WSBA June 2021

JUNE 2021 Edition 122

WESTERN SYDNEY BUSINESS

PERISHER

MEETS PENRITH AUSTRALIA’S FIRST INDOOR SKI RESORT UNDERWAY

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ENRITH might be the hottest place in Sydney, but it will soon become the “Perisher of the West” when Australia’s first indoor snow and ski resort opens in 2024. Currently a horse paddock in the Riverlink Tourism Precinct, the proposal has successfully

passed through Penrith City Council.

In a win for tourism in Western Sydney, Council endorsed the planning proposal to build the innovative winter sporting facility which will be a benchmark for tourism in the region.

See full story and images pages 10, 11.

Winter Sports World site owner and developer Peter Magnisalis with an artist impression of his development.

THIS EDITION Urbnsurf names their Sydney site: 2 Business of being positve: 4 Property insights Round Table: 19

Family Business and entrepreneurship: 32

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Urbnsurf names their Sydney site Perfect waves soon to be surfed at Homebush  DALLAS SHERRINGHAM HE sight and sounds of surfers charging down the face of perfect waves may soon be a feature of recreational life in the Olympic Complex at Homebush.

Urbnsurf has finally lodged long-awaited plans for the Western Sydney complex which is virtually assured on instant success in the city’s surf mad west.

The project qualifies as a State Significant Development will cost between $40M and $60M. It will be built atop a 37,000sq m car park just north of Sydney Olympic Park at Homebush.

The park, designed by Clarke Hopkins Clarke, will include alfresco dining decks, cafes that can trade internally and externally to people using Sydney Olympic Park, as well as a retail surf and merchandise shop.

It will be a genuine “day at the beach” experience for people all ages because you don’t have to be a surfer to enjoy the facilities.

A quick check of the Melbourne site shows a swim in the lagoon costs $20, a surfboard or bodyboard costs from $30 and lessons cost from $69. You don’t even have to own a surfboard to learn the sport.

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The park will be a technological marvel.

Led by chief executive Damon Tudor, Urbnsurf will power the park’s pool with technology provided by Spanish wave park tech company Wavegarden.

Urbnsurf’s first park opened in Melbourne in January 2020, near Tullamarine airport and it bills itself as the “inland beach”. The site provides a diverse program of surfing classes for learners of all ages and abilities.

First if its kind The wave pool, on a 5.4ha site, was the first of its kind in the southern hemisphere and cost around $40M to build. It was an instant success because the nearest wave to Melbourne is two hours away at the Surf Coast.

The pool is divided into four sections, catering for beginners to elite surfers and it will have a maximum capacity of 84 surfers per hour.

Since that project’s completion, Urbnsurf has been working on the next evolution of its surf park, a more ‘suburban’ model incorporating visitor accommodation, as well as commercial and well-being offerings, and even residential lots.

“The design and use of the facility has evolved since the initial development application,” a spokesperson told leading web site Urban Developer.

“We have looked to incorporate some additional elements with the aim of further enhancing the activation of the precinct and celebrating surf culture.

“These include elements such as a fitness retreat, multi-purpose space for small events and small co-working spaces, each of these

Artist impression of the competed project.

catering to users who will use the park and then stay and further activate the precinct.”

Urbnsurf’s third park, a destination-style offering, is currently being considered at a number of locations around the world.

The Olympic Park project follows a recent approval for a $75M wave pool and resort at Wiseman Ferry on the Hawkesbury River, 75km north-west Sydney.

The Wisemans Surf Lodge, set to be developed on an 18ha site, will include a stateof-the-art wave pool and a 54-room hotel set to be readapted from a former hotel built in the early 90s.

The development is backed by Australian world champion surfers Joel Parkinson and Stephanie Gilmore along with fellow professionals Jack Freestone, Alana Blanchard, Bede Durbidge and Josh Kerr.

Legendary champion Kelly Slat-

SOURCES: Urbnsurf, Urban Developer, Clarke Hopkins Clarke

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er has also announced his intention to build a $1.1bn surf resort in Coolum, on Queensland’s Sunshine Coast, his first facility outside the USA. The project, which is currently in public consultation, includes restaurants, bars, a six-star hotel, an environmental education centre, a residential component and a huge, open-air entertainment precinct.

And, Broadbeach-based company Surf Lakes, headed up by Aaron Trevis, has lodged a development proposal for a $200m development to be built around its prototype wave pool in Queensland.

Surf Lakes built a facility in 2018 near the resort town of Yeppoon on Queensland’s Capricorn Coast.

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JUNE 2021

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Blacktown FC Chairman Bob Turner on Building Sport = Building Community.

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Why being positive is good business Dr Julie Ji from UWA’s School of Psychological Science said the study showed six sessions of the computerised online intervention program that repeatedly challenged their threatening interpretations and replaced them with less catastrophic ones could successfully modify anxious peoples’ habit of expecting the worst. This in turn helped to reduce anxiety over time.

 DALLAS SHERRINGHAM BUSINESS mentor once told me that our brains were like movie projectors that could screen positive or negative films, depending on our mental situation.

“You need to make sure you are screening positive thoughts at all times,” he said.

“The minute you stop concentrating or believing, the negative film will start to seep back in.”

I never forgot that advice. Negative thoughts lead to anxiety and its inevitable consequences.

Worried brains can be retrained to respond to everyday situations in a less threatening way to reduce anxiety levels, according to new research from the University of Western Australia.

The study, published in Behavior Research and Therapy, reported on the initial feasibility and effectiveness of a free online intervention program for anxiety and found it was successful at reducing anxiety in highly anxious individuals.

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Thinking patterns

The intervention program was based on research showing that anxious individuals tended to interpret upcoming situations in a threatening manner and that modifying this interpretation style could reduce anxiety.

“This research is particularly important right now because most of the world has been operating under highly stressful and anxiety-provoking conditions for almost a year-and-a-half,” Dr Ji said.

“Our study provides key evidence that it is possible to provide freely accessible, digital interventions that can help us change the thinking patterns that keep our minds and bodies in states of anxious arousal.”

The team carried out the study with 807 highly anxious participants worldwide and randomly assigned them to three groups to receive either positive training interpretations, balanced positive and negative interpretations, or no training control.

Dr Ji said the study found the positive training was most effective at reducing negative interpretations and increasing positive interpretations, reducing anxiety across the training period.

“Although it is good to see increased mental health funding in this year’s Federal Budget, that funding is for frontline mental health services and represents only the very tip of the iceberg in terms of addressing Australian’s mental health care needs,” Dr Ji said.

“For the majority of people suffering from anxiety, having free online interventions that can help them cope better with everyday life and be accessible from their own home can make a big difference.”

Funded by the US National Institute of Mental Health, the training program, developed at the University of Virginia, is part of a larger research project and is freely available online at mindtrails.virginia.edu.

Westpoint installs EV charging stations ESTPOINT Blacktown has announced the installation of two state-of-the-art electric vehicle (EV) charging stations in the centre’s carpark.

Each EV charging station can charge six cars simultaneously, two Tesla vehicles and four other electric vehicles, delivering up to 7.4kW and 50 km of charge per hour.

Agata Rynkiewicz, Westpoint Centre Manager, said the installation of the EV

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technology, in partnership with Chargefox, was a major advance for the centre and another forward-thinking initiative for the community.

“The new charging stations at Westpoint, the first in the Blacktown CBD, revolutionise the EV public charging experience, connecting Australian drivers with efficient, clean fuel for their vehicles,” Ms Rynkiewicz said.

“The charging stations include a total of

16 designated charging bays, with facilities for four Tesla and eight other electric vehicles at any one time.”

The new EV stations are located on levels 2 and 3 of the car park, and are accessible via the Balmoral and Alpha Street entries, providing a valuable service and enhancing the centre’s environmental credentials.

The new electric vehicle charging stations will be available for use from Wednesday, May 19.

Agata Rynkiewicz, Westpoint Centre Manager and Geoff Mewing, Head of Partnerships for JET Charge launch the new electric vehicle charging stations at Westpoint, a first for the Blacktown CBD.

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Generation Alpha the luckiest Book reveals the benefits of being born after 2021  ELIZABETH FRIAS T’S not much of a cultural generation gap between Z, those born from 1995 to 2009, and Alpha, 2010 to 2024, as youngest is now 11 years old stirring up a storm as digital-savvy babies destined to be richer and living healthier and longer than others before them.

From the point of view of social research experts Mark McCrindle and Ashley Fell, authors of Generation Alpha, published by Hachette and out now in bookshops and online, generations Z and Alpha are the luckiest children in Australia for having generations X and Y as parents and the thrifty Baby Boomers as grandparents and the cashed-up builders as great grannies.

McCrindle coined the term, Generation Alpha, taking the Greek alphabet for the first time as his choice.

But it was not an easy find from suggestions such as Generation New Age, Generation Tech, Zoomers or Onliners and he consulted thousands of people for their opinions in the research for the book that began in 2005.

In their book, McCrindle and Fell also made it clear on the “social markers” that make each generation distinct from the ways they lived, worked, socialised, and think on social issues such as education and environment.

The first chapter of the book revealed these generational markers from toys they enjoyed as youngsters, what devices they used to enjoy music, their leadership style

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The authors, social research experts Mark McCrindle and Ashley Fell.

at work, and what medium or media influenced their search for information.

The pages have interesting infographics to explain in simple terms those complex sociological contexts that McCrindle and Fell came across to those wanting to understand Generation Alpha, in comparison to other generations.

By email, I posed these questions to the authors and here are their responses: What makes the challenges facing Generation Alpha born 2010 - 2024 so different from what the Millennials or Generations X, Y and Z are going through?

WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

Book cover from Hachette

McCrindle & Fell: Generation Alpha began being born in 2010, the same year the iPad was released, Instagram was launched, and app was the word of the year. While all generations are living in this great screen age, Generation Alpha will be shaped differently by it because it is literally the only world they have ever known. They are going to be more digital, global, and mobile than previous generations. This will have impacts for them on their mental health and wellbeing, as well as the types of jobs and careers they will have in the future. Generation Alpha is also being shaped in a different education landscape, which focuses more

on collaboration than command and control of the past. While this generation will face some unique challenges, we still believe the future for them is a bright one, and like generations before them, they will find the tools to help them succeed in a rapidly changing world.

Did the Coronavirus pandemic create this new generation?

McCrindle & Fell: COVID is going to have a big impact on Generation Alpha. We believe it will cause technology to become even more integrated into their lives, and 90% of Australians agree. We believe it is also likely that Generation Alpha will be a more creative and resilient generation due to the challenges COVID provided, technology will remain integrated into their life but they will also value time away from screens, they will appreciate the things that were lost – interpersonal relationships and going to school, they will value family time more, as it has become an expected and regular part of their life, and working and learning from home will become a regular part of their future. That is why we believe Generation Alpha has become the COVID-19 generation, not in terms of virus impacts but in the resulting economic, social, educational, and psychological impacts on their future.

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It’s your uniqueness that matters ESTERN Sydney University Parramatta campus recently hosted Rami Ykmour for its CEO series where business leaders hear about the guest’s leadership style and priorities.

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Rami Ykmour at WSU.

Rami is best known as the founder of Rashays, a family-friendly restaurant franchise that now has over 30 locations along the east coast of Australia. A self-made man, Rami believes that ‘your uniqueness is your advantage’, and he practices what he preaches.

Although he started building his empire at just 22 years old, with his first Rashays store opening in western Sydney in 1998, Rami’s passion for business was ignited as a young child.

Working in the family store with his father gave Rami an early education in the value of community and family, and

these are still cornerstones of his business beliefs today.

Recent months have also seen a massive rise in Rami’s media profile. From his decision to withdraw from a multi-million dollar sponsorship deal with the Canterbury-Bankstown Bulldogs NRL team after a pre-season scandal, to leading the hospitality industry’s fight for survival in the COVID era and even weighing in on the ‘burger wars’, Rami has appeared on cable and commercial networks and has been covered in a wide range of print and digital media, continually raising his profile as a charismatic innovator and business leader.

His innovative spirit was recognised by the Restaurant and Catering Industry Association of Australia, who awarded him the ‘Pivot and Innovation Award’ for his management of the pandemic and its impact

on the hospitality industry in 2020.

Now Rami wants to utilise his profile and share his passion with others, imparting wisdom gained from his successes and experiences all over the world and the valuable lessons he learned along the way.

The first step was the launch of the brand new podcast ‘I AM RAMI’, covering a huge range of subjects including his methods and goals for business success, the remarkable anecdotes that have made his own journey so unique, and the big topical questions about business as they arise.

This was followed by a massive boost of his social media stature, with an abundance of content across the Rami Ykmour brand on YouTube, Instagram and Facebook including Q&As with young entrepreneurs, behind the scenes footage and plenty more.

Lights on for public schools post-COVID HOUSANDS of public schools are being revamped and upgraded across the State as part of the NSW Government’s $450M COVID-19 Recovery Plan to deliver school projects.

Treasurer Dominic Perrottet and Minister for Education Sarah Mitchell visited Carlingford High School to announce which schools will benefit from the first round of the $157.8M LED Lighting

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Project, part of the COVID-19 Recovery Plan.

Treasurer Dominic Perrottet said the program was part of a $450M package of works that will deliver better classrooms and school facilities for students while also supporting more than 3,500 jobs right across NSW. “We are investing record amounts in education and these important upgrades

will deliver modern facilities for schools with energy efficient lights in classrooms, libraries, halls and administration areas that will have great outcomes for our schools,” Mr Perrottet said.

“The LED lighting program will also benefit the environment with schools saving on energy costs every year and importantly as we continue to recover from the pandemic will help stimulate local

economies, supporting hundreds of jobs in towns throughout the State.”

Minister for Education Sarah Mitchell said over the next two years LED lighting will be installed in up to 1,000 NSW public schools reducing energy costs for schools and improving the indoor learning environment for students, with almost 300 schools confirmed for delivery today.

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Library member borrows 14,000 books ORATHY Joyce McGillivray, a 96-year-old Liverpool woman with a voracious appetite for reading, has reached a significant milestone in the history of Liverpool City Library, clocking up 14,000 titles borrowed as its longest-serving member.

Dorothy remembers 1952 with great fondness – it was the year she arrived in Australia as a ‘10-pound Pom’.

The first thing she did was to unpack her bags in her lodgings at East Hills Hostel. Then she quickly set about getting acquainted with her “second home”–Liverpool Library.

“One of the first things my husband Dougal McGillivray and I did when I arrived in Australia was to join Liverpool Library and it became my second home. It’s such a wonderful place that has grown so much over the years,” Ms Gillivray said.

“In 1952 there was only one library in the Liverpool area (there are now six). Initially living at East Hills, then Rossmore and Casula and with limited transport opportunities it was quite difficult to get to the library.

“I love reading about other cultures and the books I’ve borrowed at Liverpool Library took me around the world. Archaeology and history are my favourite topics, so I’ve spent a lot of time in those sections.”

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Top five books Dorothy’s top five books of all time (see below) also reveal a penchant for biographies on the power and politics of the royal family through time. Her No. 1 read is Queen Anne: The politics of passion by Lady Anne Somerset.

She remembers the days of no computers when she could only borrow two books at a time. The library provided a constant for her through parenthood, grandparenthood and the loss of her husband in 1992.

“I just kept going back,” Dorothy said.

“Reading gives me such pleasure and the staff at Liverpool library are such wonderful people as well.”

Osteoarthritis prevented Dorothy from visiting her beloved library some years ago, but, thanks to a decades-long friendship with library staffer Mary Bush, she was able to keep on borrowing.

“I have been delivering books to Dorothy’s house and now her nursing home in Liverpool for 14 years,” Ms Bush said.

“It’s a professional relationship, but it is also a friendship. Dorothy’s passion for reading is infectious and inspiring. I am happy to provide this service to her and I have a great connection to Dorothy and her family.

Liverpool Mayor Wendy Waller said libraries still play an integral role in communities.

“Dorothy’s story reminds us all of the great community we live in and of the power of the local library,” Mayor Waller said.

“Our libraries mean so many different things to different people – it’s a place of personal enrichment, but it can also be a place for families, for paying bills, and for socialising and connecting with others.

Dorothy McGillivray’s top five reading list: 1. Queen Anne: The Politics of Passion by Lady Anne Somerset 2. Thomas Cromwell: The Untold Story of Henry VIII’s Most Faithful Servant by Tracy Borman 3. Elizabeth: Renaissance Prince by Lisa Hilton 4. Bomber Boys: Fighting Back 1940-1945 by Patrick Bishop 5. The Six Wives of Henry VIII by Alison Weir

Dorothy McGillivray, who has been a member of Liverpool Library since 1952.

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Cover Story

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Big vision: Winter Sports World site owner and developer Peter Magnisalis.

Forget Perisher now it’s...

Snow at Penrith all year round  DALLAS SHERRINGHAM ENRITH might be the hottest place in Sydney, but it will soon become the “Perisher of the West” when Australia’s first indoor snow and ski resort opens in 2024.

Currently a horse paddock in the Riverlink Tourism Precinct, the proposal has successfully passed through Penrith City Council.

In a win for tourism in Western Sydney, Council endorsed the planning proposal to build the innovative winter sporting facility which will be a benchmark for tourism in the region.

Winter Sports World site owner and developer Peter Magnisalis said he was excited to work collaboratively with the council and the NSW Planning Department on finalising plans for Australia’s first indoor snow resort and alpine winter attraction.

The development proposal was supported in principle by councillors, who voted in favor of Cr John Thain’s motion of six amendments to the plan.

Mr Magnisalis praised Penrith Council for supporting one of the largest tourism developments in the area’s history. ``Penrith has billed itself as the `Adventure Capital’. It’s great to see that the council has embraced that adventure. It’s going to be a thrilling – and cool – ride.’’

Using real snow, the $300m development proposed: • A 300m advanced run for experienced athletes and a dedicated learn to ski run.

• Olympic sized ice rink.

