WSBA March 2020 Edition by Access News Australia (ANA)

WESTERN SYDNEY BUSINESS

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MARCH 2020 ISSUE 107

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BATTLE OF THE BOOK SELLERS Booktopia plans to knock oﬀ Australia’s largest book retailer Big W. P5.

NOVA SUCCESS Courtney is overjoyed at landing her first job. P11.

FACEBOOK ADVERTISING TIPS Trying to understand how to create a successful Facebook Ads campaigns? P45.

PARRAMATTA QUAY THE transformation of Parramatta Quay is underway, with the start of construction on the long-awaited Escarpment Boardwalk and new plans to revitalise Charles Street Square now on public exhibition.

PHOTO SPREAD AND STORY

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Pay slip pain affects one in three  DALLAS SHERRINGHAM F you have ever checked your weekly income in your bank account, only to find you have been underpaid, you are not alone. It might be cold comfort, but a whopping one in three pays lips are wrong according to a survey – and underpayment is the biggest mistake. Many organisations admit they miss errors in employee pay slips – with underpayments more common than overpayments. With concern about employee underpayments at an all-time high fueled by graphic media coverage of celebrity restaurants, new data reveals that more than a third or 36% of Australian organisations are not confident that they have identified and corrected all pay slip errors. In addition, 12% cent admit they have identified errors that they have not corrected. The findings come from a survey of more than 630 payroll managers by the Australian Payroll Association – Australia’s leading

errors, compared with 27% of businesses with up to 200 employees. And, in a funny aside, 30% of organisations admitted to accidentally paying a terminated employee. However, the proportion is a low 10% of businesses with under 200 Amazingly, 51% organisations with 500-5000 employees and 25% of those employees and 71% of those with 200-500 employees. Amazingly, 51% organisawith 10,000-plus employees, tions with 500-5000 employpaid people who no longer ees and 71% of those with 10,000-plus employees, paid worked for them. people who no longer worked for them. network in payroll training, consulting and Getting back to underpayments v overpayadvisory. ments. The results also indicated that the greater More than a quarter of organisations the employee numbers, the more likely the believe employee underpayments occur more organisation was to make pay slip mistakes. frequently in their organisation than overpayAlmost two-thirds or 63% of organisaments – but only by a little more. tions of 5000 or more employees believe In fact, 22% believe overpayments have they hadn’t spotted and corrected all payroll occurred more frequently.

And a quarter of payroll managers also admitted that they do not do payroll reports for their CEO or CFO, excluding monthly PAYG. The findings also indicated that overpayments occur more frequently within big organisations. Just 18% per cent of businesses with less than 500 employees make overpayments more often than underpayments – this compares with 35% of organisations with more than 1000 employees. “With the Fair Work Ombudsman frequently cracking down on companies that miss errors in employee payslips, even when these errors are oversights and not deliberate, it’s crucial that organisations do more to rectify these issues,” Australian Payroll Association CEO Tracy Angwin said. “One of the biggest ways that organisations can mitigate payroll errors is by ensuring that their staff receive adequate education and training. “ “This will help to minimise the likelihood of other payroll mistakes occuring, such as accidentally paying a terminated employee,” Ms Angwin said.

Business Commission moves to Parramatta HE NSW Small Business Commission has joined the growing number of Government workplaces relocating to Parramatta as the number of small businesses in Western Sydney continues to rise.

Minister for Small Business Damien Tudehope (pictured) said the NSW Government wanted to support the growth of thousands of additional jobs in Parramatta. “The latest ABS statistics show there were 785,886 small businesses in NSW in June 2019, with 178,296 located in Western Sydney,” Mr Tudehope said. “The number of small businesses in Western Sydney grew by more than five per cent in the year to June 2019 – faster than the total State growth of close to three per cent.” The Small Business Commission’s move is part of the NSW Government’s Decade

of Decentralisation policy, which includes a focus on Western Sydney. “This Government is committed to reducing government office space in the Sydney CBD by at least 100,000 square metres by 2021,” Mr Tudehope said. “Projects such as the Sydney Metro West, Parramatta Light Rail, the new BankWest Stadium and the Powerhouse Museum are breathing new life into Parramatta.” Acting NSW Small Business Commissioner Stephen Brady said a move to the vibrant business hub of Parramatta was an exciting opportunity.

CONTENTS

COVER image: Artist impression of the revitalised Parramatta Quay, the gateway to Sydney’s Central River City.

News Regional Round Up Business Awards Business Venues Aerotropolis Defence Business Technology Success Family Business Travel Social Media Women In Business

2 4 17 23 29 30 36 37 42 45 48

WSBA A enables readers to appreciate preciate and engage with the he physical, community, munity, cultural and business ess environments of one e of Australia's fastest st growing regions, Greater er Western Sydney.

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MARCH 2020 Western Sydney Business Access (WSBA) ACCESS NEWS AUSTRALIA PTY LTD ABN 39 600 436 799 Publisher/editor: Michael Walls M: 0407 783 413. E: michael@wsba.com.au Associate Editor: Dallas Sherringham Journalists: Red Dwyer, Elizabeth Frias, Paul Haigh. Account Managers: Julie Jackson: 0447 291 780; Graham Maughan: 0431 557 791 Contributors: David Pring, Adam Leto, Angela Haynes. Printer: Spotpress Design: Design2Pro, DMC Advertising Group. General enquiries: info@wsba.com.au Phone: 02 4572 2336 Fax: 02 4572 2340 We pay respect to the Traditional Custodians and First Peoples of our region and acknowledge their continued connection to their country and culture.

Oscars of small business. The night of nights for Australian small businesses is back for its 22nd year. Feature page 17. DISCLAIMER: The publisher, authors and contributors reserve their rights in respect of the copyright of their work. No part of this work may be reproduced or copied in any form without the written consent of the publisher. No person or organisation should in any way act on the information and content of Western Sydney Business Access or www. wsba.com.au without first seeking professional advice. The publisher, contributors and agents accept no responsibility for any actions that may arise from the contents of this newspaper or website www.wsba.com.au. The opinions and views expressed by contributors are not necessarily those of the publisher. Advertisements are published in accordance with WSBA terms and conditions published in the media kit downloadable at www.wsba.com.au. Advertisers agree to indemnify the publisher and his agents for any actions that may arise as a result of published advertisements or contributions. Advertisers agree to abide by the terms of trade outlined by the publisher.

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News Regional Round-Up

with RED DWYER Liverpool economy

Creation of Little India

THE economy of the Liverpool local government area has a gross regional product of $11.33 billion across a diverse range of industries.

ARRAMATTA Council is proposing the creation of the Little India Harris Park Tourism Committee to consider the tourism and other economic benefits that may be brought to the city. Harris Park has been identified as a priority visitor precinct in Parramatta.

Smithfield tenants REGIONAL Road Express, TRI Underground, Modular Building Systems\ and Transconnect Logistics are among the manufacturers and logistics companies have taken space in an 8-hectareb site, at 2 Percival Road, Smithfield.

CENTRAL WEST Block sold A MERRYLANDS block with an existing development application has sold for $41 million, with the new owner to use the site to establish a build-to-rent development model.

Funds generated

NORTH WEST Donated fork trucks THE material handling giant, Jungheinrich Australia donated two forklift trucks worth over $60,000 to the Foodbank head facility in Glendenning charity to help support emergency bushfire relief.

Solar expected to save SOLAR panels installed at Blacktown Hospital and are expected to save $194,000 every year in electricity costs.

Sold at Auction

$10M private sale

Sydney Cooper Scraps has bought a 550-square-metre freestanding warehouse, at 1 Arthur Road, Seven Hills from a private occupier for $1-7 million auction.

A PRIVATE investor has paid $10 million for free-standing industrial facility, at 22 Frank Street, Wetherill Park, from MA Seeto. The 8266-square metre site includes a 4719-square-metre free-standing facility leased to Australian Aluminium Finishing until November 2021.

SOUTH WEST

THE Sydney Showground, managed by the Royal Agricultural Society of NSW, generates approximately $617 million in economic benefits annually to the NSW economy, with the Sydney Royal Easter Show contributing $247 million. The RAS invests approximately $11 million per annum in support of regional agricultural initiatives across NSW.

Support for sites PARRAMATTA Council has advised government of council’s unanimous support for the retention of Willow Grove and St George’s Terrace, in the Parramatta CBD, in any future redevelopment of the sites.

Tower restoration Install solar panels

Astir leases

FAIRFEILD and Canterbury hospitals are among those to receive a total of $8.1 million to install solar panels as an energy-efficient application.

ASTIR investment Pty Ltd has leased 3—-=square-metre office and warehouse, at 1/148 Hartley Road, Smeaton Grange, at $90 a square metre, for three years.

Icon has restored the 36-stroey, 392-apartment Opal Tower, in the Olympic Park Parkview Precinct, at a cost of $31 million to rectify cracks in the tower and cleared residents to return to the building.

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Battle of the book sellers Australian online bookstore Booktopia Pty Ltd plans to knock off Australia’s largest book retailer Big W following a capital raising of $20M from a consortium of private investors.  RED DWYER HE private company’s third attempt to fund growth was successful following a failed initial public offering (IPO) four years ago and the failure of a crowd funding attempt to raise $10 million. The equity was raised from a consortium of private investors led by Su-Ming Wong, cofounder and CEO of Champ Ventures (who will join the board of Booktopia) and John Sampson, founder and CEO of JBS Investments. The investment came less than a week after Booktopia bought collapsed Co-op Bookshop; Tony Nash, a Booktopia founder said the two events were unrelated. The founding shareholders, Tony Nash, Steve Traurig and Simon Nash , retain majority control and Booktopia will continue to be an independent Australian-owned business, founded in 2004.. Booktopia plans to double its inbound and outbound capacity from 30,000 individual books per day to 60,000, and will also invest in expanding the capacity of its 13,000-squaremetre Lidcombe warehouse where some 650,000 books are held there for distribution The company plans to chase Big W’s spot as Australia’s largest book retailer, which Tony Nash is confident the business would accomplish before year’s end as the Woolworthsowned department store closes sites across the country.

“In the past, we’ve had to sell the books to create the money to invest. Now we don’t have to do that,” he said. “We can execute on all our plans.” Booktopia booked $131M in revenue for the financial year 2019, and Mr Nash said the business was expected to grow to $175M in the 2020 calendar year. Co-op bookshops, established in 1958 by students at the University of Sydney, as a student co-operative textbook retailer, went into administration last year.

The rise of e-commerce saw online retailers like Booktopia able to use their scale and low overheads to offer even more competitive prices, not to mention faster shipping and popular payment methods like buy now pay later. “The combination of weak retail trading figures coming up to Christmas and the collapse of ‘over the counter text book’ sales by over 40 per cent from last year, has left the board with no alternative but to appoint a voluntary administrator, said Co-op chairman

Joe Merhi, in a statement released by PYC. Mr Nash said Booktopia was the number one tertiary textbook retailer in Australia before acquiring the Co-op business, with more than $40M of its projected $175M revenue for this year coming from textbook sales Booktopia did not purchase the Co-Op’s 30 plus bookstores or its remaining inventory as part of the acquisition. Mr Nash did not disclose how much Booktopia paid for the Co-Op’s website, some software and customer data.

Blacktown Mayor new WSROC Senior VP

ESTERN Sydney Regional Organisation of Councils (WSROC) Board has elected a new Senior Vice President, Clr Tony Bleasdale, Mayor of Blacktown City Council. Senior Vice President Bleasdale’s election completes the Executive Committee team for 2020. Clr Bleasdale joins President Clr Barry Calvert, Mayor of Hawkesbury City Council, Clr Don McGregor of Blue Mountains City Council as Junior Vice President, and Clr Karress Rhodes of Liverpool City Council as Treasurer.

Mayor Bleasdale said he was pleased to join the WSROC Executive and anticipated a year of collaborative action, furthering key WSROC priorities. “The greatness of WSROC, and its power, lies in understanding the extent of what may be achieved for our region when we act as a collective,” he said. “The group of councils brings together an extraordinary collection of individuals, ideas and resources, with strength and potential to navigate and resolve multiple issues.”

WSROC Executive - Clr Bleasdale, third from left, with Clr Karress Rhodes of Liverpool City Council, Treasurer, President Clr Barry Calvert, Mayor of Hawkesbury City Council, Clr Don McGregor of Blue Mountains City Council as Junior Vice President.

Business Technology Centre

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Expansion aimed at blocking QLD  RED DWYER PROPOSAL for the expansion of facilities at the Sydney Showground aims to keep Queensland at bay from snaring market share from NSW in the lucrative business events sector. The northern state, the major competitor, has four major convention facilities and an additional major exhibition facility. “Unless NSW continues to invest in its business event infrastructure, it risks losing market share as Australia’s largest business

events destination in terms of events held and delegates,” said a lord mayoral minute tabled at Parramatta City Council. The showground in Sydney Olympic Park is within the city’s local government area. The proposal by the Royal Agricultural Society of NSW (RAS), which manages the facility, included developing a new 4000 seat multi-purpose convention facility and associated parking to complement the existing exhibition halls and associated infrastructure, creating Western Sydney’s premier convention and exhibition centre. Also included would be the Education and

Sydney Royal Competition Precinct to enable the RAS to expand education and competition programs in agricultural excellence. Plus an upgrade of open space areas to facilitate more events and improve the visitor experience to the annual Sydney Royal Easter Show. “The proposal provides a second major exhibition and convention centre in NSW at significant discount to the cost of building a new centre elsewhere as the major exhibition halls and major event infrastructure are already constructed and fit for purpose,” the document said. “The project will deliver significant tour-

ism and trade benefits for both regional NSW and Greater Western Sydney with the provision of additional major business events expected to stimulate hotel room bookings and retail expenditure both at Sydney Olympic Park and in Parramatta seven days a week.” The proposal developed in conjunction with Sydney Olympic Park Authority is yet to be funded by the government. In supporting the business case for the showground council seeks opportunities for partnership with the RAS in its 200-year anniversary in 2022, and the 200-year anniversary of the Royal Easter Show in 2023.

