B2B magazine issue 96 August 2014 by B2B magazine

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AUGUST 2014

Salary Challenge THE

financial planning

HOW TO ATTRACT GREAT STAFF

FEATURE INSIDE

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CONTENTS

PUBLISHER'S NOTE

Government well intentioned but misguided on 'dole bludgers' TIM BENSON Publisher

The Abbott Government's recent policy 'hand grenade' in relation to getting unemployed Australians into the workforce is well intentioned but misguided.

There is much merit in having medium and long term unemployed get up in the morning, prepare for work and undertake meaningful subsidised work in an area that they are skilled in and actively looking for work. This activity if undertaken voluntarily is of great benefit to both the employee and employer and will either lead to ongoing work with the employer or a rival. But to force the unemployed to apply for jobs they clearly won't get or to undertake work they clearly don't want to do is a recipe for disaster.

I believe that the key to all of this is not to blame the unemployed on welfare as though they are receiving benefits they are not entitled to. My question to people that seem envious of those that are long term unemployed, in public housing and receive other government support is this: would you swap places with this person? The answer is of course 'no’. Welfare is a small price for most Australians to pay for all of us to enjoy the benefits of living in a safe, stable, well educated, and first world democracy. The alternative is to widen the divide between rich and poor leading to increased crime rates and the development of ghettos and guarded communities. But back to my original point. If you're an unemployed hairdresser then a subsidised position as a hairdresser for six months at a local salon will be of far greater benefit to you and your employer than delivering meals on wheels for 25 hours a week. You will keep your skills up, assist a local business to grow and hopefully this will lead to ongoing work. Send all comments to editorial@b2bmagazine.com.au

Photo: Andrew Sikorski

Firstly, as pointed out by employer associations both large and small, doubling the number of jobs that required to be applied for each month from 20 to 40, will lead to increased administrative costs for for business — and possibly less positions being formally advertised. This is counterproductive for both employers and jobseekers. And counterintuitively, forcing skilled people that are out of the workforce to undertake mandatory work-for-the-dole placements as cleaners and labourers, of up to 25 hours per week, could lead to them losing skills, through lack of practice and training.

14 COVER STORY HAYS RECRUITING THE SALARY CHALLENGE: HOW TO ATTRACT GREAT STAFF

DOES YOUR BUSINESS HAVE WHAT IT TAKES? Enter the 2014 Canberra BusinessPoint Awards

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CONTENTS

FEATURE

06 Time is ticking to challenge a will Dobinson Davey Clifford Simpson Lawyers 08 Catholic Education Office Leading the way with technology OPC IT 10 In the mood for food Mood Food & Co 12 SRC Solutions: working towards safer & healthier workplaces RSM Bird Cameron Chartered Accountants 18 5 years and counting Vincents Chartered Accountants 20 Running an effective competency based interview HorizonOne Recruitment COVER STORY

14 The salary challenge: how to attract great staff HAYS Recruiting 21 FINANCIAL PLANNING FEATURE 22 Specialists in personal, business and corporate financial planning services RSM Bird Cameron Financial Services 24 Commonwealth Government superannuation scheme experts Fiducian Financial Services Deakin 26 Specialist advice for specialists Dragonfly Financial Services

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27 ADVICE FROM THE EXPERTS 28 ACCOUNTING Need help with ACT payroll taxation changes? by RSM Bird Cameron Chartered Accountants 28 BANKING An investment in peace of mind by ANZ Mobile Lending 29 BOOKKEEPING Automation equals elimination by Tailored Accounts 29 BUSINESS ADVISORY The ipso facto roadblock to recovery by Vincents Chartered Accountants 30 BUSINESS LAW Genuine employer exemption: payroll tax changes by Bradley Allen Love Lawyers

30 CORPORATE ADVISORY What can a non-executive director add to your business? by Maxim Chartered Accountants 31 CORPORATE GOVERNANCE Turning businesses into success stories by Australian Institute of Company Directors 32 FAMILY LAW Superannuation splitting on separation: the basics by Dobinson Davey Clifford Simpson Lawyers 32 FINANCIAL PLANNING Changes to superannuation for the new financial year by Dragonfly Financial Services 34 INTELLECTUAL PROPERTY IP protection in software and apps by Arete Group 34 ONLINE MARKETING Online video advertising on YouTube, thanks Google by nFlame Creative 36 PROPERTY INVESTING When, where and what to buy… understanding the fundamentals by Hatch Property 36 RECRUITMENT Don't leave your career to chance by Hays Recruiting 37 WEBSITES Convert more through better landing pages by Synapse Worldwide A2B: ASSOCIATIONS TO BUSINESS 38 MINISTER'S MESSAGE Building close ties with Singapore 40 ACT & REGION CHAMBER OF COMMERCE & INDUSTRY Fair Work Act and Modern Awards 41 ACT EXPORTERS Celebrating Canberra's exporting success BUSINESS NETWORKING 42 43 44 45 46

B2B @ APIS Brand Relaunch B2B @ BNI function B2B @ Certus Law Function B2B @ EY Entrepreneur of the Year 2014 Finalists B2B @ Vincents Chartered Accounts 5 Year Celebration

EDITOR

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Liz Lang editorial@b2bmagazine.com.au 0408 952 341 02 6161 2751

Man Bites Dog Public Relations ABN 30 932 483 322 PO Box 4106 Ainslie ACT 2602 b2bmagazine.com.au