• Competition venue for figure, ice hockey, speed skating and alpine skiing.

• Ice climbing for mountaineer training.

• 4.5-star 120-room hotel.

• Restaurant and cafes with snow views.

• Fine dining revolving restaurant.

Currently a 2.35ha horse paddock located within the vibrant Riverlink Tourism Precinct on the banks of the Nepean River, the site would also include a Winter Wonderland snow play area, conference and function rooms.

Mr Magnisalis said Winter Sports World would generate 900 new ongoing tourism jobs after construction and inject $80m a year into the local economy with 250,000 visitors annually. ``Not only will this be a major new tourist attraction for Western Sydney right

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Artist impressions of how the development might look.

Continued on page 11

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Cover Story

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“

I want people who have never skied to come here to learn.

I want school and community groups to come here.”

– Peter Magnisalis.

Artist impressions of how the development might look.

Continued from page 10

on the doorstep to a new international airport it will be the first indoor snow resort and alpine winter attraction in Australia,’’ he said.

In the immediate and long-term, Winter Sports World would: • Help Penrith Council meets its goal to double visitation and tourism revenue by 2025 • Bolster Penrith as an attractive leisure and tourism destination • Boost confidence in Western Sydney tourism and business • Attract new ventures to the region • Raise the profile of Penrith and Western Sydney domestically and globally • Attract international elite snow and ice athletes and provide a training venue for nine Olympic sports including alpine skiing, freestyle skiing, snow board, figure skating, ice hockey, speed skating and curling with the possibility of also catering for cross country and biathlon.

However, Mr Magnisalis said he wanted the development to be accessible and affordable to all.

While Australia had about one million regular skiers, of which about 700,000 were in Sydney, another 4.5 million people did not ski because they could not access the snow, he said.

“It’s just too hard for them to go there or too expensive so they haven’t been introduced to it.”

“I want people who have never skied to come here to learn. I want school and community groups to come here.

Perfect snow, perfect skies “We will have perfect snow under perfect skies all year round, and Winter Sports World will be the coolest place to hang out on those scorching forty-degree summer days in Penrith.’’

He envisaged that Winter Sports World would become a feeder to established outdoor ski fields like Thredbo and Perisher, rather than a competitor.

Mr Magnisalis began developing the idea for Winter Sports World seven years ago and undertook extensive research with architect Tone Wheeler including visiting several snow centres around the world before finalising plans.

The carbon-neutral design of the development by renowned eco-friendly architecture practice Environa Studio would set new environmental building benchmarks with features such as the most advanced tech-

nology for capturing and reuse of free heat, roof solar system for electrical energy needs, insulation systems, non-toxic cooling and roof water harvesting for snow making.

It would also attract visitors to Penrith to experience Australia’s freshest emerging tourist destination just 9km from the country’s newest international airport at Badgerys Creek, which is due to open in 2026.

“This is not a local thing. This is a national offering that will attract cashed-up elite sports people and leisure seekers from around the world,’’ Mr Magnisalis said.

“I’ve had people tell me that this project is overly ambitious. It is ambitious, but Penrith deserves it. It’s going to change the way people view Penrith.’’

Winter Sports World would strengthen Penrith’s tourism offering, particularly along the Riverlink precinct between activity attractions at Penrith Panthers and the Nepean Belle Paddlewheeler, Mr Magnisalis said.

It would also help provide the ``missing link’’ between Sydney Zoo and Raging Waters Sydney at Eastern Creek and Scenic World at Katoomba in the Blue Mountains, he said. “`Located just off the motorway, Winter Sports World will give a reason for more people to stop and experience Penrith.”

“It’s the happening location. It’s where the action and people are. That’s what gives us the confidence to invest $300M.’’ Construction will hopefully commence next year subject to planning approvals, with Winter Sports World expected to open in winter 2024.

Source: Deep Hill Media

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Regions - LIVERPOOL

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Scenes form last year’s event.

Fundraising on the menu at Liverpool Council’s thank you dinner acknowledges local heroes IVERPOOL City Council has reimagined its annual Charity Ball into a Thank You Gala Dinner to acknowledge and commend the efforts of the city’s community organisations and local heroes following a challenging year on many fronts.

Taking place on Saturday, July 17 at Liverpool Catholic Club, Council’s premier black-tie event will bring together residents, local businesses, community organisations, Council members and staff and members of Parliament for an exclusive three-course dining and live entertainment experience.

Funds raised in the lead up to the Gala Dinner and on the night will be donated to two worthy organisations – The Salvation Army in Liverpool and CNA Italian Australian Services – to help them continue their vital work within the community.

Liverpool Mayor Wendy Waller said Council is now in a privileged position to resume some of the major events the community missed out on last year.

“We love to be able bring back events our community looks forward to every

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year – in this case, it is even more special.

Through our Thank You Gala Dinner, we can say thank you to those who have supported our community through floods, fires and even a global pandemic and continue to do so.

“We also have the opportunity to give much-needed financial help to two worthy organisations doing wonders in our community.”

400 meals per week The Salvation Army in Liverpool provides more than 400 meals each week to the homeless and disadvantaged across the Local Government Area. Joel Spicer, who runs the Liverpool branch, said the pandemic has worsened food security issues in the community, with the number of people turning to The Salvation Army for assistance almost doubling over the past year.

He said funds from the Gala Dinner will contribute “a tremendous amount” to help his team of volunteers continue to run breakfast and lunch services three days

each week. Without this service, many in the community would simply go hungry.

“Our motto is to ensure people leave better than when they came. If this involves putting a hot meal in their bellies and a smile on their faces then we have done our job. I encourage those within our community to purchase a ticket or support the Gala Dinner in any way they can to help us continue to bring this motto to life.” Mr Spicer said.

Meanwhile, CNA Italian Australian Services said the funds from the Gala Dinner will be used towards expanding the organisation’s program aimed at helping vulnerable and isolated seniors continue to live independently.

“We enable seniors from across the Liverpool Local Government Area to connect and engage with each other over a diverse range of activities from cooking and gardening to arts and crafts,” Marco Testa, founding member of CNA Italian Australian Services, said.

“The COVID-19 pandemic has exacerbated another pandemic – the loneliness

epidemic – and organisations like us are helping combat this amongst our older population. We can only continue to do this through the support of others so please purchase a ticket to Council’s Gala Dinner and dig deep on the night.”

“Whether you are an individual or a business, there are plenty of ways to show your support for the Thank You Gala Dinner – from purchasing an individual ticket or a table for your team to sponsoring the event or donating a prize for our raffle.

Every little bit counts!” Mayor Waller said.

Sponsorship packages range from under $2,000 to $30,000 providing various opportunities for organisation’s to support depending on their budget.

If you have an event or sponsorship enquiry or wish to make a donation to our nominated organisations, please contact Strategic Events Lead Clara McGuirk on (02) 8711 7624 or email events@liverpool.nsw.gov.au. Sponsorships close 17 June 2021.

Early bird tickets to Liverpool City Council’s Thank You Gala Dinner are on sale until 31 May 2021. Purchase your tickets today: www.liverpool.nsw.gov.au/thankyou

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Proudly presented by the Penrith Valley Chamber, the leading business organisation in the region.

This series of events hosted by the Penrith Valley Chamber is putting a spotlight on the Penrith region as a place for business to take advantage of the huge opportunities that are available Western Sydney airport

St Marys area

9km away

main vital rail link offering passenger and cargo service

Nepean Health Hub

New Metro

special purpose building

construction commenced

UPCOMING EVENTS

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Tourism Forum

y 2 July 2021

Tourism Expo

y September 2021

Aerotropolis Luncheon

y November 2021

Penrith Valley chamber is a not for profit member based organisation. Membership starts from just $350/year. There are several sponsorship opportunities available for businesses in our up

coming “Lights on Penrith” events planned for the remainder of 2021. If you are interested in sponsorship or joining the chamber, contact us now admin@penrithvalley.net.au

Check our websites ‫؞‬

penrithchamber.org.au | lightsonpenrith.com.au

WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

Regions–Penrith

www.accessnews.com.au

Penrith City Council celebrates 150 years

ENRITH City Council has reached an important milestone – this year is the 150th anniversary of Penrith becoming a municipality.

After many petitions from residents, on May 12, 1871 the district of Penrith was proclaimed a municipality and announced in the NSW Government Gazette the following day. The population of Penrith township at the time was 836.

The last 150 years have seen us grow into a significant city: in 1949, Penrith amalgamated with St Marys, Castlereagh and parts of the Nepean Shire. In 1963, Emu Plains and Emu Heights joined

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Penrith City, and the boundaries of our contemporary city were drawn.

Penrith Mayor Karen McKeown OAM shared her immense pride to be part of a Council which has played such an important part in the development of our area and community.

“From its earliest beginnings, Penrith City Council has been innovative and dedicated to serving local people, a lineage that continues today.”

“In the 1890s, Council enacted bylaws to keep people safe from diseases like typhoid and diphtheria. In the 1920s, Council implemented a garbage removal system so that residents no longer had to

burn or bury waste in their backyards,” Cr McKeown said.

“Penrith was the first town in the Sydney region to connect electricity for street lights and private homes in 1890, just as we were the first in Sydney to implement the Food Organics and Garden Organics system in 2009.

“There is a strong tradition of innovation in Penrith City Council, and that is something to celebrate,” Cr McKeown concluded.

Between May and August of this year, Penrith will mark this occasion in several ways: historical artefacts from the last century and a half will be on display in Penrith

City Library, and a Civic Reception will be held to honour the anniversary among other achievements and local heroes.

History from the last 150 years will be shared across social media channels, plus the Winter Issue of Our Place community newsletter will celebrate our past achievements and the opportunities they have created for Penrith’s future.

Later in the year, a commemorative booklet will be released in a limited print run and will also be available digitally.

To delve further into the 150 year-long history of Penrith City Council, please visit penrith. city/150years

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Regions–Parramatta

www.accessnews.com.au

The many faces of Bankwest Stadium.

Bankwest a celebration of community  STAFF WRITERS ARRAMATTA’S Bankwest Stadium has been a beacon of light and hope recently, glowing brightly in support of three major community awareness campaigns.

With the ability to change colours at the flick of a switch, the Stadium turned Yellow to support National Road Safety Week on Sunday night, Blue and Green in support of Neurofibromatosis Awareness on Monday night, and then Orange to support the State Emergency Services’ WOW (Wear Orange Wednesday) campaign. It was back to Yellow for Road Safety Thursday and Friday.

“Bankwest Stadium is best known for hosting major sport and entertainment events, but it has also quickly become part of the social fabric of Western Sydney and we are committed to supporting worthy community and charitable campaigns in our community,” said Bankwest Stadium CEO, Daryl Kerry.

“The Stadium has lit up in different colours this week in support of very important causes, and it was especially nice to see our State Emergency Services volunteers from

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the local Parramatta Unit join us at the Stadium on WOW Day as part of SES National Volunteer Week.”

On Australia Day weekend in January 2020, as a way for the community to say thank you to the State Emergency Services volunteers who bravely battled Australia’s bushfires, more than 3000 volunteers were invited to the first ever concert at Bankwest Stadium featuring Aussie rock legends Cold Chisel and Hoodoo Gurus.

Local workers in the mix Hundreds of local workers – including staff at Bankwest Stadium and nearby Stadium Australia – wore Orange on Wednesday to support WOW Day and the SES. City of Parramatta Lord Mayor Bob Dwyer joined the campaign for National Road Safety Week and watched as Bankwest Stadium on O’Connell Street turned a dramatic yellow hue.

National Road Safety Week is aimed at creating awareness and reducing Australia’s alarming road toll. As many as 1200 Australians lost their lives in road accidents in 2020, with 44,000 suffering serious injury.

Neurofibromatosis (NF) is a set of three complex genetic conditions that cause

tumours to form on nerve cells throughout the body and affects more than 10,000 people in Australia. NF1 is the most common of the three genetic conditions, affecting one in every 2500 Australians. Every three days, a child in born with NF in Australia Make NF Shine is the campaign that lit up Bankwest Stadium blue and green. The campaign’s aim is to bring NF out of the shadows and into the community as part of NF Awareness Month.

While Bankwest Stadium is best known as the home ground of the Parramatta Eels

and Western Sydney Wanderers, it is also a centre of celebration for community and cultural events and as recent events have shown, it is also a great supporter of community and charitable causes.

Bankwest Stadium was the first stadium in the world to be awarded the prestigious LEED V4 Certification for sustainability, with solar panels installed on the roof of the Stadium. Part of the design of the stadium is that most of the exterior lights point down, so as not to impact greatly on surrounding Parramatta Park.

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WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

Regions–Inner West

www.accessnews.com.au

Local Business Awards return Community can nominate their favourites HE Inner West Local Business Awards is back, and after a difficult 12 months, founder Steve Loe has called on the community to nominate its favourite businesses.

The Precedent Productions Managing Director, who founded the awards more than three decades ago, said it was an opportunity for members of the community to show their support for local businesses who had been through an unprecedented year due to COVID-19.

“Nominating your favourite local businesses is an opportunity to show your appreciation and support for them,” he said.

“Vote for your favourite business by heading to the Local Business Awards website www.thebusinessawards.com.au and searching for your favourite business.”

“As members of the community, we reap the benefits of their efforts, which can make our own lives happier and easier in many ways.”

“Sometimes it’s as simple as a friendly smile and sympathetic ear from the staff in a shop that lifts your spirits when you’re having a bad day.”

“Or it may be a supplier who works tirelessly to ensure an urgent stock delivery reaches you on time.

“Nominating someone for their outstanding service or products is a great way to thank these people who, now more than ever, need our support.”

Mr Loe said businesses could also self-nominate to show staff how much their efforts were valued.

The Inner West Local Business Awards are made possible by the ongoing support of Major Partners Inner West

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Last year’s inner west Local Business Awards.

Council, NOVA Employment and Big Clean and Support Partners Strathfield Council, Burwood Council, Burwood Plaza, Bx Networking, Majors Bay Road For further information on the 2021 Inner West Local Business Awards, visit the Local Business Awards website at www.thebusinessawards.com.au

Chamber of Commerce and White Key Marketing.

Mr Loe said: “The Awards are only possible because of the Awards partners and their support.”

Nominations for the 2021 Inner West Local Business Awards will open on Monday 7th June and close on Thursday

8th July with the winners announced at the Awards Presentation Evening, on Monday, October 18 at Le Montage.

Western Sydney Business Access will provide weekly updates on the progress of the Awards program and will also run a special Finalists Feature and Winners Feature.

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www.jobswesternsydney.com.au WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

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Regions–Sydney Hills

www.accessnews.com.au

Year of BIG projects in Hills N extraordinary amount of infrastructure will be rolled out over the next financial year after The Hills Shire Council adopted its Hills Shire Plan during an Ordinary Meeting of Council.

Council will invest $174.2M on delivering new community facilities, as well as refreshing and maintaining existing assets. This includes $7.5M to construct the new playing fields at the Water Lane Reserve, $1.9M on Kenthurst Park extension to the upper field and $583,000 for Deepwater Circuit open space embellishment project.

Meanwhile, Council will continue to construct Waves Fitness and Aquatic Centre and is looking forward to commencing operations next year.

Mayor of The Hills Shire, Dr Michelle Byrne said she was proud of 2021-2022 Hills Shire Plan.

“We are a community experiencing growth and this plan provides access to a range of services and facilities that contribute to the health and wellbeing of residents,” Mayor Byrne said.

“Our Plan continues to build on our vision for a more connected and inclusive region; with safe, convenient and accessible transport options and a variety of recreational activities that support active lifestyles.

“We’ve also allocated money to roll out new and improved infrastructure, especially in our newer areas, including in Box Hill and North Kellyville.

“This Plan ensures our neighbourhoods remain wellplanned, liveable and family-friendly, whilst also meeting growth targets. And it also makes sure our natural surroundings are valued, maintained and enhanced.

“I’m incredibly proud of the Hills Shire Plan and the work that will occur over the next 12-months to support a growing region,” Mayor Byrne added.

Some of the key highlights from the Plan include: • $21M for new and renewal of existing roads; • $6.1M for infrastructure design and project management; • $3.2M for traffic facilities; • $1.9M for new footpaths, cycleways and bridges; • $3.2M for street lighting; • $3.1M for the purchase of plan and equipment; • $92.6M for acquiring land for open space embellishment;

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Development in Sydney Hills.

• $1.9M for various new parks construction; • $2.1M for various embellishment of parks gardens; • $13.5M to maintain existing parks and bushland; • $11.8M to maintain civil assets; and • $3.8M for storm water and waterways projects.

Adding to the works, Council’s events program is back and running again, after COVID-19 restrictions were eased.

“Like many other Councils, businesses and organisations, Council was not immune from the economic impacts of COVID-19. We had to temporarily shut venues and services, and cancel our events,” Mayor Byrne said.

“In this Plan, we’ve set aside $1.8M to kick-start our events program, which is fantastic news for residents.

“I’m really looking forward to joining you at Orange Blossom Festival, which is returning on August 28. We’ve planned an exciting evening with light installations, live music and delicious street food,” Mayor Byrne added.

Mayor Byrne said, despite the economic impacts from COVID-19, Council remained fit for the future.

“I would like to thank my fellow Councillors, the General Manager Michael Edgar and Council Officers for their work, especially during the pandemic. We have remained strategic and disciplined in our approach, making us one of the best performing councils in the state,” Mayor Byrne said.

To find out more, visit Council’s website, www.thehills.nsw.gov.au, and search for “Hills Shire Plan”.