Penrith passionate about new project ENRITH City Council’s Soper Place development sets the pattern for others to follow, says Penrith Mayor Ross Fowler OAM. “At Soper Place you will be able to park on site, go to work, have a great meal, chill out in the roof top bar, sit under a tree, play with the kids in the park or even have a game of basketball,” Cr Fowler said. “Think of it as a building with two characters – the low-rise section has space for play, performance, markets and music. “In the main building, there is commercial space, community meeting space as well as an 11th floor roof top venue with stunning views for dining and entertainment. “In addition, the 820 car parking spaces – that’s 600 extra spots – means everything is easily accessible. “The five-star environment rated Soper Place project shows what can happen when a council gets creative and decides to deliver something special and unique,” he said.

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Artict impression of the project.

“It is an innovative response to the need for parking, extra jobs, recreational facilities and entertainment venues in the Penrith CBD. “This signature development is also an example of how to create a building that not only looks good, but also maximises its envi-

ronmental credentials by cleverly using green space and internal engineering.” Cr Fowler said the building design was the unanimous choice of a special selection panel that judged a number of entries for a design competition.

“The winning design – by architects Durbach Block Jaggers – not only fulfils Council’s planning goals of creating a liveable, sustainable city but provides an example for future developers to follow.”

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Taking a sickie is on the rise  DALLAS SHERRINGHAM AKING a sickie used to be an excuse for heading out to the cricket, but in 2020 it is more like to be a serious symptom of employee burnout. Figures produced by an Australian industry body has found employee burnout is on the rise and is affecting one in three organizations. In May 2019, the World Health Organization officially recognised burnout as a workplace phenomenon and a result of chronic workplace stress. Now, the Australian Payroll Association has released new data that has found that employee burnout is increasing in Australia’s workforce, due to the growth in sick leave. A survey of more than 600 payroll managers by the Association, found that 35% of the country’s big and small organisations had seen an increase in sick leave across their workforce. Of concern, 71% of payroll managers reported there are employees who have not taken annual leave for more than 18 months, outside of forced workplace closure periods. One in four of payroll managers reported this was up to 5% of their organisation’s employees. Further, 72% said their organisation had no system in place to ensure employees took their annual leave every year. Larger organisations reported having the highest growth in sick leave. One third of large organizations, with more than 500 employees, saw an increase in sick leave, compared with just 20% of micro-businesses with less than 10 employees. The Association said this could be due to the lack of resources in small companies preventing employees from shifting their workload to another employee when they were away.

Large organisations also saw a higher proportion of employees failing to take annual leave. In 32% of medium-sized and large organisations with 200-5000 employees, up to 5% of employees had not taken annual leave in the last 18 months. This compares with just 12% of small businesses of up to 50 employees who had up to 5% of employees failing to take annual leave. The industries with the largest proportion of organisations reporting sick leave increases are education and training industry, IT, telecommunications, utilities and energy, hospital, healthcare and disability services. Almost half of their payroll managers reported an increase in sick leave. Australian Payroll Association CEO Tracy Angwin said: “An increased feeling of workplace burnout could be due to organisations placing higher levels of pressure on employees.” “Often, employees could also be stressed about personal or financial issues that might

have nothing to do with work but can be worsened by rising tensions in their work environment. “It falls to employers of all organisational sizes to ensure that their employees take their entitlements when needed. Payroll managers

can take this a step further by putting systems in place that ensure that employees take a certain amount of annual leave per year. A workplace where employees feel comfortable to use these entitlements is more likely to be a more productive work environment.”

Q: Have you seen an increase in sick leave in your organisation? (Organisation size) Total % of respondents

% with 1-10 employees

% with 11-50 employees

% 51-200 employees

% with 201-500 employees

% with 501-1000 employees

% with 1001-5000 % with 5001employees 10,000 employees

Yes

35%

20%

35%

41%

7.34%

32%

40%

35%

65%

80%

65%

59%

51.38%

68%

60%

65%

Q: Have you seen an increase in sick leave in your organisation? (Organisation size) % of respondents in the retail and e-commerce industry

% of respondents in the manufacturing industry

% of respondents in the scientific and technical industries

% of respondents in the healthcare industry

% of responders in the IT and telco industry

% of respondents in the building and construction industry

% of respondents in the financial and insurance services industry

% of respondents in the education and training industry

Yes

31%

39%

23%

40%

44%

35%

31%

47%

69%

61%

77%

60%

56%

65%

69%

53%

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Examples of successful manufacturing T’s no secret Australia has the manufacturing blues, but a shift in culture and policy could be the answer according to research undertaken in Western Sydney. The research by Western Sydney University and the University of Newcastle has identified examples of a just and sustainable culture of manufacturing in Australia and calls for policy changes to safeguard the sector’s future. Funded by the Australian Research Council, the Reconfiguring the Enterprise: Shifting Manufacturing Culture in Australia project examined what kind of future exists for Australian manufacturing and how it can address challenges of growing inequality, social exclusion and environmental degradation. The Federal and State Governments missed the chance to turn Australia into a manufacturing powerhouse by sending orders for light rail, submarines and trains offshore. Had the money been spent in Australia

developing a skilled labor force and facilities, it would have been the perfect springboard to promote our precision manufacturing in the booming region. However, all is not lost with WSU coming up with a perfectly achievable program which has just been launched at a Parramatta presentation. The findings are the result of three years of in-depth research with 10 manufacturers in NSW who are committed to responsible manufacturing of products including blueberries and packaging, carpet tiles, dairy products, electronics repair and refurbishment, fabricated metal, fashion, furniture, mattresses and mattress recycling, and meat. Lead researcher Professor Katherine Gibson from Western Sydney University’s Institute for Culture and Society said manufacturing in Australia must move ‘beyond business as usual’ to overcome current and future challenges.

“Our research has found convincing evidence that a successful future is possible for Australian manufacturing when shaped by a culture that maintains a firm’s viability while providing decent jobs in an inclusive society and producing with a smaller ecological footprint. “ “This manufacturing culture is making a vital contribution to Australia, but it is not well-known or publicly visible,” she said. “Policy must change to strengthen and support this just and sustainable approach.” Recommendations for policy include: • Increase the profile of just and sustainable manufacturers through education and certification programs. • Provide employment opportunities for people from diverse backgrounds through the development of partnerships with social enterprises and organisations who support them.

• Encourage the creation of highquality, durable and environmentally responsible products through customer education and the development of guidelines, standards and full cost accounting methods for product design and production processes. • Undertake research and development into technologies for waste recycling or reuse and incorporate new technologies to facilitate the tracking of products throughout their lifecycle. • Develop incentives for voluntary and industry-led stewardship schemes and introduce levies on products to cover the cost of responsible waste management at end of life. Professor Gibson said was more important than ever to support manufacturers with commitment, integrity, problem-solving capabilities and future orientation.

WSBA extends international reach

ESTERN Sydney Business Access (WSBA) is a regional publication with international reach. Since joining the international publishing platform, ISSUU, Access News Australia (ANA) publications have notched up thousands of impressions and reads. ANA published Western Sydney Business Access (WSBA) and Central Coast Business Access (CCBA). Readership of ANA publications come from the following countries: USA, Canada, UK,

India, Brazil, Spain, Argentina, Ireland and New Zealand. Outside of Australia ANA publications are most read in the USA and Canada. WSBA publisher Michael Walls said the readership results where pleasing and demonstrated the value of creating strong original content. “Access is fortunate to have among our contributors some very talented journalists with many years’ experience and this enables us to serve our markets well in terms of publishing relevant and interesting content,” Mr Walls said.

Map showing hot spots where WSBA readers are located.

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Bosses bothered by Big Bushfires  DALLAS SHERRINGHAM IKE it or lump it, climate change will need to be included in future planning of major Australian businesses, especially since “the great fire” of summer. A new survey shows Australian company executives are becoming increasingly concerned about the climate crisis and are expecting tough economic times in 2020. Global accounting firm PwC’s annual survey of CEOs showed bosses were preparing to cut jobs and don’t think Australian business and government were doing enough to deal with global warming It is a worrying picture that is set to get worse once the effects of the deadly bushfires take hold. Economists expect the damage to industries including tourism, agriculture and retail from the unprecedented fires to carve up to 0.2 percentage points from Australia’s already sad growth figure.

CEO Survey Experts say the damage to the tourism sector would top $1bn and may change perceptions for years to come. In September and October 2019, before the bushfires peaked, PwC surveyed 1600 CEOs around the world, including 117 Australians. It revealed 65% of Australian bosses said climate change was a major threat, up from 60% last year and 43% a decade ago. “The fact that it’s actually now in the top 10 of our CEO survey, not only in Australia but in many other markets, says this is something that’s not going away and it’s a genuine threat to our economy and our communities,” PwC Australia’s head of energy, utilities and resources Mark Coughlin told media outlets.

The proportion of Australian CEOs expecting global economic output, or gross domestic product, to drop has skyrocketed from 7% two years ago to 59% this year. With confidence that customers will spend thin on the ground, a whopping 77% are planning “operational efficiencies” – corporate code for cuts. This includes a quarter of CEOs who plan to cut jobs, a potential further blow to

an economy where the unemployment rate remains stuck above 5%. Economists are pessimistic about the chances of an improvement any time soon, with Deloitte Access Economics predicting GDP growth will remain stuck at 2% for the rest of the financial year – well short of the 2.75% predicted by the Morrison government at the last federal budget and less even than the 2.25% estimate delivered in December.

ANZ estimates the bushfires will carve O.1% to 0.2% off GDP growth, but the bank’s chief economist, David Plank, said the full effect wouldn’t be visible until GDP figures for March were released in June. This is further bad news for a retail sector rocked by a series of failures, including the collapse of fashion chain Jeanswest, Harris Scarffe and Bardot. Australian Tourism Industry Council executive director Simon Westaway said the bushfires would cost his sector “at least $1B through the firestorms and down-the-line impacts”. He said there had been an immediate “significant drop in domestic travel to many Australian regions, fire affected or not”. “It has remained hard to get a full estimate but based on the collective insights coming from the major tourism and accommodation bodies it will rise above $1bn, not fully factoring in retail and hospitality spend losses.” PwC’s survey shows that just 12% of Australian bosses think government and business are working together effectively to deal with climate change risks, a figure that has barely moved in five years.

120 new car parking spaces

IVERPOOL City Council has created 120 new parking spaces for the CBD at Woodward Park. The new car park is next to Memorial Avenue and provides 10 hours’ free parking, allowing workers in the CBD to park there each day. “Parking in the CBD is right at the top of Council’s priorities,” Liverpool Mayor Wendy Waller said. “Transport is crucial to

Liverpool’s future as Sydney’s third CBD and we want to make it as easy as possible for people to come here. “Last year we added 106 parking spaces outside the Whitlam Leisure Centre in Woodward Park. And we made parking significantly easier with the introduction of Pay By Plate parking and the Park’nPay app. “But our focus remains adding parking spaces. This new project means we now

have more than 600 spaces available at Woodward Park. “And there’s more to come – Council is currently building another new car park at Speed Street that will provide a further 74 spaces.” The new car park can be accessed via Memorial Avenue. A free shuttle bus service is available to transport commuters to and from the CBD.

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Images this page: The many faces of child care worker, Courtney.

NOVA has workers to get the job done OURTNEY, 19, has not been able to wipe the smile off her face since landing her first job. “My mum is really proud of me that I’ve got this job,” Courtney said. Courtney left school at the end of 2019 and commenced employment as a Trainee Childcare Worker at Jamala Child Care Centre in Emu Plains. It is a job Courtney may not have had without the support of NOVA Employment, a free service that places people with disabilities with suitable employers. Jamala owner Rosemary Skybinsky said her centre was proud to have an inclusive workforce. So inclusive in fact, that Courtney is one of three childcare workers employed through NOVA, with the centre using NOVA’s service for the past four years. “An inclusive workforce gives the company a unique perspective and diversity and is good for the company’s image,” Rosemary said. “Both customers and employees alike are more loyal to organisations that prioritise diversity and inclusion because it shows the organisation respects the community.” Rosemary said she had found that employees with disability were easy to accommodate, with only 20 per cent needing workplace modifications. “Qualities they display include motivation, integrity, high morale and longer retention in work. People with disability appreciate their jobs and this positively influences workplace morale,” Rosemary said. Rosemary was struck by Courtney’s maturity, her punctuality, politeness and her keenness. “Courtney trialled for a week without complaint and since has become a friend to other staff and a team player, who would not have been recognised if she had not been given a chance,” Rosemary said. Courtney, 19, said she is enjoying teaching and playing with children.

“

Both customers and employees alike are more loyal to organisations that prioritise diversity and inclusion because it shows the organisation respects the community.” - Rosemary Skybinsky.

Improved confidence “My confidence has improved so much. I have never felt better about myself in my life,” she said. “I thought work was going to be worse than school but it’s much more than I ever imagined.” Now that she’s working, Courtney is saving to buy a car and has recently bought a new phone.

