvals and lack of Government incentives, approval delays and lack of Government incentives? Tony Merhi: Correct. You need to have something to attract people to the area. Otherwise, on the week-end, Friday night people go to the City. What can they do here? Not much. So, we need to create an environment that brings people here. But we can’t forget that the Government’s given us $9 billion worth of station/metro. Andrew Frank: Who’s going to occupy those buildings? Tony Merhi: That’s a good question. If you looked at what we’re doing with the Rydges – our future projects – we’ve got night clubs, we’ve got a new hotel, we’ve Continued on page 31

WESTERN SYDNEY BUSINESS ACCESS JULY 2019

SYDNEY HILLS - BUSINESS ATTRACTION Continued from page 30

got a convention centre, we’ve got a plaza bigger than Martin Place – right? And we would attract a lot of people outside The Hills area to this area. Andrew Frank: You’re talking about a critical mass, aren’t you? I mean there are restaurants and there are some entertainment spaces. But it’s a critical mass that you’re concerned about? Tony Merhi: Correct. You need to have something to attract people to the area. Otherwise, on the week-end, Friday night people go to the City. What can they do here? Not much. So, we need to create an environment that brings people here. But we can’t forget that the Government’s given us $9 billion worth of station/metro. Darryl McAllister: Nigel? Your question was about Western Sydney Airport and the opportunity. So, in the newspaper the version of Western Syxney Business Access, I think it was the December edition or the January edition, there was a focus out there. Michael Walls: Yep. Darryl McAllister: And I got really excited when I read that article because it talked l about high tech stuff. I’ve forgotten all the fancy phrasing, but it was going to be a high tech, you know, medical and all the construction aerospace. So, that excited me because I’ve had my businesses in Western Sydney for 30 years involved with IT. And so I’ve just naturally had customers all around Western Sydney. And so, the opportunity for us will be not basing ourselves there, but providing IT services to businesses that either base themselves there or are doing building work, or engineering work, architectural work for the infrastructure that will be going in there.

Tim Spencer: We do have major competitors. Amanda Brisot: And it might actually do the other thing as well. You might see a lot of organisations, you know, setting up head office in Norwest. Michael Walls: Don’t you have that now? Amanda Brisot: And maybe that’s what we should be doing now – is getting in there early. Tim Spencer: I’ll be completely honest. We got it wrong. We built our buildings right onto it. There’s a very limited public space around it. Michael Walls: So, is Norwest competing with the airport in terms of attracting corporates, big corporates, big tenants? Tim Spencer: No. I think our opportunity is to get there first. So, the airport’s not going to be there until 2027. It’s a massive play. We do have a window now to actually set ourselves up and deliver that village amenity that they’ll take a lot of time to get to. I think Norwest really needs to be Norwest City, a mixed use proposition. We have, against our competitors across Sydney, the best thing that we’ve ever done is let anyone who’s anyone into the Park. The Hills has everything in terms of

Nigel Rayner: Should we be doing that on TV? What sort of mediums do you think we should be marketing it through? Tim Spencer: Getting to your point though, Nigel, is how do we market it – right? Nigel Rayner: Yeah. Tim Spencer: But I think Michael put it out there that there is a District Plan – right – which is setting an aspirational vision for the LGA. I think we need to grap hold of that. And Michael laughs about it but it is one of our biggest planning system failures – is that engagement of the general community into the planning system and those plans. Dave Moreton: It’s an aligned approach not just for Council. It is the developers and all those stakeholders singing from exactly the same hymn book. Mina Karpouzas: And social media is huge. I mean Facebook itself. . Nigel Rayner: Do you think the Council – I know they do a lot on the social media side of Facebook and LinkedIn. Are they doing enough to talk about what’s offered in The Hills? Mina Karpouzas: I would say that we need a lot more targeted approach.

Michael Walls: There’s so much about the airport that we don’t know about yet, because it’s such a big project and it cuts across so many different industries and Councils and stakeholders. And I don't think anyone’s really got their heads around who’s going to benefit and why in total. Tim Spencer: I think, without a doubt though, it’ll extend our global reach. And whether that’s physically, getting in and out of Sydney and around the world, or through the cutting edge businesses that will locate themselves in close proximity to the airport. I just think Norwest and The Hills in general just has an incredible opportunity to create an authentic village in close proximity to some real massive power players – so, Western Sydney Airport, Parramatta and the CBD.We’re actually in the middle. Alex Thorp: I think it’ll naturally come, as long as we get our local bit sorted first. If we don’t get the local bit sorted first, it’s not going to come from the airport. WESTERN SYDNEY BUSINESS ACCESS JULY 2019

Simon File: I mean, you sure as hell – when was this last one? December 2016? Nigel Rayner: Mmmm. Simon File: You don't want to wait another three years. Nigel Rayner: No. Mina Karpouzas: No. Nigel Rayner: As I said, I think we’ve got five years to get this right. Joan Stone: We’ve also got to build a gigantic Entertainment Centre with good things happening. Just recently, I took staff up to Bimbadgen and we saw Kylie Minogue. Well, why wasn’t she here in Castle Hill? We could have had it here. Dave Moreton: I guess the question though, is that entertainment place, is that in the plan? Is that in the big plan the big man here was talking about? Tony Merhi: I can tell you what is really missing not just in The Hills area but throughout Sydney is support for development. The problem we as developers face is that we have objections often from people who fear traffic congestion. But we don't have people actively supporting good proposals. People only ever speak up when they object to something. Tim Spencer: But that’s where you can’t force change. Tony Merhi: And this is the problem. How many leaders at the moment see a project and write to Council: We support this project. This doesn’t happen. It’s a big problem. Joan Stone: But we could have the amworth Concert here –Richmond, Windsor, along the main street. A bit of an old fashioned street. We could do that. Hornsby RSL - hey have magnificent people there. They’ve got a Beatles Concert soon. They’ve just had the ABBA ,680 people. And then, they had an Elvis Presley one. I mean we have the Elvis Presley out at Parkes, and no-one can get accommodation. So, why don’t we have it here?

Nigel Rayner: Do you see it as a game changes to maybe do work elsewhere? Has anyone else thought of that? It’s probably 30 minutes down the road that you can be on a plane and do work at other locations. Has that sort of come into play for anybody? Darryl McAllister: So, I haven’t thought much about that myself. It will all depend on the airlines. I’ve got 10 staff in The Philippines and I went to the The Philippines last week. It took me less than 60 minutes door to door from my home in Castle Hill to get to Kingsford Smith. I was talking to my wife saying – you know – I went through, checked my bags in – within an hour I was sitting in the Qantas Club from my home in Castle Hill. So, I don't know if it’s going to be a lot shorter really going, you know - either way of going, I’m going to pay a whole lot of tolls. But, you know, the tax man pays for that.

collective good because we all benefit off it, would that be a good thing?

Tony Merhi, Alex Thorp and Simon File.

services, skill sets, businesses. We’ve got a great mix of businesses, which enables you to actually service your local community. So, The Hills can be a true 15 to 20 minute community that you don't need to leave.So, I look at that opportunity versus the aerotropolis. And I go: Well, why would I want my business to be at the aerotropolis? Unless I’m actually a servicing and logistic proposition. There’s no real mixed use livability element out there for me. They might get it. But it won’t be in 10 years – right? It will be beyond that. My biggest fear in regards to The Hills is that we’ve got our infrastructure. We haven’t got our planning. It should have been done three years ago to allow private investment to be already truly funnelling in. But my biggest fear is that we will lose out to Sydney Olympic Park, we will lose out to some of the more progressive LGAs down South. Michael Walls: Parramatta? Tim Spencer: Parramatta I put in the same bucket as the aerotropolis. Like, Parramatta is a massive steroid injection for Norwest, I believe.Why would you want to live in Parramatta when you can live in Norwest? And should we have had the Norwest rail connection first, or the North/South connection? Tony Merhi: We have some of the best blue chip companies in NSW. I think we can attract a lot more because of the two new stations that we have. However that opportunity is going to be limited by the slow pace of planning approvals.