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WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

MARCH 2021 SUPPORTED BY THE PROPERTY COUNCIL OF AUSTRALIA

Jim Taggart OAM GWSRR Chairman Joe Abboud Trifalga

Denis Hall Madison Markus

Piere Wakim KPMG

Neil Hill Woods Bagot

Mario Khaicy Northpoint

Angela Haynes KPMG

Chris Abouhamad Eastern Pacific

Remon Fayad Ellerson Property

Dr Peter Poulet Greater Sydney Commission

Ross Grove Property Council

Leanne Pilkington Liang & Simmons

Murray Donaldson Urbis

Photos by Kirrilly Garvey, Photographer at Captured by Kirri

PrOpErTy InSiGhTs 2021 - 1 Western Sydney Outlook

12-page lift out section

The Greater Western Sydney Regional Round Table (GWSRR) is an invitation-only forum of influential people that have an interest in developing business excellence, exchanging ideas and networking.The GWSRR meets in a private board room setting.

The following is an edited transcipt from the recent GWSRR Property Insights held at Parramatta.

WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

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GWSRR - Property Insights 1

www.accessnews.com.au

Western Sydney’s property forecasts

The Property Insights Round Table in action.

Jim Taggart: Can I just say, on behalf of Access – Michael Walls (publisher Western Sydney Business Access)– Ross Grove, Property Council Director for Western Sydney, we’re delighted to have you here. And I mean that very much. I think about business, and I think about what do you with people. Do you have a strong eye for opportunity, absolutely.

I’m very grateful for the people as a legacy of where I am. And I say that from the bottom of my heart.

Just some rules around how this session will be reported. It’s Chatham House rules in the context of what is said in this room. Each of you will receive an edited transcript of today’s proceedings. This is a confidential document. You will be given time to edit your comments for clarity or to correct any sensitivities prior to the record being published for public consumption in Western Sydney Business Access.

Ross, would you like to add anything?

Ross Grove: Thank you, Michael, for the opportunity to put this event on. I am 18 months into my new role as the Western Sydney Regional Director at the Property Council of Australia. I’m Western Sydney born and bred. And arrive in my current role having come from local government previously. So, I’ve had some exposure to the industry, and what’s been identified over the last – at least in the last decade – is Western Sydney has its own trajectory.

Western Sydney has always had property developers, but we’re seeing more the emergence of new type of local developer, with a focus on improving the quality of their product and have got ownership – personal ownership, corporate ownership – and deep roots within the Western

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Sydney community. They are helping shape the lifestyle of the people who live here, and seeking to shift the surrounds where they live. And so, the reason I’ve got the people around the room that we have is because you’re either part of that cohort or you provide them with services.

And so, that’s what I’m about. And so, it interests me to work across disciplines, across agencies, across government – tiers of government – to get the best outcome possible. So I’m there to help get the best product, get the best result for communities for business in the west.

them extremely well and come out the other side so that customers who are enjoying the benefits of these apartments predominantly for the experience of a more harmonious strata vibe.

Jim Taggart: Thank you, Ross. We are going to swing into introductions now and Peter, I’m going to start with you. You bring a richness to your role. And I know if people don’t know you, they’ll certainly want to meet you ASAP. Over to you, Peter.

Jim Taggart: Thank you, Peter. Angela? KPMG. Thank you for being here.

Chris Abouhamad: My name is Chris Abouhamad and I am the Director of Eastern Pacific. We are in the business of both property development and construction and have a range of projects across Western Sydney.

Peter Poulett (via Zoom): Look, I apologise again for not being with you. I intended to be. However, circumstances got in the way. I’m here virtually, but in spirit I’m actually in the room.I’m the Central City Commissioner and also the Southern District Commissioner. But I’m also playing a role at Western Sydney University as Professor of Practice of Architecture. What’s interesting about that is I think it is the future for the West – this spanning of boundaries, this breaking down of silos which, particularly in government, has been part of the problem where each individual agency have gone about doing their own thing for a long time, and there’s not been a coordinating or an attempt to bridge the gaps that occur. And you’ve all in the industry suffered from that sort of disjuncture.

So, the Greater Sydney Commission is part of trying to redress that as a problem.

And it stems from education and bridging the gap even further and bringing all of the players in the industry together to make for a better Western Sydney.

Angela Haynes: Yes. Hi everybody.

I’m with KPMG and I’m the financial adviser to the State Government or various State Government agencies around financial issues. I’ve been working I guess recently on Roads and on Rail projects – and helping Government with major contracts.

Jim Taggart: That’s exciting. Remon Fayad?

Remon Fayad: Remon Fayad, Ellerson Property. We’re mixed-use residential developers in Western Sydney.

Jim: Thank you. Pierre?

Pierre Wakim: Pierre Wakim, I’m the Managing Partner of Greater Western Sydney’s KPMG office. I work predominantly in the construction industry – builders and developers.

Mario Khaicy: Mario Khaicy.I’m the founder and managing director of Northpoint Construction Group.We’ve had 25 years’ experience now and we call ourselves boutique inside the construction industry. So, our philosophy is to focus on a set number of projects, manage

Jim Taggart: Chris?

Jim Taggart: Thank you, Chris.

Leanne?

Leanne Pilkington: I’m the President of the Real Estate Institute of NSW and also the CEO of the Laing & Simmons brand.

Neil Hill: My name is Neil Hill and I am the Regional Transport Leader – Australia for Woods Bagot. Woods Bagot is a global firm with a significant presence in Western Sydney including The Mills at Liverpool and 8 Phillip Street in Parramatta. Prior to joining I’ve supported clients involved with transport links including the Sydney’s North West Metro and I’m passionate about recognising the synergies between the various components of a project can make for stronger design outcomes, leading to more engaging, activated spaces.

Joe Abboud: My name is Joe Abboud, I was born and raised in Granville Continued on page 21

WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

GWSRR - Property Insights 1

www.accessnews.com.au

Continued from page 20

and I have worked in Parramatta for many years. I founded my business, Trifalga, as an architectural firm but we have evolved into a diversified investment firm with interests in mixed-use residential, retail, industrial and commercial property, either to operate or add value.

Jim Taggart: Thank you for sharing that. Just a couple of quick things. We’ll take your photo, so we have images of today’s proceedings and this session is being recorded so, I hope that meets with your approval. The transcript will be about 12,000 words. So, there’s a lot of work to come from the next two hours.

Let’s get right into it. This is a question I want to pose–when you build in Western Sydney, what do you think is being put there that’s not in other regions? In your imagination, creativity, innovation, what is happening in Western Sydney that’s not identifiable in the other regions.

Neil Hill: I think it is a mistake to group all of Western Sydney together when it comes to design. Western Sydney has a variety of housing types and communities which reflect the people that live there and supporting transport environment.

It’s an enormous area, but it’s actually a really really different and diverse area that has so much potential, a mixture of skilled people and particularly transport links that are so much better than they were before.

Jim Taggart: Thanks for that, Neil.

I’m going to go to Peter.

Peter Poulet: I totally agree. Everybody in the East or everywhere else in Sydney lumps Western Sydney in as one enormous mass. It’s actually made up of so many individual communities, so many individual places that have unique properties and unique aspirations and unique possibilities that it makes it a very rich place to work.

And so, when you work in those individual communities, places, aspirations, you express those to the best of your ability, and that makes for good places and good architecture.

Having said that, what I’m trying to do at Western Sydney University is empower the architects of the future to think this way – to think collaboratively, to think in a cross-disciplinary, cross-agency, cross – you know – a way to knit these ideas together to make things that are special for those particular communities.

Jim Taggart: Peter. When you say “collaboration”, what types of industry, what types of people, what type engagement are you really referring to?

Peter Poulet: I’m going to slander my own profession here. Some architects are so “up” themselves, that they’ve become irrelevant to the development industry. It’s not about aesthetics. It’s about understanding a creative and innovative way to procure good architecture, good buildings, good community serving buildings. That’s what your development industry wants to do as well. Developers want their buildings to sell. So, they want quality outcomes.

Architects need to help deliver that by understanding, you know, the property cycle, the property industry, the financial industry, government regulation, the politics of what you’re trying to achieve.

That’s a very complex mix that you all deal with. And architects are going: Oh no. It’s got to be purple. It can’t be pink. I don’t care what colour it is, to be honest.

It’s got to be fit for the community that you’re building for, and understanding of all those contingent elements that go to make up a project.

Mercure Parramatta, venue for the event.

So, the training that we’re trying to give to architects is to put them into property development – into other architectural firms – into other businesses that help them understand how to do business and how to help business work better.

So, it’s a generational shift. My architects are all going to get on-the-job training, so to speak – not only as architects, but as creative thinkers in that community of property development.

Jim Taggart: There’s one guest we haven’t introduced. I’m going to go to you, Murray. Thank you very much for

80s people aspired to be somewhere else – from Western Sydney to somewhere else, but our research showed want to stay in Western Sydney, and that we need to provide excellent community, and a really great sense of place in response to what people can afford in the housing market.

So, we’ve seen a lot of great apartment projects, large scale apartment projects close to amenities and retail conveniences. And within those those communities, there is a subset of people who are telling us from the research that they’re looking for alternatives as well to those types of products – so, whether it’s townhouses,

The Round Table prepares to meet.

being here. Just a very quick overview of how you fit with the scenario...

Murray Donaldson: I’m Murray Donaldson, I’m the Director of the Parramatta office at Urbis. I really echo the sentiment that Peter and Neil had about one size doesn’t fit all in Western Sydney.

There is a lot of interest when really it comes to the question about what a project does for Western Sydney from the point of view of community and how to build something that a lot of people want and see. And we did a lot of research around what people’s preferences are, to establish parameters around what residents of higher density communities in Western Sydney are looking for.

We know that their preferences changing but, they don’t want to move from those great communities that they have lived in and established through their sort of third generation of living there. Western Sydney has changed in perceptions because in the 1970s and

WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

whether it’s medium density and highrise combined there’s more than one modern solution.

Mario Khaicy: There are many great apartment projects that combine a mix of businesses and amenities. We are already finding that people want to have a combination of product on a site with a mixture of units, townhouses and also retail.

Having those conveniences on the side.

So, whether it’s fresh fruit and vegetable produce, groceries, being able to come back from work within minutes. On the site or nearby, people in Western Sydney do want that advantage.

Ross Grove: I just want to come back to one thing. Peter, you made mention of the practice of architecture and I’m sure a number of people around the room will have their own challenges in negotiating with this profession.

You had a compelling opening line in this space. I just want to get some

reactions from people who have grown their business using architects of a range of qualities in this space. If anyone wants to. Bear in mind, we are happy to provide confidentiality. I have no issues with keeping people anonymous when preparing a final transcript.

Joe Abboud: Our intention was to create some really good outcomes that were actually deliverable. But you can go and design something to try to a win a design award, but it may never be built, or if it does the poor guy building it went broke in the process, so there needs to be an element of reality that needs to come with what’s going on out there.

The other thing I’d like to add is: if, with your influence (to Peter Poulet), you could try and have them peel back the amount of rules and regulations and red tape we’re facing. I mean, you can’t empower creativity with too many rules.

I think that’s limiting in its approach.

One of the things we tried to do was step outside of those rules and create a better sense of living in these places by breaking the rules in a way - not because we’re out there to upset anyone in the process, but sometimes the rules can’t be “one size fits all”.

I think everything needs to be specific. But when it’s with very generic controls that have you deal with the same set of controls for a property that’s 5 metres wide, 50 metres or, a thousand acres - that can only breed a bad outcome.

So, I think if they can peel back the amount of rules and regs, I think that’s a step in the right direction.

And then also, too, these design competitions – I mean they’re fantastic if you’re going to, you know, potentially deliver better outcomes – potentially. I don’t necessarily agree with all that.

But what about time? What about the amount of time and money that’s being spent in trying to deliver a better outcome? But the poor bloke’s going broke in the process trying to, you know, win a design comp.

The State Government’s built some recent expedition panels and stuff at the Department as you know in BTR (build to rent) and in data centre spaces and various State Significant Development. And I had a meeting recently with the Department and we were trying to talk about trying to expedite a process. And then he said, you’ve got to do a design comp, so now I’m going in there for an expedition of a State Significant Development but I’ve got now still dealing with six months and a million dollars worth of, you know, Continued on page 22

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GWSRR - Property Insights 1

www.accessnews.com.au a problem here. There’s so many issues that, before you even get to delivering this ideal scenario – build to rent – which is supposedly the knight in shining armour of delivering cheap housing or affordable housing here, and you’ve got to spend millions of dollars and years of time trying to get to an outcome.

Leanne Pilkington: So, what’s the difference between Melbourne and Sydney from your perspective?

Joe Abboud: Less red tape, a lot more efficient and the property prices are cheaper.

Leanne Pilkington, Mario Khaicy and Jim Taggart.

Continued from page 21

expense that is unnecessary – honestly. I think all the top firms can deliver design excellence without a design competition.

And I think it’s flawed in its process. And I think all of that process has hijacked the efficiency for us to deliver. I think that’s a problem there.

Angela Haynes: Can I just ask a question? The design competitions – do the people participating in those, do they get any cost recovery?

Joe Abboud: No no, they do. The Government pay for it – right? So at the moment in – I think in the City of Sydney that this was a minimum cost of $150,000 per architect – six architects – for a design competition.

I mean, six architects, a million dollars later and four months to run through the process between delivering a design comp. You know. All this money needs to be spent – all this time – and the guy’s just burning a hole in his pocket, waiting to deliver –the amount of demand on supply for residential is the reason why we’ve got a problem with inflation of prices – is because there is no supply.

So, you’ve got the supply issue, and then you’ve got a process that is working totally at loggerheads with the objective.

That’s a recipe for failure.

Peter Poulet: It’s a fairly common story I hear. It’s equally frustrating for architects who burn the midnight oil doing competitions that they don’t win.

Admittedly they get some cost recovery.

But they spend – probably spend more money than they should, because they’re not really astute business people. But that’s something I try to teach them.

I’d like to talk to you about getting some of my students to work with basically all you guys so that they do get this experience that we talked about. I think that’s very valuable. I agree, a rulesbased order will never get you great designs.

That’s the problem with planning. They think they can set parameters to achieve something that is just a baseline. It’s a minimum. You’re never going to get excellence, and excellence does break rules.

So I’m not for a rules-based order, which is planning speak, it is binary, it’s either yes or no.

I think we need to mature to a more ethically focussed, more morally focussed from the space around us: What’s

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good for us all? Not only the developer, not only the community, not only the government. Open book, everyone is honest about where they want to go.

And everybody gets a slice of the pie, so nobody loses. And there’s less risk in that.

That takes takes moral courage, it takes generational change. It takes a whole lot of things that are very difficult to achieve.

And unless we start talking in those terms, we’ll always be adversarial, we’ll always hide things from our subbies so we can go an extra(inaudible) we’ll always screw the screw the architect or reduce the quality of a material. That’s not what the industry should be known for. That’s what you guys do. You make the communities that either work or don’t, ultimately. And the rules don’t always help you.

So again, I was going to say innovative architects but but I’m going to say cunning – build a generation cunning architects who know how to operate in a system that’s very complex, sometimes very unfair, loaded in different ways. If they understand that, they’ve got a better chance of helping you, who actually spend the money, deliver a better product, a more sellable product and better communities.

Jim Taggart: Peter, I’ll leave it there.

Thank you. Thank you for that. It’s an excellent summary. Two things I want to take out–I’m in clear in my mind – 1 is the invitation to a number of people that are here for your students to do work experience of some type. I’ll just put that on the table – and I see it gets a nodding.

So, that’s a win. The second thing I would like to see the people here – many of them – go to your actual lecture at some time as a guest lecturer – I’m inviting them through you as a conduit – to speak to these future generations of people who are going to make a change. Would you accept that?

Peter Poulet: I would. I would relish that.

Jim Taggart: OK. Peter Poulet: That’s why I’m pleased to be here in the room with you guys.

Jim Taggart: Well, thank you. Now, I’ll give you the close-out on just the architectural aspects. What’s going through your mind at the minute – and then I want to move on.

Neil Hill: Actually, when I think of the design competition process – and, you know, everything that’s been said I sort of agree with – and by the way, most of the big commercial practices are ready to spend three to four times the amount that they’re actually paid to do.

And you’ve got a one in six chance you’ll be successful. It doesn’t make business sense. That big conversation was around that and other practices as well. But what I’d like to say is that I like the term “cunning” – I seem to have got into a space in my career where I’m competing in an RFP process for things that are pretty complex. And one of my favourite complex RFPs was the Tempe Station Project. And it was Liand O’Rourke and we got to know each other. And the sort of vital question before take you guys on is “do you really get this? do you really know how we can win this?” from a design perspective. Well it’s price – yes. But isn’t it something else? It’s complexity in construction. And in that case, there’s a whole range of things that are done that help Liang O’Rourke win that project.

And so, architects can be great agents in terms of your competitive process. One suggestion in terms of one competition is send your brief differently. The brief shouldn’t require massive amounts of documentation as though you’re almost about to lodge the DA, ‘cause that costs a lot of time. It’s actually the nugget, the idea, the big urban move – the idea that will set up a development up for commercial success and reduces complexity to improve its quality. And that’s another point. You get designs which are really complex, but to pay for the damned thing over time, you ultimately have to reduce the quality and materiality to get those fancy shapes to work. So, I would say that the purpose of a design competition is to choose the best idea because if you’re prequalified in the competition, you’re probably going to deliver a great design.

Joe Abboud: I think there’s another layer here. And I think that’s biggest killer that’s affecting all of us at the moment on a daily basis. The latest flavour in the market is build to rent, right? And noone can make it work in Sydney. Why? Because, you know, we’ve got too many layers of costs and taxes and processes – and all stuff is starting to add up so much, Peter, that you can’t even deliver a build-to-rent project in Sydney, it only works in Melbourne, right? We’ve got

Peter Poulet: One thing is, a design competition shouldn’t be there to choose the right design. It should be there to choose the right architect for the project to work with the developer. And so, if that’s the parameters that are set, the design is only part of the decision-making process. You’re choosing somebody who’s going to fit the bill, who’s going to understand the complexity or difficulty of the project and deliver to you what you want at the right price.

Design is also about innovation in a way, because you can actually reduce costs by building differently. And this calls into question the whole reform of the industry and how we make buildings.