Tim Benson advertising@b2bmagazine.com.au 0402 900 402 02 6161 2751

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Tim Benson

evendots.com.au

art-atelier.com.au

LEGAL NOTICE Man Bites Dog Public Relations (‘MBD’) owns the copyright in this publication. Except for any fair dealing as permitted by the Copyright Act 1968 (Cwth), no part of this publication may be reproduced without the prior written permission of MBD. MBD has been careful in preparing this publication, however: it is not able to, and does not warrant that the publication is free from errors and omissions; and it is not able to verify, and has not verified the accuracy of the information and opinions contained or expressed in, or which may be conveyed to readers by any advertisement or other publication content. MBD advises that it accepts all contributed material and advertisements contained in this publication in good faith, and relies on various warranties and permissions provided to it by the persons who contribute material and/or place advertisements. Those warranties and permissions include that neither the material and/or advertisements are misleading, deceptive or defamatory, and that their use, adaptation or publication does not infringe the rights of any third party, or any relevant laws. Further, MBD notifies readers that it does not, nor should it be understood to endorse, adopt, approve or otherwise associate MBD with any representations made in contributions and/or advertisements contained in the publication. MBD makes no representation or warranty as to the qualifications of any contributor or advertiser or persons associated with them, and advises readers that they must rely solely on their own enquiries in relation to such qualifications, and be satisfied from those enquiries that persons with whom they deal as a result of reading any material or advertisement have the necessary licences and professional qualifications relating to the goods and services offered. To the maximum extent permitted by law, MBD excludes all liabilities in contract, tort (including negligence) and/or statute for loss, damage, costs and expenses of any kind to any person arising directly or indirectly from any material or advertisement contained in this publication, whether arising from an error, omission, misrepresentation or any other cause.

F E AT U R E

Time is ticking to challenge a will By Rebecca Tetlow

n 14 May 2014, the ACT Legislative Assembly amended the Family Provision Act 1969 to reduce the time for making a family provision claim from 12 months to 6 months after probate is granted. The Family Provision Act allows certain categories of people to challenge a Will after a person’s death if they feel that they have not been adequately provided for by the deceased person. A deceased person’s spouse and children are eligible applicants. Other family members may be eligible to make a claim depending on their circumstances at the time of the deceased person’s death.

The reduced time period for making a family provision claim attempts to balance the rights of eligible applicants with the rights of beneficiaries under the Will. Being an eligible applicant does not automatically entitle a person to a bigger share of the estate. The Court will take into account a number of factors to decide whether to make an order and, if so, the amount of the gift. The factors considered by the Court include the history of the relationship between the deceased person and the applicant, the size of the estate, the financial needs of the applicant and the conduct of the applicant. 6

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The recent change to the time limit means that eligible applicants who want to make a claim against an estate must start proceedings in the Supreme Court no later than 6 months after the date of the Grant of Probate or Letters of Administration. Before the change, the ACT had the longest period in Australia in which a family provision claim could be commenced. The rationale behind the amendment was to avoid undue delays in the administration and distribution of estates where family provision claims have been threatened but proceedings not commenced. In such circumstances, a wise executor should hold off from distributing an estate until the period for making a claim has expired. This can cause significant hardship for beneficiaries of an estate who must wait to receive their inheritance. The reduced time period for making a family provision claim attempts to balance the rights of eligible applicants with the rights of beneficiaries under the Will. On the one hand, potential applicants should be given sufficient time to seek legal advice and the opportunity to negotiate a settlement without commencing formal legal proceedings. On the other hand, beneficiaries are interested in the efficient administration of the estate and wish to receive their inheritance without undue delay. The time periods for making a claim vary significantly between Australian states and territories. For example, in New South Wales, a family provision claim must be commenced

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within 12 months from the date of death, irrespective of whether a Grant of Probate or Letters of Administration has issued. In addition, the categories of people who are eligible to make a claim also varies between Australian states and territories. A person who is not eligible to make a family provision claim in the ACT may well be entitled to apply for provision in New South Wales or Victoria. The recent change to legislation emphasises the importance of seeking expert legal advice and seeking that advice early. If you feel that you have been inadequately provided for in a Will, or you are wondering whether you are eligible to make a claim, you should get legal advice without delay. Rebecca Tetlow is an Accredited Specialist in Wills and Estates Law (NSW) and a Senior Associate of the firm phone (02) 6212 7600 mail@ddcslawyers.com.au, www.ddcslawyers.com.au

“The idea of having a business advisor who could bring something new to the table was refreshing. The team at RSM Bird Cameron provides invaluable advice and is genuinely invested in the future success of SRC Solutions.” Louise Hughes Chief Executive Ofﬁcer SRC Solutions

At RSM Bird Cameron we see the unique potential in each and every client. We’ve been advising Australian business for more than 90 years. Talk to us to find out how we can help you. Tel: (02) 6217 0300 Lvl 1, 103-105 Northbourne Avenue.

www.rsmi.com.au

Bird Cameron

Chartered Accountants

Connected to Success

F E AT U R E

Catholic Education Office leading the way with technology

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F E AT U R E

“Better performance at a cheaper cost is a great combination”

he Catholic Education Office faced a huge challenge when it set out to find a new IT solution to support its 59 schools, with 24,476 students across 88,000 square kilometres in both the Australian Capital Territory and New South Wales. As with most organisations, the Catholic Education Office faced the challenge of providing the best possible services and outcomes in the most economical way. The cessation of the Digital Education Revolution funding brought some budget challenges. The Office needed a robust and reliable IT infrastructure and a strategic IT partner to provide ongoing exemplary IT services. OPC has had a long term relationship with the Catholic Education Office and over the past few years has worked closely with OPC Network Manager, Tim Addison and his team to upgrade its IT infrastructure to a Dell centric solution. This has included providing advice on implementing Dell blade servers, Dell storage solutions and, most recently, Dell AppAssure™ which has been a major success. Dell AppAssure provides advanced data protection that unifies backup, replication and recovery in one, easy-touse software solution. “I spent some time at the Dell Solutions Centre where they demonstrated AppAssure and I was impressed with what it promised because our backup footprint and storage requirements have always been substantial. When we investigated AppAssure further, we found we could essentially halve these,” Tim explains.