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

NOVA is a free service to job seekers and employers that assists people with disabilities looking for work by focussing on their abilities, past work history, the interview process, and assistance on the job in any given workplace. For employers, NOVA helps to find the right candidate that is keen, motivated and ready to work and gives ongoing support to assist their new employee with settling into

the workplace and learning their new role and responsibilities. “I would encourage businesses to consider forming a partnership with NOVA. The benefits are many for the workforce and you save on the cost of advertising,” Rosemary said. “We at Jamala have kept our employees on permanently and are very happy with their work ethic and their commitment. “The employees have become an integral part of our team and we hope they continue to stay with us.” If you are looking for eager and reliable staff, phone;1 300 ABILITY (1 300 – 224 – 5489) or, for more information on this FREE recruitment service visit www.novaemployment.com.au

WELCOME NEW MEMBERS The Royce is a vibrant, cosmopolitan retirement living and aged care community in the heart of Penrith Productivity Force provides hassle free & work ready apprentices, accompanied with the adequate skills and attitude for the job Slater and Gordon are a leading Australian consumer law firm. Their mission is to give people easier access to world class legal services BNI are now here in Penrith! Founded in 1985, BNI® is a global, proven business networking organization Chemtools are Australia's leading manufacturer of solder products, adhesives, welding chemicals, aerosol and bulk lubricants, cleaning chemicals, and electronic production aids WSBC are Western Sydney’s largest provider of services to small business, with oﬃces across Western Sydney their experienced advisors can meet you face to face or at your place of business Nepean Community College is here to support organisational development and individuals looking to upskill, gain employment, enrich their lifestyle or overcome language and literacy challenges Unified Projects is a complete shop fitting solution. Having worked across Australia, they understand the complexities in navigating the retail environment Kelly + Partners is a multi-award winning integrated financial services firm founded by a small group of accountants dedicated to providing advice and expertise at the highest levels Infrabuild is Australia's largest integrated manufacturer and supplier of steal long products and solutions and has a rich history spanning more than 100 years Arc Renewable Group's core business is the provision of specialised engineering services in the renewable energy sector and the aggregation of energy generating and energy saving services Lilly Cosmetic Clinic is a team of Registered Professionals and Skin Therapists who have received the highest levels of education and training to perform the latest and most improved therapies and treatments

ADVOCATING FOR OUR FUTURE A key role of the Penrith Valley Chamber of Commerce is to advocate on behalf of our members. To be the voice for local businesses that will support and encourage policy and projects that provide tangible commercial and community outcomes for our growing city.

UPCOMING EVENTS Our events and opportunities to connect are as diverse as our membership base. We invite you to come and see what we’re all about. Visit our website and book yourself in to something to soon www.penrithchamber.org.au

As projects start and finish, the issues will continue to change and as our city evolves, new priorities will emerge. We are committed to remaining fluid, however these are the areas we are advocating for at the moment. 1. Parking 2. Deﬆination Nepean 3. Night-time Economy 4. Commitment of Government Jobs 5. Penrith Lakes 6. Nepean Business Park 7. CBD High Rise and City Park 8. Health and Education Precinct 9. Regatta Park Development 10. Promoting our Local Culture 11. Decongeﬆing our Local Roads and CDB 12. St Marys Rail Freight Hub

ABOUT The Penrith Valley Chamber of Conmmerce exists to promote and support Penrith's growing and dynamic business community. It is only through our collective eﬀorts that we are able to drive positive outcomes for the benefit of all. Considering membership? Contact our Member Services Manager, Stacey Randell on (02) 4722 6969

WWW.PENRITHCHAMBER.ORG.AU 12

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

Cover Story

www.wsba.com.au

EVOLUTION OF

PARRAMATTA

Artist impressions of the revamped Parramatta Quay precinct.

City gateway transformed HE transformation of Parramatta Quay – the gateway to Sydney’s Central River City – is underway, with the start of construction on the long-awaited Escarpment Boardwalk and new plans to revitalise Charles Street Square now on public exhibition. City of Parramatta Council has appointed award-winning Australian company Abergeldie Complex Infrastructure to build the river-level boardwalk following an extensive tender process. “I am excited to see this game-changing project progress and I look forward to watching it take shape over the coming months,” City of Parramatta Lord Mayor Cr Bob Dwyer said. Located opposite the ferry wharf in the Parramatta CBD, the Escarpment Boardwalk will be a river-level path that will allow cyclists and pedestrians to access the CBD foreshore on the northern bank. The project will also include new sets of stairs up to Stewart Street and Macarthur Street to ensure safe and direct access for the public and students of Macarthur Girls High School. The boardwalk will complete the off-road walking and cycling path along the northern bank of the Parramatta River, connecting Parramatta Park to Melrose Park. Every year, almost 1.5 million people enjoy walking and cycling along the river foreshore as it passes through the Parramatta CBD.

Walk or Ride The project, which is being funded by $16.35M from the NSW Government’s Cycling Infrastructure Fund and Transport for NSW’s Active Transport Program, is expected to open in early 2021. Member for Parramatta Geoff Lee said the State Government and Council were building Sydney’s best continuous pedestrian and cycling path along the Parramatta River. “Residents will have the opportunity to walk or ride to work from the Parramatta CBD to Melrose Park without going on the road,” said Dr Lee. “This will transform the way people move around our City and suburbs and enable everyone to explore and enjoy our beautiful area safely.”

“

This will transform the way people move around our City and suburbs and enable everyone to explore and enjoy our beautiful area safely.” – Geoff Lee. It is part of the ongoing transformation of the Parramatta City River Foreshore, which also includes the redevelopment of Charles Street Square ‒ the area adjacent to the new Parramatta Ferry Wharf. Plans to transform the precinct into a vibrant public space and more accessible entry point to our city are now on public exhibition. The upgrade includes an improved riverfront walk, generous ramped walkways, a new garden terrace, and an amphitheatre with terraced seating and views over the Quay. “The Escarpment Boardwalk and Charles Street Square projects will revitalise the Parramatta riverfront and turn it into a true destination,” Cr Dwyer said. “Whether you’re travelling by bike, foot or ferry, these projects will make the Parramatta CBD more connected and accessible. The revitalisation of Parramatta Quay will create a powerful first impression to the many thousands of visitors who come to Parramatta via ferry each year, as well as provide a bustling meeting place for residents, workers and visitors.” For information and to provide feedback on the Charles Street Square draft concept design, please visit www.oursay.org/cityofparramatta. Submissions close 4.30pm Monday, March 16.

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

News

www.wsba.com.au

Why chauffeuring industry is booming  DALLAS SHERRINGHAM HE chauffeuring industry is set to become big business in Australia with a fresh new approach to one of the most coveted symbols of success. It might not meet the expectations of a $1B plus industry in the USA, dramatically up from $3.2M in 2009, but it is still a healthy industry with loads of potential. The sudden influx of demand for driver services and high-end luxury is not purely based on the need to commute daily. The industry is the perfect illustration of the way in which efficiency sells, especially in this business sector. Industries that simplify daily operations for companies are doing well in 2020 and the chauffeur industry certainly fits the bill. It simplifies daily operations for such a vast number of corporations, that it is becoming a multi-billion-dollar industry on its own. And the good news is It’s more affordable than ever. As the demand for the service has increased, so has the way in which chauffeuring is offered. As more chauffeur and limousine businesses recognise the value of corporate clients, they’re developing packages which reduce the overall transportation costs when compared to having an in-house fleet. For example, there are no more hassles with parking meters or finding a spot. When you quantify the value of each business hour, business owners also understand the need for efficiency and timesaving. Chauffeured transportation requires no parking, no hassles with collections and no administration. This ensures corporate staff can spend more time on revenue-generating services.

Chauffeur corporate packages are designed around a company’s average monthly travel requirements, enabling the company to work according to a set monthly budget. And it also means less paperwork including roadworthy administration for vehicles, license administration for drivers, traffic violations,

parking costs more people on the payroll and the associated HR which must include sick leave and other administrative hassles. These are a few examples of time-consuming tasks that consume company resources, preventing corporations from narrowing their focus on to revenue-generating tasks and new

milestones for the business. They’re hidden costs, essentially. And you can work while you are sitting in a luxury car being driven about. Corporations have noted a major change in productivity and a drop in monthly overheads when they switch to an external driving services provider. A professional chauffeur service also creates an exceptional standard of service for B2B clients and it demonstrates that you are doing well and are a company others want to deal with regularly. According to the Global Business Travel Association, there are almost 500 million trips projected to be taken in the next year that could require limousine or chauffeur transportation. Western Sydney has its own service in Revel Drive, a luxury, environmentally, sustainable chauffeur service, operating fleet of zero-emission vehicles. The team at Revel Drive is leading the way in the shift to sustainable transport in the region, particularly in the corporate, hospitality and tourism sectors.

BRIEFS Meal firm moves My Muscle Chef has moved into new headquarters at Dexus’s Quarry Industrial Estate. The meal delivery service has leased a 1709-square-metre site, at 4 Bellevue Circuit, for between $145 and $155 a square metre. The company moved from Yennora.

of $11.33 billion across a diverse range of industries.

Transconnect Logistics are among the manufacturers and logistics companies have taken space in an 8-hectareb site, at 2 Percival Road, Smithfield.

Council sells BLACKTOWN City Council has sold a 16686-square-metre industrial site, at Park Road Seven Hills, for $2M to a private buyer.

Liverpool economy

Smithfield tenants

THE economy of the Liverpool local government area has a gross regional product

REGIONAL Road Express, TRI Underground, Modular Building Systems\ and

Tower restoration ICON has restored the 36-stroey, 392-apartment Opal Tower, in the Olympic Park Parkview Precinct, at a cost of $31M to rectify cracks in the tower and cleared residents to return to the building.

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2020 BUSINESS CHAMPIONS AWARDS

It's the Oscars of SMALL BUSINESS ORGEOUS gowns, an excited audience and cheers as winners give tearful speeches of thanks. It’s not the Oscars. It’s the Australian Small Business Champions Awards. The night of nights for Australian small businesses is back for its 22nd year and – and several locals are in contention to win the national prize in their categories. Awards founder Steve Loe, said watching how hard his parents worked as small business

“

What our judges want to see is excellence in the way these businesses are run and their contribution to their communities. People who make a difference. Those are worthy winners.” – Steve Lowe.

Above: Steve Lowe and a a view of last year's gala awards event.

people was his inspiration for starting the program in 1999. “As a child, I always thought my parents deserved an award for their hard work as much as any actors who received trophies at the Oscars,” he said. “Starting the Australian Small Business Champions Awards is my way of honouring, not only my parents, but the hard work and sacrifices made by so many small business people. “It also acknowledges the enormous contribution they make to communities across the country.” Mr Loe started started Precedent Productions, the company that organises the awards, little daring to hope that it would grow as successful as it has in the past two decades. “The Australian Small Business Awards has become Australia’s largest and most

prestigious small business awards program,” he said. “I’m incredibly proud that the awards are considered a highlight of the year by so many small businesses around Australia. “But most importantly, I’m thrilled that they are able to provide public recognition of the achievements of small business people.” The process of selecting winners is one, with a panel of judges examining all aspects of each finalist business. This includes strategies, customer service, vision, support of the local community and growth. Mr Loe said financial success was by no means the most important factor in deciding winners. “What our judges want to see is excellence in the way these businesses are run and their contribution to their communities,” he said.

“People who make a difference. Those are worthy winners.” Award winners will be announced at the presentation dinner to be held on Saturday 21st March at The Star, Sydney. “None of this would be possible without the generous support of our award sponsors: NOVA Employment, Castaway Forecasting and Big Clean,” Mr Loe said. “Their ongoing support for the program allows us to continue to celebrate the achievements of our country’s deserving and hardworking small business people.” For further information about the Australian Small Business Champion Awards visit www.businesschampions.com.au.

PHOTO SPREAD: 21

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2020 BUSINESS CHAMPIONS AWARDS

SCENES FROM THE 2019 GALA EVENT

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

2020 BUSINESS CHAMPIONS AWARDS

Best in car audio systems TREME Car Audio Blacktown is the leading independent car audio and vehicle accessory store in Sydney. Established in 2008, Xtreme Car Audio has been recognised at the local and national awards as a finalist and winner in the Automotive Service Category. In 2015 the director was the Business Person of the Year winner. Xtreme Car Audio specialises in in-car entertainment, Apple CarPlay, Android Auto, vehicle security, off road lighting, navigation and Bluetooth systems and car audio. Selling quality products and offering lifetime warranty on all installations; completed at the large workshop at 153 Main Street Blacktown.

Xtreme Car Audio has a heavy social media presence, being found on YouTube, Facebook, and Instagram and is always involved in local events, and popular car shows as a sponsor, exhibitor and spectator. Xtreme Car Audio is open seven days a week with installations available every day. The team at Xtreme Car Audio is made up by Enes, Matt, Becky and Jay who are a passionate, professional and experienced group and a very close-knit family. For all your car audio and accessory needs, call the team at Xtreme Car Audio on 02 8814 9244 or email them at xtreme@xtremecaraudio.com.au.

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KALPAXIS LEGAL is a boutique family law firm specialising in amicable separation and aims to strengthen families during a restructure of the family unit.

We are located at Level 3 Suite 19 27 Hunter Street Parramatta and service clients Australia wide. Phone: (02) 8631 8593 Email: info@kalpaxislegal.com.au www.kalpaxislegal.com.au

We aim to transition your family through separation as quickly as possible, with a focus on the children.

Xtreme Car Audio Blacktown is the leading independent car audio and vehicle accessory store in Sydney. Established in 2008, Xtreme Car Audio has been recognised at the local and national awards as a finalist and winner in the Automotive Service Category. In 2015 the Director was the Business Person of the Year winner. Xtreme Car Audio specialises in in-car entertainment, Apple CarPlay, Android Auto, vehicle security, off road lighting, navigation and Bluetooth systems and car audio. Selling quality products and offering lifetime warranty on all installations; completed at the large workshop at 153 Main Street Blacktown. Xtreme Car Audio has a heavy social media presence, being found on YouTube, Facebook, and Instagram and is always involved in local events, and popular car shows as a sponsor, exhibitor and spectator.

Xtreme Car Audio is open 7 days a week with installations available every day. The team at Xtreme Car Audio is made up by Enes, Matt, Becky and Jay who are a passionate, professional and experienced group and a very close-knit family. For all your car audio and accessory needs, call the team at Xtreme Car Audio on 02 8814 9244 or email them at xtreme@ xtremecaraudio.com.au.

Becky Tutill (Manager) Jay Arici and Enes Bozkurt (Directors) Phone: 02 8814 9244 Email: xtreme@xtremecaraudio.com.au www.facebook.com/xtremecaraudio @xtreme_car_audio Website: www.xtremecaraudio.com.au

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2020 BUSINESS CHAMPIONS AWARDS

SCENES FROM THE 2019 GALA EVENT

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BUSINESS VENUES AUSTR ALIA

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Business Venues in published in Central Coast Business Access and Western Sydney Business Access

Unique venue for meetings, workshops

S Nabil and Yuin with Phil Pettit from the Community Greening team.