And that’s another thing for research and the university sector to get right. We’re not expecting you to do that. But you are hamstrung with some very old, traditional processes that are time consuming and costly.

Jim Taggart: I agree. And we need to tease that out in relation to the context – contextual basis of what we’re talking about. And it might lead to another question – and it really comes at the back of that – to all of you.

Pierre Wakim: I just want to add something on Western Sydney frustrations that I hear from my clients who are developers and builders. It’s normally around planning – not necessarily around the architects that you hear the frustrations being voiced and the concerns that you normally understand that are particularly in Western Sydney. And I was talking to someone who had a lot to do with Liverpool Council, which is part of Western Sydney. There are some major projects that are planned for Liverpool Council. But the planners in the Council are not capable of assessing them. If you have a look at what the equity ambitions are of Western Sydney precincts and what the planning teams look like in those precincts....

Jim Taggart: I’m seeing a lot of heads acknowledging that.

Pierre: Wakim: You’ve got someone in Liverpool Council who’s looking at, you know, Moore Point as a potential project. And you look at the size of that team in Liverpool Council and you look at the people who are assessing there. So, where do these projects go, when they go into these planning teams and how do they actually get executed is a real question for me. I mean if I’m an accountant, if I don’t have the team being able to do the work for the client, then it’s not going to get done timely and it’s not going to get done properly.

Ross Grove: At Holroyd Council. We merged into Cumberland Council. I was a previous employee of the City of Parramatta. And I think what you’ve identified is something I certainly felt in Holroyd Council. We did a comprehensive LEP Review. We took Merrylands Town Centre from what was 8 storeys to 20 storeys to, later on, 26 storeys. And it was Continued on page 24

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BEST GIFT SINCE THE OPERA HOUSE POWERHOUSE Parramatta CEO Lisa Havilah is more interested in the flood of excitement over the controversial $920M project than any flood-waters that may lap at its riverside approach. After the recent devastating rains that saw Parramatta River break its banks between the ferry wharf and the site of the museum, Ms Havilah is adamant that the building and its exhibits will not be affected.

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FTER a few hot summers for swimmers who loved Parramatta and w ÌîÿÓâî®þ±ÅÅ ßÓÓÅæ Ì æóđ â during their closures, relief is on the way. Just a day apart, the refurbished Wentworthville pool opened and î® Ĝâæî æÓ ÿ æ îóâÌ ÓÌ î® spectacular Parramatta Aquatic Centre. Both communities have been without a pool since 2017, the Parramatta Memorial Pool demolished to make way for Bankwest Stadium and the previous Holroyd Council wanting to close the tired Wenty pool

rather than refurbish it. After a bit of æ óĖ îÿ Ì W ââ Ë îî ÓóÌ ±Å and the NSW Government on who would pay for its replacement, an agreement was reached on funding for the state-of-the-art aquatic centre. And in Wentworthville, a concerted community campaign and the Cumberland Council, saved the beloved pool with an upgrade. While Parramatta residents wait two years for their pool, they are welcome to dive to Wenty.

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VITAL youth service in Blacktown is set to close after missing out on important State Government funding. The Blacktown Youth Support Association’s Youth HQ program helps young people at risk - those who have

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around 2014 or 2015, I sat down with the Director of Planning of the day and said: What’s your plans for the next 5 years.

You’ve done – your previous 5 years have been great. You’ve taken us from being the second slowest Council to process DAs to being, one of the better Councils to process DAs. And he said: Look, good customer service – all that sort of stuff.

And I said: Well, you know, we’re building bigger cities now. We need a bigger city team. We need to look at how design interfaces with something. We’re not approving duplexes and granny flats.

We do that very well. But when we go to 6 storeys, to 8 storeys, we’re starting to feel some stress. And we’ve just rezoned for 20 storeys. And that’s going to be a whole bunch of different engineering, flood and all that sort of stuff – huge challenges.

And yes, the calibre of planner was fit for purpose at a particular point in time.

Western Sydney’s ambitions have raised and Councils are struggling to catch up with the task of administering that future ambition.

Mario Khaicy: Dealing with Councils sometimes it feels a lot like they’re trying to say no, trying to refuse it, other than try work with you. So, it’s not about how to change or what to do, it’s more a case of pause for two weeks and then it comes back, and: Oh, change this and change that. So, a lot of this is speed as well.

Pierre Wakim: But possibly that’s fear of the unknown. Some say “no” because you don’t know getting out of your depth, you normally say no because you don’t know whether letting it through is, you don’t know, you don’t have the skills to assess.

Jim Taggart: I agree with you. Sorry Joe. Thank you.

Joe Abboud: There needs to be a change in culture. We need to go to a cando attitude with these planners. They need to be OK to talk to us and work with us.

I’ve used this example in the past. When I first started in this industry, there was a planner at Parramatta Council. I used to go into the Council as a young guy. And we’d sit down down on at a round table, discuss issues with the plan. He used to pull out the red pen, mark out the issues - you know - make an amendment on the plan

Pierre Wakim and Jim Taggart..

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www.accessnews.com.au with the red pen. And I’d walk out with the approval in my hand.

Peter Poulet: I wouldn’t use a red pen on you.

Joe Abboud: I’m happy with a red pen. If it’s constructive criticism – I’ll take it.

Jim Taggart: I appreciate that. That’s really good. Denis, your thoughts as to just what’s going on at the moment, you know, in the sense of the conversation.

said is valuable – being able to actually sit down and have a conversation about: OK, don’t tell me not how to. Tell me how we can actually make this work. That makes perfect sense.

Jim Taggart: Can you believe one hour’s nearly gone. The conversation’s been very robust. And I hope it’s getting you to think about things, even if it’s confusing, you know, in the sense of dialogue. I think it’s the greatest skill we have, to be able to think about conversation

Dr Peter Poulet via Zoom.

Neil Hill: We do a lot of planning law. We go to the Land and Environment quite often. That’s another frustration – process. So the frustration doesn’t end when you’re dealinmg with the councils. So when the discussion ends as a negative one you’ve got another battle on your hands, you talk to us and and you get the process started with a little more time and money or do you bite the bullet and just go with the flow or do you actually empty your pockets with more time and money down the track.

The thought is a bit tangential, and I guess this is a conversation we’re going to come to, but who are we building for in the western suburbs and why are we building it? What do we want for the western suburbs and the people who live in the western sybyrbs?

Leanne Pilkington: Well, we certainly hear the issues with Council time and time again. So, I think a lot of what Joe

Ross Grove: I think, it’s really interesting to see common themes, that government has potentially been hearing for years upon years, when it comes to time taken to process DAs, frustrations with Planners. I look after our industrial asset class for the Property Council and they tend to have frustration with either State Government, if it’s State Significant Development, or with Council, if they go through that path.

And there’s almost a culture of: if the State’s processing the application then, when it gets referred to Council, the Council feels they don’t have resource to respond to it. And so, they basically throw a kitchen sink of objections at it.

And then the State Government looks at it and goes: Oh well, not really sure what we should do here. And, you know, there’s – I think there’s an element of buck passing there. I think the State Government is making a huge effort to address the challenge of agency referrals.

The Planning Delivery Unit to has been set up to coordinate some of that stuff.

And, Kiersten Fishburn is a has a fair bit of cut-through in that space.

You know, Murray, I think Jim was asking me to wrap up before we go to morning tea. I thought we’d just grab the perspective of a planner in this space as well, just before we do. And after that, Jim, I think we might recharge with some coffee.

Murray Donaldson: Just a couple of thoughts that I had during those sorts of comments about the planning system and the challenges people are having with Councils. I think we’re often asked to, by our clients, to get involved with projects that are complex and difficult and want to do something different. And we have challenges in presenting evidence based robust sort of arguments about doing something a bit different, looking to the merits of what’s proposed – ‘cause essentially that’s what the conversations need to move towards – more a merit-based discussion about whether something we think is better than what, you know, you’re seeing out there in the planning system. So, I think it’s going to be a massive cultural shift that’s needed within the planning fraternity about thinking not in a rule based sense, but much more about: Well, maybe this alternative is a bit better than what we set out in our rules – because we were only at that point in time thinking about a very broad-brush issue. Here’s a real live project we want to support and proceed with.

So, I hear those challenges all the time. And it’s really about that education piece.

Not only the architectural profession, but design influencing planning and creating a planning based – a design based planning system.

Neil Hill: And the other thing I wanted to mention in passing was: you’re all doing fantastic work and you’re all doing great projects – and there’s a lot of positivity that could be brought out by accelerating the successes of the projects that you have. And I think if you all bring forward your projects and presenting those to the industry as exemplars of what we’re trying to achieve in Western Sydney, I think that will only lift the conversation up to another more positive level. Just a quick observation: I’ve seen projects which have battled their way Continued on page 25

Ross Grove.

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through Council – a lot of opposition and hurdles. They get built. And then, they’re seen as exemplars by Council. I mean you see it time and time again. So, what I would suggest is that there’s a communication piece about, you know, celebrating completed work and presenting back to the Council itself and members of the Department of Planning.

Ross Grove: That is gold right there.

Pierre Wakim: What you’ve just touched on is there’s an element that’s overlooked in industry and in life generally – and that’s culture. And culture is everything. So, you’ve got this adversarial culture like Joe was talking about. You’ve gotten all these siloed competing interests and it comes back to how people – people’s posturing. They sit across the table and they don’t want to make commitments or don’t want to be roadblocks and it becomes – it’s basically culture. And you’ve got plans and you’ve got strategies and to best implement them, there’s the General, and as a General you want your armies marching all in unison. So, the investment in changing and turning around the adversarial way – and you touched on one example like the Council has ownership of the success is crucial.

Jim Taggart: Thanks Pierre, now I think it’s time for a break so we’ll see everyone back here in 15 minutes. Feel free to bring your coffee back with you.

Morning Tea Break (little lunch) Jim Taggart: Welcome back. I’m trying to make sure that one of the important things to come out of here is the ability to be able to communicate and connect. Ross, through you to everyone, could we send the emails of everyone to each other?

Ross Grove: That’s fine. Just so that we make sure that we grab everyone’s, thoughts and everyone gets a share of the article, I wanted to – and we might flag it toward the end of the discussion – if we think about this in advance – I want to get one project in Western Sydney that you’re passionate about and why. Now, it can be a private sector project, it can be an infrastructure project – but why, what it means for Western Sydney, just to make sure that we get

The Round Table in action.

that grab. And that could be a discussion point from that point forward.

Some people may have their own buildings, their own towers, that they may wish to give a plug. Some of them are incredibly of a standard that you could do that with. So, I just wanted to seed that thought with you now before we kick off the discussion. Jim? Jim Taggart: Well, I mean in fact we might even start with that, if you like.

Pierre Wakim: We can call out our Museum Project as the standout for what Western Sydney’s about to do with Parramatta, for instance. So, that will detail where that project’s at. It’s only been recently given the blessing through State Government to go ahead, with intentions that they’ll start in this year – and that will go four years. And it’s going to cost about 850 million. And it’s going to be intending on bringing about two million new visitors to Parramatta annually, once open. And then, it’s going to anchor Parramatta as a location for

people to visit when visiting Sydney.

That’s only going to benefit everyone in Parramatta.

Jim Taggart: And if I can put that into a context, sorry, just for a moment.

I’m Deputy Chairman of Riverside Theatre. So I’m fairly au fait with what’s happening there. It’s interesting, because that fits right into what’s called The 24 Hour Economy – the Night Economy.

So, it’s very interesting this growth that’s happening.

Pierre Wakim: My wish for Parramatta is that there’s going to be buildings – both residential, commercial – that would sit alongside this building and aren’t going to look out of place.

But there’s going to be the standard that lifts generally across the area to imagine what’s going to be there. We would have failed if that standard isn’t brought up in line with that project.

Neil Hill: I mean the whole exercise around the Powerhouse to me

exemplifies the problem we’ve had for generations. I mean it’s about moving culturally significant events and projects to Parramatta. You have some people say, you know: You don’t want to go to Parramatta. It’s a significant city, isn’t it?

Isn’t that a problem we’ve had over and over again?

I’m also passionate about the Parramatta Justice Precinct. It was decided we were going to have Births Deaths and Marriages, and the Children’s Court there was a lot of controversy about that because the it was spread over 3 different locations in Sydney and it wasn’t working very well. So, they decided to build five Childrens Courts in Parramatta. There was a lot of resistance from the legal fraternity at the time but it was for the betterment of Parramatta.

My father used to have a saying: It’s further to get from the City to Parramatta than it is to get from Parramatta to the City. But I think these are issues at the front. I think it’s central to what we’re doContinued on page 27

Lunch break.

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www.accessnews.com.au Jim Taggart: Thank you, Chris.

Joe Abboud: I’ve been a big supporter of the Hills and I think it’s an extension of Parramatta. And I think why I’ve been a supporter of The Hills a little bit more is because it’s been very progressive for me. You know, Parramatta unfortunately, you know, 160-170 iterations of an LEP and nine years in the making, and the Councillors are still saying: Oh, we can’t do this. We need to get it right.

I remember five, six years ago Liverpool wasn’t even on the map. As a council they were asking at one stage how to make Liverpool safe. And one of the things they at Liverpool was we came up with the Put a Camera in the Streets Project. And the Mayor at the time got a State Government grant for that and put cameras in the streets. And then, all of a sudden, the streets are safe. These are the sort of changes I think we need to make, we need to progress. And guess what? Parramatta hasn’t got a new LEP for the CBD yet. I think Liverpool did a fairly good job in the last 10 years. I think Parramatta’s failed in a lot of its progress. The Hills takes the cake for me.

Jim Taggart: Interestingly, 33,000 people go in and out of The Hills on a daily basis out of Norwest. Just out of there.

The Round Table in action.

Continued from page 25

ing today, to work out how we get around those bottlenecks. To make Western Sydney relevant. The University has gone a hell of a long way to do that There’s no question about that. The number of universities. I used to spend Unless we spend 2 hours to these universities, and two hours back. What a waste of time. So now a lot of people have got to access to education, not just at Parramatta, it’s at Campbelltown, Blacktown and Penrith.

Jim Taggart And Denis, just to give you one little jewel. Catholic University in Blacktown – 18,000 students leave there daily to go to other Universities.

Think about that. Angela?

Angela Haynes: So I guess what I’m passionate about is transport in Western Sydney. My main clients over the last 12 months have been the Sydney Metro and Transport for NSW. And when we’re talking about their projects, there’s obviously a lot of tangential discussion around them. I obviously focus on the financial capacity of the contractors delivering them.

But what we forget sometimes is that significant amount of jobs that the projects themselves generate and will continue to generate for the next 5 to 10 years. They’re amazing in that there’s the job generation through the construction.

But ultimately, that ability for people to get into Western Sydney and get out of Western Sydney is just changing the playing field for businesses – not just in Parramatta, as a central city, but more the other key sectors and key sites around Western Sydney.

to be seeing these projects not being completed, cost overruns are absolutely critical to be managed. So, that focus on business resilience and business’ sustainability, I mean, is coming along together with all the areas that are also looking around and planning design.

Jim Taggart: That’s fantastic. Chris?

Chris Abouhamad: So, about six years ago, our family invested in Middleton Grange Town Centre And it’s – and I say six years because it’s just around the corner from state planning taking it into its own hands– it’s not about Council bashing. But it’s just something that we’re passionate about in terms of the amenity that We’re putting there. You know. There’s acres of parkland within that town centre. A very big focus on the community. It’s all low-rise community and to make sure that involvement is there.

If we want to kind of change the mindset just in terms of how you look at things. That’s a 6-year investment

that we put in there. Just go another 20 minutes down south, to a project from Sekisui House. That is an absolute prime example of what place-making should be. I know the General Manager there.

And I won’t go into too much detail but it’s worth the research if you’ve got time. They don’t actually own any of the houses there. So, they’re a home and land builder. And they build their own homes.

And if you just drive through that precinct, they’ve actually put no burden on any of the landowners there to maintain their landscaping on their property, but you drive past every house that they build there and every single person is maintaining their property because they’re extremely proud of where they’re living. So, I think Sekisue has turned a big wheel there and put a lot of smarts in their designing and master planning and amenity and the mixed use there.

And all of a sudden, the residents take an enormous amount of pride in their work .And I think that’s a very strong example of place-making and what I’d like to see in Greater Western Sydney too.

Murray Donaldon: I guess, projects – not so much a project, but more of a program – and it’s the transformation of a project for Western Sydney. And that’s key to where Peter comes from with Western Sydney Uni. Western Sydney Uni we’ve been doing a lot of work with on what they call the Western Growth Strategy, which is to transform their suburban car-oriented campuses across Western Sydney into City Centre oriented campuses – vertical campuses – in the heart of really where people want to go to University.

And those projects have massive transformational opportunities for the places that they go to. And the project that I guess I’ve been most closely aligned with is the Bankstown City Campus project which is a $300M, 10,000 student campus in the heart of Bankstown.

And on the back of that, projects will flow. So, we’re working with the vicinity on the redevelopment of their Shopping Centre. We’re working a range of different residential wners in Bankstown off Continued on page 28

Jim Taggart: Are you seeing things that other people aren’t? I’m saying are you seeing things as a result of that vein or artery that was used as analogy before.

Angela Haynes: What I’m seeing is an increased focus. We’ve got such a large amount of infrastructure projects coming online in Western Sydney, questioning around the capacity of the industry to deliver on those projects at the speed that they’re coming to market. So, what I am seeing is an increased focus on financial viability and the financial capacity of the contractors. And where I think that’s going to go is to confirm that the financial capacity and viability downstream into the next tiers. And that’s going to become more important because nobody wants

The Round Table in action.

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the back of this massive investment that Western Sydney University is making through partners with Walker Corporation and others in delivering this new campus.

So, that’s a model that the University is moving towards – other Universities are following that on the back of where people want to be.

So, I’m passionate about increasing tertiary education attainment for people of Western Sydney, and through these projects, we’re seeing that opportunity happen. And that will flow to many more planning changes happening in those locations where the University is moving and changing to.