“Our old solution was becoming expensive from a storage and licensing cost, plus there was the additional cost and time of training our staff to use an outdated system. AppAssure’s user friendly interface removed the need to train our staff. When looking at the overall investment, AppAssure will provide us with a 60-70 per cent saving over 4-5 years,” Tim adds. “It’s great we now have a streamlined process. The Catholic Education Office and our schools are backed up locally and then replicated to our off-site datacentre. This makes backups redundant and provides us with a full disaster recovery of the production environment. While we could potentially achieve this with our previous solution, it always proved too complex and we could never get it working properly. AppAssure makes that all very easy for us; it is very streamlined and that gives us peace of mind,” says Tim. OPC’s Technical Services Director, Clinton Henderson, explains that AppAssure also gives the Catholic Education Office more confidence in its data restoration process. “The Catholic Education Office staff used to have to visit the school site to complete their recovery operations and, due to the vast geographical area they service, timeframes were always an issue. Now with the introduction of AppAssure they have the ability to complete these tasks remotely and can recover data and systems in minutes.” OPC has also provided the Catholic Education Office with Dell server solutions, which now comprise 70 per cent of its servers. “Dell pricing is very competitive without there being any compromise on quality or performance and the warranty support is second to none,” Clinton explains. “Yes the Dell servers are great. The delivery times are much quicker and we’ve definitely noticed greater reliability compared to our previous servers,” Tim said. Another area where OPC has helped the Catholic Education Office save money and improve performance has been the provision of a Dell™ EqualLogic™ storage solution.

The Dell™ EqualLogic™ storage provides affordable capacity for highly consolidated environments. It is designed to grow with data demands while providing simple management and seamless expansion using innovative Fluid Data™ technology. “Again, when we went through the exercise of comparing various solutions, Dell™ EqualLogic™ went beyond what the other solutions offered and still had a lower total cost of ownership. Better performance at a cheaper cost is a great combination,” explains Tim. “At the end of the day, we are always looking for the best solution for our business but we have to be mindful of the cost. We’ve built a really good working relationship with Clinton and the team at OPC IT. We have confidence in the advice they are providing us and we never really have any issues because, as our strategic partner, OPC works really hard to make sure we have the best solutions in place.” The aim at OPC is to simplify the clients entire IT experience. By incorporating all facets of IT, taking a proactive approach, OPC can provide a single end-to-end fully managed IT solution, reliably and consistently. OPC is pleased to have been a trusted advisor to the Catholic Education Office for many years. “I’ve been working with OPC IT for more than 10 years and they have been fantastic,” Tim concludes.

For more information on how OPC can revolutionise your business, contact the team on 1300 788 616 31-37 Townshend Street, Phillip ACT 2606 www.opc.com.au

L-R Clinton Henderson Technical Services Director, OPC, David Day Chief Executive Officer & Tim Addison Network Manager, Catholic Education Office. Photo: Andrew Finch B2B M AGA ZIN E

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F E AT U R E

In the

for food

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F E AT U R E

Owner/operator Kane Farrow and his chefs are passionate about many things including their new menu released this month. Liz Lang visits Mood Food & Co in the bustling hipster haven of Braddon to find out more.

ocated in the Mode 3 Building on Lonsdale Street, the modern Australian restaurant is easily identified from the street by its colour-wash of lime green café umbrellas on the pavement. This hint of lime green is accentuated throughout the restaurant’s sophisticated yet striking décor. “Lime green is my favourite colour – it always makes people happy. I wanted to create a restaurant setting where my business clients, and their guests, families and individual diners could immediately relax and feel at home,” Kane explains. While Mood Food & Co is Kane’s first solo venture as the owner/operator, he is no newcomer to Canberra’s hospitality industry having chalked up 10 years management experience in various restaurants and cafés including the Canberra Rex Hotel, Calibre Café and Bar, and Xchange on London. Kane is passionate about customer service and relationships. He recounts that he could recall the finer details of what people ate, drank, and where they sat in cafés and restaurants where he had 700 people coming in through the doors on a regular basis. “When I was recruiting staff for Mood Food & Co, I wanted people who were going to stay with the company for a long time and build long-term relationships with our customers. I wasn’t interested in transient staff who were here today, gone tomorrow.” “Canberra is all about networking and Braddon has such a great inner city vibe,” Kane says. “I wanted to create a hangout for my corporate clients where they can do business in a relaxed environment, eat wholesome fresh food, are waited on and their dining preferences are known by my staff and chefs. w, Jamie L-R: 1. Kane Farro

Percival & Craig

“Mood Food & Co is a comfortable blend between a restaurant and a café with a chilled ambience.” Kane said that in business meetings there was often an awkward moment when the bill was settled at the end of the breakfast, lunch or dinner. For select corporate clients, Mood Food & Co can arrange for billing to occur at the end of the month by agreement – which takes away this stress when dining. Tantalising new menu with a twist The young team of chefs: Craig Lambourne and Jamie Percival have drawn on their diverse culinary backgrounds and international experience to present a simple, fresh menu which has an element of surprise. All produce is fresh at Mood Food & Co as the restaurant doesn’t use a cool room to refrigerate large volumes of food for longer periods of time. The chefs explained with passion how they have added a twist to restaurant menu favourites such as apricot chicken, burgers, and pasta. The majority of the menu is gluten and dairy free with a wide vegetarian selection. “Instead of pouring an apricot sauce over chicken like your mum would have made, we have encassed our chickens with moist apricots,” Craig said. Jamie described how he created the mustard fruit agnolotti. Mustard fruits are unripened fruits such as figs, pears or cherries that have been preserved in syrup with mustard oil. “I have adapted an Italian pasta dish where I add the mustard fruits to the inside of the pasta – and the result is amazingly sweet yet hot mustard flavours.