Take a twilight garden tour AKE a twilight adventure through the Royal Botanic Garden in this spine-tingling storytelling event. In a rare opportunity to come within the Garden Gates after hours, youâ&#x20AC;&#x2122;ll journey along shadowy tree-lined paths, creep past gloomy ponds and tiptoe through eerie grottos. Youâ&#x20AC;&#x2122;ll hear spooky and kooky stories of the Gardenâ&#x20AC;&#x2122;s past â&#x20AC;&#x201D; tales of people long-since dead

â&#x20AC;&#x201D; as bats flit above your head and night-creatures stare from the treetops on this unforgettable tour of the â&#x20AC;&#x2DC;ghostly gardenâ&#x20AC;&#x2122;. Bookings essential online. Please note: Bring your own torch. Also, this tour covers uneven terrain so be sure to wear comfortable enclosed walking shoes. A reasonable level of mobility is required. PRIVATE TOURS: We can organise private

Ghostly Garden tour experiences for up to 34 people. Minimum charges apply. For more information, contact programs.info@bgcp.nsw.gov.au When: 27 February and 6 March - from sunset (please refer to your ticket for the exact time). Tours leave promptly and there is no late entry to the Garden. Visit: www.rbgsyd.nsw.gov.au

ET within the Garden, the Australian Plant Bank offers a number of different venues to cater for anything from lectures to conferences to teaching sessions. For picnic days or other events, the Garden also has to large lawn areas along with a number of secluded garden and picnic areas. You can explore both the meeting spaces and outdoor event spaces using these links, but please donâ&#x20AC;&#x2122;t be limited by the venueâ&#x20AC;&#x2122;s suggestions. If you find an area of the Garden that is perfect for your corporate event, you can speak to the friendly staff by calling (02) 4634 7903 or email mtannan. events@rbgsyd.nsw.gov.au.

Bringing People Together

FUNCTIONS AT DOOLEYS! Whether you are planning a business conference or a social gathering, whatever the occasion, FUNCTIONS AT DOOLEYS is able to cater to your needs. With state of the art video and audio facilities, a range of catering SDFNDJHV DQG H[SHULHQFHG DQG IULHQGO\ VWDÎ? ORRN QR IXUWKHU WKDQ FUNCTIONS AT DOOLEYS.

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www.businessvenues.com.au

The Clan Terrigal.

Absolute waterfront at Terrigal “One hour from Sydney, that is all it takes to clear your mind”.

HE Clan Lakeside Terrigal, Central Coast accommodation and function resort, a relaxing oasis on the golden sands of Terrigal Lagoon. The quiet of the calm waters and wildlife right outside guests’ windows, contrasts with the bustle of the Terrigal food and shopping strip only a short walk away. Terrigal accommodation on the Central Coast that is perfect for a weekend getaway for couples or families, or a haven for weary travellers visiting the Central Coast. The Clan Terrigal is more desirable

than ever with the addition of its restaurant, Maccoa. The beautiful and elegant Maccoa is a food experience like no other on the Central Coast and is proving popular with locals as word spreads. The exceptional location and great food enhances our reputation as the Central Coast’s most desired getaway location.

Conferences Catering for up to 60 delegates, the Newton Conference Centre is a purpose-built venue with facilities including flipcharts, an

electronic whiteboard, Video/DVD player, and a 106cm plasma wide-screen TV. The exclusive executive lounge is the perfect location to relax and enjoy a predinner social hour – including a billiard table, cosy lounges and a crackling open fire for the cooler months. With our absolute waterfront rooms and a friendly team of conference professionals to look after you, everything is in place for a successful conference – beachside or fireside. With Terrigal beach literally at our doorstep, there is plenty to do. Just dust off your surf gear and don’t forget your swimmers, sunnies and sunscreen. Visit www.clan.com.au

The popular Clan Terrigal offers boutique conference facilities.

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

www.businessvenues.com.au

Best of modern Aussie dining NJOY modern Australian dining at Central Coast Leagues Clubs very own, Archie’s Brasserie – a casual eatery boasting cosy corners and large communal tables alike. With a seasonal menu showcasing fresh, local ingredients complimented with some seriously good flavour combinations, it’s certainly a place to indulge. Archie’s is far cry from your average bistro, but you can still expect the traditional favourites you know and love like rich pastas, chicken parmigiana and wholesome grills. Here are our top three picks from the Summer menu.

Seared Scallops If you’re looking for a dish that ticks all the boxes, the Seared Scallops are exactly that. Tender, buttery and moreish, these delectable ocean treats

are planted on a bed of chorizo crumb and plumb puree and finished with the house made parsley and prawn oil.

Burnt Butter and Sage Gnocci You can’t go wrong a hearty bowls of pasta, and the Burnt Butter & Sage Gnocchi makes for a very happy tummy. Created entirely inhouse, the hand rolled potato pillows are gently poached and finished with fresh sage and butter.

Peaches & Cream Cheesecake Nothing screams summer like a decadent peaches & cream cheesecake. Featuring poached peaches, peach jelly, vanilla patisserie, shortbread crumb, whipped cream and ice cream, this one is a definite crowd pleaser. Visit www.cclc.com.au

Say goodbye to hunger pangs and unsettled stomachs and relish in the excellent fare that has found its way into Archie’s new menu. Featuring hearty mains, decadent desserts and plenty of delicious Chef’s specials, there’s something to suit every taste! Open 7 days week for lunch and dinner, Archie’s offers a friendly dining experience that welcomes the whole family with open arms.

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

Wellbeing

www.wsba.com.au

Moving culture and wellbeing ceremony to be annual event

“

I implore the businesses of Parramatta to get behind this initiative and help promote and develop the city of Parramatta into the future centre of the Western Sydney region.” – Schon Condon. Local business people including Parramatta Chamber of Commerce President Schon Condon and Parramatta Lord Mayor, Bob Dwyer (below left) at the ceremony.

 DALLAS SHERRINGHAM ARRAMATTA and the surrounding Western Sydney region may be the fastest growing area of Australia, but a unique groundbreaking ceremony held recently recognized the cultural and natural heritage of the region. In a moving ceremony in the beautiful Parramatta Parklands, the Culture and Wellbeing 2020 event was designed to give the participants a deeper understanding of our region’s past and its potential for the future. The Parramatta Chamber of Commerce launched this unique nature-based event representing a collaboration between the Parramatta Chamber of Commerce, Gone Bush Adventures and City of Parramatta. The spirit of Culture and Wellness was designed to host an intimate gathering of business and community leaders which would enable participants to experience a deeper connection, understanding and appreciation of the region’s cultural and natural heritage and to refocus leaders on wellbeing at an individual, corporate and community level. It began with a traditional Aboriginal smoking ceremony followed by a facilitated “walking workshop” and networking time. The unique event was designed to uplift and connect the Parramatta business commu-

nity and leave attendees enriched, refocused, renewed and inspired to make have a positive impact on the future of the region. Participants experienced the traditional smoking ceremony, involving facilitated conversations about wellbeing, leadership and community while connecting leaders to each other and the natural and cultural heritage of the Western Sydney area. It was led by Dharug cultural facilitator Stuart McMinn. The Parramatta Chamber of Commerce and City of Parramatta have a long-standing

history and relationship around promoting positive business and community outcomes in the Western Sydney region. This event is a continuation of that partnership and designed to support the business community in positively impacting the broader culture and environment of the region. Chamber president Schon Condon was excited by the potential of the event and the future of business in the area. “I implore the businesses of Parramatta to get behind this initiative and help promote

and develop the city of Parramatta into the future centre of the Western Sydney region.” Gone Bush Adventures, a member of Parramatta Chamber of Commerce, is a specialist nature-based professional development and events company that works with corporate teams throughout the Greater Sydney region on wellbeing, culture and leadership programs and events. Following the event, the Parramatta Chamber of Commerce announced that the Culture and Wellbeing event would become a signature annual event to welcome the New Year.

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

Aerotropolis

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World trade centres unite for project  ELIZABETH FRIAS MEMORANDUM of understanding (MOU) finalised between World Trade Centre Sydney and its Philadelphia US counterpart brings a step closer plans for the establishment of a world-class hospital and medical university at Bringelly, near Western Sydney International Airport at Badgerys Creek. WTC Sydney Chief Executive Officer Jomon Varghese said the agreement signed with WTC Philadelphia and Philadelphia International Medicine called for the development of world-class health care and education precinct at the smart city hub in the vicinity of the new airport. “This agreement allows for the sharing of knowledge in medical education, hospital administration training, innovative uses of medical technology, exchange of physicians, comprehensive patient care and infrastructure development,” Mr Varghese said. “Both Australia and the US will share expertise and cooperation in the field of medical education as a result of the agreement and pave way for continuous professional relationship from the foundation laid in the agreement,” said Edgar Vesqa, CEO of PIM. The services of 10 prestigious healthcare organizations from Philadelphia such as USviz, Fox Chase Cancer Center, Temple Health, and Jefferson Health, Wills Eye Hospital, Rothman Orthopaedics, Main Line Health, Nemours/Alfred I. duPont Hospital for Children, Vincera Institute, Magee Rehabilita-

Front row, from left: Linda Conlin, President of the World Trade Center Philadelphia; Jomon Varghese, CEO of World Trade Centre Sydney; Edgar Vesga-Arias, President of Philadelphia International Medicine (PIM); Peter Longstreth, President of the Consular Corps Association of Philadelphia. Second row, from left: PierreOlivier Lugez, Philadelphia Department of Commerce; James Tyrrell, Chief Revenue Officer, Philadelphia International Airport; and Dr Ignazio Marino, Senior Vice President of Strategic Affairs at Jefferson University.

tion Hospital, and the Renfrew Center will be operating in Sydney as part of the agreement. WTC Philadelphia President Linda Conlin said the agreement supports their mission to “bring growth and prosperity to communities through global trade and investment” and by “partnering with our fellow WTC in Sydney leverages the power of our worldwide network to advance our healthcare sector.” The agreement to bring health care innovation and medical education in Western Sydney was initially discussed at the 50th

annual meeting of the World Trade Centre Association in Mexico last year, Mr Varghese said. The airport is expected to be operational by 2026, which is why WTC Sydney is fasttracking agreements with global organisations investing in the development of the hub to cater to domestic and international trading, as well as social, and community activities near the airport. Aside from the hospital and university, the smart city hub also consists of develop-

ment proposals for four WTC towers, an international and exhibition centre, business and incubation centre, offices for multinational companies that will operate in Western Sydney, retail shops, and hotels for tourism businesses. These infrastructure projects costing $15B are expected to be up and running by the time the airport is operational. They will be built on 550 acres of land in Bringelly, near the airport earlier acquired by WTC Sydney. “This MOU is a collaboration with the world’s leading medical institutions in Philadelphia that allow WTC Sydney to offer world-class health care and education at the smart city near the airport,” Mr Varghese said. “We are also in discussion with leading Australian and US universities as well as hospitals and health institutions because this MOU is significant to the growth of communities near the smart city and for Western Sydney.” Analysis by Price Waterhouse Coopers showed $22.7B will be earned annually from WTC Sydney’s global marketing of Australian products and services while $12B annual tax revenue will be derived for the government. For Western Sydney, Mr Varghese said, employment opportunities will be enormous with an estimated 66,500 jobs that will be available in health care, tourism, travel, entertainment, hotels, and retail and hospitality. By 2040, the export and import of goods and services will create an estimated 54,500 direct jobs within the Smart City hub while indirect jobs from the supply chain will have 46,000 positions.

Aerotropolis chief to outline opportunities PPORTUNITIES for Western Sydney businesses at the new Aerotropolis will be the theme of a major event at Parramatta in March. The event is being organized by CEDA – the Commonwealth Economic Development Authority and will be held at the Novotel on March 31. Western City and Aerotropolis Authority Chief Executive Sam Sangster and key industry leaders will profile industry opportunities in Sydney’s West. The Western City Aerotropolis is a once in a generation opportunity to transform Sydney’s economic and employment profile. It is estimated that 1.5 million people are expected to live in the Western Parkland City in the next 20 years, representing a region that

offers growth, transformation and opportunity. The Aerotropolis will contribute 200,000 new jobs for Western Sydney by establishing a new high-skill jobs hub across aerospace and defence, manufacturing, healthcare, freight and logistics, agribusiness, education and research industries. The event will examine: • Industry policy that maximises the potential of high-growth industries that will operate out of the Aerotropolis; • Business investment and attraction to the Western City; • Skills needs, educational priorities, and pathways to employment for graduates seeking work at the Aer-

otropolis; and • Insights on the Aerotropolis masterplanning and development including placemaking, precinct activation and precinct management. Mr Sangster’s career spans both the public and private sectors, including significant roles with some of Australia’s largest ASX-listed companies and professional service firms. He has worked in the Victorian Government, delivering multi-billion-dollar projects such as Melbourne’s Docklands in partnership with the private sector. As CEO of Health Infrastructure NSW, Mr Sangster was responsible for steering the delivery of the largest portfolio of health capital works in Australia, spanning metro, regional and rural NSW.

Sam Sangster.

Calling applications for space missions SW will be at the forefront of the rapidly growing billion-dollar space industry under a new Space Strategy announced today. The NSW Space Industry Development Strategy will maximise opportunities for NSW businesses to take advantage of the growing

demand for space technologies estimated to be worth $420B globally. Minister for Jobs, Investment, Tourism and Western Sydney Stuart Ayres said industries from the cities and regions would have the support of the NSW Government to ensure the state leads the innovative sector.

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

“Nearly every industry is looking to increase its output and improve its efficiency through space-enabled technologies,” Mr Ayres said. “Space is not just about what’s up there, it’s also about what’s down here. These technologies are used in robotics, agriculture, energy,

communications, transportation, aviation, advanced manufacturing, information technology and construction. They are in the technology we all use in our daily lives.” The $5M Space Strategy will include the delivery of a National Space Industry Hub, located in the Sydney Innovation and Technology Precinct, with expressions of interest (EOI) to run the Hub now open. The EOI process will also include searching for a delivery partner to facilitate access to space for start-ups and researchers looking to commercialise their technologies through a space qualification mission. The strategy will also support the NSW Government’s commitment to develop a space manufacturing and testing facility at the Aerotropolis. The Western Sydney Aerotropolis will include world-class space, aviation, defence and advanced manufacturing industries and training and research institutions. NSW currently accounts for 41 per cent of all Australian space businesses and 35 per cent of Australia’s university space research and development. To submit an EOI for the National Space Hub or space qualification mission, go to the NSW Government eTendering website. Submissions close March 22.