Jim Taggart: And I think technology is having an influence on that decision making as well – and I’d like to explore that later. Thank you for that. Leanne?

Leanne Pilkington: As a resident of The Hills for the last 40 years, the Metro is absolutely a game changer, having reliable regular transport. I didn’t realise how much I’d actually use it. And yeah – so looking forward to not having to get on the train at Chatswood when the extension’s in.

Jim Taggart: Fantastic. And we’ll talk about that. Mario?

Mario Khaicy: I come back to the Powerhouse Museum. But for a slightly different reason. And it’s not just the convenience of the central location of the Powerhouse. It’s the statement that it makes to students and young people that Western Sydney is a place deserving of, you know, an iconic museum.

When you’re kids and you’re having to, you know, schlepp all the way to the City, that message is reinforced that that’s where value is and that’s where all the people are. But as children coming to a Western Sydney location to see an Iconic Powerhouse Museum, it’s a huge statement. And as I say, it’s not just the practicality. But I think it’s a great thing. And more of that type should be reflected materially so that Broadway isn’t the, you know, the boundary – the borderline.

But I also like the Western Sydney Campus of UWS in Parramatta.

Jim Taggart: Thank you. Neil?

Neil Hill: It’s kind of a bit transporty.

But tw projects that I’ve been mostly involved with that are most interesting in terms their overall departure and strategic shift in the perceptions of Sydney.

Firstly, was the North West Metro. It was transformational in so many ways, and most interesting for me is the way government and others are making investment in community hubs, using high quality public placemaking associated

Mario Khaicy and Angela Haynes.

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The Round Table in action.

with rail travel, that’s a really big thing for us because traditionally we see rail travel as second to the car. But this has shifted the game. The second is Western Sydney Airport. It is important to shifting the centre of Sydney, much like the harbour bridge once did, but pulling it west-globally.

Chris Abouhamad: I think they have to. I think there’s a shift in the prop tech space. The whole tech space is just, you know, moving forward in leaps and bounds. Connectivity is an issue. The rate of technology is – we were talking about it before. You know. The advancement in technology is doing that due to the need for data and storage of data and speed and connectivity and all that kind of stuff is just – I think it’s increased 40 to 50% in the last 12 months – right?

Remon Fayad: Yeah. Mine is a two piece. The Light Rail will connect to Northern Parramatta – from Westmead to Carlingford which then one thing we will all be impacted at one stage of our life the Westmead Hospital. So that development there, the way that’s grown over the years. Transport’s one thing.

But I think Health is just as important as Transport.

Jim Taggart: When you drill down, 2030, 16,000 people working there.

And not only that, the specialty of children and a whole range – so, what I’m saying is it’s getting known. It’s interesting as a concept.

Peter Poulet: I have had my thunder stolen a little. Basically Westmead is essential to the success of Sydney generally, it not Australia. It’s likely to become the south east Asian hub for health, health tourism.

Equally the Powerhouse relocation, just points to the need for a structural reform in our cultural offering, to make it more equitably spread across Sydney.

I’ll give you three temporal frames.

One is: architecture from Western Sydney University is moving into Hassall Street, Parramatta in July to a thing called The Engineering and Innovation Hub. So, it’s not only about architecture. It’s about that cross-disciplinary practice I talked about.

And, it also includes the University of NSW. The Central City Parramatta, It’s called up as the River City. So, let us look at our river health, and our environment generally and make sure it’s the best it can be – because it could be a lot better. So, that’s one I’m looking at probably middle-term. And ultimately, let’s improve the linkages. The Metro’s a great start.

Let’s build more of them.

Let’s link Miranda to Kogarah and Bankstown to Parramatta to Liverpool to the Airport – and on to The Hills–hap-

pening. Let’s get that North/South connection equally strong as it is East/West.

I think they’re three projects that start from something that’s happening, it starts and then goes to something that’s in the planning and it’s on everybody’s mind.

Jim Taggart: Thank you for those comments. It’s a bit after 10 past. I can’t believe we’ve only got 20 minutes or that to get through. And I’ve got about six or seven questions. The conversation has been really good. And I hope as I said, our goal is that you take away something that gnaws at you. I think that’s important when you get in the car and make those phone calls and get on with your normal life. There’s something there that’s being inquisitive and you’ve made contacts.

I want to just ask two other quick questions if I might. We know that interest rates are extremely low – relatively speaking. So, the cost of borrowing, in a sense. How is that influencing your decisions and getting capital from overseas or foreign investment and so on?

We talked before about collaboration. Is that important in this whole mix of what Western Sydney looks like, in terms of being able to have access to funds – not you personally – just as a comment?

Remon Fayad: There’s plenty of funds out there, people are wanting to get into Sydney, Western Sydney, particularly Continued on page 29

The Round Table in action.

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www.accessnews.com.au Australian dream of owning their own home. So, why doesn’t it stay in rent is probably because there is this culture of Australian Dream – and the affordability in Western Sydney historically has been that you could reach that Australian Dream of ownership. And property prices have continued to grow, so they see that as a positive to why would they aspire to the Australian Dream, ‘cause it helps to build their wealth as well.

Mario Khaicy: Pierre, why would you rent?The reason why people want to own is for their peace of mind – so they’re not pushed around by their landlord.

Pierre Wakim: That’s right.

Mario Khaicy: And the mindset of Australia or the system in Australia is that the landlord – yeah there’s a lot of rights for the tenants. But you’ve always got this – the longest rental period we’ve got is 12 months.

Pierre Wakim: That’s right.

Mario Khaicy: And you’ve always got this hanging over your head. And if you’ve got a couple of kids, and then you’ve got to give them notice and get evicted and find a new place.

Pierre Wakim: That’s right. The UK is based on 5 x 5 year leases.

The Round Table in action.

Continued from page 28

with COVID now.And there you go. Australia’s now known as a safe place to do business and keep growing. So from our end there’s a lot more funding coming to the country.

Jim Taggart: Yeah. Sorry, Chris.

Chris Abouhamad: It’s a question of affordability. You can make money cheap but people cant afford to buy assets because they’re still struggling.

Jim Taggart: Well, one of the things I want to ask of this is: what type of people are coming to Western Sydney? Because that’s your motive. Wherever it is, whatever this this picture you paint...

Chris Abouhamad: I think people are staying in Western Sydney Jim Taggart: That’s a great observation. Tell me about that.

Chris Abouhamad: I was second generation – sorry – I’m a first generation Australian and I don’t have any foreseeable plans to leave Western Sydney.

And a lot of people I grew up with are the demographic that I deal with is may move down the road or another suburb.

But we’ve been getting a few that moved to the beaches, some moved to the north.

And that’s all well and good. But I just think families are being out at Middleton Grange and the greater west, where a lot of our work is, it’s families downsizing, it’s elders coming to apartments. So I think they stay within the city.

Joe Abboud: The money is very sophisticated in where it wants to go. For example, I had a conversation recently with somebody around Build to Rent and whether some of our projects in the western suburbs would be a good place for their money. And one particular group’s opinion was that Build-to-Rent wouldn’t work in the western suburbs.

His view was that people wouldn’t want to live in apartments long enough in the western suburbs. He asked me ‘How do I go and build, you know, a $100 million project, expect 200-300 apartments in there, or a couple hundred apartments, and then expect 200 families to live in them for 5 or 10 years. He said: That

doesn’t seem like a likely pattern for our money. So, that’s one sector. My response to him is: Well show me where it doesn’t work and why it doesn’t work. And maybe we’ll sit down in a workshop and try and make it work.

Leanne Pilkington: Is there any evidence to say that people don’t want to live in the western suburbs long term?

Joe Abboud: I have been in touch with some economic advisers and researchers to see if there is information on that. I’d love to understand the demographic studies and the analysis around that, and has anyone actually done it.

Leanne Pilkington: What we’re seeing in the market right now is a huge number of landlords actually selling them and getting out of owning investment properties. I’m trying to research the data on the numbers in NSW right now. But in the ACT they’ve lost 8% of their rental stock. In the Northern Territory, they had 18,000 at the beginning of last year. They’ve now got 13 and a half thousand properties in the rental stock…it’s a combination of things. The

tenancy laws have changed so dramatically that tenants are favoured over landlords. Landlords, particularly in NSW, were given absolutely no assistance during COVID. And people are coming out of COVID and going: My house isn’t fit for purpose: So, I’m going to sell my investment, I’m going to sell my place of residence, and I’m going to buy something that suits the family better.

Joe Abboud: Look, and that’s supposed to be the knight in shining armour.

Build to Rent is supposed to be new. It’s been happening. But there’s another layer of that, which is that there’s not enough subsidies–becasuse in America, if you understand Build to Rent, it’s heavily subsidised from a number of subsidised schemes.

Pierre Wakim: just around some of the Australian trends particularly around this is where, you know, we import our population through migration predominantly. That migration comes into Western Sydney when it normally comes into Sydney. And that migration normally rents first and then transitions to the

Mario Khaicy: So, the solution to Build to Rent, Joe, you said subsidies on many levels. That’s crucial. And it could be a case of the longer a tenant lives in your apartment, the bigger the subsidy from government – tax breaks. So, it’s the Land Tax, it’s what you do with GST on the upfront – you know – development of the Build to Rent. And it’s also the longevity, the tenure, whatever you call it, the landlord, the average that people – if people – if we set up legislation where if people are paying their rent on time and they’re good tenants, then you actually can’t kick them out.

Joe Abboud: The Build to Rent reform kinds of deals with that and it allows for longer tenure and things like that.

Mario Khaicy: That’s the idea. I hear it. So, you hear of people living in apartments for generations, and the kids grow up and it’s normal. So, the culture maybe because of the stress around having to need to move.

Continued on page 30

Leanne Pilkington, Mario Khaicy and Jim Taggart.

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The Round Table in action.

Continued from page 29

Pierre Wakim: You have to pull your kids out of school, childcare and all those.

Mario Khaicy: And then, also planning concessions in allowing more liveable space, leg room in an apartment – like, it’s a home rather than it’s just a pigeon-hole temporary to being able to own your own property.

Neil Hill: Typically we associate rent with: not actually investing with the quality of their living, the landscape. You’re not really there, as a sort of a tenant. And the mindset of a tenancy is that you’re not really part of the permanent community.

But if you built to rent can send a different signal which is: this is your place – you can basically customise things – you know like the Papermill that give people what they really want houses to apartments – and there are selective items that do things that everybody want. They want to be able to go to the walk-up, the experience of the place, the amenity of the place. Downsizers go to apartments for different reasons. So, I think it’s about the perception of rent – renting – and the Australian perception of renting is a bit like the Australian perception of cars versus trains –that’s shifting, because of the quality of product that’s Metro. Why can’t build-to-rent do the same?

Pierre Wakim: There’ll be a little bit of change to the helm, encourage Build to Rent I think. But that doesn’t encourage Build to Rent.

Joe Abboud: Yeah. It’s really geared towards the corporate part of the industry that’s getting into Build to Rent, And they’re saying: Well, we’d love to be a part of it. And the only way you can make it work is with reform. And they’ve given them some relief, but it’s a long way away.

Remon Fayad: It’s basically immigration when people are coming out here.

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So I think now is the time to get it right because once the borders open again, people are going to need places to live.

Pierre Wakim: There is this daunting issue that’s in real estate where people are buying property right now at a percentage of their wage that’s never – like ridiculous – because of where interest rates are and because there’s not enough stock, that Joe mentioned earlier – that there’s just not enough stock in the market.

If we take an average interest rate over the life of, you know, Australian interest rate history, they’re going to borrow at 2% and they’ll pay it back at 6 and a half, 7%.

Leanne Pilkington: which they just can’t afford to do Pierre Wakim: And that’s the issue.

And how that’s going in government, has government completely considered that? Now, they’ve thrown a big part of it on the banks around responsible lending. But the bigger issue is that we do have a country where there’s an enormous amount of land and it’s not getting released. People aren’t being able to develop on it quickly enough. That issue around speed is – and the problem with speed is that trends change very quickly in this connected world we’re in.

And Mario and I know that, when you look at – oh, we’ve spoken about assets in the past, that you’re looking at right now. And you go: That’s a great asset for a Build to Rent. By the time you execute on that asset, the trend has changed and it’s better off as a commercial development.

Mario said before – and then you talked about Europe rental – how do you compare us in, you know, Sydney? We haven’t even realised a quarter of our land holding and we’re already talking about rent. When you look at Barcelona and Spain, you can’t build anything any more. That’s why they’re renting. Why are we such a young country with a, you know, under-supply of land even talking about rental.

Jim Taggart: It’s around 26 past.

Again, sorry, I’ve got to be true to what I want. Peter, I’m going to give you the last word, just as a comment, of what I asked Ross to say a few words – but your thoughts on the conversation today? Two hours has gone past and it’s been robust, and lots of ideas that I think are really relevant today. Your thoughts in your role, and as also an academic and a futurist and so on.

Peter Poulett: This has been very useful for me and I’d like to think, as I said earlier, it’s not the last of these conversations we have. It’s essential that we change the culture, and that includes how we regard our housing – that recent conversation. Yes, there’s a lot of land here.

But I think some of the problems that arise and some of the costs that arise are artificially inflated by political motives.

So, we need to address those as much as we do other costs of building – I mean the real costs.

So, that goes to a change of culture.

And an understanding that housing is a human right. You’re actually need key workers in key locations to make sure that the city works. So, you do need affordable housing somewhere, preferably near the jobs. So, it’s not just about housing anymore, it’s about job creation and encouraging investment in commercial, retail and industrial activities.

So, that’s the next conversation potential – how we manage to have people with their housing and jobs not too far away – and within neighbourhoods.

Jim Taggart: And I thank you for that summary. It’s certainly insightful for all of us to hear what you’re saying. Ross, can you just summarise your thoughts?

Ross Grove: Well, thank you everyone for coming. I think this is my second Round Table. And it always tends to discuss things that we didn’t automatically script in or plan in to the agenda. I think we’ve got 5, you know, key findings

which are known to some but not necessarily all.

And Michael, I think when it comes to how we sum up how this works in the pages of Western Sydney Business Access, I think No: 1, great buildings are obviously desired in Western Sydney. But in order for them to be economically viable, we need a practical approach to architecture, and there are opportunities for partnership with Western Sydney University to collaborate and build a practical approach to architecture in Western Sydney.

I think Western Sydney’s aspirations – this is the second finding – Western Sydney’s aspirations have risen over the last decade. And Councils need support in upskilling and expanding their own strategic capacity for their planning departments.

I think, as a third one, and this is just a generality – the most vexed projects in the region often turn out to be the most iconic and city-shaping projects.

No: 4, Build to Rent needs more work to be an attractive and viable asset class. And this needs to occur before the next wave of migration.

No: 5, Stamp Duty is a bad tax.

I think we all came in here with that knowledge. It reduces mobility between properties. But the reform discussion is more nuanced.

I think that’s, in a nutshell, a pretty good summary of the territory we’ve covered. And we should hopefully be able to digest that into the pages of Access.

Thank you, Jim. Jim Taggart: Thank you. Thank you so much. I am enlightened by the comments, the maturity of the comments and thoughts and their openness. Enjoy the day. It’s half past 11. And thank you kindly. Thanks Peter.

END OF SESSION See www.accessnews.com.au for digital edition.

WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

PROPERTY SHOWCASE WESTERN SYDNEY

Published in Western Sydney Business Access | Parramatta Times | Blacktown News | www.westernpropertyguide.com.au

Suburbs become millionaires Market sizzles in Autumn cold  DALLAS SHERRINGHAM HE weather has turned cold as autumn bites Western Sydney, but the sizzling hot property market shows no sign of abating.

Cashed up buyers are flooding the market in the west according to leading property site realestate.com.au with families on the hunt for larger houses.

They have led to an explosion in property prices across Sydney’s west and transformed once affordable suburbs into “millionaire’s row’s”.

The latest suburb to become a millionaire’s row is St Clair on the M4, just west of Blacktown. A property sold for $1.438m, which was $238,000 above the reserve price.

It was the third property to break the St Clair suburb record this year. The luxury five bedroom home shattered the former record of $1.15M earlier this year.

And that property in Tweed Pl beat the previous record from February when a Belledale Cl home went under the hammer for $1.096M. Belle Property Strathfield Principal Norman So said the latest record auction in Galway Pl attracted 11 registered bidders.

He said the vendors were thrilled with the result after wanting their home to get the suburb record.

“The vendors didn’t care what price it got as long as they got the suburb record title,” he said.

There are now 53 suburbs in the Greater Western Sydney region with a median house price above $1 million.

And another 11 suburbs are on track to hit the milestone by the end of the year if prices rise by the up to 15% margin forecast by some banks.

CoreLogic date shows suburbs that recently became millionaire’s rows included Rydalmere and Northmead near Parramatta and Blacktown suburbs Stanhope Gardens and The Ponds.

It means prices in many of the new $1M suburbs were once accessible for critical service workers on lower incomes, such as nurses and teachers, but have since pulled well out of their reach.

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The St Clair property.

Getting a mortgage for a house priced near $1m would require a household income of at least $140,000 a year at current loan rates.

Houses with backyards are now in danger of becoming affordable only for “elites”.

It means parts of the west are now moving in the direction the inner west was 20-30 years ago, according to one expert on realestate.com.

Affordable by comparison Leading auctioneer Michael Garofolo said part of the reason prices had been ballooning out west was because it was more affordable relative to the rest of Sydney.

This made it an attractive market for families in other parts of the city who, after enduring lockdowns, wanted larger houses but had budgets in line with more expensive areas, he said.

“Where you’re coming from can skewer your perspective,” Mr Garofolo said.

“If you’re used to the inner west or the east, you see the houses as cheap and don’t care if you pay well over the listed price to beat other buyers.”

Mr Garofolo said it was a similar pattern

to how inner west suburbs like Concord evolved 30 years ago.