“We have an open kitchen which means that we had to leave our egos on the shelf, and be much more disciplined because our skills as chefs are constantly on display for our restaurant clients to see,” Craig said. “We love interacting with our customers,” he explained. “Some of the dishes on the new menu such as the chargrilled pork cutlet with sour apple mash, and the British burger with a Wagu beef patty with tomato jam, caramelised onion, cheddar cheese and thick cut chips are there because our clients have asked us to create these choices.” Kane named his restaurant Mood Food & Co because ‘no matter what mood people are in when they come into the restaurant, we want them to leave happier.’ Check out the cheekily named ‘little lunch’ and ‘big lunch’ menu selections online or pop into Mood Food & Co to meet Kane and his team.

Unit 132/24 Lonsdale Street Braddon T: 6257 8990 Reservations can be made online: www.moodfoodco.com.au Monday – Tuesday 7:00am - 3:00pm Wednesday – Friday 7:30am til late Saturday 8:00am til late Sunday 8:00am - 3:00pm

Siko Photos: Andrew

rski

Lambourne.

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F E AT U R E

SRC Solutions Working towards safer & healthier workplaces

RC Solutions is an injury prevention and injury management company based in Canberra. It offers workplace assessments, training to reduce the risk of injury in the workplace, case management services, work health and safety services and workplace rehabilitation advice. Its clients are mostly government-based. Louise Hughes, CEO of SRC Solutions, said, “SRC Solutions came into existence 17 years ago when its sister company, employment agency Effective People, found it was being asked to assist with things like writing WHS policy, undertaking workstation assessments and advice regarding an injured employee. Since then, SRC Solutions has grown to employ 21 staff members locally in Canberra.” “Relying mostly on government clients has its challenges but is also exciting. We continually need to develop new

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products and services to meet the changing market demands.” SRC Solutions had worked with accountants previously but they decided it was time to look for a new accountant who would be a proactive business advisor as well as taking care of the compliance issues (eg taxation). Louise Hughes said, “We developed a list of attributes which we wanted our new accountant to have including providing ongoing strategic advice about how to grow the business in a sustainable way. We met with Andrew Sykes from RSM Bird Cameron to discuss our needs and started as a client with the firm by the end of November 2012. We heard about RSM Bird Cameron through word of mouth and we felt instantly comfortable with Andrew and the team.”

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“The idea of having a business advisor who could bring something new to the table was refreshing. The team at RSM Bird Cameron provides invaluable advice; they open up doors to new business opportunities and relationships, and they are genuinely invested in the future success of SRC Solutions.” “2014 is a tougher year for businesses like SRC Solutions that cater to government clients in a government town that has been in election and post-election mode for almost 18 months. Despite this, the business is going well and Andrew is helping the management team look at what works well and what the business could do better.” SRC Solutions is currently growing its workplace rehabilitation services in the private sector.

F E AT U R E

SRC Solutions team, L-R: Mary Khan, John Pelli, Louise Hughes, Anita Post, Julie Taylor, Donna Mannall, Sandra Fisher and Kerry Byers

These services facilitate the return-towork process including liaising with medical professionals, employers and the injured or ill worker. RSM Bird Cameron has taken on a business advisory role by providing strategic insights into different means of promoting this speciality to the marketplace.

We heard about RSM Bird Cameron through word of mouth and we felt instantly comfortable with Andrew and the team.” Louise Hughes said, “Andrew is very encouraging, he is focused on working with SRC Solutions to grow the business. He sees the potential and is keen to help the business progress.” “During the past two years RSM Bird Cameron has been our key business advisor.

The team has given SRC Solutions motivation and initiative to continually review the financial processes to make the business more profitable, its systems more resilient and to be always forward-thinking. They really make the effort to get to know the business needs and are a good fit culturally.” “We would not hesitate to recommend RSM Bird Cameron to anyone looking for real value for money and another level of collaboration. In fact, we have recommended RSM Bird Cameron a number of times.” Louise’s advice for any business is to have a good advisor on board. Louise Hughes said, “A good advisor can make a huge difference. The team at RSM Bird Cameron adds a lot of value by thinking outside the square. It is partnership-driven, the team is readily available and a great resource for discussing and developing ideas.” “Also, always ensure that you are

developing a good pipeline of potential clients and continuously reassess services to determine where you think growth might occur. Think about streamlining services, use technology and get out and talk to other businesses so you can see what’s going on in the broader marketplace.” For 30 years RSM Bird Cameron has been advising Canberra business. To find out how they can help you visit www.rsmi.com.au

Bird Cameron

Chartered Accountants

For more information, please contact: Andrew Sykes, Director Business Solutions 02 6217 0333 or andrew.sykes@rsmi.com.au With RSM Bird Cameron you really are... Connected for Success