Dave Moreton: It’s got to get the key messages right, though. So, there’s obviously lots of messages out there. So, out of that document what are the key messages that are aligned to all the people around the table that we want the general resident of The Hills to understand? Tony Merhi: I think The Hills Shire Council has done a great job in promoting The Hills, promoting Norwest. And you can see clearly how many blue chip companies are there. And I keep saying that. Tim Spencer: But that’s where I think the vision document is helping the Councillors get confidence in the direction that they’re going. You’ve got to start somewhere. And, you know, I think once you’ve got a Vision document, then you can understand what the main drivers are. Then it’s a very natural question when you read a driver. Mina Karpouzas: I mean there’s different messages that you need to target. You have the one where you have the short stays or over nights and then the other piece is the mums and dads coming to live and and work. The mums and dads are really interested about schooling and having the quality of life here where they have everything at their disposal. And Im pleased to say we have some great schools for their selection. Nigel Rayner: If everyone worked together, all collaborated and saying: These are all the reasons why – rather than sort of GPT doing their thing and Mulpha doing theirs – if we all sort of came together for the

Tim Spencer: We do have some great events in The Hills. And I think The Hills and the different Chambers around the place do an incredibly good job at specific targeted events and propositions. What we’re missing is the umbrella, which is the Vision. Dave Moreton: It’s all very tactical, isn’t it? It’s all very tactical. Tim Spencer: It’s all tactical. And all of that is going really well. Like, they do a great Country Music event at The Farm at the Bella Vista Farm, right? And that gets huge numbers of people .But I think, to get people on the journey – rather than just being objectors, but being supporters it has to be a visionary approach. Dave Moreton: And then, consulted with and they need to be consulted - feeding in and so they feel as though they’re part of it. Nigel Rayner: We’re just going to go around the table to just say two or three things that you think are the key attractors that we need to market outside The Hills to get people here. What would you say? Alex Thorp: I just think we have an environment it’s very attractive, because you’ve got Rural at one end, you’ve got High Density at the other – and everything in between. Fantastic sporting facilities. And in the other parts of Sydney, I mean you can’t get sporting fields now. I mean they’re just, you know, at a premium everywhere. And a couple of great pubs. Continued on page 33

SYDNEY HILLS - BUSINESS ATTRACTION Continued from page 31

Tim Spencer: We don’t want any more. Simon File: Look, I think we’ve got a lot of the facilities we need. The next sort of stage is really critical to me – geting those Town Centres happening. Like, stop talking. Let’s just get on with getting them. I think we’ve spoken a bit about that. Just rolling them out and trying to get more people to the area. I mean, you think about Rouse Hill. That’s a great, a fantastic facility that’s down there. Let’s promote that more and let’s get the next stage of that going. And I think get those things underway. And, you know, I think that will all sort itself out. Nigel Rayner: Yep. Sam? Sam McCarthy: Community & lifestyle. You need to clearly communicate what is unique about the community and the lifestyle it has to offer across The Hills. From a business perspective, Norwest has so many professional services and expertise in building a new business community. I think there’s a real opportunity with the aerotropolis to help consult on building that community from within the Hills professional services community. Nigel Rayner: Excellent. Joan, what would you say? Joan Stone: Yes. In our after school care centres what we do is promote – yearly, we have a cruise given to a family. And that’s in a lot, like a draw. And then, not only that. We pick out people who we think could really benefit from it like a family that’s in trouble or something like that. But every term we have a prize for the children who bring the most informative things that they did on the weekend. So, we try to promote because, if Mum and Dad work five days a week, and then Saturday is probably shopping, getting food ready, all the rest of it and we always say Sunday is family day. So, we give out a prize in every centre for the best things that the families did with their children. And then we try to promote things advertised to the centres – what’s going on that week. Like, for instance, Wisemans Ferry. I don't know whether you’ve ever been out there to their Colonial Week-end. It’s just amazing. All the locals get dressed up in there. They have a bakery like doing damper. They have another one where they’re making horse shoes. And children think: Oh wow. It’s so good. Nigel Rayner: Darryl, what would you say your points would be? Darryl McAllister: I think as of next Sunday (day the Metro NBorth West opens) we’ll be well connected. And I think that’s a really exciting opportunity for businesses based in the Norwest Business Park. It energises me again for my business. There’s quite a few tech based organisations – competitors, essentially, of mine – in Norwest and Castle Hill already. And I think that’s healthy, and I’d like to see more. I think having ways for people to come in to the Business Park from further afield via the Metro is going to be great.

WESTERN SYDNEY BUSINESS ACCESS JULY 2019

Nigel Rayner: Excellent. Tim? Tim Spencer: Attributes that I think The Hills has that we can really get out there: I think our education – if you drill down into what our LGA has in terms of education, it’s really strong. I think housing diversity is strong in The Hills. I think that’s a massive plus for us. I think we have excellent job opportunities and investment opportunities. I think Norwest is an incredible location in terms of Sydney. I was only allowed 3, but I’m going to add one more . The fourth one that I think is meant to be The Hills-wide – not just Norwest Business Park – but I’ll always bring it back to Norwest Business Park. But I actually think Norwest Business Park is a real opportunity for Sydney in regards to rolling out a local village that has serious urban density. I see Norwest as a bit of an opportunity to experiment a little bit because you’re not going to get it right. Simon File: I mean it already was a model experiment 20 years ago. You know. I think it just needs to go to the next stage. Tim Spencer: Exactly. So I think it can be a little bit of a test bed. And so, giving Councillors the confidence to say: Look, just go for it, a little – and see the outcome And I think that’s my thought because that – the first 3 I think are fundamentals – the fourth is actually an entrepreneurial business mindset that will give businesses aspirational thought process and bring them to town – because they want to be like-minded people or growing. Nigel Rayner: Excellent. I’ll just get Tony to jump in. He’s got to fly. Tony Merhi: Look, I’d like to see Norwest as a catalyst for The Hills area. I’d like to

see mixed use development in particular. I think there should be incentives to any developer that could come up with an attractive scheme that will create employment and draw people to The Hills to live, work and be entertained. Naturally I think our proposal for the Rydges Hotel site does just that. And I think Norwest has huge potential for growtWe need to do everything we can to try and push that. Height should not be an issue when considering proposed development. Height is always earnt by merit. If I have a 30 or 40 level development which is attractive, viable and provides public benefits such as increase employment opportunities and public open space then height shouldn’t be an issue unless you’ve got either shadowing or some other material problem for others. If you have no issue, you’ve earnt that height – whether it’s 30 storeys or 50 storeys. Tim Spencer: And that’s where Norwest does provide an opportunity because you’re not impacting already established surroundings. Dave Moerton: I think from my point of view it’s really the role we play about sharing this Vision that’s going to make it easier for Councillors to get aligned to some of the future developments that are happening around the area because, unless we’re able to get context out to residents, they’re always going to be freaked out by higher density developments because they’re not going to understand the amenity that we’re providing onsite and the public space we’re providing onsite. And without that context, it’s always going to be an issue. Michael Walls: From a communications point of view, it’s important to get the context right in terms of ehaviour, the ac-

tions. This information makes a difference to how you frame the communication and the messaging. Most people are not thinking like you, with all due respect. The commubnity is thinking of what it means to them. Mina Karpouzas: Correct. Dave Moreton: And the way Tony is talking, again, it’s very impressive to hear that from a developer point of view. But if I had a 750 square metre house or lot in Castle Hill or Norwest, I’d be saying: I’m moving – because that’s not what I signed up to when I moved to the area. Tim Spencer: That’s exactly right. Dave Moreton: That’s right. That’s why we need to flip it – and then it becomes a really powerful story. Mina Karpouzas: I would definitely say, the rail. But second to that, I would say communication. I mean if we’re talking about Mums and Dads, they want to know what services are here, schools and that comes back to what’s in it for them. I mean, you know: yes, they love the area. You know. Norwest. How many industries are in the Norwest Business Precinct? And I guess, just really encapsulating that whole service element quite broadly, you’ve got TAFE, you’ve got a new hospital in Rouse Hill coming on, you’ve got the private specialised hospital’s just down the corridor. Nigel Rayner: Excellent. Well, thank you everyone, we’ll wrap it up now. I want to wrap it up now. Thankyou to Access News Australia, Michael and also The Hills Shire Council, for putting this together. Thank you all.

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Biviano’s is magic on a plate DI BARTOK

HEN you need to slow down and relax, take a break from fast food, and savour fine dining amid pristine rural surrounds, you really can’t go past Biviano’s Dural, restaurant winner of the 2019 Champion of Champions Awards. The restaurant, which draws people from the Hills and further afield, sits on a paddock off Old Dural Road and is accessible via an inconspicuous driveway. Walk inside and there is abundant space around you, thanks to the high ceiling, combined with views to the green vista beyond. No view of a bustling shopping complex and polluted carpark with Biviano’s, as is the case with so many other restaurants in suburbia. This is a place where a deep sense of calm grabs customers as soon as they sit down, ready for a healthy, appetising meal while enjoying views outside the high-rise windows. With a largely Italian-influenced and seafood menu, Biviano’s aims to combine taste with good nutrition. The chefs don’t need to add salt and pepper from the shakers as the flavours complement each other. Most of the meals have no more than four or five ingredients, the chefs making the best of the ingredients with precision.