WESTERN SYDNEY

Defence BUSINESS

West at forefront of defence technology  RED DWYER $95M investment boosts Western Sydney at the “forefront” of defence technology and advanced manufacturing. The Department of Defence has appointed Watpac Limited, a national construction and property development company, as head contractor to deliver the Naval Guided Weapons Maintenance Facilities Project, at Defence Establishment Orchard Hills. “The new facility will enhance maintenance components for Navy’s guided-weapons systems, directly supporting the operations of the Australian Defence Force,” the Minister for Defence Industry, Melissa Price, said. “It will include working accommodation for 30 personnel, receipt and dispatch areas, a

maintenance workshop and specialised electronic test facilities for Naval guided-weapons systems.” Federal Member for Lindsay, Melissa McIntosh, said Western Sydney was at the forefront of defence technology and advanced manufacturing. The minster said the project would unlock opportunities for local businesses with Watpac committing to sourcing 95 per cent of their sub-contract work from local industry. “Locally, we will be driving technology that will be used across the country by our Australian Defence Force,” she said. Construction is scheduled to be completed by July 2021. A Department of Defence submission to Parliamentary Standing Committee of Public Works said the Naval Weapons Guided Sus-

tainment System had succeeded its design capacity for the maintenance of guided weapons “These facilities do not have the functionality to support changing maintenance requirements, the submission stated. “[The project] will enhance and augment the Navy’s guided weapons sustainability system, thereby meeting the Australian Defence Force’s (ADF)guided weapons operation and training –related requirements, and provide for the evolution and growth in Navy’s current weapons guided weapons inventory. “This facility will be a critical ADF asset.” Defence Establishment Orchard Hills is a tri-service munitions storage base and includes the use of weapon ranges, firing ranges, fire training areas, and fuel storage and distribution from above ground and underground storage tank s. on the 1740-hectare site.

Federal Member for Lindsay, Melissa McIntosh.

Quickstep provides more parts for F-35 JSF

The F-35 JSF.

 RED DWYER UICKSTEP, a composite manufacturer based at Bankstown Airport, will provide 10 new parts bringing to 45 the number of components it already produces for the 35 Joint Strike Fighter Program. “This assignment is a testament to Quickstep’s invaluable work in the Australian defence industry and its export success,” said Minister for Defence Industry, Melissa Price.

Q Minister for Defence Industry, Melissa Price.

According to the minister, the latest round of orders for Quickstep would add between $3-4 million in annual revenue once full rate production begins. “There is currently US$250,000 worth of Australian Quickstep equipment on every F-35 JSF globally,” the minister said. In another deal, Quickstep and US-based Radius Engineering will partner to develop a Resin Transfer Moulding (RTM) manufacturing work cell, at Quickstep’s manufacturing facilities in Bankstown

The new addition to Quickstep’s manufacturing capabilities would allow for the manufacturing of composite housings for the F-35’s aircraft countermeasure flares. “We were extremely pleased to have collaborated with Radius on the flare housing project,” said Steve Osborne, general manager, business development at Quickstep. “Their knowledge of advanced composite processes and the aerospace industry was invaluable, and we have developed a strong and cooperative relationship.” Quickstep is one of 50 Aus-

tralian companies involved in the overall F-35 program and share in over $1.69B in contracts. Quickstep Holdings Limited is the largest independent aerospacegrade advanced composite manufacturer in Australia, operating from state-of-the-art aerospace manufacturing facilities at Bankstown Airport in Sydney, and a manufacturing and R&D/process development centre in Geelong. The group, which began as a family business in Perth in 2001, employs more than 245 people in Australia and internationally.

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

Defence

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The Boxer CRV.

Certification propels PMG’s global footprint  RED DWYER WESTERN Sydney “success company” is the first Australian company to achieve a German military welding certification, enabling it to expand its footprint in the Defence industry globally and create regional jobs. Precision Metal Group, headquartered at Wetherill Park, has been awarded a contract t for the manufacture and export of high-quality seating for the Australian Army’s new Boxer 8×8 Combat Reconnaissance Vehicles.including the BOXER Combat Reconnaissance Vehicle. “It’s fantastic to see Australian industry be part of producing a world-class capability for the Australian Army,” said the Minister for Defence Industry, Melissa Price, while acknowledging the company as a success story for Australian industry Precision Metal Group has signed a Memorandum of Understanding with German seating systems group, Probatec AG, for the manufacture and export of high-quality seating for military vehicles. The MOU would also underpin an agreement between the two companies to work together through technology transfer to Australia, to deliver seating for the fleet of BOXER CRVs, which Rheinmetall Defence Australia, based in Queensland, is delivering to the Commonwealth of Australia under the Land 400 Phase 2 program. Military-grade seating is critical for the protection of soldiers positioned in the back of armoured combat vehicles – the seating known as blast attenuation seating, prevents

spinal compression injuries protecting troops and the vehicle crew. “Our agreement with Probatec establishes a local manufacturing capability that can deliver world class seat parts and products that will protect soldiers in Australia and overseas,” managing director, Jason Elias, said. PMG expects to commence specialised product exports into Germany in 2020. Mr Elias said PMG had met with a number of other European companies currently delivering to defence forces internationally and gained an improved understanding of customer expectations around quality. PMG has also ordered critical new manufacturing capability for delivery early in 2020 in line with the company’s strategy to increase the proportion of plant and equipment at industry 4.0 technology levels of connectivity and automation, he said. “These insights will support the work we already have underway at PMG to ensure we deliver the best possible products for our Defence customers in Australia,” he said. “I am pleased Precision Metal Group is already considering options to further expand its manufacturing footprint and create new jobs, made possible because of the government’s strong support for Australia’s defence industry,” Minister Price said. The government’s record $200B investment in defence capability was not only creating jobs, but also building [local] knowledge and technologies, she said. Precision Metal Group specialists in mechanical engineering services, onsite machining, machinery maintenance, machinery relocation and welding.

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

Jason Elias, Managing Director, Precision Metal Group, with Reiner Ley, Senior Vice President, Rheinmetall Land system, with a prototype of the blast attenuated seating for the BOXER 8x8 CRV.

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

Jobs Market

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Wealth of Jobs for Western Sydney  ELIZABETH FRIAS OB vacancies in Western Sydney have at least 3000 listings in the first round of Jobs Fair held at Penrith recently. At the opening of the Fair, the Minister for Employment, Skills, Small and Family Business Michaelia Cash said, “The Morrison Government is aware that we and employers need to create and improve jobs in every local area like Penrith.” Minister Cash and Lindsay MP Melissa McIntosh, formally opened the Jobs Fair held at the Penrith Sports Centre at Cambridge Park in February. An estimated 2,300 jobseekers came throughout the day to browse the extensive list of jobs openings on the board, talk with local employers and apprenticeship providers and attended the workshops to improve their chances of securing a job. Senator Cash said the Jobs Fair in Penrith “connects people to real jobs when positions are being made vacant” thus she encouraged job seekers to get savvy when on the lookout for new roles after redundancies given that many businesses have diversified their operations such as the retail and hospitality sectors operating 24-hours a day. “As Minister for Employment, I am determined to ensure that jobseekers in Penrith and the greater Western Sydney get the assistance they need to gain sustainable employment,” Senator Cash said. The Jobs Fair “was timely given the number of major Australian Government-funded infrastructure projects, including the Western Sydney Airport project and Australia’s largest public transport project, the Sydney Metro,” Ms McIntosh said.

Cochlear, a leading Australian medical firm manufacturing implantable hearing devices was on hand to take on new staff.

Employment, Skills & Small Business Minister, Senator Michaelia Cash and Assistant Secretary Ivan Neville who facilitated the workshops on jobs.

Local jobseekers from Wentworthville and Parramatta Sarat Vensetty, Neelima Vedapudi, Sital Tiwari and Jyothi Pancheti spoke with local employers to demonstrate what skills they can offer in office administration, customer service, child care and primary school teaching.

The jobs board at the Fair

The exhibition room where local employers and industries showcase what they can offer jobseekers in Western Sydney.

Employment opportunities in Western Sydney as one the fastest growing regions are projected to increase by 9.7 per cent by 2024, Ms McIntosh said. An estimated 11,300 jobs will be needed during the construction phase of the Western Sydney International Airport at Badgerys Creek. As of June 2019, Penrith’s unemployment rate only slightly went up by 0.74 percentage points, or at 4.1 percent compared to December 2018 at 3.36 percent according to Penrith

Council’s latest economic profile. In NSW, the unemployment rate is steady at 4.5 percent according to the Australian Bureau of Statistics. Around Australia, Senator Cash said the unemployment rate has dropped to 5.1 percent and 60 percent of these jobs created were full-time. Senator Cash said the Coalition Government has been making more jobs available across the nation on top of the 1.5 million jobs it has created since 2016. Ms McIntosh said 40 exhibitors at the Fair

NECA Training & Apprenticeship representatives accepted 20 applicants on the day.

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offered job opportunities and apprenticeships from a range of vocations. "We are committed to connecting jobseekers with employers and delivering real results. I encourage people to come along, engage in the workshops and find out about the wealth of available local and regional jobs.” To find out more about the jobs available in Western Sydney, visit: www.jobswesternsydney.com.au www.joboutlook.gov.au

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Coronavirus Update

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Dealing with downgrades, supply chain distress  SCOTT BAKER ITH all the scarcity stories in the media recently on bushfires, floods and now the spread of the Coronavirus disease to countries other than China, Western Sydney’s industrial business owners can forgiven for feeling like its time to grab a shovel and start digging the bomb shelter. But that would be underrating their resilience and ingenuity, having prevailed through decades of globalisation and constant changes requiring adaptation to their business model. Since the Coronavirus disease (COVID-19) was first reported in Wuhan, China on December 31, there have been an extraordinary number of ASX200 companies reporting downgrades in expected performance or seeing a significant contraction in their market value. Only 10 in the ASX 200 were left in the black as at end of February trading! It has been widely reported that Blackmores are anticipating at least 2-3 months of China sales and supply challenges due to the virus, and Treasury Wine Estates are already seeing are already seeing a significant impact on sales in the same market.

Step Two – Understand your risks, their consequences and develop your plan to respond

“

As anyone who has been affected by the recent bushfires will tell you, planning to “stay put and wait and see what happens” is no plan at all.” – Scott Baker. For others, irrespective of any official announcements from management, the market is reacting to what they perceive as significant risks. Examples: Flight Centre’s share price has taken a hit due to concerns about the effect of travel restrictions in to and out of Australia and consumers future travel plans if restrictions are lifted; as has Coles, Scentre and Vicinity Centres over concerns about the flow on effects of supply chain disruptions & the aforementioned travel restrictions on the retail sector. It’s not the end of the world as we know it, as all these high profile profile ASX names will have fairly sophisticated supply chain risk management systems and processes in place that enable them to plan for and mitigate various risk scenarios, and access to other sources of liquidity outside the ASX (banks, related parties, etc) however it’s a fairly safe assumption that even the big guys didn’t fully anticipate the likelihood and consequences of the events that are the reality today.

Issues that are having an impact on both their supply chain and consumer markets concurrently, the full impact of which is not yet known, and so cannot be fully anticipated even now.

What can manufacturers, wholesalers, transport & logistics operators in Western Sydney learn from the downgrades? 1. If you don’t already have a supply chain risk management plan, map out your supply chain, the participants and their locations, put together your plan and regularly review it. 2. No plan is perfect, you can’t have a rule for everything but if you understand the consequences you can build resilience into your supply chain and, by extension, your business model. 3. The solutions to macro level problems such as those uncovered by the spread of Coronavirus are not necessarily going to be solved from within your existing circle of influence, by your employees, suppliers, consumers, or with your existing technologies. If they were, it would be Business as Usual for the companies we discussed earlier.

Step One – map your supply chain First up, understand the participants in your supply chain, who they are, where they are, how they operate, how your raw materials, inventory and finished goods are transported, and in the case of your customers & end consumers, the things that influence purchasing behavior.

Points to note: • For a manufacturer, their supplier could be performing some form of value-add in one country but the raw materials could be shipped from a third country. This has the potential to compound delays in sourcing and production. • Online retailers with their own distribution operations are becoming more prevalent these days, often squeezing out the pure wholesalers and bricks and mortar retailers on price and stock availability. So, the business model itself can also impact the timeframe for returning to normal operations. More on this point later.

So, what goes into a Supply Chain Risk Management Plan? Put simply, there’s four steps: 1. Identify. What are the risk types and locations in our supply chain? Risks could be political, credit default, marine, air, strikes, riots, war, terrorism, force majeure related across multiple countries and locations (list is not exhaustive). 2. Quantify. What are the financial impacts on sales and profitability? If you can assess the likelihood, duration & consequence of each risk event, you should be able to estimate the cost on terms of lost sales and/or contraction in gross and net margins. Certain events may occur concurrently. 3. Mitigate. What strategies and tactics do we have to minimise disruptions? 4. Respond. What timeframe do we need to return to normal operations? This will be dependent on the event that caused the disruption, and what’s affected your operations could also be affecting your suppliers, distributors and consumers up and down the supply chain (as we’re seeing in China and now South Korea & Japan).