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COVER STORY

THE

Salary

Challenge

HOW TO ATTRACT GREAT STAFF

ore certainty in the private sector has seen job vacancies rise, but employers attempting to secure the top talent walk a fine line between balancing cost pressure with the ability to make a competitive salary offer. Jim Roy, Regional Director of recruiting experts Hays, looks at current salary and recruiting trends from the annual Hays Salary Guide. Cuts to bureaucratic programs and government bodies have understandably been the talk of the Territory. But while the public sector faces spending cuts, in the private sector confidence has returned and employers are putting hiring plans in place. Of the 2,500 employers surveyed for the annual Hays Salary Guide, 34 per cent said permanent headcount will increase over the next 12 months. Of those employers planning to hire, 79 per cent said the roles will be full-time. While positivity has led to increasing vacancy activity, it has not extended to salaries. Employers remain cost conscious and conservative which is why, in most cases, Canberra’s base salaries remain stable. A massive 64 per cent of employers plan salary increases of less than 3 per cent when they next review, while 57 per cent gave increases of less than 3 per cent in their last review. In the public sector, these figures rise to 70 and 63 per cent respectively. Just 4 per cent of all employers surveyed increased salaries by more than 6 per cent in their last review, and only 3 per cent intend to do so in their next review. But 9 per cent have no plans to increase salaries at all, while 12 per cent did not award any increases in their last review. Salaries by industry By industry, our Guide found that the most generous employers can be found in professional services, where 40 per cent plan to increase salaries by 3 per cent or more. This is closely followed by financial services, where 39 per cent will increase above 3 per cent. Meanwhile 35 per cent of advertising & media, and 30 per cent of IT & telecommunications employers will increase pay above 3 per cent. But at the other end of the scale 84 per cent of retail, 81 per cent of hospitality, travel & entertainment, 80 per cent of resources & mining and 79 per cent of public sector employers will increase pay by less than 3 per cent or give no increases at all.

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COVER STORY

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COVER STORY

Top benefits on offer Benefits remain an important element of Canberrans’ salary package. The most popular benefit offered to all employees is salary sacrifice, which is offered by 55 per cent of employers. This is followed by above mandatory superannuation (42 per cent), private health insurance (38 per cent) and parking (32 per cent). Where will the jobs be? While the purse strings have tightened when it comes to salaries, many private sector employers will invest in new headcount, particularly in their marketing, engineering and operations management departments. We found that 56 per cent of employers expect to increase permanent staffing levels in their marketing department, while 42 per cent of employers will add to their engineering and operational management headcounts. This is followed by IT and sales departments (37 per cent), project management (35 per cent) and human resources (31 per cent). Around one quarter (24 per cent) will increase permanent staffing levels in their accountancy and finance department, while 23 per cent will increase their purchasing/procurement headcount and 19 per cent their distribution team. Importantly, 41 per cent of employers see a more positive economic outlook on the horizon and 66 per cent expect their levels of business activity to increase in the year ahead. With confidence returning it will be more likely that Canberrans will contemplate a career move. This is good news for the businesses that plan to expand their headcount and make strategic hires to bolster their teams. The key to attracting high potential candidates lies with finding them, engaging with them and making sure that they see the right opportunities at the right time. A temporary solution Canberra’s public and private sectors are investing in temporary or contract staff. Almost two thirds (65 per cent) of employers said they employ temporaries or contractors, and 16 per cent expect their employment of such staff to increase this year. For their part, Canberrans are gaining more confidence and acceptance of temporary roles, aided no doubt by the higher compensation package they offer. Employers meanwhile – especially in the public sector – see temporary assignments as a long-term staffing solution that offers headcount flexibility, the ability to manage workload peaks, and an opportunity to hire in specialist help for projects or to cover leave. Where are the skills shortages? As recruitment activity increases, that old threat of a skills shortage again looms. It’s quite a paradox; for some job functions there is still a surplus of candidates yet in others, often those that require highly-skilled and

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COVER STORY

WHEN IT COMES TO ATTRACTING THE RIGHT CANDIDATES, “ 37 PER CENT OF EMPLOYERS SAID CAREER PATH AND DEVELOPMENT WAS THE MOST CRITICAL FACTOR...”

experienced professionals, there is a shortage of suitable talent. While this can cause obvious and understandable frustration amongst sections of the talent pool, those with the skills in demand are again starting to receive multiple offers and even counter offers, particularly from employers who are aware of how quickly the talent pool can dilute. That explains why 25 per cent of employers reported that their turnover rate had increased over the last year. According to our survey, 58 per cent of employers said the skills shortage has the potential to hamper the effective operation of their business – 41 per cent in a minor way and 17 per cent significantly. We found that the largest area of skills shortage is at the junior to mid management level in both operations and accountancy and finance. This is followed by junior to mid management talent for technical, sales and marketing, IT and engineering roles. Attracting top talent When it comes to attracting the right candidates, 37 per cent of employers said career path and development was the most critical factor, although only 9 per cent say their organisation is publicly perceived as offering such opportunities. Furthermore 42 per cent said it is an individual’s ‘fit’ with the company’s vision, culture and values that has the greatest impact on their employment brand, but only 23 per cent said they are perceived as getting this right. When the pressure is on

to hire great people, it’s easy to make the mistake of bringing in the right skills above the right culture fit. Getting the hiring right will make retaining and developing great people much easier, which is why ongoing candidate engagement is so important to us. The relationship we build with both our candidates and clients means that we see the whole picture – from all angles. Why not talk to us when you are next looking to access the most comprehensive, current and global network of talent? Want to know more? The Hays Salary Guide reveals salary and recruiting trends for over 1,000 roles. It is based on a survey of over 2,500 employers as well as placements made by Hays. Get your copy of the 2014 Hays Salary Guide by visiting www.hays.com.au/salaryguide, contacting your local Hays office or downloading The Hays Salary Guide 2014 iPhone app from iTunes.