Consider the Chicken Supreme, a hearty example.

Chef’s description

Here is the chef’s poetic description that will make your mouth water: beneath the steaming crispy skin of the chicken, the strands of meat glow. It isn’t big enough that the consumer will be overfed, nor is it too small. The mushroom veloute, a truffle oil sauce, piles together with the lustre of custard. On its own it tastes well; reminiscent of mushroom gravy, but softer. It pairs beautifully with any of the ingredients on the plate. Small strips of potato skins are submerged in the potato mash, sticking out of the creamy base like autumn leaves. Cut a strip in half to have with the broccolini, and the vivacious juiciness of the green vegetable melts into the potato peel. The mash itself has little chunks of uncrushed potato floating in the flotsam of milky goodness. The eschallot offers the consumer a refreshing cold bite, glossy onion peels fold out, glistening. Paired with the broccolini and mash especially, the onion delivers a fruity flavour. Soft jazz plays somewhere, but it doesn’t matter where from.

You’ll be too distracted by your meal to care. Biviano’s is not only proud of its fine food and good service that makes every diner feel special, but also the charity and special events it hosts. As well as relaxed dining for families and couples, Biviano’s is known for its more gala events, such as Mothers Day, Melbourne Cup day and New Year’s Eve. Also. each year the restaurant works with the Hills and surrounding commuities to support a local charity. Since 2013, the restaurant has helped raise about $250,000 at The Hills Annual Charity Gala Ball.

Charity Ball

The ball for this year is coming up on August 15, supporting Foster Care Angels, a non-forprofit organisation that cares for children placed in foster care. Foster Care Angels advocates for disadvantaged foster children who are victims of trauma or are struggling within the foster care system. Services include providing therapy dogs, counselling and foster family training. Biviano’s marketing manager Mag said the charity’s prioritisation of foster children’s’ welfare impressed him so much, he contacted them to learn more about their work. ‘’What resonated at Biviano’s is FCA focus on the relationship between the foster parents, FCA- children and family-children ’’ Mag said.

“

Since 2013, Biviano’s has helped raise about $250,000 at The Hills Annual Charity Gala Ball.” Dress code for the gala ball is black and white. The entry fee is $130 per person. The event will begin at 6pm for 7pm start. It is sure to be a great night, with a DJ providing dance music to help work off the sumptuous three course dinner. There will be raffles, with the chance to win a $5,000 spending spree at Robert Cliff Master Jewellers. To book tickets visit www.trybooking.com/ BCQRD or www.bivianosduural.com

That Biviano’s magic

Biviano’s Italian &Seafood Restaurant 628 Old Northern Rd Dural Every day for lunch and dinner Phone 9651 2022. Website www.bivianosdural.com

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Your employees on the SAME PAGE DARRYL MCALLISTER

O you ever feel like your office is playing “Chinese Whispers”? The one where the first person gives a direction and by the time it makes its way to the last person, the message is completely wrong. Inefficient communication can drag down office productivity, cause mistakes, and cause endless frustration. So, how do you improve communication and foster teamwork? By using a full-featured cloud-based collaboration tool, like Microsoft Teams, which was designed to give offices a central communication hub to keep their whole team on the same page. Microsoft Teams is part of the popular Office 365 suite of productivity tools. Microsoft has taken a big step forward with this cloud-hybrid, offering the best of both worlds – their standards (Word, Excel, PowerPoint, Outlook) along with an entirely new toolkit of collaborative applications. We’ve found that Microsoft Teams is one of the most impactful new applications for our clients. It’s easy to use and can completely transform communication both inside and outside the office. Here’s a list of the seven top transformative features of Microsoft Teams: 1. Organized Conversations. You can set up customizable “chat channels” within Microsoft Teams that allow you to organize team conversations. For example, you might have one channel for sales and another for HR. All chat channels are also permission-based, so only those users invited can see them. 2. Central Work Hub. How much time does your team spend accessing the applications and websites that they

use often? You can cut that time down significantly by having the ability to launch multiple applications and websites from within the Microsoft Teams interface. 3. External Project Management. Once you start using Microsoft Teams for internal communications and project management, you’ll find it so efficient, you’ll probably wish you could use it with your clients and vendors too. You can! Microsoft Teams has a guest feature that allows you to invite those outside your organization to a chat channel you’ve designated. So, for example, if you’re coordinating a client’s construction project, you could create a “Project X” channel where your team, your client, and any sub-contractors could keep up to date and have fluid communications. 4. Audio & Video Capabilities. Have you been struggling with how to implement remote workers and keep everyone productive and connected? Microsoft Team’s

Skype integration is a perfect way to help your team communicate more fluidly no matter where they are. When text chat isn’t completely conveying the message, quickly video or audio call to discuss a project. This helps replicate the benefits of being able to pop your head into someone’s office, while still giving you the freedom of a remote and mobile workforce. 5. File Share and Collaborate More Securely. If your team is using free public tools to conduct business, you could end up with some security issues or compliance problems. Microsoft Teams helps your communications stay secure. 6. Highly Customizable. Studies have shown that happiness can increase productivity as much as 12%, and workers are happier when they can customize their workspaces. Microsoft Teams is highly customizable so each member of your staff can edit how their application looks.

7. Search Documents and Conversations. Have you ever spent an hour looking for that one email where someone sent you something important? While email programs do have search capabilities, they tend to be very limited and don’t always work for attachments. If most of your inter-office conversations and file sharing are done within Microsoft Teams, finding information becomes much easier due to a powerful search feature that can bring up users, communications by channel, and shared documents quickly. Bring your business communications up to date by employing Microsoft Teams as your central workspace hub for collaboration. One final reason to bear in mind: it’s a standard part of most Office 365 Business subscriptions, so you already have ready access to it. No more to pay! Darryl McAllister is managing director at Netcare. Visit www.netcare.net.au

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Family Business Welcome

With David Pring

Welcome to KPMG Family Business feature articles. If you would like to discuss these articles or how KPMG can help with your business please feel free to contact me on 9455 9996 or davidpring@kpmg.com.au

The power of perpetual inventory ANDY BUCKLE CARLY RICHARDS

HY optimal inventory management is critical to meet customer demands and reduce costs. Technological advances are creating unprecedented opportunities for retailers to connect with their customers over a variety of mediums. Offering an ‘omni-channel’ shopping experience is now the expected norm in today’s competitive and fast-paced environment. However, successful omni-channel retailing needs to be supported by a modern approach to inventory management. It’s vital for retailers to know what stock they have, where it is, and to make sure that information is accessible throughout the business, and as necessary, to customers. Despite this need, inventory management is one of the most underinvested areas

in retail. Many retailers rely on legacy systems that do not provide in real time or an accurate way of knowing what stock they have on their shelves, in the back rooms, in transit and at the warehouse – that is, perpetual inventory – resulting in misdistribution of stock. Only a few of the top 20 retailers in Australia have ‘perpetual inventory’ – a near real-time and ubiquitous approach to inventory management.

Challenges of poor inventory management

A lack of accurate and up-to-date inventory management has ripple effects through all aspects of a business. Some businesses have detailed plans for a new omni-channel operating model, but cannot enact the plan due to poor inventory systems. Here are some other challenges of poor inventory management: • Visibility issues – For many retailers, manual stocktakes are the only

time when they know what stock they have and where it is in their network. Without the capability to instantly see and update inventories, retailers miscalculate their online inventory with stock that isn’t actually available. This can lead to the customer ordering items that are not available and the consequential actions of having to inform customers that they are unable to fulfil their orders and potentially issue refunds. • Hidden costs – Online sales often involve hidden costs the retailer was not aware of. For example, as goods move through the value chain, their cost can be inflated due to duty, freight or handling charges. Without accurate inventory management, these costs are not fully managed and the true item profitability is unknown.

Impact to consumer trust

Consumer trust is paramount to the ongoing success of any retailer. Customers expect that when an order has been placed, it will be available, in the correct size/style etc., and ready for collection or it will be delivered at a convenient time and location. Every time a customer’s order is unfulfilled, it dilutes trust in the brand. This is why perpetual inventory systems are so vital. Visit kpmg.com.au to download the brochure to find out how KPMG can help you through the process of evolving your inventory management, and set you up to deliver an effective omni-channel experience for your customers. Alternatively, contact David Pring on 9455 9996 or davidpring@ kpmg.com.au. Article first published by Andy Buckle, Director, KPMG Australia & Carly Richards, Director, KPMG Australia on KPMG Newsroom.