Step Three – Test your assumptions outside of your regular circle of influence Consult widely! As with 9/11, the GFC and the spread of the SARS and Ebola viruses, the Coronavirus has potential to be regarded as a Black Swan event and is teaching us new lessons every day as the situation evolves. As anyone who has been affected by the recent bushfires will tell you, planning to “stay put and wait and see what happens” is no plan at all. With this purpose in mind we’re getting local industry together to nut out how to deal the supply chain risks arising from Coronavirus. Join us on March 24, 2020 for this important event. See advertisement this page for details. Scott Baker is Secretary of the Cumberland Business Chamber and a Senior Associate in ANZ Bank’s Trade & Supply Chain Commercial team based in Wetherill Park, Greater Western Sydney. For enquiries about managing your cross border trading risks, how the various trade financing methods can assist with risk management, or to enquire about membership of the Chamber, contact Scott atl: secretary@cbchamber.com.au or 0411 110 873 or find him on LinkedIn or google #TheTradeGuy

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

Technology Success

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EXPLAINED: Disaster Recovery as a Service Backs Up Everything, Not Just Files DRaaS uses the cloud to back up your entire technology infrastructure to protect applications and data from disruption caused by disaster. This includes the files and folder structure you use, device settings, email, and the applications on your hard drive as well. Backing up the entire system reduces the time for recovery, mitigating costly downtime.

“

Vital to Business Continuity

Costs to restore systems after a ransomware attack run in the tens of thousands of dollars whether a company decides to pay a ransom (average payment is AUD $59,648) or not.”  DARRYL MCALLISTER N today’s world, the threats to a business are many and they include both virtual and very real local forces. The risk of data breaches and ransomware attacks from hackers located anywhere in the world continue to rise, and small and medium-sized businesses (SMBs) in Australia are being hit particularly hard. A global research study by Datto found that SMBs in Australia and New Zealand have the highest rate of reported ransomware attacks. 91% of SMBs in Australia and New Zealand have reported a ransomware attack in the last two years. Ransomware is a particularly costly form

of malware and it can cause organisations to lose their files entirely if they haven’t put a technology support plan in place that includes backup and disaster recovery. Costs to restore systems after a ransomware attack run in the tens of thousands of dollars whether a company decides to pay a ransom (average payment is AUD $59,648) or not. When it comes to local forces, the 20192020 bushfire crisis is one example of natural disasters causing unprecedented damage to residents and business owners. According to the Insurance Council of Australia, at least 5,850 fire-related insurance claims have been made since November, and that was just expected to be the beginning. Whether from cyberattack or natural disaster, using Disaster Recovery as a Service can mitigate the downtime for a company

and make all the difference when it comes to bouncing back quickly after a downtime crisis, or never being able to fully recover.

Disaster Recovery as a Service (DRaaS) Explained

Using a disaster backup and recovery service is vital to business continuity (i.e. keeping your business going no matter what). Downtime can happen from any number of reasons. Top causes of data loss and downtime include: malware/ ransomware/viruses, data breach that exposes sensitive data, natural or manmade disaster, hard drive crash, human error, malicious file deletion, software malfunction, cloud service outage and lost or stolen device 60% of small businesses must close within six months of a cyberattack because they never fully recover. Using DRaaS reduces the length of downtime in the event of data loss or some other catastrophe and allows you to keep your business up and running.

Protects Your Data in Cloud Applications

There are backups and then there are BACKUPS. Just backing up your data in a way that copies your files to something like an external hard drive or cloud service, like OneDrive, is not the same as a backup and disaster recovery service. True DRaaS ensures your entire digital infrastructure is backed up and easily recoverable in the case of data loss or loss of your on-premises computers and network. Here are the some of the ways that using DRaaS protects your business in the event of a disaster, either virtual or local.

When you’re using applications like Office 365 or G Suite, your data can still be lost or compromised. Both service providers recommend that you back up your cloud data to a third-party system to prevent loss due to unexpected events. Disaster recover as a service enables the full replication of all your cloud data in these applications, so they’re available to you no matter what may happen to the virtual cloud server. Darryl McAllister is CEO at Netcare. Visit: www.netcare.net.au

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WESTERN SYDNEY

Family Business

With David Pring

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

Welcome Where to locate your family office?  GREG LIMB OCATION, location, location”. To real estate investors those three words are a favored mantra, however to the principals of wealthy families and heads of family offices they represent a question of significant importance, one that might just be keeping them awake at night. With family offices assuming many roles (organizer, steward and advisor to name a few), selecting an address that complements them all is a complicated task. So where should families locate their family offices? Once upon a time the answer was as simple as choosing a location close to the family’s principal residence. Today as family members increasingly move and live across continents – along with their assets and investments – they must weigh many factors when deciding where to locate their family office, not just their current postcode or zip code. Dynamic geo-politics, fluctuating market conditions and increasing regulatory scrutiny means that where to locate the family office is not exclusively a question for those looking to establish a new family office. There is now a growing trend in the number of existing family offices that regularly revisit the question to ensure they are properly managing issues ranging from attracting the best talent to optimal administration, tax efficiency and the dynamic nature of the families they look after.

‘Under one roof’ in a changing world? Although historically a family office may have been located close to the family for convenience, this is not necessarily true today. With the needs of wealthy families changing dramatically over the past decade – as their interests and holdings stretch across hemispheres and complexity and regulation increases – many families are discovering that other locations, or even other business models better suit their needs. As the requirements of families have changed, so too have the tools for them to leverage. Video conferencing and secure electronic networks make it easier for a family office to provide a combination of different functions which are capable of being located across a number of physical places. Rather than families balancing the requirements of all their different needs to choose one family office location and making inevitable compromises, hosting different functions in different locations (adopting a best of breed mentality) can increase ease and effectiveness across all the different hats the family office wears.

Take for example the different questions the family office will need to ask itself around location when considering three different areas: • Lifestyle: Where does the family reside, work, study and travel, so that functions can be readily accessed by family members? • Administration: What structures, staff and processes will enable the family office to operate most effectively, match the family’s goals, and satisfy issues such as strong governance and tax efficiency? • Finances: What types of financial assets does the family hold and where? Do the family’s financial holdings and investments dictate certain locations or access to professional talent to manage the assets? The answer to these questions will often suggest very different locations for each area and, in today’s world, this need not be an either/or decision. For example, an ultrahigh-net-worth family might access concierge services in their home city, select investment advisors in a financial capital, and create the family office structure in a tax neutral location to help juggle the various jurisdictions where family members reside.

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

Naturally, one size does not fit all, and while the often-chimed slogan, “everything under one roof” may not match the requirements of some families, others may find that it does meet theirs, for example, if they feel loyalty to their current location or community. What is best practice in one family may not meet or suit the objectives and the values and purpose of another family.

Considering the options Families should spend time determining their needs and when they’re comfortable that they know what they want, they should quite literally map this out to locations. While there are no set locations for family offices, there are some places that are more popular than others and this itself ebbs and flows as some countries respond and react to the needs of global families and compete in an attempt to be the location of choice.

Conducting a strategic review Once a family office has been established, families may be tempted to put the question of location to bed. However, reviewing the location at regular intervals can keep the family office operationally efficient and aligned with the family’s changing needs. A common trigger point can be succession planning to ensure the family office will

suit the next generation, but a strategic review at any time can be an invaluable risk management exercise to ensure that their longstanding arrangements still fit and benefits still apply and to verify that the family is keeping pace with changing regulations across their global footprint. Consulting tax advisors with global reach is recommended. Whilst the options for locating your family office are international, tax regimes remain domestic and the interaction of differing tax regimes and jurisdictions is a complex and ever-evolving area. Advisors with global reach can offer an impartial overview of the consequences of locating in a particular jurisdiction, or of the interaction of taxes across a number of jurisdictions. In mulling over the question of “location, location, location” in the small hours, families need to remember that a single location may not suffice, one location does not fit all, and the ideal placement may change, as the family, and the world around them, continue to evolve. Hiring advisors that understand this and have the expertise and global breadth to assist them might also help them catch some precious rest. First published by Greg Limb, Head of Family Office & Private Client, KPMG International on KPMG.com.

Family Business

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Managing the growth in workforce diversity through inclusive leadership  DEBORAJH YATES HE companies that succeed in this decade and beyond will largely be those that foster and effectively manage diversity and seize upon the innovation that results from clashing assumptions. Australian organisations in 2020 are fortunate to operate in one of the most diverse nations the world has ever known. Whilst this creates tremendous opportunities, capturing those opportunities is far from straightforward. Today, most Australian businesses have set targets for gender equality. Many are years deep into strategies drafted to improve cultural balance. Yet the challenge of managing diversity does not end here. Rising skills and emerging jobs, springing from the fourth industrial revolution, will also introduce a diversity of thought and approach. We are, for example, seeing data and technology experts embedded into organisations in rising numbers. These new roles will typically be occupied by people with quite different views and backgrounds than those emerging from traditional talent pools. Managing all this diversity, and capturing its value, is now a core challenge of leadership. Australian business leaders are becoming increasingly aware of this challenge, as evidenced by KPMG’s most recent ‘Keeping Us Up At Night’ report of Australian leadership concerns, in which ‘leadership capability’ rose to Number Five.

An inclusive leader recognises that good ideas, and effective leadership, come in many forms and these forms can be affected by the culture, professional background, and gender. Inclusive leadership practice means constantly probing not just externalities, but internal biases. Are we overly sympathetic to voices that confirm our preconceived ideas? Are we actively seeking out alternate views to test the veracity of claims made? Are we fall-

Why inclusive leadership matters at board level Although inclusive leadership principles are typically discussed in the context of Csuite leaders, embracing inclusive leadership principles is every bit as relevant for Australian directors. Good boards in this decade will need the capacity to effectively hear all relevant voices on issues in order to make the best decisions

Embracing inclusive leadership will help boards evolve their outlook

Inclusive leadership: the key to unlocking diversity’s potential The benefit of different backgrounds, perspectives, and experiences cannot be effectively leveraged unless an organisation has leaders capable of harnessing it. This means leaders capable of stepping confidently into conversations with people who have different experiences, approaches, and ideas and extracting value. Inclusive leadership is a complex idea and encompasses a range of approaches. At its core, however, is developing a capacity to listen effectively and be aware of your own inherent bias.

Furthermore, directors need to ensure a culture of inclusive leadership is embedded at all levels of an organisation to ensure diversity measures secure good return on investment. Significant resources will be necessary to identify and hire diverse talent, but these resources will likely be wasted without inclusive leadership flowing from the board down. As organisations look to employ talent in emerging jobs, leaders should be mindful of that fact that outperformance and promotion paths may well look different within these fields. Not everyone aspires to graduate out of their specialty and into a generalist management role. Many of those with hard technical skills may require different incentive paths in order to extract their best efforts and retain them within the organisation.

ing into common traps like the halo effect or similarity attraction? Successful inclusive leaders will recognise diversity must go hand-in-hand with inclusion. They will be conscious that different groups may be more subtle or nuanced, take longer to respond, or need to be welcomed into a discussion. They will recognise that these tendencies should not necessarily be confused with disinterest or ineptitude.

possible for an inevitably complex web of stakeholders. Boards are charged with recognising and understanding risk. So directors need to hear the signals they are accountable to hear, which means being able to understand multiple styles of communication. The way a marketing executive might communicate, for example, may be very different to how a data scientist might communicate. Yet both are likely to have relevant information.

More broadly, embracing inclusive leadership principles will provide boards with the lens necessary to become more sophisticated in terms of how they define stakeholder value. It is now well established that modern corporations should strive for a more rounded view of their place and purpose. A fascinating recent piece of research conducted last year by KPMG into the attitudes of Australian retail investors found that they are keenly aware of the importance of reputation, transparency, ethical behaviour, values alignment, and social responsibility. In fact, a majority (57 percent) of retail investors say they would accept lower financial returns if it meant companies they invested in always behaved ethically towards customers, employees and community. What this underscores is that modern boards have deep responsibilities to a range of stakeholder groups, and not just ‘shareholder interest’ as traditionally defined. Given these groups are diverse, the discipline of creating and applying an inclusive leadership perspective will be invaluable. This article was first published as part of the Australian Institute of Company Directors, Australian Governance Summit. First published by Deborah Yates, National Managing Partner, People Performance & Culture, KPMG Australia on KPMG Newsroom.

Why business needs to be ready for disruptive technology  PIERS HOGARTH-SMITH he Fourth Industrial Age is dawning. “4IR” – the convergence of the physical, digital and biological worlds enabled by advanced and disruptive technologies such as AI, IoT, machine learning and robotics – is already transforming industries and overturning life and work as we know it. 4IR is bringing multiple benefits but also challenges. This includes disruption to jobs, wealth inequality, ethics and identity issues, security and conflict. It’s critical that businesses, governments and individuals are prepared for the change. When it comes to the workforce, digital automation is transforming workflows and processes. Robotic Process Automation (RPA) can automate many repetitive tasks, enabling humans to focus on higher level work. AI and machine learning involves computers analysing large amounts of data to understand and predict the desired action, improving this understanding over time. To develop, manage and work with these technologies means new skills are needed. People will be required to manage teams of AI, perform quality assurance, and address errors

or complex issues as they arise. Many existing roles will change and evolve: the most in-demand jobs in Australia barely existed five years ago. They include positions such as UX designer, marketing automation manager and digital performance specialist. For Australian businesses, this is going to mean a fierce fight for skills that are already in hot demand globally. All sectors are affected: from the public service to finance, retail and FMCG. Hiring talent has been a top challenge for businesses of all sizes in recent years, with jobs in the technology industry in particular growing at a rapid pace. Yet, despite the implications, most Australian business leaders aren’t prepared for 4IR. Research carried out by KPMG Digital Delta shows the majority “know very little” or “haven’t heard of” the concept, and most organisations haven’t started implementing it. Larger organisations show higher understanding than SMEs, but still only just over half of them (54 percent). Building necessary staff/skill capability is considered the top challenge in adopting 4IR technologies, but staff readiness is polarised. About one third of organisations feel their staff do have the necessary skills to implement new technologies, one third feel they do not have

staff with the necessary skills, and one third is unsure. Larger organisations again show higher readiness than smaller businesses. They predict a “very high impact” and have started to upskill and reskill their workforces, and hire more AI skills. Employees in companies with a weak understanding of the 4IR are in a more vulnerable position. These companies believe that the 4IR impact on the workforce and the business process will be smaller, which can limit the company’s buy-in to enact change, as well as the resources it dedicates to it. These companies also spend the least on R&D for technologies associated with the 4IR. Without a clear company direction or dedicated resources, employees are unlikely to have a distinct career path to transition into the work of the future through upskilling or reskilling. Australian companies are not alone in having to respond to the growing skills gap. Many countries are not prepared to deliver life-long learning at scale. Australian corporations can take a lead in identifying the jobs that are changing and the skills needed for future employability. Australia has a vibrant and effective education industry, which will prove invaluable in helping Australian firms capture the value of new emerging technologies.