Contact HAYS 5th Floor, 54 Marcus Clarke Street, Canberra T 02 6112 7663 | F 02 6257 6377 E canberra@hays.com.au www.hays.com.au Image Right: Andrew Sutton FCA, Business Director Cover Photo (L-R): Sylvia Pereira , Matthew Kelly, Andrew Sutton, Nicole Kopras, Jim Roy. Photo p.17: Andrew Sikorski.

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Vincents Canberra Team (L-R): Mark Thompson, Nick Combis, Rebecca Morphy, Tony Lane, Anthony D’Rozario, Peter Sheville, Cathy Wang, Julia Bossert, Peter Haley. Photo: Andrew Finch

5 YEARS AND COUNTING VINCENTS IS A GROWING SUCCESS

incents Chartered Accountants might not be a name you are familiar with, but a dedicated team of Canberra professionals is changing that. Going more commonly by their shortened name of simply ‘Vincents’ (the name of its founding and still current director Paul Vincent), the firm is a multi-BRW award winner and has captured the lion’s share of the forensic and insolvency market in its home state of Queensland. Since the firm’s entry into Canberra over five years ago with a strong focus on insurance and commercial litigation support and family law, the recent addition of new service offerings – audit and assurance, headed by Peter Sheville, and insolvency and reconstruction, led by Tony Lane – is set to strengthen the firm’s reach and recognition in the market. “We started, like most, from fairly humble beginnings but we quickly recognised the

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opportunity for expansion,” said Mark Thompson director of the expanded Vincents Canberra office, referring to the firm’s genesis in 1989 in Brisbane. “Our world is becoming ever more complex and the need for advice from reliable, professional and qualified experts is increasingly relevant,” said Mark, a highly regarded forensic accountant in his own right. Today the firm boasts over 180 staff in five locations across the country, with the Canberra office being representative of the firm’s most recent multi-disciplinary organic expansion. Julia Bossert established the Vincents office in Canberra in 2009 and since that time has built on the firm’s strong reputation of being Australia’s leading boutique forensic accounting practice. That has led to the development of a robust local reputation in its traditional field of strength. That reputation now places the firm as the provider of choice amongst many established

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Canberra region legal practitioners and is something that Mark, Julia and their team is justifiably proud of. In 2012, ex-Walter Turnbull and PwC Canberra director Peter Sheville joined Vincents to lead the firm’s foray into the audit and assurance market. “It is an exciting time and the reception we have received since adding the service has been encouraging” said Peter when asked about the progress of the service offering. “We are making good gains on the back of our reputation and the personal connections that our team has.” The newest addition to the Canberra Vincents family is local insolvency practitioner Tony Lane. Hailing from a pedigree of national and local firms, Tony brings with him over 11 years of Canberra-based specialist insolvency skills and a career that spans over 20 years in the financial services industry. Like his audit and forensic colleagues, Tony is also quick to recognise the value that relationships play in the Canberra market.

F E AT U R E

“Canberra is very relationship based. Getting to know people and who they are, rather than just what they do, is fundamental to developing and maintaining mature professional relationships.”

“Canberra is very relationship based. Getting to know people and who they are, rather than just what they do, is fundamental to developing and maintaining mature professional relationships. You need that when the conversations become a bit ‘lumpy’. If you have that level of respect then there’s a lot less risk of misunderstanding.” Clearly the success of the firm to date is testament to the quality of those relationships. As Vincents Canberra moves into its next growth phase, the team is drawing satisfaction from the reception of the market to the expanded service offerings. “We are really pleased with the response we have had to the expanded services. It gives us an opportunity to build on the excellent forensic client base we have and to capitalise on the natural synergies between the three services.” said Tony. “It also helps shape us as a practice in the marketplace. The strong sense of acceptance and engagement from our old and new clients

gives us excellent market intelligence as to how we are viewed against our competition,” said Mark, commenting on the performance of the expanded practice. “The world we live in is changing rapidly and there are many who view our industry as old-school, full of secrecy and mystery. We would like to go some way towards shedding more light on the processes and practices – particularly in forensic accounting and insolvency. It is not all CSI and slash and burn. At the end of the day we are a transparent firm. Managing communications and exceeding expectations is at the heart of our ethos,” said Tony. The dedication of the Canberra team is evident, not just in their words but also their deeds, as they recently announced a corporate partnership with local homelessness advocacy service FirstPoint. The firm’s recent donation and ongoing support will try to give back to others what it has already received – a welcome and comfortable home.

Vincents’ recent function celebrating its five years in Canberra would appear witness to those words with more than 150 prominent local professionals supporting the firm on the night.

Contact Vincents Canberra Level 7, AMP Tower, 1 Hobart Place, Canberra City. T: (02) 6274 3400 www.vincents.com.au

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Awards

in 8 years

Best Accounting Firm - 2014 revenue <$50m

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F E AT U R E

Running an effective competency based interview By David Harrington

xecuting an effective competency based interview is not straightforward, and involves careful forethought and planning, and sometimes even a little bit of practice. According to HorizonOne’s David Harrington, not only is it important to be well prepared, but you need to tailor questions to the technical and behavioural competencies of the role, as well as the specific ‘unknowns’ you want to understand about a particular candidate. Government interviewers in particular can become so entrenched in processes and guidelines that they take a very inflexible approach, using the same interview questions for all candidates in a rigid manner. “There is a common misconception that during competency based interviews all candidates must be asked exactly the same questions scripted by the criteria – nothing more and nothing less,” he says. The purpose of the interview has been lost in the process somehow. Remember that the questions are simply one of the tools you can use to gather evidence to assess the candidate against the selection criteria. Asking tailored questions, probing beyond the initial query is a skill that can mean the difference between the right decision and a costly one. Plan and structure the interview Planning will dramatically increase your ability to make an effective evaluation and ensure a fair and equitable interview process for all candidates. Follow the same overall routine for each candidate with the same core questions, but also target potential shortcomings of each candidate with additional questions as required. 20

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When designing interview questions, do a test run prior to the interview. Make sure they are easily understood and elicit the information you are seeking. Jot down the best follow up ‘prompts’ that will help you delve right down to the ‘hows and whys’ of a candidate’s prior performance, and make necessary adjustments prior to the interview.