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The Future is in IT PIERRE WAKIM

HERE'S a perfect storm brewing in the construction industry and it’s going to sweep everyone up in its path. Those who embrace the opportunities that IT, digital and AI have to offer will see their businesses really take off. And those who don’t will be left grounded. I’ve worked with and advised construction clients for most of my life and it seems to me that the industry is currently trying to play catch-up when it comes to new technology. In a major global survey of the construction industry by KPMG, Make It or Break It (2017), only 5 per cent of respondents said they felt their organisations had fully taken advantage of new technology, although 95 per cent acknowledged it was a critical factor to future success. Why is this? Historically, the construction industry goes through cyclical “boom and slowdown” phases. During periods of rapid growth, with an emphasis on profitability and getting jobs done quickly, real estate, property development and construction companies may be too busy to plan for IT integration into their businesses, or consider the training and up-skilling needs of their staff. With the rising price of raw materials and workers who may lack in-depth training, it is only by fostering innovative practices and behaviours that construction companies will be able to get smarter and obtain a real competitive edge in the market place. Let’s look at some of the opportunities that can easily be accessed with technology and start with administrative tasks. Take Blockchain: in essence, this is an open ledger that can be accessed by all team members, edited and adjusted in real time and instantly available to all, creating immediacy and transparency. It can be used for smart contracts and record keeping, leveraging Blockchain’s distributed ledger system to create a permanent, digital record of every transaction. This includes the ordering of materials and how they are used and creating a process map that outlines the status of every task completed in a unified environment. The advantages of this clear tracking are obvious. This In terms of IoT (‘Internet of Things’), there is also an increasing application and element of connectivity to construction which hasn’t previously existed. IoT is basically the interconnection of computing devices embedded in everyday objects through the Internet, enabling them to send and receive data. Embedded sensors employ data-driven technology on a connected worksite to collect and manage information relating to safety, construction delivery and building performance. For example, Ynomia is an emerging Australian start-up utilising proprietary BLEAT (Bluetooth Low Energy Awareness Tracking) technology, developed in collaboration with CSIRO, for the purposes of high value resource tracking. This hardware-enabled software, as a service platform, provides real time, automated, location-based insights on the three key ingredients dictating project success: labour, machinery and materials. This solution was designed and developed to address construction’s disparate and disconnected work faces. For example, the sensor technology can track the movement of materials such as façade panels from offshore supplier creation to on-site installation and quality checking. This represents a major plus for contractors who seek to increase operational efficacy, enable strategic workforce planning and deliver accurate timing and budget outcomes. In addition, the solution connects material status into the commercial progress payment workflows for all stakeholders. Artificial Intelligence (AI) and Machine Learning is another important development. We’re seeing the increased digitisation

and integration of generative design through applications such as Archistar. This facilitates outlining the topography of any site or block of land and accurately ascertains the land planning conditions and development control plans. This in turn will allow designs for the kind of structure that could be built on that site to be created instantly. Such software is currently in use by large property developers to gauge the feasibility of apartment block location through a quick desktop analysis. Additionally, through Virtual Reality (VR) programming, it’s possible for clients to take Building Information Modelling (BIM) to new heights. Potential buyers can now take part in virtual walkthroughs of

to intuitively link the value chain to extend across design, construction, sales and facilities management. In recent times, drones have been used by real estate agents for sales and promotional purposes – sending a drone up to take aerial images of a property can make for compelling marketing material – but they now possess much broader applications. For example, the ability for a drone to collate aerial site intelligence has now become a core practice for several construction stakeholders seeking accuracy. Drone imagery and data can allow a contractor to understand and track what is happening on site on a day-by-day basis. Not only does this allow for tracking of soil removal across projects to be calculated but

fully-furnished apartments on screen, based on underutilised BIM files instead of empty spaces off the plan. This effectively enhances the customercentric experience and expedites purchase decisions. VR can also assist in the design process, allowing real time comparison of 3D models and essentially acting as the fundamental link between physical and digital spaces. Ineni Realtime, Inovora and Inspace XR are examples of companies utilising VR

also enables contractors to create 3D models of a site. Alternatively, surveyors can now use drone technology to monitor changes, situational safety and inspect the entire site in real-time. The flexible application of drone technology in these scenarios illustrates how ‘technology as a tool’ possesses a broad range of applications across the value chain of construction. We’re seeing a growing need for industrial robotics, which will soon become a commanding force in the construction industry.

Robotic solutions such as bricklaying and scaffolding robots (eg: FBR) can increase operational efficiency but also reduce the strain of more traditional and repetitive manual labour tasks, freeing workers to concentrate on more value-added activity. Modulation in construction is another method which refers to a building system that is manufactured off-site in factory-controlled conditions, then delivered to site. It can then be integrated side-by-side as single level dwellings or ‘stacked’ like giant building blocks in order to fast-track the structural components of a development. We are seeing this process being compartmentalised into areas of fit-out/finishes, such as pre-fabricated kitchens and bathrooms (e.g. Sync Bathrooms and Hickory Building Systems). The benefits of Modulation pertain to enhanced quality, the ability to repurpose and reinstall at different locations and heightened speed of structural assembly, significantly reducing operational and holding costs, which tend to be every developer’s nightmare. This is just the tip of the iceberg and a brief overview of the brave new tech world that is with us today and will continue to evolve over time. Compared to other parts of the world, such as the USA and some countries in Europe, notably Germany, Australia is lagging behind in IT adoption. This is sure to change, as the construction industry remains highly competitive. In a time when real estate and construction is experiencing a slowdown and some economic uncertainty, now is the time to drive efficiencies, investigate new technological and digital possibilities and play catch-up. What’s certain is that the market has changed over the last five years: consumers expect more and it’s now a buyer’s market. What used to be viewed as a luxury is now a standard feature. The construction industry must be ready to meet increasing consumer demands and technology as a tool can help make that happen. It’s also worth mentioning that the signs are positive, and as KPMG’s latest global Construction Survey, Future-Ready Index (2019) indicates, the construction industry is already starting to realise some tangible benefits for early investors, including better, energyefficient design, tighter scheduling, improved quality control, higher productivity and safer workplaces. All it takes is a willingness to embrace the new – and a vision for the future. To find out how we can help you navigate technology, please contact David Pring davidpring@kpmg.com.au First published in the Issue Two of MBA NSW. Pierre Wakim, Partner, KPMG Enterprise Australia. WESTERN SYDNEY BUSINESS ACCESS JULY 2019

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COMMITTED TO INNOVATION AND GROWTH Cumberland Business Chamber (CBC), member owned and operated organisation is committed to the development of innovation and business growth. Strong advocates for the Australian manufacturing industry, we are a solutions-focused group who support new ideas and business relationships. With connections across Greater Western Sydney, the Cumberland Business Chamber believes that innovation and real leadership can transform the Australian business landscape. We welcome new members! Discover how CBC can workwith your business, go to: www.cbchamber.com.au

OUR NEXT EVENT – Hosted at Precision Metal Group Certification is key to winning large government, non-government and defence contracts Jason Elias CEO, Precision Metal Group (PMG) will be sharing his company’s amazing journey of growth through strategic certification path to win large Defence, government and nongovernment projects.

Honoured to have been a WSABE WINNER in the 'Excellence in Innovation & Excellence in a Traditional Trade' categories!

PMG earns top industry certification

Precision Metal Group Australia was founded by Managing Director Jason Elias & is a family owned and run Mechanical & Structural engineering services company with industry experience in excess of 50 years under our belt. The company came about after a jump in work across our home country Australia and ventures in overseas markets. We have been committed for years to provide the best possible service for the best price to our clients. Due to difficult economic conditions we are all working with, this has put Precision Metal Group in the view of many companies to engage our services and help them reduce costs and remain viable. We have had many new companies approach us to be certified with our facilities that offer 24/7 support all under one roof in a cost effective solution.

MANUFACTURING WELD INSPECTION & NDT Machinery to assist your Our recent addition of welding production needs, inspection and supervision will including onsite machining, deliver high quality standards profile cutting, and and support client needs. specialised welding.

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ENGINEERING Award-winning engineering and experience in mechanical, electrical, structural and welding.

REBUILDS & REPAIRS From day-to-day maintenance to any size shutdown or any machinery repairs, we can provide coverage for your organisation.