“Concord was once a blue-collar area considered a bit out of the way but it was a cheaper suburb a lot of people could afford,” he told the property site.

“Now it’s one of the most expensive suburbs, it’s a white-collar area. The same thing is now happening in places like Merrylands.”

The record St Clair sale means the team at Belle Property Strathfield has sold 278 properties in the last 12 months, with an average sale price of $1.6m and total sales valued at $405.7m.

The team sold 143 houses, 134 apartments and 1 block of land or rural property with 151 sales by private treaty and 127 by auction–and these properties were on the market for an average of 50 days.

The highest recorded sale price was $6M for 16 Torrington Rd, Strathfield NSW, a 5-bedroom house which sold by auction and was on the market for just 35 days.

WESTERN SUBURBS ON VERGE OF $1M HOUSE PRICES Wentworthville $993,000 Carnes Hill $988,000

Kings Langley $977,000 Constitution Hill $957,550 Chipping Norton $940,000 Moorebank $935,000 Parklea $930,000 Auburn $920,000 Wilberforce $920,000 Canley Vale $900,000 Bossley Park $895,000

THE NEWEST $1M SUBURBS INCLUDE: Mulgoa $1.12m Winston Hills $1.1m Lidcombe $1.1m Glenwood $1.0m Kellyville Ridge $1.08m Northmead $1,08m The Ponds $1.06m Harrington Park $1.05m Berala $1.02m Camden Park $1.02m Stanhope Gardens $1,02m Macquarie Links $1.01m Glenbrook $1m Sources: Belle Property Strathfield, realestate.com.au, CoreLogic

Stockland unveils upgraded Willows TOCKLAND has unveiled its $1M newly upgraded Community Centre at The Willows Retirement Village in Winston Hills.

Situated at the heart of the community, the 860sqm centre serves over 270 residents and has undergone numerous upgrades and improvements including new flooring, light fittings and fixtures, furnishings and the construction of a new café, ‘The Coffee Pot’.

Other facilities include a swimming pool, billiards room, hairdresser, amphitheatre, dining room and gym.

To mark the occasion, Member for Seven Hills, Mr Mark Taylor LLM MP, joined Stockland representatives and residents at an official ribbon cutting ceremony on June 7.

Kirrily Lord, General Manager of Retirement Living, Stockland, said the new centre will provide a renewed sense of belonging and comfort to residents.

“The Community Centre at The Willows Retirement Village has been

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The newly upgraded Willows.

its lifeblood since 1992, and so we’re delighted to be able to upgrade the space, which includes new classic and contemporary fixtures and furnishings that are warm, comforting and inspire a sense of belonging.

WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

“The new Community Centre will offer residents a fresh and modern environment in which they can relax, socialise or grab a hot coffee and snack with family and friends in the brand new, fully equipped café.”

The Willows Retirement Village in

Winston Hills is home to 272 residents and is a friendly community with a wide range of modern homes. The homes are set within five acres of award-winning landscaped grounds which provides a range of colourful blooms throughout the year.

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Family Business Welcome Entrepreneurship keys to FB future

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 8865 6117 or pwakim@kpmg.com.au

 ROBYN LANGSFORD  KATHERINE KARCZ HERE is more to transition in a family business than deciding what date the leader will step down and deciding who will take over. It’s a complex task and needs a plan – not just a list of tasks but one that encompasses the business imperative, family goals and aspirations for the business’s future.

In conjunction with the University of Adelaide’s Family Business Education and Research Group we talked with seven family businesses about the critical actions for long-term sustainability. Three key themes emerged: succession planning, leadership diversity and entrepreneurship across generations.

There is no one-size-fits-all approach when it comes to succession planning and certainly planning retirement based on age isn’t right for everyone. Knowing when to ‘go’ can be difficult and in a family business, where your connection is personal, it can be challenging. But ‘hanging in’ can be detrimental for the next generation who may not be willing to stay with no roadmap for the future.

One of the benefits of a succession plan is the opportunity to build diversity within the leadership. While having a family member is key in Australian family businesses and ideally the leader should be selected on merit, readiness and passion and not gender.

The transition plan needs to include all of the interested and capable next generation to encourage the next generation to explore and communicate their interests and commitment to pursuing a leadership role.

COVID-19 has exacerbated the caring responsibilities of work-oriented parents even further. and just as large organisations facilitate diversity by introducing flexible working, so should a family business.

Importantly, work early to develop knowledge, skills and experience in the next generation to ensure they are prepared to step up to lead.

It is often said the first generation creates the wealth, the second grows it and the third blows it. While this is a stereotype, it is often true that the greater the pool of financial resources, the more risk averse and the less interest in trying to grow it.

In many family businesses the second and third generations stand to inherit sig-

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nificant capital, and many find themselves having to decide whether or not they want to be safe custodians of the wealth or wish to grow it further which may involve some risk taking.

Providing emotional and social conscious can help overcome the pitfalls of entitlement and encourage commitment among younger family members. Part of this is encouraging open dialogue where all generations have clarity around each other’s goals and values on what they want the future of the business to be.

To continue growth, family businesses need to maintain the entrepreneurial spirit that first inspired the founder.

There are many effective ways of sustaining this between generations.

Implementing formal succession plans, so all members of the family know their responsibilities now and into the future allows the next generation the freedom to develop entrepreneurship skills within the safety of an agreed plan and the safety to fail in the security of the families’ support of new ideas and ventures.

Whilst family businesses largely smoothly navigated through COVID-19 the fallout will continue for generations to come. Planned investment in these future generations will ensure the family business continues long after the immediate effects of the pandemic fade.

To read the full report visit KPMG.com.au First published by Robyn Langsford Partner in Charge, Family Business & Private Clients, KPMG Australia and Katherine Karcz, Director, Family Business and Private Clients, KPMG Australia on KPMG Newsroom on 31 May 2021.

WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

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A Budget supporting economic growth, which small and medium-sized enterprises will welcome  CLIVE BIRD HIS is a Budget squarely aimed at supporting growth in the economy, which small and medium-sized enterprises will welcome. There are a range of measures to encourage business investment and innovation.

The government has chosen to focus on growth to pay back debts rather than tax rises or spending cuts – and this is exactly what KPMG Enterprise’s pre-budget survey of our clients found they wanted.

There are two main stimulus measures, which have been extended for another 12 months, which is quite a surprise but a very pleasant one. First the temporary full expensing for depreciable assets – or instant asset Write-off scheme, sometimes known as the ‘tradie tax relief’, but also available to large businesses turning over up to $5B. This is a big incentive for businesses to invest in equipment and technology. More than 99 percent of businesses, employing more than 11 million workers, will be allowed to deduct the full cost of eligible capital assets until June 30, 2023, which is great news, and we are seeing a lot of interest in this.

The Loss Carry-Back Tax Offset which allow businesses with domestic turnovers

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capped at $5 billion to write off COVID19-induced losses against previous profits, will also be extended to include the 2022-23 income year. Its slightly too early yet to see the effect of this but it will be positive.

Taken together these two tax measures worth a combined $20.7 billion by 2024-25, and Treasury estimates will create as many as 60,000 jobs by the end of 2022-23.

There are other welcome measures to increase Australia’s potential for innovation.

Taxpayers will be able to self-assess the tax effective useful life of eligible intangible depreciating assets, such as in-house software, patents, registered designs, and copyrights for purchases after 1 July 2023.

This will help businesses match the costs with the period in which they will benefit, and hence will make innovation more likely. However, I expect we will see some disagreements between businesses and the ATO in terms of write off rates.

In terms of specific industries, a new ‘Patent Box’ tax regime will enhance Australia’s attractiveness for investment and innovation in the medical and biotechnology industries, with a new concessional corporate tax rate of 17 percent applying to royalty/licensing income derived from Australian owned and developed medical and biotechnology patents.

The Government will also consider whether the measure could support Australia’s renewable energy sector. It is encouraging to see the government going down this road, where other countries currently lead the way – this marks an important step toward keeping commercialisation of Australian innovations in this country.

The Budget confirms the government’s commitment to the R&D Tax Incentive but falls short of introducing quarterly credits or a new software development tax incentive as recommended by the Senate.

A new specialised 30 percent refundable tax offset for digital games development will be welcomed, although the $500,000 threshold on qualifying expenditure will limit its application. Despite this, changes to allow self-assessment of the depreciation of intangibles, including IP and in-house software, will help reduce the effective cost of software development and thus should help the IT industry as a whole.

I was also very pleased to see important changes to employee shares schemes which businesses have been calling for over many years.

This will mean that when an employee leaves a company, this is no longer automatically the point where tax kicks in. This will provide more flexibility for employers

and will better align with global practice.

The tech sector in particular will welcome this.

On superannuation the government has provided further opportunity for Australians to boost their superannuation savings.

These incentives include repealing the work test for salary sacrificed and non-concessional contributions for those aged 67 to 74.

The eligibility age for accessing the downsizer superannuation contribution will reduce from age 65 to 60.

In relation to self-managed superannuation funds and small APRA-regulated funds, the Government has provided a useful residency relaxation, which will allow members to continue to make contributions to the fund whilst temporarily overseas.

More generally on residency there have been a welcome and overdue updating of the rules to provide greater clarity which will encourage business leaders from overseas to come here, which can only be a good thing for Australia’s future.

Overall, this was a very positive Budget for Australia’s small to medium-sized business sector.

First published by Clive Bird, Partner, Head of Tax, Enterprise, KPMG Australia on KPMG Newsroom on 13 May 2021.

Geopolitical megatrends and business resilience Anticipate, prepare, respond  MERRIDAN VARRALL ESILIENCE means the ability to persist, adapt, or transform in response to a crisis. That is, to hunker down and keep on with what you’re doing until the crisis passes, to change a few things to manage and keep moving, or to fundamentally transform your whole way of operating, overhauling business-as-usual and reshaping for future success.

These responses don’t operate in isolation – you may be able to persist by absorbing some shock while you reconfigure to adapt or transform.

A crisis can be something sudden and largely unexpected by non-experts, like COVID-19, or bushfires, or an accident in the South China Sea that escalates rapidly.

A crisis can also be something more ongoing, like climate change. But importantly, a crisis is almost never just a tragic and random bolt from the blue – crises are both geopolitically driven, and in turn, how crises are managed has geopolitical implications.

Understanding the volatile geopolitical landscape puts businesses in a stronger position to anticipate, prepare, and respond – to be resilient.

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The geopolitical crisis There are four main global geopolitical megatrends creating an environment of considerable risk for business. All of these megatrends intersect and impact each other, and all of them have been exacerbated and accelerated by COVID-19.

Megatrend 1: structural shifts in the international system It may seem just the normal state of affairs for us, but the international system

we operate in was in fact carefully constructed. After the Second World War, the victors created a system of institutions and organisations for, and based squarely on, their own philosophies and ideologies. In that arrangement, countries like China, India and Brazil simply didn’t feature as players. That system, imperfect as it certainly is, is now being challenged. Global economic and political power is shifting, and the international order we have been used to is unravelling. The question is not so much, which state will be the leading power in the system, but rather, what kind of system will we have, and where will the various actors find themselves positioned in that system?

Megatrend 2: citizen anger Around the world, real and perceived inequality is growing.[1] In the United States, workers’ real wages have stagnated for over 20 years.[2] The World Economic Forum found in 2017 that income and wealth disparity, and associated social polarisation, are two of the top three trends determining the shape of the world in the next decade.[3] More and more people feel that the globalisation project has not worked for them, and/or what benefits there are from globalisation are being soaked up by a layer of elites who prevent the increased wealth from reaching the everyday people.[4] The result is a strong sense of anger and mistrust towards the establishment status quo, including political and business elites. COVID-19 is further increasing inequality.[5]

Megatrend 3: Industrial Revolution 4.0 Describing what is happening in the realm of tech, digital and cyber as ‘the Fourth Industrial Revolution’ is not

WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

over-dramatising. The depth and breadth of change in tech, cyber, digital and data will fundamentally change every aspect of the average Australian’s life in ways that we can’t even imagine – and indeed, already is. This tech disruption is supremely geopolitical – both driven by, and in turn driving, politics.

Megatrend 4: climate change Climate change as a driver of crisis is no surprise. As Paul Dillinger, head of Global Product Innovation at Levi Strauss & Co put it, “anyone with a supply chain is going to be affected by climate change…

It’s as much an issue for us as for the Pentagon”.[6] Direct environmental impacts are extreme weather events such as an increased incidence and severity of storms, floods, cyclones, bushfires, and droughts.

In February 2021, multiple severe winter storms in Texas resulted in at least 82 deaths and more than US$195 billion in property damage. The effects of the freak weather event were exacerbated by politics, namely, the state’s stance on energy deregulation, as Texas had decoupled from the national energy grids.

that nationalism and protectionism are on the rise, the line between the online world and the physical world is blurring, cybersecurity is lagging, the planet is heating up, and COVID-19 is exacerbating inequality and social polarisation. We do know that uncertainty and volatility are here to stay.

There is no coherent global approach on political models, trade standards, and international architecture.[7] Now is a very good time to focus on building resilience into future strategy and operations, for those who haven’t already.

What can companies do to build resilience?

Businesses need to develop the capabilities to be able to persist, adapt or transform in a crisis – to be resilient. Those who can anticipate, prepare for and respond to these global geopolitical megatrends will more effectively navigate this less predictable world, and be in a position to capitalise on opportunities.

What does this all add up to?

The world is in a state of flux. We don’t know when things will settle, or what they will look like when they do. We do know

First published by Merriden Varrall, Director, Geopolitical Hub, KPMG Australia on KPMG.com. au on June 1, 2021.

[1] https://www.oecd.org/els/soc/dividedwestandwhyinequalitykeepsrising.htm [2] https://www.pewresearch.org/fact-tank/2018/08/07/for-most-us-workers-real-wages-have-barely-budged-for-decades [3] https://www.theguardian.com/business/2017/jan/11/inequality-world-economy-wef-brexit-donald-trump-world-economic-forum-risk-report [4] https://assets.kpmg/content/dam/kpmg/xx/pdf/2020/09/geopolitical-face-offs.pdf [5] https://www.weforum.org/agenda/2020/10/covid-19-is-increasing-multiple-kinds-of-inequality-here-s-what-we-can-do-about-it [6] https://capcom-ncr.com/insights/2019/clouds-on-the-horizon-what-climate-change-means-for-retail [7] Eurasia Group Top Risks 2021 https://www.eurasiagroup.net/issues/top-risks-2021

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News Networking

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Power of networking and social capital Tips that anyone in business needs to take seriously  DR JIM TAGGART OAM HE ability to network and quality of a person’s social capital are valuable assets reflected on the company’s balance sheet.

Everybody, directly and indirectly, networks to provide and collect information about people, business and other significant social, economic and political matters.

This brief article attempts to provide an overview of a number of paramount issues that stem from, and lead into, the ability to successfully network, especially in what is commonly called formal networks, such as Chambers of Commerce and other business-like associations.

Networking is a verb, or doing word, which requires action, and in the context of formal networks is strategic, transparent and tactical.

Social network theory (SNT) provides a framework to investigate and analyse the structural and interactional or relational dimensions of networks.

Much of SNT owes its origin to the fields of Sociology and Anthropology. The essence of SNT is relationships.

Mitchell (1969, p2)1, defines SNT as a “specific set of linkages among a defined set of persons, with the additional property that the characteristics of these linkages as a whole, may be used to interpret the social behaviour of the persons involved”.

This operational definition is significant, because it draws reference to the importance of linkages and relationships with people in all social settings and networks.

Therefore, business operators are embedded in social relations, which are relational and not atomistic (Gulati et al, 2000)2.

Networks become the lenses through which businesses build and enhance relationships (Moore & Manning, 2008)3.

While the level and quality of human and financial capital plays a significant role in growing business, it is the level and quality of social capital within and between people that drives and influences the value of relationships in networks, especially formal networks.

Social capital in simple terms is the ‘glue’, its strength if you like, that brings people together and holds relationships. Such

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Just showing up isn’t enough IF you think that by simply attending functions you will succeed then you are wrong; networking demands involvement and giving. Positive networking requires several significant features; some of these are listed below: • Be yourself but be your best self – let people feel comfortable with you and your discussion; it builds relationships.

• Practice your questions that you bring to your network event – - How many of your questions are about what you want?

- How many of your questions are about what you can learn and give?

- Is there a difference? If yes, what is this saying to the other party?

• Never, let me repeat, never treat a person as insignificant for several reasons.

Firstly, it’s not appropriate or professional, and secondly, you don’t know who they are connected to by birth, marriage, business, friends, sport, etc.

• When you obtain a business card, how is that handled by you?

• See networking as an investment not an expense!

• Talk to good networkers and ask them to help you develop your networking skills. Remember, networking is learned. elements as trust, commitment, reciprocity and reputation are important ingredients of a person’s social capital.

Furthermore, social capital is real and dynamic throughout entrepreneurial process of entering, staying or leaving networks, and will by its very nature vary not only between various networks but within them as well (Aldrich & Zimmer, 1986)4.

Granovetter’s (1973)5 ground breaking research highlights the notion that economic transactions are grounded or embedded in their social settings of the network process, implying that the more the connections in the network(s), the greater the social capital (Barr, 1998)6.

As previously stated, trust, commitment, reciprocity and reputation are important relational elements associated with networks and a persons’ level of social capital.

While trust, commitment, reciprocity and reputation are viewed as complex constructs, meaning different things to different people, it can be observed from the literature they build strategic partnerships, and reduce risk and transaction costs by providing information exchange (Larsen, 1992)7.

Sustainable relationships, especially within and between formal networks, can

only continue if the relational components of trust, commitment, reciprocity and reputation are nurtured and developed in an open and meaningful network environment.

For such outcomes to be achieved, such relational elements discussed above must not only operate at the individual level, but also the organisational level as well.

The ability to access ‘knowledge’ reduces or insulates uncertainty, and this is built or dismantled through network involvement and support.