While the approach to implementation depends largely on the business model and needs, a business-wide technology strategy is necessary to reach more mature levels of implementation. Regardless of the industry and the position, life-long learning will be a necessary condition for future employment and companies that support strategy-building in this regard can add great value for businesses and employees alike. Without a clear company direction or dedicated resources, employees are unlikely to have a distinct career path to transition into the work of the future through upskilling or reskilling The lack of readiness among Australian organisations is concerning. Change is already taking place, and it’s critical that business leaders better understand 4IR technologies and how to harness them to remain locally and globally competitive. Governments, firms and employees need to act to guarantee the preparedness and agility of a workforce that is able to make job transitions quickly and avoid potential structural unemployment. Read the full report, The 2020 Fourth Industrial Revolution Benchmark, visit KPMG.com.au First published by Piers Hogarth-Smith, Partner, KPMG Digital Delta and National Leader, Internet of Things, KPMG Australia on KPMG Newsroom.

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

Cumberland Business

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Morning tea at Workary to learn about Western Sydney Airport

ORKARY and Studio 2166 at the Whitlam Library, Cabramatta is one of the savviest investments Fairfield Council has made to support business entrepreneurs. Drop in to see Manjit Uppal or Bernie Garling who will warmly welcome you and show you the extraordinary tech and digital facilities available for FREE to members, small businesses and the general public. Studio 2166 is a high-end film and recording studio built for digital content creation.

Access the facility to film promotional videos, create green screen special effects, or record interviews and podcasts. Workary is the business hub and amongst a plethora of features which can be found at https://www.workary.network/en the program of events includes a regular Morning Tea series with speakers designed to bring information about contemporary business issues to the community. Thanks to Stevan Sipka of Western Sydney Airports Corporation for presenting on the

Angela Haynes, President of Cumberland Business Chamber and Stevan Sipka, Executive Manager Aero Partnerships, WSA Co.

current status of the Western Sydney Airport. Stevan’s presentation was very informative as was the Q&A section of the event. Some of the interesting facts were that by 2026 more people will live closer to the new Nancy Bird Walton airport that Kingsford Smith.

MOU’s are in place with Qantas and Virgin plus 10 large freight operators including Australia Post, DB Schenker, DHL and Fedex. The airport will be 24/7 with flight paths still to be determined. There will also be a 200ha dedicated business park within the 1780 ha site.

The Coronavirus Effect and supply chain risk for Australian manufacturers The Coronavirus Effect will test how dependent Australian manufacturers are on China's vast factory regions. Join us to hear how high performing manufacturers manage this risk by building resilience into their supply chains. Learn how to balance risks and costs with targeted approaches. Enjoy the friendly debate - is the Coronavirus a black swan event? 40

Date:

Tuesday 24 March 2020

Time:

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Travel

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Take an organic safari on Costa Rica’s Osa Peninsula HIDDEN in the steamy jungles of Central America, grass roots tourism initiatives bring enrichment to visitors and life to remote communities

Keel-billed Toucan

 RODERICK EIME glorious tropical morning among 'pinch me' scenery was just the start as we arrive on a picnic-ready beach at Playa Blanca on Costa Rica's remote Osa Peninsula. We split into groups, each heading to their chosen excursion where we visit families who own and operate subsistence-level farms, each with their own specialities. In between, there’s time for a sumptuous BBQ lunch under a huge fig tree that plays host to a trio of Scarlet Macaws. The three brilliant parrots sit high and aloof cavorting and preening among the branches, looking down on the curious, clumsy mammals with an air of comic disdain.

Scarlet Macaws.

Going ashore by Zodiac tender.

My first exploration is to the sugar cane farm of Johnny Rodriguez, whose family has been cultivating and harvesting the sweet, bamboo-like product for some 50 years. His 95-year-old father-in-law, Carmine, still sprightly, is busy helping too. Johnny is proud as punch with his 100-year-old 'trapiche', set up to crush the

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long juicy stems while his horse hauls the heavy beam attached to the old grinder. While the family farms several root and fruit crops, the sugar cane is the long-standing tradition. Here the 100 per cent organic product is processed into molasses plugs called Continued on page 43

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Continued from page 42

'tapa de dulce' through a boiling and purification process with their own wood-fired stove and hand-made mahogany moulds. We see the whole process from whoa-togo, each stage eliciting a satisfying smile from Johnny. His wife Naomi meanwhile is busy mixing up a sweet concoction of molasses, nuts, coconut and milk powder while the children look on in delight. After lunch and a further mocking from the three macaws, we are treated to a short cultural display from young schoolchildren in traditional costume before setting off for our second instalment. Next, I’m heading to the Finca Kobo cocoa farm for reasons that don't need explaining but am delighted to discover far more than the humble chocolate beans on offer. Our guide, Juan-Luis, delights in walking us through a tiny section of his 50ha farm that grows some 85 different varieties of fruits, spices, herbs and vegetables. And not your average greengrocer selection either. We ogle such exotic crops as custard apple, noni, cinnamon, turmeric, jackfruit, star apple and several varieties of citrus and guava. “The noni is full of antioxidants and vitamin C,” says Juan-Luis as he slices the pungent fruit with his pocket knife, “the taste is not nearly as bad as the smell.” And he's not kidding. The innocent looking fruit has an aroma something like a mix of ripe blue cheese and eau de laundry basket. We think of the many health benefits that outweigh the unfortunate perfume as we consume the slices through clenched lips. Next, a ripe jackfruit the size of a rugby ball is plucked from a grateful branch. With the outer texture of a sun-ripened iguana, the husk is split open to reveal innards that could come from a Ridley Scott movie. Slimy, glutinous tentacles conceal marblesized seeds and despite its alien, anemone-like appearance, is so delicious, our greedy hands

Sampling jackfruit.

Johnny squeezes the sugar cane in the ancient method.

A twirl after lunch from local schoolchildren.

clutch at the flesh like delinquent vultures. We do eventually get to the cocoa process and learn the dirty secrets of the big confectionery companies who strip out the best stuff (like the pure cocoa butter) and leave us with a mere hint of sugar-inundated chocolate wrapped in shiny paper and marketing hype. Suck on that for a moment. All jokes aside, the family-owned, community attractions here on the Osa Peninsula are an enlightening example of how tourism can resist the temptation to become a mass-market

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

commodity and maintain sustainable, ecofriendly operations that are a joy to experience. This is just another day aboard a Lindblad Expeditions vessel, jam-packed with activity. Whether it’s cruising the majestic polar ice fields, the vast Pacific Ocean, the otherworldly islands of the Galapagos or cavorting with friendly whales in the Gulf of California, Lindblad’s team of lecturers, naturalists, photo instructors, wellness practitioners and destination specialists ensure an immersive experience that is guaranteed to leave guests

with a whole new view on our beautiful and delicate planet. For more information on National Geographic - Lindblad Expeditions, see https:// au.expeditions.com/ For more information about the local tourism initiative, see www.caminosdeosa.com For more information about travel to Costa Rica, see South and Latin American specialist, Movidas Journeys - www.movidas.com.au Feature supplied by: www.wtfmedia.com.au

Recruitment

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8 elements to success through people SUCCESS THROUGH PEOPLE SERIES In this series of articles over the next 12 months, Greg Mitchell (Principal of HR Success) will be highlighting the keys to creating and sustaining engaging, productive workplaces that drive business success, and enable individuals to achieve their potential.

 GREG MITCHELL ANAGING people in a small to medium-sized business inevitably brings both challenge and opportunity. And while there’s no shortage of advice as to how to best lead and manage people in order to improve your business, it can be difficult to know just where to start. That’s where the 8 Elements to Success through People© model, exclusive to HR Success, comes in. By identifying the components common to those businesses that most successfully manage their people, the model presents a simple structure to help you assess current practices in your business, then identify and prioritise practical strategies to improve business profitability, staff engagement and culture.

Greg and Margot at HR Success.

Let’s take a quick look at each of the 8 elements of the model. As we do so, think about your own team or business – where are your strengths, and where are the opportunities for improvement? Clear Vision & Strategy: Successful businesses have clear goals and ensure that the activity of all those involved in the business is aligned towards achieving them. Effective Leadership: Leadership needs to be effective from both task and people perspectives: achievement-focused, capable, authentic and relatable, consultative and consistent.

Recruiting Right: Successful businesses recruit for skills, knowledge AND temperament. They also have clear strategies and processes to support the recruitment and retention of the very best employees. Setting Expectations: Successful businesses set and reinforce clear expectations throughout the employment lifecycle: position descriptions, recruitment, induction, performance reviews, recognition and reward strategies. Being Accountable: In addition to setting clear expectations, the best businesses foster a culture of accountability: KPIs/benchmark-

ing, customer and employee surveys, performance management and review. Equipping Others: Learning and development should be effectively managed and clearly linked to business outcomes: needs analysis, talent management, skills training, management training and coaching. Managing Risk: Sustainable businesses manage the risks associated with employment: succession planning, attraction and retention, performance, health and safety and compliance with Fair Work and other legislation. Valuing Others: Effective businesses nurture and value the contribution of their employees: recognition and reward structures, providing opportunities for growth, motivating for performance, saying thank you! So how about your team or business? What’s working well, and where are the opportunities for improvement? Once you’ve identified your key areas for improvement, see if you can come up with say 2 or 3 strategies for each. If your priority is “Setting Expectations” for example, it could be a case of working with your team to revise job descriptions, to ensure both the “what” and “how” of what you need them to do is clear. If “Effective Leadership” is an issue, maybe it’s time to assess the leadership capabilities of your managers, team leaders and supervisors (and yourself of course!) and consider appropriate opportunities to further develop their capabilities (all too often technically-capable staff find themselves in a position where they are leading others, yet receive insufficient support to build their people-management skills). In future articles, we’ll provide a range of tips and tools to help you along the way to achieving success through people. In the meantime, check out the HR Success website for more info (www.hrsuccess.com.au). Greg Mitchell is Principal Consultant/Owner at HR Success.

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Social Media

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Keys to successful Facebook campaigns  BLAKE ZIBARA O, you're trying to understand how to create a successful Facebook Ads campaign huh? It comes down to the understanding that the campaign does not exist in isolation but rather is part of an ecosystem of four moving parts. Each one of these moving parts need to be working so that the campaign can succeed. Think of it like a car – it needs all it's moving parts working in an orderly fashion to be able to drive forward. The four moving parts: The Funnel, The Creative & Messaging, Traffic Quality and the Offer.

The Funnel This is the sequence or site you are sending people into. If you have a broken website or a poor user experience, it won't matter how good your ads are, the whole thing will fall on its face.

The Creative & Messaging This is your creative, such as your photo or your video, and your messaging, which is your ad copywriting e.g. descriptions, titles, etc. You must answer the questions of are your ads appealing enough? Do they resonate with your audience? One of the biggest culprits of failed marketing campaigns is incorrect messaging. You must put yourself in your customer's shoes and think if you were reading this, would it be getting the correct message across? within 70% accuracy based on the many data points that it has on people. It's a truly powerful and freaky machine!

Traffic Quality This is how you set your campaigns up. How are your campaigns optimised? What is the quality of the clicks you are sending into your funnels. Sending lots of low quality clicks into your site won't do you any good. You need to fish where the fish are and attract the right audience. Knowing where these people are is easily figured out through Facebook interest targeting. You can also find quality audiences by giving Facebook a list of your already existing customers and allowing them to find you a lookalike audience, also known as an LLA. Facebook can find you an audience just like the one you give it

The Offer This is sometimes the most difficult to troubleshoot. As digital marketers we see what works just about everyday but for yourself, being able to know your audience and understanding what types of offers will resonate best with them is sometimes found through trial and error. Putting a couple offers up at the same time to the same audience and see which one gets the best response is a good way to test this. If you really want to stand out then after knowing what offer works best with your audience, you should go hard and

amplify this e.g. don't just offer a 10% discount, offer a 40% discount. Summary: The biggest take away from this is that a campaign has many moving parts. To have a successful campaign you must be able to build each part to the best of your ability and don't take shortcuts on any of them – if you do, the whole campaign crumbles or at best, it struggles moves along at a slow pace and you're left feeling disappointed with your marketing efforts. Blake Zibara is a social media expert who works with businesses to improve their sales with ssocial media strategies. Contact: blake@happyhippomedia.com.

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How to stop using food to reward and punish your kids  STEPHANIE MEYERS T one time or another, just about every parent uses food to reward their kids for good behavior and achievements – or to console them when they’re sad or disappointed. When children make honor roll, win a big game or persevere through a struggle, a parent might express their pride and joy with candy or ice cream. Likewise, when kids feel down and out, pick-me-ups can take the form of a treat. The reasons for this are simple: Using food as an incentive might get results, and salty, sweet or sugary foods are often within easy reach. You may figure there’s no harm in doing this kind of thing. But as a dietitian and nutritionist focused on family nutrition, I consider regularly using food as an incentive for kids to be risky. Rewarding and comforting kids with food can lead to overeating when they are not hungry. It also increases the chances they will try to deal with their emotions through what they eat. I spend a lot of my time at work helping clients break this cycle. I show them how to stop using tactics like bribery, judgment and shame that involve foods and drinks that can range from a bowl of chocolate pudding to a big glass of soda. I also teach parents other ways to celebrate and soothe that don’t depend on food. Plenty of research shows kids consume more total calories, carbohydrates and fat daily when parents use food to reward behavior. For example, when the mothers of preschool-age children use food to ease their kids’ emotions, those children eat more sweets when they get upset. And a French study found that moms who used food as rewards for their children stimulated their kids’ tendency to overeat – even when their children aren’t hungry. Of course, it’s not just moms and dads using food in this way but caregivers of all kinds, from babysitters to grandparents. And while it’s a big problem at school too, changing patterns at home is key. To help parents get the hang of kicking this habit, I’ve zeroed in on four steps to purge guilt and let go of food as a reward.