Unit 1, 472 Victoria Street, Wetherill Park, NSW 2164 Ph: 02 9756 4088 Email: info@precisionmetalgroup.com www.precisionmetalgroup.com

Extensive mechanical and structural engineering experience Precision CEO Jason (left) and Weld Australia’s Qualifications & Certification Manager Paolo Drafting andMetal designGroup of machine partsElias and mechanical systems Corronca of display the repairs; company’s uniquemaintenance industry certifications. Shutdowns any size; day-to-day Preventive and general maintenance coverage RECISION Metaland Group (PMG) has ceOnsite or workshop welding machining

Precision Metal Group (PMG) started in January 2000. As the business evolved, they developed the Mechanical, Structural & Welding Engineering side of their service offering. Over the past years PMG has achieved significant certifications; IIW certification under the ISO 3834-2, the certification of AS 5131 CC3 and DIN 2303 making them the only company in Australia with all these certifications. Allowing them to gain a competitive edge when tendering for projects. Recently, their certifications have enabled them to work with the government sector for infrastructure work and the Defence sector winning work with Rheinmetall for the LAND-400 phase 2 project with military vehicles in Australia. Book now to learn how to grow your business by gaining the right certification for your business! Date: Tuesday, 30th July 2019 Time: 5:30pm – 7:30pm Venue: Precision Metal Group factory, Unit 1, 472 Victoria St, Wetherill Park, NSW 2164 www.cbchamber.com.au

mented its place as a leader in mechanical and structural engineering with its latest industry certifications. The Western Sydney based company that specialises in mechanical and structural engineering services, machining, welding and machinery maintenance is the only company Australia wide to hold the dual structural steel work fabrication and erection compliance certificate AS 5131 CC3 and the most comprehensive level of welding standards certification, ISO 3834–2. PMG CEO Jason Elias said becoming the first – and the only – organisation in Australia to achieve both qualifications was endorsement that his company was operating at the highest industry standards for quality and best practice. “This is a huge achievement for an SME of our size in a very tough and competitive market that is struggling to attract and sustain trades,” Mr Elias said. “These certifications go to show that Australia can still compete at the highest international level without losing jobs or compromising quality.” PMG was extensively examined on its ability to carry out fusion welding of metallic materials to be awarded ISO 3834-2, the highest level of its kind of certification by Weld Australia, the nation’s premier welding certification body. Mr Elias said the endorsement is why PMG was successful in its recent bid to contribute to the Land 400 Phase 2 project to deliver armoured vehicles for the Australian Defence Force. Similarly, PMG can secure beneficial contracts with the RMS as a result of holding both certifications. In a marketplace facing an emerging skills shortage, Mr Elias said he was proud to be at the forefront of an award-winning company

recruiting staff with the knowledge and expertise to be able to keep critical projects from being produced offshore. “Our goal is to educate the marketplace on why it is important not to turn their back on the local industry. “As part of the lengthy process to achieve these certifications, we have heavily invested in the employment of additional specialist roles as well as adopted workplace culture changes to streamline our procedures. “The outcome is that our customers can have the utmost confidence that the products we deliver are of the highest standard and quality. “We are a company that can be trusted to deliver proficient and quality welding and structural steel fabrication projects to the highest Australian standards.” PMG has also successfully completed several other industry certifications including the internationally recognised ISO 9001 for quality management that shows the company meets the needs of its customers and others stakeholders; and ISO 14001 which is the framework for PMG’s environmental management practices and OHSAS18001 (ISO45001). WESTERN SYDNEY BUSINESS ACCESS JULY 2019

State of the City 2019

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Images from this year's event at Bankwest Stadium.

This is the state of our city

ROMINA BOUSIMON IT was deliberately intense. A tight program with a cross section of talented speakers that presented lots of ideas for our future city. The sheer pace of the day is testament to the rapid growth rate of Parramatta–the Beating Heart of Greater Sydney–and its current rate of growth and forecast predictions are no longer light years away. It’s happening, it’s happening now, and the rate of growth will only intensify. SOTC 2019 showcased the movers and shakers that make this city great. SOTC is a Parramatta Chamber of Commerce event which has become a respected platform to update the business community about the development of the city and every aspect that shapes it. Parramatta Chamber President, Schon Condon says: “The SOTC highlights the opportunities that will help forward the future of our city as the State’s second largest CBD, and the Parramatta Chamber is proud to provide this platform to enable the business and broader community to hear firsthand about what will truly make this city the beating heart of Greater Sydney, and a significant player in the economy of NSW.” With his down to earth personality and strong stage presence Tim Gilbert MC and moderator welcomed the record crowd for SOTC held on Friday, June 21 at Bankwest Stadium. Stuart Ayres, Minister for Jobs, Investment, Tourism and Western Sydney reinforced the State Government’s commitment to the Western Sydney region and its support structure in enabling business growth. Andrew Wilson, Lord Mayor of City of Parramatta welcomed us to the city and said the Parramatta LGA is experiencing a bold transformation. Rik Hart, acting CEO sharing council’s insights on the plans for the West-

WESTERN SYDNEY BUSINESS ACCESS JULY 2019

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The SOTC highlights the opportunities that will help forward the future of our city as the State’s second largest CBD, and the Parramatta Chamber is proud to provide this platform to enable the business and broader community to hear firsthand about what will truly make this city the beating heart of Greater Sydney, and a significant player in the economy of NSW.” – Schon Condon. mead Precinct and how we will connect the way we live, work and play. “As Sydney’s Central City and second CBD, Parramatta is truly Australia’s most connected city. Our young and highly-educated population has soared in line with our rapidly growing economy, matched by game-changing transport and infrastructure,” Cr Wilson said. “Parramatta offers world-class jobs in health, finance, education, and professional services, with workers, residents, and visitors served by thriving retail and entertainment precincts. Parramatta is already a dynamic commercial, residential, and transport hub, but our future is even more exciting,” said Cr Wilson. Our Keynote Speaker Mark McCrindle was incredibility intriguing with decoding the future generations and the rapid population trends that will shape this city.

David Borger OAM from Western Sydney Business Chamber touched on the value and positioning of the future of Arts & Culture in the city and the importance of artistic advantage with a city like Parramatta. Daniel Smith, economist at HSBC delivered the economic realities for the city. Rick Graf, Development Director from Billbergia Group challenged the city’s ability to service the city and the importance of connectivity and maximising opportunities for a central city. Mr Condon reflected on the Beating Heart of Greater Sydney and reinforced the Chamber’s commitment to grow and support the business community with a voice to ensure accountability, transparency and a meaningful role in the future. The audience got an opportunity to put questions to the panel who was further

complimented by Julie Owens MP and Dr Andy Marks from Western Sydney University. Dr Andy Mark also provided an update on how education will further transform our city. Thank you to Principal Partner Walker Corporation who is delivering Parramatta one of the largest urban renewal projects in the country with the $2.7B Parramatta Square Development which will revitalise Parramatta city centre with premium grade office space, a multi-level retail podium and civic facilities. Thank you to our major partner City of Parramatta and support partners HSBC, Western Sydney Business Chamber, Billbergia Group and Belgrin. Romina Bousimon is Business Relationship Manager at Parramatta Chamber of Commerce.

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The country heart of the US of A TROY DODDS

ET’S get one thing out of the way first when it comes to Nashville: You don’t have to be a country music fan. It helps, of course, but there’s plenty to do outside of the music that this vibrant and exciting city is known for. That said, country is often misunderstood and misrepresented, so there’s every chance that a dash of contemporary country during a Nashville visit will have you converted by the time you leave. Nashville is unlikely to be your primary destination on a USA visit but given it’s just a two hour flight from New York; it’s well worth adding to your itinerary. Sure, it’s a bustling and vibrant city – a real party town – but it’s also a great representation of a quieter America, particularly if you stay in the suburbs slightly out of the city (which is not such a bad idea – Uber and Lyft are sensational in America and it’s a great way to get around cost effectively). So, let’s get a few ‘must do’ things out of the way first. Given this is ‘music city’; you cannot take a trip here without checking out a few of the things that helped Nashville earn its famous moniker.

Opryland

A trip to the Grand Ole Opry is a must – book tickets in advance and take note the famous venue is slightly out of the main city (it’s located at Opryland – which is an incredible resort and mall that is definitely worth seeing in its own right). During the winter months and Christmas holiday period, the Opry – a country music radio program that is performed live in front

Downtown Nashville.

of an audience – moves to the Ryman, its original home. A visit to the Bluebird Cafe should also be on your list – it’s where some of the biggest names in music, including Taylor Swift, were first noticed. Again, it’s a little out of the main city. You can book tickets in advance, but mostly you’ll be able to get in by lining up an hour or so before showtime. The real party in Nashville is on Broadway – it reminds you of Las Vegas on a smaller and much less over-the-top scale. There’s almost as many bars as people, from the larger venues that carry the names of some of country’s biggest stars including Florida Georgia Line, Jason Aldean and Luke Bryan, through to small ‘honky tonk’ bars that are full of live music everywhere you turn. Often, the same venue will have three live bands running at once across different levels, providing something for everyone.

Opryland.