What does this all mean to me and my business in practical terms? Firstly, you and

your business are not separate; you are your business whether you like it or not.

Your involvement, or lack of it with people, especially in formal networks, determines the level of social capital that you bring or take from the network (s).

So, in closing, if you want to network more effectively remember all of us are people who share common dreams and desires; the key is to help people achieve those goals both personally and professionally. Good luck networking!

Dr Jim Taggart OAM is CEO of the Jim Taggart Consulting. Reach him at jimdtaggart@gmail.com

1 Mitchell, J.C. (1969). Social Networks in Urban Situations: Analyses of Personal Relationships in Central African Towns. Manchester: Manchester U.P 2 Gulati, R., Nohria, N. & Zaheer, A. (2000). Introduction to the special issue: strategic networks.

Strategic Management Journal, 21(4), 203-215.

3 Moore, S.B. & Manning, S.L. (2008). Strategy development in small and medium sized enterprises for sustainability and increase value creation. Journal of Cleaner Production, 17, 276-282 4 Aldrich, H. & Zimmer, C. (1986). Entrepreneurship through social networks. In R. Smilor & D. Sexton (eds), The Art of Science of Entrepreneurship. New York: Ballinger.

5 Granovetter, M. (1973). The strength of weak ties. American Journal of Sociology, 78(6), 1360–1380.

6 Barr, R.A. (1998). The gender of social capital. Rationality and Society, 19(1), 5-47.

7 Larson, A. (1992). Network dyads in entrepreneurship settings: a study of the governance of exchange relations. Administrative Science Quarterly, 37, 76-104 WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

News Travel

www.accessnews.com.au

Working while you holiday…

Welcome to the new trend called SLOW TRAVEL  DALLAS SHERRINGHAM he COVID-19 pandemic’s shutdown of international borders and the move to working from home will have important positive benefits for the Australian travel industry.

One of the major findings of the pandemic has been the well documented ability of management and staff to work remotely, using the latest telecommunications.

For example, I am writing this story from the annex of my caravan with the sparkling Pacific Ocean laid out before me.

So, with tourists opting for longer stays due to many being able to work remotely, and sustainability featuring more heavily in travel decisions, it is clear that slow travel could be a global phenomenon in the next few years.

Slow travel mainly refers to the speed of which a trip is taken.

And slow travel also means tourists staying longer, connecting with local people, culture, food and music. They will also be able to travel outside the normal holiday peak periods.

Sustainability is also at the forefront of consumers’ decisions.

Pent-up demand for immersive travel experiences with no set time limit will help ‘slow travel’ become the next big tourism trend.

Slow travel mainly refers to the speed of which a trip is taken, where travelers take a train through Australia instead of flying, for example.

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Sustainable for local communities However, slow travel is also more sustainable for local communities and the environment and can make a significant contribution to the economies of regions and towns in traditional off peak periods..

Various consumer trends already suggest that slow travel will take off post-pandemic. A trip longer than 10 nights is more highly desired at 22% than a day visit at 10% or short

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break away from one to three nights 14% according to an industry poll.

And the trend will spread worldwide.

There is also a larger remote workforce across the globe due to the COVID-19 pandemic. More than 70% of global respondents opted to work remotely full time or have a mixture of both remote and office work.

Many offices are likely to be more flexible regarding working hours and the location of an employee as a result of the pandemic, meaning blending work and leisure will be easier for employees.

Sustainability is also at the forefront of consumers’ decisions. ‘Supporting social causes’ was identified as a key driver in product purchases for 25% of global respondents in the industry’s 2021 consumer survey and for 45% this was ‘nice to have’.

Preference for products can reflect on service trends and this identifies that consumers may feel more inclined to support local communities post-pandemic, which is a gap that ‘slow travel’ can fill.

Competition is already intensifying between both niche and major travel intermediaries, suggesting that slow travel is sure to make its mark in post-pandemic travel overseas.

Travel intermediaries that offer ‘slow travel’ holidays range from niche operators such as Intrepid Travel and Responsible Travel to more mainstream providers such as Airbnb and Expedia Group.

This niche trend reflects consumers’ growing desire for more experiential forms of travel, going above and beyond the hordes of tourists gathered for sun, sea and sand. Its potential growth could further rival the concept of mass tourism and the all-inclusive package holiday concept in travel’s recovery post COVID-19.

So it’s, time to put the laptop down and head for the beach and some more research. Love this remote working.

Source: ETN Travel Industry News Dallas Sherringham is Associate Editor at Access News Australia and one of Australia’s most experienced travel writers.

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WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

Fitness

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Change your habits, change your life  ADAM SIMPSON OU don’t need to discover the perfect diet to get results, you just need to work on your daily habits.

If you are someone who doesn’t have a background in the health and fitness industry, it can be quite confusing on what it is you need to do to get yourself in shape.

There is a myriad of diets out there and many of which can be quite contradictory. Instead of bouncing from diet to diet, I want you to focus on your daily eating and exercise habits.

Take a step back and look at what you do each day. Do you exercise? Do you eat enough fruits and vegetables? How much water do you drink? Are there any foods or drinks that you know you over consume?

Now, I want you to choose 1-2 of your daily habits that you currently could improve on and for the next month focus on making an improvement. Simple small changes can lead to big results when you are consistent.

Let’s look at an example of what I am talking about.

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Marcus Whelan, 42, Glenorie, Psychologist and Father of 4.

What made you start an exercise program?

I started because I wanted to feel happier within myself and improve my confidence. For me it wasn’t about weight loss, but I just wanted to turn up and challenge myself. I also joined the Group Training program as I liked the social aspect of it.

What do you love about Group Training? And when did you start?

I love the comradery aspect to it, it’s great to have that competition aspect to it, without it really being a competition. I like the idea of supporting others while being supported and you just push yourself that much harder when you do it with others. I started at Repetitions Fitness right before Covid hit and all the gyms closed down. Then I was participating in the online workouts during the lock down and got straight back into the Group Training sessions when the gym reopened.

What results have you achieved?

I am the fittest and strongest I have ever been, my body looks completely

Marcus Whelan: October 2019 – 87kg

different and have lost around 9kg on the scales.

How do you feel now?

I feel like a new man. I am stronger, healthier, happier, I am excited to train each week and I think even the kids are happier.

What dietary changes have you made?

I have just been more mindful of what I am eating and shrunken my portion sizes. I try to limit how many calories I

WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

Marcus Whelan: February 2021 – 78kg

drink, but still manage a few beers. I also try to focus on eating more vegetables and just reduced the amounts of processed food I eat.

How many days a week do you train now? And what were you doing before?

I am currently training 4-5 days a week now, previously I would do 1-2 sessions a week but nowhere near the same intensity.

What pushes you to keep going?

And what is the biggest piece of advice

you would give someone who is looking to start out?

I am committed to the behavioural changes that I made and have a strong mindset to continue to look and feel my best. I think you need to accept yourself as you are before you are willing to change yourself.

Adam Simpson is lead trainer and founder at Repetitions Group fitness and Personal Training. www.repititionspt.com.au

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Auto

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Curtains close on Mitsubishi’s flagship off-roader with the Pajero Final Edition  CALLUM HUNTER ITSUBISHI Motors Australia Limited’s (MMAL) venerable Pajero has finally reached the end of its line with production of the iconic off-roader coming to an end last month, yielding 800 ‘Final Edition’ vehicles for our market.

Arriving in local showrooms priced $500 above their regular counterparts, the ‘Final Edition’ nameplate has been applied to all three Pajero trim levels – GLX ($54,990), GLS ($60,490) and Exceed ($63,490) – and refers quite simply to any example produced in March.

In exchange for the extra $500 and to help mark them out as the last of their kind, the Pajero Final Editions come as standard with a unique ‘Final Edition’ tailgate badge, tinted bonnet protector, ‘Final Edition’ carpet floor mats, a rear cargo liner, rear boot flap and leather compendium.

All the rest of the standard kit is as per the respective trim levels with the GLX sporting a 7.0-inch infotainment touchscreen with DAB+ digital radio, Apple CarPlay/Android Auto and Bluetooth connectivity, a leather steering wheel, climate control, LED daytime running lights, power folding door mirrors, cruise control, auto-dimming rearview mirror, a reversing camera, 17-inch alloys and automatic high beam.

The mid-range GLS ups the ante with bigger 18-inch alloys, chrome exterior trim, rear privacy glass, leather accented upholstery, heated front seats, 12-speaker Rockford premium audio system, rain-sensing wipers, dusk-sensing headlights and rear parking sensors.

At the top of the range, the Exceed adds even more chrome trim, aluminium pedals, illuminated front scuff plates, leather seats and an electric sunroof with tilt and slide functions.

All Pajeros feature a locking rear differential, low-range transfer case and MMAL’s Super Select II four-wheel-drive system to help them navigate off-road terrain, helped further by 225mm of ground clearance and approach, departure and breakover angles of 36.6, 25 and 22.5 degrees respectively.

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Its fate was sealed Wading depth is pegged at 700mm.

In terms of safety, all Pajeros sport emergency brake assist, active stability and traction controls, multi-mode anti-lock brakes, electronic brakeforce distribution, brake override system and the usual array of front, side and curtain airbags.

Just as like it has since 2009, the familiar turbocharged 3.2-litre four-cylinder diesel engine continues to churn out 147kW/441Nm with drive sent to the road via a five-speed automatic transmission.

As reported by GoAuto in July last year, the Pajero’s demise has been brought about by the ‘Small but Beautiful’ mid-term business plan which aims to reduce fixed costs

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by 20 per cent or more, most of which – up to 15 per cent – is set to be made through redundancies and other “headcount rationalisation” measures.

The financial woes were largely attributed to the crippling effects of the ongoing COVID-19 pandemic with decidedly average sales performances in recent years not helping the Pajero’s case.

Slow sales ultimately proved to be the final nail in the coffin for the Prado rival with the Triton-based Pajero Sport outselling its bigger and more expensive stablemate more than three times over in the first half of 2020 (3048 vs 979) – the current figure at the time of writing the original report.

The now 15-year-old Pajero recovered somewhat in the second half of the year to chalk up 2399 sales, but that was only enough to snag a 2.6 per cent share of the sub-$70,000 large SUV segment compared to the 6.6 per cent share of the Pajero Sport (6017) – its fate was sealed.

It has been a similar story so far this year ending April, with the Pajero Sport once again outselling its bigger cousin more than twice over (2132 vs 1032) however neither can hold a candle to the Toyota Prado’s 5347 sales (15.6% share).

2022 Mitsubishi Pajero pricing* GLX (a) $54,490 GLX Final Edition (a) $54,990 GLS (a) $59,990 GLS Final Edition (a) $60,490 Exceed (a) $62,990 Exceed Final Edition(a) $63,490 *Excludes on-road costs WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

Legal

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Cybersecurity and your business Focus Area

 KATHERINE HAWES hink about how many times a day you use digital technology in your business and personal lives. If the answer is multiple times a day, then there are some key things you need to consider keeping your data, information and devices secure.

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The daily conundrum Most businesspeople’s typical day starts with a foray into digital land as we check our businesses messages, social media for new clients, emails to ascertain the new priorities for today, our calendars to reorganise appointments and our internal systems to obtain client information on mobile technology.

Do not forget other people are also accessing your client data to manage their businesses.

Consider what is going out on social media networks that may impact your business and personal security. Be careful about posting business trips, leaving town on holidays and particularly the destination as well as locations that highlight your customers who can be poached.

Cyber Attackers Rely on Human Error Each year in Australia there are thousands of cyber breaches to businesses.

Hackers rely only partly on their security-penetration skills. The other thing they need are regular people making mistakes.

These attacks are becoming more

Key Consideration

Management of issues

e-Commerce

Online purchasing Website

Website Terms and Conditions Privacy Policy

Social Media

Facebook, Twitter, Instagram, Tumbler, Tik Tok, Linked In, Blogs

Social Media Policy – Customers Social Media Policy - Staff

Operational Systems

Customer relationship management Cloud Based Digital Marketing Networking Transactional

Perform reviews and quality assurance tests for functional and security verification Update your cyber security systems on a regular basis A Policy to change passwords regularly Incident Response Plan and reporting

Employee Management

Orientation Employment obligations Legal obligations Incident reporting

Employment Contracts with inbuilt digital security and social media clauses Training for employees to improve their digital security consciousness

Marketing

Emails Blog Posts News Items Event Notices

Brand and design guidelines that outline the business language Social Media Policy

advanced and sophisticated, training is mission-critical to minimise human error from the cyberattack equation. Don’t open suspicious emails, give out details on the phone, respond to the robo-marketer or used unsecured technology.

Basic security for your business We all know not to click on suspicious emails, open that new friend request from an existing friend on Facebook and be sceptical of the new robo-marketer.

However, enhancing your businesses cybersecurity requires a concentrated effort. Today our websites have automatic reminders to clients about our privacy and terms and conditions of use but how then do we remind ourselves, employees and third-party partners of the importance of cybersecurity management?

Here is some of the advice we give our clients:

Security Know-How Can Advance You in Your Existing Job While it may appear resource intensive to manage your businesses digital security, a security breach will cost you downtime, time out of your business and dollars to repair the issue. However, the most important consideration is brand reputation. Imagine if in your marketplace, your business was known to have breached the privacy of customers or employees.

If you would like assistance in becoming cyber-secure, please call our team on 0288583211.

SERVICES: • COMMERCIAL LAW • DIGITAL & SOCIAL MEDIA LAW • ASSET & PROPERTY MANAGEMENT • ESTATE PLANNING • FAMILY LAW • LITIGATION SPECIALIST • SOLICITOR ADVOCATE

SPECIAL: Legal Strategy Session for $275 + GST

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Films

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Cruella – 3 Stars An expensive looking, but bland enough, vehicle for star turns from two powerhouse Emma’s.

STELLA (Emma Stone) grew up without a mother, after a horrific accident she blames herself for. Left to fend for herself, she teams up with Jasper (Joel Fry) and Horace (Paul Walter-Hauser), and the subsequent band of pick-pockets / thieves robs myriad people blind. However, Estella doesn’t love the life, and instead dreams of being a fashion designer. After Jasper hooks her up with a gig in a fancy fashion department store, her work is noticed by the fabled Baroness (Emma Thompson)–London’s premiere fashion designer.

The Baroness takes Estella under her wing (as much as she does with anybody), but this leads to a horrifying discovery from Estella about the fate of her mother. She’s left with only one option; to transform into her alter ego Cruella, and challenge The Baroness for supremacy in London’s fashion world.

Cruella has a different look to many of Disney’s recent live-action reimaginings. It’s a bit grittier, a bit grimier, aided no doubt by it’s period look. Frankly, it looks beautiful. But that indie-film look isn’t a factor of its budget, because Cruella cost over $200 million to put on screen.

For anyone watching the movie without sound, it might be hard to imagine why that is the case. For those with functioning ears, however, the cost centres are evident immediately, and consistently throughout, because this film has the most gratuitously expensive soundtrack imaginable.

Every 70’s banger is featured, undoubtedly blowing the soundtrack budget sky high. The shocking thing is that for the most part, this incessant hall-of-fame rollout adds little to the film, other than dragging you kicking and screaming out of it.

The rest of the mammoth budget is likely spent on the things that actually make this film standout–that being the costuming, set design, and lead actresses. The costumes and fashions are absolutely gorgeous, blending a mix of relatable period pieces with stunning new concoctions that help solidify Cruella’s supposed fashion bonafides. The set decoration is similarly impressive, whimsical and grounded all at once. It brings a Disney sensibility to a British period piece.

Then there are the two Emmas. Emma Stone is incredible as Cruella, grounding this anti-hero while also showcasing her range– whether she’s faking innocence, streaming tears in emotional scenes, or just throwing lewks as she struts down that catwalk.

It’s even more impressive when you consider that the character, as written, gives her very little to work with. In this script, Cruella’s motivations turn on a dime with no rhyme or reason, and a lesser actress would have struggle to convincingly bring Jasper and Horace back to the fold after treating them like garbage for a third of the runtime.

Only Stone could make us care again.

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She is matched, if not exceeded, by the gloriously cruel Emma Thompson, who dives into her villainous turn with relish.

Like a murderous version of Meryl Streep in Devil Wears Prada, Thompson is prone to gloriously sly one-liners, beautiful eyebrow raises, and a stunning fashion sense. She is a joy to watch, chewing this material up and spitting it out into what will surely become a series of not-to-be-missed GIFs. In the end, Cruella is saved by these three elements, because outside of them all we have is a story that we have generally seen before, that retcons a truly villainous Disney character only by giving her someone even worse to go up against, and couches it all behind a disturbingly and distractingly expensive soundtrack that does more harm than good.

Reviews by Jacob Richardson Creative Director | Film Focus www.filmfocusau.com

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Films

www.accessnews.com.au

A Quiet Place II – 4 Stars John Kransinski follows up his stunning directorial debut with a worthy successor.

ARGELY set immediately after the events of the first film (excluding a prelude revisiting the day these sound-hating aliens landed on Earth), A Quiet Place II follows Evelyn (Emily Blunt) as she picks up the pieces of her life post the death of her husband Lee ( John Krasinski). Determined to use the technological discovery from the end of the previous film to their advantage, she takes her daughter Regan (Millicent Simmonds) and her son Marcus (Noah Jupe) to find allies.

They come across Emmett (Cillian Murphy)–an old friend of the family’s, who has lost hope these past few years. He reluctantly joins the cause, slowly coming to form a bond with Regan, and the crew splits up to solve a series of problems related to their predicament.

Regan and Emmett must trek to the ocean and cross it to find a way to amplify the signal from her hearing aid, Evelyn must find more oxygen and medicine from their old town without getting caught, and Marcus has to keep the new born baby quiet and alive, while discovering what secrets Emmett’s hiding place holds.