1. Recognize common scenarios Think about how you celebrate after performances or if you often promise a treat when your kids finish a task. Do you prod your kids to clean their room by dangling the possibil-

ity of dessert? Do you take them out for pizza to help them cope when they don’t make the team? Recognizing common scenarios is an essential first step toward breaking this pattern.

2. Don’t blame yourself You are not alone if food is ingrained in how you interact with kids when you’re not at the table. What matters most is your willingness to explore a new path without stewing in self-judgment. Using food to reward kids undermines healthy habits you’re trying to instill, so any effort toward change may have long-term benefits.

3. Name the feeling you aim to convey Separating your intent from your actions will help you stop using food as a way to soothe or praise. To do this, imagine your child in a situation where you might use food that way. Play the scene out in your mind,

stopping before you bring on the food. As you envision your child in the scenario, ask yourself what feeling you would like to convey. For example, your kid falls down on the sidewalk and skins their knee. You crouch to comfort them and tend their wound as the wailing escalates. You keep consoling after you’ve carefully stuck a Band-Aid on them but they just can’t calm down. If you’re like many of my clients, you’ll be tempted to say, “I’ll help you up and then we can go get ice cream.” Ask yourself at that point what feeling you want them to perceive. In this case I’ll wager that it’s comfort and relief – rather than a delicious dairy product. Becoming mindful of your specific feelings enables two things to happen. First, you’ll see how food stands in for various emotions. Second, it will help you separate your feelings from food – making it easier to deliver something else that’s truly needed in the moment.

You can also try saying your feelings out loud. For example, when your child doesn’t get invited to a friend’s party, say, “This feels sad. My wish for you is knowing how much you are loved.” That can help you remember to try something else besides food to console them.

4. Do something else There are plenty of ways to comfort your kid that don’t involve food. You can hug them or give them a bubble bath, for example. To celebrate, try watching a family video together, taking the time to say what makes you feel most proud of them. If you’re trying to motivate or inspire your child, you can crank up their favorite song, then dance and sing along with the music. When you want to compel or encourage kids to, say, do their homework, give praising their effort a try. Tell them that you see them working hard and ask: “How can I support you right now?” With small children, when they’re refusing to leave the playground or get into a bath, try engaging them with a stuffed animal or squishy toy to fidget with. Try to get your child to help choose some alternatives. They might have good ideas that don’t occur to you.

Ways and words Using food to reward or console kids is pervasive enough that the American Academy of Pediatrics and five other professional organizations recommend that parents not use food this way. But no one, including doctors, is suggesting that you should never make a birthday cake or use food as a reward in any situation. Food is an integral part of cultures everywhere and meant to be fully enjoyed. Should you find that you regularly rely on food to express emotions with your kids, I believe you ought to try to switch gears. It’s all about finding ways and words, instead of using food, to show your kids how much you love them.

Heading out on a family walk can be a real treat. Shutterstock.com/Vitalinka

Stephanie Meyers is a Registered Dietitian and Nutritionist, Boston University. This article weas first published at www.theconcversation.com.au WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

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Parents use toys and mobile phones to distract a child from a medical examination. Author provided

Parents’ reactions can lessen or worsen pain for injured kids  ERIN BROWN  JUSTIN KENARDY OST kids are going to be injured at some point during their childhood. It will be stressful for the child, and potentially even more so for the parent. Parents can suffer feelings of guilt and anxiety, and a minority will also develop post-traumatic stress following their child’s injury. Some new research (yet to be published) has looked at family coping and distress during a dressing change following a burn injury in kids. The 18-month study observed 92 families during their young child’s (one to six years) first burn dressing change at a Brisbane hospital. Parents who reported they were more anxious or distressed were less able to support their child during the procedure. This decreased the child’s ability to cope and increased the child’s distress, which was measured by their ability to be distracted by toys and conversation, compared to crying or screaming during the dressing change. Ratings of child anxiety and pain during the dressing change were also greater for children of parents who were less able to support their child during the dressing change. Our minds have a limit to what they can focus on at once. Therefore, a mind that is preoccupied with other things will perceive the pain as less than a mind that is focused on the pain alone. This is why we think distraction is helpful for the child during the dressing change. The study’s findings show parents need to receive additional support following their child’s injury and during medical treatment. This additional support would benefit the parents, and also the child. A less distressing treatment means less trauma for all, as well as lower pain and anxiety experienced by the child. Research also shows lower anxiety is linked with quicker wound healing in children. Quicker wound healing means less medical intervention, and kids can get back to school and the playground faster. No-one likes to think of their child sustaining an injury. But it can be handy to have a few tips up your sleeve if you do need to take your child for medical treatment, for yourself as much as for your child.

What to do • Distract your child early on in the treatment (toys, food, music, pictures, TV, conversation, nursing, pacifier. You know what works best) • Be close by. Reassuring touch tells them you are with them. • Some kids like to watch, others don’t. If they want to, let them but also keep encouraging distracting behaviour. • Encourage your child to do deep breathing exercises. This is something you can do together to slow down your and your child’s heart rate. • Remain calm and confident, even if you find the treatment difficult to watch. • Say things like “look at me and squeeze my hand,” “who is that on the TV?,” “can you tell the nurse what we are going to do after this?,” “remember when we went to the park and […],” and “show me how you do deep breathing”.

What to avoid • Scaring them with how painful the medical treatment will be or “how bad it looks”. • Criticising their behaviour. • Minimising their experience (“you’re okay,” “almost done”) • Encouraging the pain (“I know it hurts a lot”). It’s common for parents to feel upset themselves following a young child’s injury. All parents struggle with anxious and guilt-ridden thoughts about their child’s health from time to time, so it can help to treat yourself with kindness and remind yourself you’re doing what you can to give your child the best medical care. It helps to stay focused on helping your child during stressful medical treatment, rather than worry about the injury severity. If you’re concerned about your own coping during the treatment, invite a second adult along to support your child if you need to take a break. You can also seek further support through talking with your child’s nurse or social worker, or your local doctor. Erin Brown is Ph.D. Candidate, The University of Queensland. Justin Kenardy is Professor of Clinical Psychology, The University of Queensland. This article was fiurst published at www.theconversation.com.au

WESTERN SYDNEY BUSINESS ACCESS MARCH 2020

WOMEN Women n IIn nB Business BUSINESS

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Stop wanting to be liked and start being respected Set boundaries.

 BY AMANDA ROSE o you worry people won’t like you if you say no to them? Or you are always looking to see what the majority want before making a decision? Do you avoid conflict to keep the peace and go with the flow? If you have answered yes to any of those questions, you are most likely a victim of the need to be liked. This also means you have lost — or are in the process of losing — direction, confidence and control of who you are and what you want. Business is business, and personal is personal. You are not in business to be ‘liked’ but rather to be respected and to earn a living (plus some). You need to be ruthless with yourself and your world. Of course, this doesn’t mean treating people badly… you should always treat others how you would like to be treated yourself. However you also need to stand your ground on your business values and goals. Here is a guide to help you kickstart letting go of fear and taking steps to be a #BossLady

This is very important in all areas of life, but especially in business. People treat you the way you let them treat you — so make sure you have clear boundaries (even just setting them quietly to yourself) that you stick to. This will quickly filter out the wrong people and attract likeminded people.

Learn to say no. Women generally don’t like to say no; but if you don’t learn to say it, you will definitely burn out or (worse) lose track of where you are headed! Learn to say no without actually using the word. For example, “I’ll have to get back to you on that” … which will give you time to think and not react in the moment.

Know what you want. People respect those who are confident about where they are headed. This requires clear vision and knowing what you want and where you’re going. This is a sign of strong character, which leads to respect.

Amanda Rose.

Enjoy alone time. This would have to be one of the most important factors. If you are not willing to be alone, you may find yourself making choices that are not in your best interest — purely to have people in your life. Don’t. You need to be comfortable alone and the right people will naturally fall into place beside and behind you.

Have non-business friendships. Build up a quality network of friends that support you 100% no matter what decision

you make in business. These are your true friends and great for being objective — partly because they don’t have to be associated with what you sdo. Always ask yourself: am I making this decision because I want to be liked or fear being disliked? Or am I genuinely making the decision because it is the right thing for me to do? Amanda Rose runs www.westernsydneywomen.com.au\

Business benefits of joining LinkedIn nice words about you to capture the interest of new prospects. It’s perfect for building further trust and credibility – and increasing opportunities to generate leads and sales. So, don’t be afraid to reach out to your connections and ask them to recommend you!

 LEANNE SHELTON RE you out of the LinkedIn loop? Maybe you’re unsure how it all works. Or see it as another time-waster. If you’re assuming the platform is predominately for job hunters and recruiters, you’re mistaken. Yes, it was once. But it’s become so much more. With nearly 675 million members across 200 countries and regions, LinkedIn now plays a key part in building an online social media presence for businesses big and small. It’s also considered one of the most powerful platforms for B2B – and more than two new professionals sign up every second. But why? Here are 5 business benefits of joining the LinkedIn community:

4. Create a Community Just like Facebook, the platform provides the opportunity to create an online community via LinkedIn Groups. By building a group, you can attract membership of potential and existing customers, plus professionals in the same industry or with similar interests, to share insights and experiences with one another. As a result, you can build valuable connections and potential collaborations. As a bonus, your group will attract viewers to your Company Page as well.

5. Recruit new staff

1. Increase Visibility In addition to having an engaging website with switched-on Search Engine Optimisation (SEO), it’s important to hang out where your target market hangs out. You could think of LinkedIn as a proverbial water cooler, where people drop by for updates, share opinions, and take advice. And you’re surrounded by forward-thinking professionals, like yourself, looking for ways to grow their business. By being visible across the platform, you can build trust and authority. It’s your opportunity to show the human side of your brand. And be the person others want to work with. There’s also the opportunity to create

a LinkedIn Company Page to attract more attention to your business. It has the potential to pop up when searched in LinkedIn – and Google as well. Great for lead generation!

2. Build your Online Profile Even if you have a detailed About Page on your website, LinkedIn allows you to paint a true picture of you and your business journey. Yes, it’s a bit like an online resume, but aimed at potential customers rather than potential bosses.

In the Profile section, you can showcase articles, documents, videos, and photos that best reflect your talents and knowledge. You can also insert your educational background, achievements, licenses and certifications, and volunteer experience. The last part is especially great for highlighting your non-business side.

3. Build Credibility Thanks to the ‘Recommendations’ feature, past customers and colleagues can share some

And yes, you can use LinkedIn to find and attract top talent to add to your team. Whether you advertise available positions via the platform or conduct background research for short-listed candidates, LinkedIn remains useful for the recruitment side of things too. There you have it – five reasons to jump onboard the LinkedIn bandwagon. And the above tips are solely based upon the free membership as well. All the best with your LinkedIn journey. Maybe I’ll see you at the water cooler? Leanne Shelton is a copywriter and content coach at Write Time Marketing. https://www.linkedin.com/in/leanneshelton. www.writetimemarketing.com.au

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W H AT THEY SA ID...

www.wsba.com.au “We have tried our absolute hardest to make sure there is something to do for every member of the family.” – Henry Britten-Jones , development manager, Greenfields Development Company, on a splash park with a $6 million recreation hub in Oran Park. “They need money very quickly … that is why we are looking to help.” – Tony Perich, speaking on behalf of his family, which is the biggest dairy farming family in Australia, based at Leppington, on contributing $1 million to the NSW Farmer’s National Disaster Relief Fund “Due to the substantial growth of Rooty Hill and increases in the cost of housing in Sydney, the number of people in the area in need of affordable rental accommodation options has increased substantially in the past 10 years.” - Bill Farrand, spokesperson, Anglicare, on the $70 million Anglicare Village development.

“Residents will have the opportunity to walk or ride to work from the Parramatta CBD to Melrose Park without going on the road. This will transform the way people move around our City and suburbs and enable everyone to explore and enjoy our beautiful area safely.” – Member for Parramatta, Geoff Lee on the proposed Parramatta Quay. “Innovation has always been the driving force behind the success of The Freedman Group and one of the fundamental pillars of our continued growth. I look forward to tackling the challenges and leveraging the opportunities ahead for the NSW economy alongside my fellow council members.” – Peter Freedman, founder of RODE Microphones, on his appointment as a member of the New South Wales Innovation and Productivity Council.

“We didn’t hear anything from {Parramatta] Council. Someone walked in from Transport NSW and gave us a pamphlet – a folder of plans showing he buildings they have to purchase as they need the space.” – Rebecca Walsh, of the heritage-listed Royal Oak Hotel, in North Parramatta, which will be demolished for the light rail route down Church Street. “That train line is very historic and people have fond memories of how they used to catch

“This $95 million investment and Watpac [Limited} committing to sourcing 95 per cent of their sub-contract work from local industry is a win for Western Sydney.” – Melissa McIntosh, Federal MP for Lindsay, on WATPAC being awarded $95 million defence project at Orchard Hills, to deliver the Naval Guided Weapons Maintenance Facilities Project.

it to work or school.” – Trudy Stevenson, spokesperson, Carlingford Rotary, on the closure of the Clyde to Carlingford rail link to make way for the Parramatta Light Rail.

“I implore the businesses of Parramatta to get behind this initiative and help promote and develop the city of Parramatta into the future centre of the Western Sydney region.” - Parramatta Chamber of Commerce President, Schon Condon on the Culture and Wellbeing 2020 event.

“It’s great news that people living in Wentworth Point and Olympic Park are going to get a much more frequent ferry service to the city and Barangaroo and Circular Quay.” – David Borger, director, Western Sydney Business Chamber, on changes to the Parramatta River ferry service.

“While awareness around these issues is growing – especially with recent studies that have identified poor mental health as a major concern in Australian workplace, there is still a need for better education and awareness among organisations.” - Workplace Safety spokesperson at SAI Global Rod Beath.

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