“There is a common misconception that during competency based interviews all candidates must be asked exactly the same questions scripted by the criteria – nothing more and nothing less.” Decide in advance what, if any criteria or questions are more important than others, and agree if an assessment grading system is to be used. Decide which panel member will be responsible for leading the discussion around each question. Ask the right questions Although there is no legal or legislative requirement to ask a set of defined questions, fairness is important and consistency will make comparisons across candidates much simpler. What this typically means is that there is a group of ‘core questions’ that are introduced in the same way for each candidate, and these form the ‘skeleton’ that frames the interview conversation. A combination of behaviour based questions and hypothetical scenario questions is a powerful formula for exploring

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the previous experience that will define future performance. Probe for answers The real skill in an interview is in the ‘drilling down’, the detailed exploration of the questions, asking the ‘how did you achieve that?’, ‘what was your role?’, ‘why did that happen?’, ‘what was the outcome?’ If a candidate provides a ‘vague’ answer, probe further – dig beneath the answer. While it may be easier and feel safer to stick to the set questions, mastering the art of drilling down is the difference between a competent interviewer and a highly effective one. Remember interviews are conversations, listen carefully to candidate responses and consciously assess each response in relation to the selection criteria. Only the very best candidates, or potentially the best rehearsed ‘pretenders’, will respond with a perfectly crafted answer. If the response did not give you enough information to make the assessment, it is not necessarily a weak response (yet!). Drill down – the devil is in the detail!

Sourcing talent is a science, not a sales game

Please contact David Harrington, General Manager/Director at HorizonOne Recruitment on 02 6108 4878 or david@horizonone.com.au Level 1, 27 Torrens Street, Braddon www.horizonone.com.au

FINANCIAL PLANNING FEATURE

22 24 26

RSM Bird Cameron Financial Services

Specialists in personal, business and corporate financial planning services

Fiducian Financial Services

Commonwealth government superannuation scheme experts

Dragonfly Financial Services Specialist advice for specialists

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F I N A N C I A L P L A N N I N G F E AT U R E

RSM Bird Cameron Financial Services

Specialists in personal, business and corporate ﬁnancial planning services

e believe financial planning is not only about the quality of advice, but more importantly it’s about a trusting relationship and the reliability of the people helping you to manage your wealth. The difference at RSM Bird Cameron Financial Services (RSM BCFS) is that we take the time to understand you and your unique story. We don’t start talking about what you have until we know who you are. Financial planning is a whole of life experience which requires us to understand

your circumstances, needs and objectives before working with you to design your financial roadmap. Life can present both challenges and opportunities to you. Together we can build contingencies into your financial plan for those unexpected events and establish provisions to make the most of opportunities as they arise. RSM BCFS provides you with a personalised and professional service from a team of highly qualified and skilled people. Our number one priority is the provision of financial strategies tailored to help achieve your goals.

Left to Right: Lindsay Walker, Nathan Porter & Victor Dao. Photo: Andrew Sikorski

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Our business and our reputation is built on both personalised client relationships and our professional delivery of responsible financial services to clients across Australia. Individuals, small-tomedium enterprises and large institutions have entrusted us with their financial well-being for over 90 years. Being fully owned by RSM Bird Cameron, one of Australia’s biggest accounting and business management firms, we have no affiliations with any financial product suppliers.

Our vision ‘In today’s competitive environment, business and client relationships are founded upon professionalism, integrity and exceptional service,’ says Lindsay Walker, Senior Manager Financial Services in the Canberra office. ‘These are the principles upon which RSM BCFS is founded. At all times in our dealings with clients, our advisers aim to be professional, honest, fair, and to provide excellence in service,’ he said. ‘At RSM Bird Cameron, our clients enjoy the benefits of utilising a well-resourced local firm while also being able to tap into our specialist knowledge bank nationally,’ says Nathan Porter, also a Financial Planner at RSM BCFS. A number of our clients have expressed that they have found RSM Bird Cameron to be more accessible, flexible and affordable than many of our competitors.’ ‘Furthermore our one-firm structure enables us to focus on our client’s broader relationships and we can readily connect clients to our national and international expertise, networks and senior advisers,’ says Lindsay.

Lindsay Walker CFP® B Ec(Hons) DipFP

Lindsay is a CERTIFIED FINANCIAL PLANNER®professional with over 25 years experience in the financial services industry. He has extensive experience in advising retirees, wealth accumulators and small business clients. Lindsay also delivers specialist advice to public servants facing redundancy on how to maximise their CSS and PSS benefits. Nathan Porter B Bus(Acc) Master of Finance, DipFP

Nathan is a Financial Planner with over 5 years experience in the financial services industry. He has recently moved to Canberra from Melbourne where he worked for industry leading firms and delivered tailored investment solutions to corporate and personal clients. Nathan provides a comprehensive management service to all his clients. Victor Dao, Para Planner B Com (Acc & Fin)

Victor has over 4 years experience in the financial services industry working with

some of the largest advisory and wealth management firms in Australia. He assists the advisers in developing optimal strategies to ensure clients receive the best possible advice. Whether you are just starting out, or have more complex circumstances requiring sophisticated planning services, our team can provide personal financial advice, tailored to you to achieve the desired result. We build the foundation of your financial future through strategic financial planning and investment advice. For further information, please contact us: RSM Bird Cameron Financial Services Pty Ltd Level 1, 103-105 Northbourne Avenue, Canberra ACT 2601 T (02) 6217 0300 E canberrabcfs@rsmi.com.au www.rsmi.com.au/canberra Thorough research and professional advice creates the strong foundation needed for your financial security. With RSM Bird Cameron Financial Services you really are... Connected for Success.