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As with the first film, A Quiet Place II deals incredibly with sound, and the sound design on display here is top notch. When it’s loud, it’s overwhelming–most evident in the first few scenes of normal life on Earth, which ring with a deafening vehemence now that we know how dangerous those noises can be. Similarly, when it’s quiet with only the soft padding of footsteps, or swishes of clothing, it becomes unbearably tense.

And then when it goes entirely silent, a bizarre feeling of safety and security washes over you. It’s a tremendous, award-worthy achievement.

The acting on display here is once again fantastic, and only bolstered by the influx of Cillian Murphy’s talents. Blunt and Murphy are two of the best actors in the game, and Simmonds keeps up, creating a cohesive and engaging performance tapestry that once again makes this engrossing.

Visually, there is lots to love about the film as well, and Krasinski uses his extra time behind the camera to focus on motifs–frequently having our triptych of heroes face similar elements at the same time.

The cutting between the three is effective, and only very rarely distracting.

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The film loses some of the first’s shock value, because we’ve played with this concept before, and in some respects that is a shame. But Krasinski does an admirable job of building out the world, adding in new intriguing elements (and new horrific elements), while justifying the existence

of this follow up. It’s a worthwhile and engaging sequel, even if it falls short of the original.

Reviews by Jacob Richardson Creative Director | Film Focus www.filmfocusau.com

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BREED Australia

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BREED Australia’s tenant community is embracing the post-COVID digital era HE COVID-19 pandemic has meant that many businesses that are not focused on online brand marketing are at a considerable disadvantage.

This is the view echoed by several businesses based at BREED Australia that provides affordable co-working spaces and complimentary incubator programs.

Ash Coop from Sydney Digital Designs (www.sydneydigitaldesigns.com.au), an agency that provides digital services such as SEO and social media management, believes it is vital for a business to have a well structured online presence these days.

The younger generation has been born in the digital age, and with everything being online, they need to make sure that their business is represented. Ash says for some people, it’s old school marketing, but he also stressed the importance of online advertising when trying to find new customers on social media sites like Facebook or Instagram.

Ash believes that businesses should beware of companies who will overpromise and under deliver. He credits BREED’s online presence as to how he found them in the first place.

“I wouldn’t have heard of BREED if it weren’t for digital marketing; they had an effective online presence, which is how I found them.”

Gee Vaile is the Head of Public Relations for a social media marketing agency, Rhino Social (www.rhinosocial.com.au).

She says that having an online presence is more relevant than ever before.

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L-R BREED Incubator Tenants, Gee Vail (Rhino Social), Ash Coop(Sydney Digital Designs), Catherine Tripp (Mindsite Web Services)

“The best thing about being digital is that it’s there forever, as opposed to traditional marketing.”

Gee goes on to say: “Something that print media doesn’t offer is advanced and more precise figures for reach and engagement, which is a huge part of any campaign to receive the best results and understand audiences.”

When COVID hit, Rhino Social, who are very thankful for BREED Australia’s support, substantially grew its client base when businesses started to move online.

“Throughout COVID-19, people were spending a significant amount of time online than ever before,” said Gee.

“Seeing our clients and other businesses survive through this time using social media to do so shows just how relevant digital is”.

“When we produce content for our clients, there’s always a purpose behind it,” says Gee. “We aim to tell their brand story whilst focusing on the end result, whether that’s to generate leads, increase sales or leverage brand awareness and exposure on social platforms.”

The Rhino team have a strong passion for digital marketing, “there’s never a dull moment in the digital world” according to Gee, “keeping up with the trends, the changes and updates is something we constantly

monitor. It’s a fast-paced industry that never stops, and that’s the beauty of it”.

Catherine Tripp, the content strategist of Mindsite Web Services (www.mindsite. com.au), a website management agency and digital marketing company, noted that websites are important because they give people their first impression of your business. Your website is like your 24-hour representative or your constant shop front.

The Internet has become more competitive following COVID because a lot more potential customers are browsing online.

Catherine said that it is crucial to have your website optimised for your business goals.

So it can represent your business constantly and improve your chances of being found organically.

“You might have a great website, but that’s not enough anymore. If you want to succeed in today’s market, then your site needs an “online presence.” MindSites recent rebuild of the Breed business’ website helped their branding, rankings and online impression.

Websites are now giving visitors more than a sales pitch. They’re adding blogs and other content for added value to keep customers coming back. In the post-COVID age, if you’re not active online, you simply won’t be found.

BREED Australia helps businesses featured in this article by providing affordable self-contained office and creating a vibrant business community. For more information, visit www.breedaustralia.com.au or contact via phone on 02-98533200 Emmanuel Martin is General Manager at BREED Australia. Visit: www.breedaustralia.com.au

Attention Small Businesses Owners!

Our Virtual Office Solutions can help save time and reduce stress so you can focus on your customers.

Our virtual tenant solutions will: • Save you time. Having a virtual office can relieve the stress of administrative duties, giving you more time to focus on your customers.

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WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

Crosswords/Games

Solutions page 45

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CROSSWORD ACROSS 1. Little jerks 5. Head downtown?

10. Help in a holdup 14. Balming target 15. Beyond partner 16. Screenplay direction 17. T-bone region 18. Medical research goals 19. Every family has one 20. Illuminated 23. Holiday follower?

24. Skiier’s challenge 25. Unlike a litterbug 27. Palindromic windmill part 30. End of two state names 33. Scratch, say 36. Better copy?

38. Bahrain bread 39. Passed with ease 41. Genetic info carrier 42. Arboreal abode 43. Things to rattle 45. Fishtail, e.g.

47. Daydreamer’s limit?

48. Fit to be fare 50. Killed, as a dragon 53. Tux accessory 54. Prepare for hanging 57. Wrestling area 59. Serving as a diplomat 64. Beer selections 66. Hindu grouping 67. Tat-tat intro 68. Folk facts 69. Pagoda roofing 70. Black cat, some think 71. It may come before “we forget” 72. Failed as a sentry 73. Bird’s perch, perhaps DOWN 1. Chaucer bit 2. They may be clicked on 3. Flu symptom 4. Grad-to-be 5. Bushwhacker’s tool 6. Go to the edge of 7. The good olde days 8. Cooking place 9. Transmit anew 10. Back on a battleship 11. Crooners, often 12. Creation location 13. “High School Musical” extra 21. Main mail drop (abbr.)

22. Disconnected, as a phone line 26. Like siblings 28. Chances in Vegas 29. Roller Derby milieus 31. Checklist item 32. Pretentiously stylish 33. Attack deterrent 34. Military sch.

35. Enrolls 37. Barbary ape’s lack 40. The red 44. Inner city concern 46. Most absurd 49. Official orders 51. Emotion of the miffed 52. Long and thin 55. Sight from Biscayne Bay 56. Gourmand 57. Shoppers’ site 58. Ubiquitous lily relative 60. Place for some polish 61. “Cast Away” setting 62. Manual component 63. A driver may change one 65. Firm or fixed

BINARY

Each square in the puzzle may contain either 0 or 1 1. No more than two adjacent squares may contain the same digit, ie you cannot have three adjacent squares in a row or column of the same digit.

2. Each row and each column must contain the same number of 0s and 1s, eg for a 10x10 grid, each row and column will contain five 0s and five 1s.

3. No row may be the same as another row and no column may be the same as another column.

However, a row may be the same as a column.

WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

43

Experts

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Getting your business ready for tax time  JOSEPH ESSEY OST small businesses I encounter have an Accountant preparing their end of year accounts and tax return, with this process starting some time after the mad end of financial year rush.

If your accountant is not seeing your accounts until after end of Financial Year has passed, often it is too late to take advantage of some of the best tax planning strategies available.

And while there are accountants who are wizards of their craft, I have yet to see one master the art of time travel. Luckily, there are some easy to execute strategies that you can employ now which will help to reduce your tax liability without needing the help of a mad cap scientist or a DeLorean!

M

Defer income and bring forward expenses During tax time, businesses should aim to minimise income and maximise expenses in order to reduce assessable income and tax.

The key here is to only delay income where it is practical and only bring forward expenses which you were going to incur anyway. Remember, just because you haven’t paid for something doesn’t mean that you can’t claim it.

Businesses are entitled to an immediate deduction for most expenses that have been “incurred” but not been paid by June 30.

Pay superannuation contributions early

in their closing balance being valued at an amount less than cost which will generate an allowable tax deduction.

Superannuation is one of the few business expenses in which simply incurring it does not allow for a tax deduction – it must actually be physically paid and the fund must receive the money before 30 June for a tax deduction to apply.

If you have the cashflow and the timing works, I always encourage my clients to calculate Super payable right up until the June Qtr contributions and pay this before financial year end. However, you must ensure that this payment is made by June 23, at the latest, to guarantee the fund receives the money before 30 June and for the deduction to apply.

Temporary full expensing

The Prepayment Rule An immediate deduction is available to small businesses (turnover under $10 million) for the prepayment of certain expenses, such as lease payments, interest, rent, business travel, insurances and subscriptions up to 12 months in advance–if paid

by June 30. This is particularly useful if you have the money in the bank and are going to be paying these expenses in the next three months anyway. Pay it now and claim the deduction in this year’s tax return.

Writing off Your Bad Debts Businesses should review trade debtors to assess their likely recoverability with a view to identifying genuine bad debts which could be written off for tax purposes before year end. Creating a provision for the bad debt in your accounts is not enough – you need to actually credit it

out of your accounts to claim a deduction.

However, it is important to ensure there is little to no prospect of recovery for the debt and to retain a written record of your efforts to recover, which is important if it is ever subject to review by the ATO.

Update the value of your stock and assets If you are dealing in selling goods, and particularly if you have high volume of transactions or have a lot of fixed assets, it can be difficult to keep your stock accurate all the time. As a minimum I advocate that businesses conduct one annual count to keep their accounts up to date with an accurate value of stock on hand. Where stock or assets have become obsolete or their value has been impaired, this may result

The temporary investment tax incentive announced in last year’s budget allows businesses with a turnover up to $5 billion to deduct the full cost of any eligible business asset, including the cost of improvements to existing assets, until 30 June 2023. For businesses with an aggregated turnover of less than $50 million this also includes second hand assets. This means, as long the asset is first held and ready for use by 30 June, you can claim its cost in full as a deduction in your tax return for this year.

Finally, I encourage all businesses to speak with their accountant or Finance Manager now, before end of financial year passes, to discuss their position and the tax planning strategies available to them. While taxes may be certain, timing is everything and a little bit of forward planning can make a significant difference to what you will pay when the tax man comes knocking.

Joseph Essey is the founder and operator of Your Business Finance Manager, an Outsourced Finance and Accounts solution for growing small businesses and has over 15 years’ experience helping small to medium sized businesses to manage their financial position and achieve sustainable growth.

Visit: www.ybfmanager.com This information is of a general nature only and does not constitute professional advice. You must seek professional advice in relation to your particular circumstances before acting.

Building Sport = Building Community!  BOB TURNER OME years ago, I was approached by a major NSW Council to see if I would assist in securing an NBL team for their city.

When I inquired why, the response was that their city did not have a sporting identity and a property they could call their own to generate support from their community. The fact they did not have a venue to meet NBL standards was not a deterrent as they felt get the team and we will build it.

Last month I wrote about how sport can build and unite, especially in the corporate sense. This month the focus is on the community and what it means to have a sporting team to generate pride, affiliation and a community spirit.

Whether you are a rugby league supporter or not when you think of Penrith, the Panthers come to mind. Mention Manly and the Sea Eagles pop into the conversation. Similarly, the Eels are synonymous with Parramatta.

It does not matter if you even follow sport, any sport, but these teams create a sense of community spirit and association.

They build an affinity that tends to be as prominent as any other feature of a city.

In 2006, I had the idea to internationalise the NBL by placing a team in Singapore. When I met with senior members of the Singapore Sports Council with the concept to establish a pro team for the country their interest was sparked.

In the words of one of the officials it was mentioned that if you go to London – you will go to Wembley, or the MSG if visiting Melbourne. Go to New York – Yankee Stadium or Madison Square Garden. Visit Singapore, the comment was made you go to Orchard Road for shopping as Singapore did not have a major sporting presence.

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44

Government backed my initiative The government backed my initiative to establish the first professional sporting team for the country – a win for both the NBL and Singapore. The first two years were challenging, especially as the travel was expensive and we were paving new ground.

On top of that we were playing in the Australian NBL and the playing roster rules were two imports and eight Australians/New Zealanders on the team.

Despite making the NBL playoffs in our first year, with Singapore on our uniform chest, the Singapore National was confused and wondering where their players were. Teams are supposed to represent a city, Country in this case, with a sense of pride and purpose.

The solution was to establish an ASEAN based League and thanks to the Slingers Chairman, Tony Fernandes from Air Asia, within a year the Slingers had pulled out of the NBL and were playing in the ASEAN Basketball League (ABL).

The ABL had the rules of a minimum seven Nationals on each team and playing similar countries like Malaysia, Philippines, Indonesia and even Brunei, the local spirit started to take hold. I went to the ABL finals two years ago to see the Slingers play in the Grand Final at their home ground.

When I walked into the Stadium a sense of pride came over me as the sell-out crowd, mainly of Singapore nationals, were there to wildly support their team.

Singapore had now identified with the

Slingers and the now fulltime players were becoming household names. The Spirit of sport had infiltrated the Singapore psyche and proved once again community spirit can be generated by a sporting team.

Sport excels through its tribal base and nature.

For National teams like the Wallabies, Matildas, Opals or Boomers the support comes from the country.

When it comes to locally based teams like Collingwood, the Bulldogs, Eels or the Sharks the passionate fan base can run through generations. When I first came to Australia the tribalism of Rugby League in Sydney was legendary.

This passion and building community spirit is the goal of Blacktown City FC. We have the vital ingredients of a beautiful home stadium, history, culture and long standing credibility of producing talent. Playing in the NSW Premier League we have the potential to become a sporting catalyst to assist in igniting pride in Blacktown.

Our slogan for the year is ‘Your Town, Your Team’ and as you can see by the print ad in this publication we are “Always Blacktown, Never Backdown”!

Our focus is on the 400,000 residents who live in this great city, and as we say: “Show your Support and Show Up”! See you at the game!!

Bob Turner is Chairman of Blacktown FC and one of Australia’s most successful sports executives.

WESTERN SYDNEY BUSINESS ACCESS JUNE 2021

Games Solutions

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TRENDS

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Cheers! Shout Perrottet an Aperiti Business lunch is making a comeback  DALLAS SHERRINGHAM COCKTAIL a big steak and a contract went hand in hand during the golden years of the tax deductible Great Aussie business lunch.

Today’s busy generations have missed out of the many benefits of a business lunch, but finally salvation is at hand for the nation’s long suffering business lunch devotees.

It all disappeared in the days of the miserly Federal Treasurer Paul Keating who reckoned we didn’t deserve a tax break for our business lunches.

As a consequence, hundreds of restaurants and cafes were hard hit and thousands of people were left without a job, many of them ‘at home’ parents who could fit in a few hours around midday to host businesspeople.

About the only thing that benefitted was the nation’s waistlines, left malnourished and shrunken by the lack of Oyster Kilpatrick and Lobster Thermidor washed down with a liberal splash of Marlborough Sounds Sauvignon Blanc followed by Irish Coffee. Taxi!

Well, if Paris is known as the city of light, Sydney will once again become known as the city of the business lunch if the State Government has its way.

NSW Treasurer Dominic Perrottet has indicated enthusiasm for winding back the Fringe Benefits Tax, or FBT, in order to restore the era of the tax-deductible business lunch. “I’m all in favor of bringing back the long lunch in Sydney,” Mr Perrottet said recently.

A

MAY 2021 Edition 121

A first class move Business lunches largely vanished following the introduction of the FBT in 1986.

This was a rare anti-business mistake by the usually sensible Hawke government.

It was a class-based move. Proponents of the tax argued that wealthy business types should not earn tax breaks by eating oysters and drinking wine.

This argument misses the point that business lunches frequently lead to business deals, creating employment opportunities for other Australians.

If ever Sydney and Australia needed some business-boosting incentives, it is right now, during our economic recovery from the damage wrought by the coronavirus pandemic.

Federal Treasurer Josh Frydenberg, mindful of the $3.8bn a year generated nationwide by the FBT, won’t cut the tax.

So keen is Mr Perrottet, however, that he flagged a NSW-only FBT reform.

“If they don’t do it themselves, I’m more than happy to look at something in a creative space from the NSW government

level to help drive that,” Mr Perrottet told media.

This would give Sydney a significant advantage over other state capitals which won’t have tax deductions in place.

There are also the flow-on effects for restaurants across Western Sydney, which is among the areas most damaged by our economic contraction.

Leading restaurateur Luke Mangan told media that bringing back the long lunch by scrapping the FBT could increase trade by up to 50%.

WESTERN SYDNEY BUSINESS

WESTERN SYDNEY BUSINESS

APRIL 2021 Edition 120

Partnership aiming to boost trades jobs

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DODGY DEALERS U SED car purchases have boomed during the COVID-19 pandemic, opening a major source of revenue for dodgy dealers in Western Sydney.

Second-hand car dealership Narita Imports has been found guilty of seven offences relating to misleading customers by entering

false information on to an approved sales contract. Lansvale dealership directors Azizul Hakim Chowdhury and Nahida Akhter pleaded guilty to the charges brought

by NSW Fair Trading at Parramatta Local Court and were ordered to pay $7,725 in fines and costs. Full story: 2

THIS EDITION From career crisis to dream job: 5 Change of guard for Salvos: 8 Sizzling hot property market: 20

sought-after business publication

Mid-market upeat, post COVID: 22

RETAIL BOUNCES BACK I and Now retailers have revealed the solutions on ’TS no secret times have been the toughest for the industry bounce and mortar’ support measures needed record for Western Sydney’s ‘bricks back this year and beyond. a proud retail industry, but this sector has FULL STORY PAGE 5 hardest of times. history of bouncing back from the

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Family business in COVID

How many leveraged patience capital during COVID: 12

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Feature on the Salvation Army Red Shield Appeal: 15

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