The Country Music Hall of Fame & Museum

On a quieter day – or perhaps when you’re nursing a hangover, which is pretty much guaranteed at least once in Nashville – head to the Country Music Hall of Fame and Museum, which provides an amazing historical look at the music that made Nashville famous. There’s no need for the guided or audio tours, everything is very well presented and a selfguided visit is recommended. Food… well, there’s plenty of it – just remember you’ll probably have to loosen your belt. Give the Pancake Pantry a try, but be prepared to line up for at least half an hour. Martin’s BBQ Joint was a personal highlight – it may present like an ordinary dive bar but the food is nothing short of incredible. One thing you’ll discover about Nashville is how nice the people are – particularly if you’ve visited Los Angeles and New York along the way and experienced the often brash

Country Music Hall of Fame.

American attitude. Nashville has a much nicer, slower feel about it – while still being a big city. Nashville is a must-visit if you’re in America, even for a few days. If you like country music, you’ll be in heaven. If you don’t, there’s a good chance you’ll be converted by the time you leave – cowboy hat and all. Feature supplied by: www.wtfmedia.com.au

Rydges has checked in to Norwest reservations_rydgesnorwest@evt.com 02 9634 9634 rydges.com

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Clydesdale Estate

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Artist's impression of the completed project and inset below, the site prior to development.

Construction starts at Marsden Park P ROPERTY group BHL is excited to announce the start of construction of Stage 1 of its master planned Clydesdale Estate housing development at Marsden Park – in the heart of Sydney’s high-growth northwest corridor. The boutique 216-hectare Clydesdale Estate will feature designer homes and plans for future integrated living, spanning five integrated precincts, with over 150 hectares of parklands, open green space and sporting fields, horse-riding tracks and facilities, playgrounds, bike paths and waterways. The Estate’s gourmet cafes and restaurants will source fresh produce from the onsite Clydesdale’s farmer’s market, while the heritage-listed Clydesdale House will be restored by BHL and transformed into a future function centre for weddings and other special events, with short-stay accommodation for visitors. Precinct 1 of the development will comprise 285 homes to suit a range of buyers, all attracted to Clydesdale’s idyllic country heritage lifestyle. The Clydesdale Heritage Estate is within proximity to schools and shops and existing and future transport infrastructure and the Sydney Business Park also provides regional employment opportunities. “BHL is excited to be commencing work on Stage 1 of this beautiful, new community

“

BHL is proud to creating this modern urban village, which incorporates the historic Clydesdale House and reflects Marsden Park’s rich rural heritage.” - Paul Hourigan. 44

About BHL

Boyuan Holdings Limited is an ASXlisted property development company (ASX: BHL). In addition to its assets and operations in the lifestyle living sector, BHL is committed to creating communities and is focused on developing residential sites at Pokolbin and Austral and residential/commercial sites at Bringelly and Marsden Park. BHL also owns and operates the Lifestyle Living and Retirement assets on the Central Coast and in New England region of New South Wales.

Artist's impression of the completed project.

in the heart of western Sydney,” BHL Head of Development, Paul Hourigan, said today. Clydesdale Estate really is the best of both worlds, offering modern homes, with an abundance of green open spaces and recreation activities in an idyllic rural setting, which is conveniently located close to major transport links and amenities.

“BHL is proud to creating this modern urban village, which incorporates the historic Clydesdale House and reflects Marsden Park’s rich rural heritage.” Precinct 1 construction work is expected to be completed towards the end of 2019 and land lots are now selling, with 300sqm lots starting at $399,000

and large 600sqm lots available from $600,000. Buyers can choose from a list of topquality builders including Practical, Simonds, Champion, Bellriver, Bluetongue, Clarendon, and Vogue. Sales enquiries call BHL Sales on 1300 707 808 WESTERN SYDNEY BUSINESS ACCESS JULY 2019

Recruitment

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New solution with HR on call

R on call is the way forward for SME businesses struggling to keep up with all the red tape, awards interpretation, minimum wage legislation, hiring / firing, the rules and regulations and associated guidelines surrounding employment especially for SMEs and franchise businesses. With the average salary for an HR professional being around $65,000+, SME businesses tend to rely upon instinct or surfing the net, with the inevitable swamping of information, which is either not applicable, out of date or from another jurisdiction. Trying to resolve issues that present themselves in the workplace with a quick fix approach can result in non-compliance and possible fines being levied and or reputations being damaged. SME’s require broad based HR/IR and Awards support, usually with a rapid response and a compliant resolution, ensuring any disruption to the business and or its clients are kept to a minimum. HR issues within a business can be and are usually time consuming, however, knowing the rules and regulations and how to apply them is vital in ensuring documented compliance is maintained. The aim is to delivers successful outcomes for the employer as well as the employee in a timely manner. Typically, in the past a first port of call for an SME business seeking HR advice from a professional body, has been to their accountant or bookkeeper, rather than a workplace lawyer. This is mainly due to the unknown costs involved when engaging legal advice. Most small to medium accounting firms do not have an HR advisory practice and partners are frequently advised they are unable to give any form of legal advice.

SME and Franchise businesses do understand the need to be compliant. To achieve this they want instant access on the phone as well as email correspondence to HR professionals who will advise the steps required to address a current issue. They want access to professionals who will assist with proactive advice when requested, relating to: The need for appropriate policies and procedures.

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Current possible non-compliant areas within the business. The need for clarification relating to contractors vs employees. Appropriate awards interpretation not only ensuring underpayment is not breached, but also that overpayment is not applied, thus maintaining company profitability. All these areas plus many more require support, guidance and compliant advice from professionals delivered at an affordable price.

HR on Call/ Virtual HR service is available to all businesses in Greater Western Sydney via Access News Australia (publishers of WSBA) for Just $1,750 a year. The package entitles you to as many calls and or emails as needed Monday-Friday 9-5pm for 12 months on any issues relating to employees, HR issues, IR issues or Awards detail. Visit www.wsba.com.au and click on the home page banner HR.

ARE STAFF ISSUES DRIVING YOU NUTS? • • • • •

Do you find it difficult to recruit and retain quality staff? Are staff issues constantly distracting you from growing your business? Are compliance and staff performance worries keeping you awake at night? Does your team seem to lack direction, motivation and drive? Is running your business just not as enjoyable as it used to be?

HR Success provides professional, practical HR support for local start-ups, SMEs and larger organisations, without retainers or lock-in contracts!

Our services include: • Recruitment Support • Fair Work compliance • Outsourced HR

• Staff training • Leadership coaching • Team and workplace culture development

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support@hrsuccess.com.au WESTERN SYDNEY BUSINESS ACCESS JULY 2019

Online

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The trifecta of building a brand LOUIE RAMOS

HERE are three areas of your business you can focus on today to increase brand awareness. You brand represents the intangible essence of your business far beyond your company name and logo. Your brand is what your employees say about the business, it’s the feeling the brand elicits when customers see your logo, it defines your business’s internal qualities and characteristics and marries these with the external persona. Your business’s ethos and values become your message, your relationships with customers, and your offering. To define, develop and grow a strong brand is to promote your business beyond the confines of traditional branding strategies by focussing on the brand-building trifecta: 1. Brand consistency, with room for flexibility; 2. Employee engagement; and 3. Building emotional connections with customers.

Brand Consistency, with Room for Flexibility:

relatable and current. It’s not the message that changes, just how it’s delivered!

Employee Engagement:

Brand strategies need to be designed and developed to stand the test of time. The business voice and ethos need to be consistent across all communications and interactions over extended periods in order to build a strong, reliable, trustworthy brand that customers can relate to and feel a loyalty towards. However, in an ever-changing world dominated by morphing technology, it’s inevitable that brand strategies will need to adapt and change to ensure continued meaningful engagements with their customers that are relevant,

Employees are already a valuable asset for any business but there is capacity for them to become invaluable brand advocates for you. Branding strategies are all about building a recognisable identity for your business and who better to promote both your business’s message and ethos than a happy employee? Your employees could be your brand’s social army as they advocate and show off your business’s uniqueness through various platforms, including social media, thereby harnessing the power of collective pride. This employee engagement and advocacy rein-

forces the business’s culture and values that you are promoting through various branding opportunities.

Building Emotional Connections with Customers:

Emotion is a key component of any branding strategy. If you are able to find a way to connect with your customers on a deeper level, you can develop a more meaningful and sustainable relationship over the long term. Emotions are what usually underpin the buying impulse and buying choices. Your customers will be more responsive to emotive connections than logical marketing messages that don’t resonate with them on a personal level. Share, involve and engage your custom-

ers and make them feel like part of something bigger, something worthwhile. Building a strong, recognisable brand will not only set your business apart from the competition but will excite a social army of advocates and grow a loyal customer base. By capitalising on assets that are already in your branding arsenal, you will not only be better placed to increase your brand awareness but you’ll be able to forge close, symbiotic relationships with your employees and longterm relationships with your customers. Louie Ramos is a digital marketing expert and Director of Digital Strategy at Digital Presence. Visit www. digitalpresence.com.au

Lor

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Honoured to have been a WSABE WINNER in the 'Excellence in Innovation & Excellence in a Traditional Trade' categories! Precision Metal Group Australia was founded by Managing Director Jason Elias & is a family owned and run Mechanical & Structural engineering services company with industry experience in excess of 50 years under our belt. The company came about after a jump in work across our home country Australia and ventures in overseas markets. We have been committed for years to provide the best possible service for the best price to our clients. Due to difficult economic conditions we are all working with, this has put Precision Metal Group in the view of many companies to engage our services and help them reduce costs and remain viable. We have had many new companies approach us to be certified with our facilities that offer 24/7 support all under one roof in a cost effective solution.

OUR FIELDS OF

EXPERTISE Extensive mechanical and structural engineering experience Drafting and design of machine parts and mechanical systems Shutdowns of any size; repairs; day-to-day maintenance Preventive and general maintenance coverage Onsite or workshop welding and machining

ENGINEERING Award-winning engineering and experience in mechanical, electrical, structural and welding.

REBUILDS & REPAIRS From day-to-day maintenance to any size shutdown or any machinery repairs, we can provide coverage for your organisation.

Unit 1, 472 Victoria Street, Wetherill Park, NSW 2164 Ph: 02 9756 4088 Email: info@precisionmetalgroup.com www.precisionmetalgroup.com

The Fiddler

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Fiddler all heart with community DI BARTOK

Serving it up:

ITH ongoing support for sporting clubs, businesses and charities, The Fiddler at Rouse Hill is proud to be nominated in the upcoming Australian Hotels Association NSW awards, in the Heart of the Community category. The awards will be announced in September. The Fiddler really is the heart of the community, in every way possible for a hotel to be, with financial support for sporting clubs and charities as well as a welcoming venue for business and charity groups. And that is apart from the iconic hotel being the go-to place for residents and people who work in the Hills. “Meet me at The Fiddler,” is a common see-you-later phrase among people of all ages, for those end-of-work-day drinks, to leisurely lunches and dinners. But, a lot of The Fiddler’s success hinges on its engagement with the community, a banner it wears with pride and diligence. As venue sponsor to 11 local sports clubs, The Fiddler donates a percentage rebate on club members’ spend at the end of the season, with each club receiving monetary support, in-kind value to spend and rebate bonus payments. Those clubs are The Rams Sports, Kellyville United Football, Glenwood Netball, Rouse Hill Wildcats Baseball, Rouse Hill Rangers, East Coast Eagles AFL, Eagles Softball, The Ponds Football, Hills Hurricanes Cricket and Norwest Rugby. The Fiddler also is sponsor for The Ponds and Kellyville Ridge Community Association, home of Kellyville Lions, platinum partner for Sydney Hills Business Chamber and donates to various charities around the Hills.

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Sponsors 11 sports clubs. Donates to causes. Hosts charity events. Supports businesses. Employs special needs staff

Stand-out examples

Then there are the donations, in-kind and monetary, that The Fiddler gives to worthwhile causes. Stand-out examples include $2,000 to struggling NSW farmers in the Parma for a Farmer promo and $5,000 worth of toys for Westmead Children’s Hospital annually. Then there are the charity events with the Fiddler donating service and food so the charity could raise funds. The Fiddler’s team, headed by general manager Sara Belling, is particularly proud of its key 2019 initiatives - supporting two outstanding organisations, The Sanctuary and Give and Take. Both organisations have been offered the chance to give those in need meals at The Fiddler, with transport provided if need be. The Sanctuary helps women and families escaping domestic violence and Give and Take supports people in need in various ways.

But The Fiddler is not only a great place for relaxation and community good, it’s an inclusive workplace. This year, The Fiddler won Most Inclusive Employer in the Hills Business Awards with its Futures Employment Program, which focuses on providing employment to people with special needs and disabilities. “Since June 2018, we have employed 20 jobseekers through the Futures Program, five of which identify as having special needs or live with disabilities,” Ms Belling said. “This adds up to 75-plus years of government welfare payments saved through employing these job-seekers.” So, next time you’re enjoying the fine fare and drinks at The Fiddler, you can bask in the warmth of the pub’s goodwill in the community - and know that you have helped contribute to that. Visit www.thefiddler.com.au

“

Since June 2018, we have employed 20 jobseekers through the Futures Program, five of which identify as having special needs or live with disabilities. This adds up to 75-plus years of government welfare payments saved through employing these jobseekers.” – Sara Belling.

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Lifting the IQ and resilience of Australia’s most vulnerable kids

JEFF BORLAND YI-PING TSENG

HAT happens in our first three years profoundly influences the rest of our lives. Children who encounter extreme adversity in those early years – including prolonged exposure to physical or sexual abuse and living in a highly stressful family environment – are likely to suffer major impairments to their development that can lead to lower educational achievement and workforce participation, involvement in risky behaviours including criminal activity, and lifelong health problems. These things are expensive, both to society and to governments. It has long been established overseas through trials of programs implemented in the United States in the 1960s that targeted interventions that direct high-quality care and education to highly disadvantaged children can have big impacts.

Melbourne Institute

Yet often the refrain here has been: “Well, these programs worked in the United States, but that was a long time ago in a different environment – how do we know they would work in Australia?” For the past decade, as part of a multidisciplinary team of researchers, we have been takContinued on page 51

Your future is awaiting you! COMMENCE YOUR STUDIES THIS APRIL SCHOOL HOLIDAYS! Certiﬁcate III in Early Childhood Education and Care - for High School Students - Study through your holidays! We are very pleased to announce A-GRADE Pre-Uni Education and Training will be offering Certiﬁcate III in Early Childhood, to be followed by a Diploma in Early Childhood to all Year 10 and 11 students respectively.

Grow Your Career! If you love Children and are interested in their Educational and Social Development, we can give you the skills and knowledge to provide care, giving you the skills to plan engaging and educational activities, enabling you to maximise their development. Learn how to create individual proﬁles and work with Families to provide appropriate Education and Care. From Family Day Care Provider to Pre-school Assistant or an "Educator" for Before and After School Care - it's the perfect course for your future needs! All this can be done so simply during your School Holidays.

A-Grade Strives to Make a Positive Contribution to the Next Generation. When you embark on a career in Early Childhood Education you'll be rewarded every day with the knowledge that you're making a positive difference in the future of others. Our Certificate III will qualify you to work in Early Childhood Education at the level of an "Educator", as well as preparing you for our Diploma or further Tertiary studies - it can even provide you employment opportunities if you wish to work in any Childhood field while studying another Degree qualification such as Law, Medicine or Engineering. If you complete our Diploma in Early Childhood, it will stand as a third of a "Degree" should you wish to follow a career in Teaching - this then offers countless Career opportunities.

COMMENCE YOUR STUDIES THIS SCHOOL HOLIDAYS!!!

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Continued from page 50

ing up this challenge - trialling a new type of intervention in Australia in partnership with the Children’s Protection Society, an independent not-for-profit child welfare organisation in Melbourne. Developed by Associate Professor Brigid Jordan and Dr Anne Kennedy, it is called the Early Years Education Program (EYEP).

“

It has long been established overseas through trials of programs implemented in the United States in the 1960s that targeted interventions that direct high-quality care and education to highly disadvantaged children can have big impacts.”

Today in Canberra our research team will release the results of an evaluation of its effects after 24 months.

Highly targeted

To be eligible for the trial, children had to be aged less than 36 months, assessed as having two or more defined risk factors, be currently engaged with family services or child protection services, and have early education as part of their care plan. Compared with a general population of children, these children had lower birth weight and, at the time of entry to the trial, compromised development of intelligence as measured on IQ tests, weaker language and motor skills and adaptive behaviour. Their primary caregivers had lower levels of labour force engagement and family income and greater levels of psychological distress than other caregivers. A total of 145 children from 99 families were recruited to the trial; 72 in the intervention group and 73 in the control group. Those in the intervention group were offered three years of care and education in EYEP (50 weeks per year and five hours per day each week from Monday to Friday). The novelty of EYEP is its twin objectives to address the consequences of family stress on children’s development and to redress their learning deficiencies. The key features of the program are high staff/child ratios (1:3 for children under three years, and 1:6 for children over three years), qualified and experienced staff, a rigorously developed curriculum, and an in-house infant mental health consultant who assessed each child and drew up an individualised learning plan.

Higher IQs, language skills and resilience

The estimated impact on IQ was 5 to 7 points. This is a relatively large impact, representing about one-third to one-half of a standard deviation, which is a measure of deviation from what was expected. By comparison, recent reviews of early years demonstration programs in the US have generally found average impacts on IQ of about one-quarter of a standard deviation. The estimated impact on within-child protective factors related to resilience was about one-third of a standard deviation. The proportion of children enrolled in the program who required clinical attention for social-emotional development was 30 percentage points lower than the control group, a substantial impact. Primary caregivers of the children, usually parents, had a reduced level of distress on the 30-point Kessler Psychological Distress K6 Scale of about 1.5 points. The impact on IQ appears to have been concentrated in the initial twelve months of the program. Other outcomes show a more pronounced impact after the second year. For protective factors related to resilience the estimated impact size after 24 months is two to three times larger than after twelve months.

Proof of concept

The results so far provide a “proof of concept” showing that it is possible to design and implement a program to improve the lives of children who experience extreme adversity. And they confirm the necessity and value of having a program that is targeted at children experiencing the worst adversity. Considerable time and effort were required to initiate and maintain day-to-day contact with children who otherwise would have been unlikely to attend. We have made enormous progress in dealing with childhood diseases. While there is still a way to go in the trial, these results hold out the possibility of doing the same for children who experience extreme adversity. Jeff Borland is Professor of Economics, University of Melbourne and Yi-Ping Tseng is Senior Research Fellow, Melbourne Institute of Applied Economic and Social Research, University of Melbourne. This article was first published at www.theconversation.com.au

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Warm up this winter at Riverside

HIS July school holidays, Riverside Theatres is a treasure trove of delights for kids of all ages, with a spectacular program that includes the musical magic of The Toybox, Andy Griffith’s hilarious Just Romeo & Juliet! presented by Bell Shakespeare and the outrageous fun of Roald Dahl’s The Twits. What happens when the toys are packed away and the children tucked snuggly in their beds? The toybox opens and the toys come to life! They dance, they play, they are naughty and nice, they bicker and battle but always make sure to gather back inside the toybox before the first rays of morning sun. Young audiences are taken on a musical journey to discover the magical secrets of The Toybox through Debussy’s enigmatic music and storytelling. Following the smash-hit success of Just Macbeth! Bell Shakespeare and acclaimed Australian children’s book author Andy Griffiths are back with the very silly Just Romeo & Juliet! When Andy, Danny and Lisa find themselves in a school production of the

greatest love story ever told, the star-crossed lovers’ journey is derailed in hilarious fashion. Using Shakespeare’s original text and mixing in Griffiths’ beloved characters, Just Romeo & Juliet! is the perfect family-friendly

performance that combines classic tragedy with side-splitting comedy in this entertaining introduction to Shakespeare for young people. Rounding out the July school holiday line up, Spare Parts Puppet Theatre proudly presents a new adaptation of Roald Dahl’s The Twits that will Dahl-ight the young and the young at heart! This production of The Twits uses a combination of storytelling, puppetry and physical theatre to create a hysterical and highly energetic on-stage adventure that will have audiences in stitches! Mr and Mrs Twit are the most horrible people in the whole world! They like nothing more than dreaming up terrible tricks to play on each other, eating hot bird pie and training poor Muggle-Wump the monkey for the Great Upside Down Monkey Circus. Until everything changes when RolyPoly, a colourful and clever bird, arrives and helps Muggle-Wump hatch a devious plot to teach those nasty Twits a lesson they’ll never forget!

What: Toy Box. When: 10.30am and 12pm 9th July 2019 and 10.30am 10th July 2019. Tickets: Adult $25, Concession $19. Available https://riversideparramatta.com.au/show/the-toybox/ or from the Box Office (02) 8839 3399. Discounts available for Riverside Theatres’ Members. Transaction fees: phone $4.60, web $3.60 and counter $2.60. Where: Riverside Theatres - corner of Church and Market Sts, Parramatta What: Just Romeo & Juliet! When: 10am, 11:30am and 2pm (Relaxed Performance) 11th July 2019 Tickets: Adult $18, Child under 18 $15. Available https://riversideparramatta.com.au/show/just-romeo-juliet/ or from the Box Office (02) 8839 3399. Discounts available for Riverside Theatres’ Members. Transaction fees: phone $4.60, web $3.60 and counter $2.60. Where: Riverside Theatres - corner of Church and Market Sts, Parramatta What: Roald Dahl’s The Twits. When: 1pm and 6.30pm 16th July and 10am and 12.30pm 17th July 2019 Tickets: Adult $36, Concession $31. Available https://riversideparramatta.com.au/show/roald-dahls-thetwits/ from the Box Office (02) 8839 3399. Discounts available for Riverside Theatres’ Members. Transaction fees: phone $4.60, web $3.60 and counter $2.60. Where: Riverside Theatres - corner of Church and Market Sts, Parramatta.

SEE THINGS DIFFERENTLY AT RIVERSIDE Packemin Productions

Riverside presents

Yamato Drummers Of Japan

MAMMA MIA! ASTROLABE JHONETSU THE MUSICAL SUITE FOR LA PEROUSE PASSION Presented by Riverside Theatres and Yamato

An extraordinary story, a moving tribute, a powerful journey through music.

Mamma Mia!

International pianist and composer Chris Cody and some of Australia’s finest jazz musicians perform a musical tribute, inspired by the extraordinary voyage of French navigator La Pérouse to our shores. Featuring actor Simon Wilton reading extracts from the ship journal and projections by video artist Frank Crews.

A thrilling, high-energy and explosive interpretation of the centuries old Taiko tradition live on stage at Riverside.

2 – 17 AUGUST

SUN 11 AUG AT 3PM

SAT 24 AUG AT 4PM & 8PM

Featuring hit after hit from the incredible songs of ABBA, Packemin Productions burst onto stage in a brand new production of the World’s favourite feel-good musical...

PLUS STILL LIFE WITH CHICKENS, COMEDY AT RIVERSIDE, HITLER’S DAUGHTER, PICASSO AND HIS DOG, KITTY FLANAGAN, STACKS OF FABULOUS FILMS AND LOADS MORE!

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W H AT THEY SA ID...

WWW.WSBA.COM.AU SWITCH ON “We want to help create more beautiful and vibrant streets for our residents to enjoy. Not only will they look even better, they’ll be more liveable too, helping to reduce the extreme heat we experience with our local summers.” - Penrith Mayor Ross Fowler Cr Fowler. “Dame Edna Everage is one of Australia’s greatest ever exports, an iconic performer, artist and star of stage and screen.” - Paul Dainty AM, President and CEO of TEG DAINTY, on announcing that Dame Edna would join the opening program of the Sydney Coliseum Theatre. “About half of Sydney’s population lives in Western Sydney and it’s among the fastest growing regions in NSW, so it makes perfect sense to hold this fantastic multicultural sporting event at the new state-of-the-art Bankwest Stadium, where there isn’t a bad seat in the house.” - Minister for Jobs, Investment, Tourism and Western Sydney Stuart Ayres. “The Roxy was a bit isolated back then but now is in the centre of Parramatta, and with the universities in the city and more office workers, there is a need for a night-time venue.” – David Kingston of K Capital owner of the Roxy at Parramatta.

“It is important that we support each other - joining forces as a team is our best chance of making an impression and enduring in the marketplace. It is great getting to know other owners, learning how the Parramatta Light Rail might affect our businesses and when. As Parramatta is subject to so much change, networking with others who have experience and are in the same boat is a strategic alliance.” Angela Vassallo, owner of Vasco’s Charcoal Chicken on Church Street, pictured at her business with Parramatta Eels players. “Although PropTech is a key topic of conversation in our industry, many real estate businesses lack the technological know-how to respond to it immediately and proactively.” - Douglas. Douglas Driscoll, CEO of real estate group Starr Partners.

“Since June 2018, we have employed 20 jobseekers through the Futures Program, five of which identify as having special needs or live with disabilities. This adds up to 75-plus years of government welfare payments saved through employing these job-seekers.” - Sara Belling, general manager, The Fiddler.

“There are situations faced by every generation that make joint bank accounts either a necessity or attractive option, but we’re now seeing the erosion of some key barriers with Gen Y.” - Bankwest EGM Customer Solutions and Insights Manager, Pieter Vorster.

“BHL is proud to creating this modern urban village, which incorporates the historic Clydesdale House and reflects Marsden Park’s rich rural heritage.” - BHL Head of Development, Paul Hourigan. “The SOTC highlights the opportunities that will help forward the future of our city as the State’s second largest CBD, and the Parramatta Chamber is proud to provide this platform to enable the business and broader community to hear firsthand about what will truly make this city the beating heart of Greater Sydney, and a significant player in the economy of NSW.” - Parramatta Chamber President, Schon Condon.

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