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F I N A N C I A L P L A N N I N G F E AT U R E

Commonwealth Government superannuation scheme experts

iducian Financial Services (Deakin) are specialists in helping clients with tailored solutions to effectively manage their Commonwealth superannuation schemes along with a suite of other financial planning services. Principals Ian Hosking and Cameron Darrow met in the Russell Offices 18 years ago when Ian was an artillery officer and Cameron an army logistics officer. From there, the journey began. After a successful 21-year and 20-year career respectively in the Australian Army, Ian and Cameron entered the financial planning industry. In October 2002, they started Fiducian Financial Services (Deakin) with Peter Leeson, another army officer who has since retired. At first impression, there doesn’t seem to be an obvious link between the armed services and financial planning. However, Cameron explains, “Financial planning is the people-edge of the financial services industry where advisers build long-term relationships with clients.” “In the army, officers develop excellent negotiation and communication skills and make decisions in an ethical manner—financial planning is a logical extension of these skills,” Ian added.

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By the time the GFC hit in 2007-8, we had built up our business, had a strong referral base, and on-going growth to weather the crisis,” Ian said. “This strong referral base is still the linchpin of our business.” “We pride ourselves as being experts on Commonwealth Government superannuation schemes. This is our point of difference and we are able to deliver great results for our clients.”

A privately owned Canberra-based company, Fiducian Financial Services (Deakin) is part of the Fiducian Group which is a national group that delivers financial advice, and provides a range of investment, superannuation and retirement services. The parent company of the Fiducian Group is Fiducian Portfolio Services Limited (Fiducian), a public company listed on the Australian Securities Exchange in 2000. “Importantly, Fiducian is an independent publicly listed company and not owned by a bank. There is no pressure on our advisers to recommend bank-specific products. They will research every fund and make product recommendations based solely on their merits as part of the client’s overall financial strategy.”

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The Canberra team comprises of Ian and Cameron who are joined by two other financial planners, Peter Orr and Ingrid Stoker, three assistant financial planners, and five support staff. Ian specialises in providing advice on military and public service superannuation schemes. In addition to this, he provides advice on salary packaging and wealth creation. Ian is a member of the Financial Planning Association and holds the following professional designations and qualifications: Certified Financial Planner; Diploma of Financial Planning; Bachelor of Science (UNSW) and Master of Management Studies (UNSW). Cameron specialises in providing advice on military and public service superannuation schemes. He also advises on wealth creation, retirement planning, redundancy management and salary packaging strategies. Cameron is a member of the Financial Planning Association and an Associate Fellow of the Australian Institute of Management. Cameron holds the following professional qualifications: BA (Hons Econ); Grad Dip Info sys; M Def Stud; MSc (Mgt). A former ASIC employee, Peter has had extensive experience working with clients in

F I N A N C I A L P L A N N I N G F E AT U R E

The name Fiducian is derived from the Latin word ’Fiducia’. Over the years, persons of high integrity, in positions of responsibility and who command trust and respect for their knowledge and expertise, have been spoken of as exercising their duties in a fiduciary capacity. Financial planners (L-R): Cameron Darrow, Ingrid Stoker, Ian Hosking & Peter Orr. Photo: Andrew Sikorski

the Commonwealth and ACT Public Service as well as the Australian Defence Force. He specialises in salary packaging, wealth creation, superannuation (in particular the CSS, PSS, DFRDB and MSBS schemes) and retirement planning strategies. Peter holds the following professional designations and qualifications: Certified Financial Planner; Diploma of Financial Planning; Diploma of Financial Markets and is a member of the Financial Planning Association. Ingrid Stoker has had extensive experience in self-managed super funds and aged care issues in addition to the core areas of financial planning – wealth creation, superannuation and retirement planning. Ingrid completed a specialist course in estate planning and asset protection, and works closely with solicitors to achieve comprehensive estate planning solutions. Ingrid is a member of the Financial Planning Association and holds the following professional designations and qualifications: Certified Financial Planner; Accredited Estate Planning Strategist; Graduate Diploma of Financial Planning and Bachelors degrees in Law and Arts. “We believe the key to our success is being able to provide our clients with tailored

solutions to meet their financial goals and aspirations,” Cameron said. “Our technical ‘edge’ is reflected in the fact that since establishing our business at the end of 2002, an adviser from our office has won the national Fiducian Adviser of the Year award on 5 of the 11 occasions that it has been awarded,” Fiducian Financial Services Deakin is in many ways an employer of choice. They offered maternity leave in 2002 before many private companies provided this option, they provide support to the Fiducian Charity, Vision Beyond Aus, sponsor the local Services Golf Day, and have sponsored Chloe Hosking (no relation to Ian Hosking) who is a Canberra professional racing cyclist who competed in the Commonwealth Games.

Suites 10 & 11, Royal Life Saving House 26-28 Napier Close, DEAKIN ACT 2600 T: (02) 6162 2656 www.provident.net.au

Disclaimer – Information in this article is general in nature. It is NOT a recommendation or offer to anyone to invest and has not been prepared on the basis of the financial or investment profile of any particular person. It is important that you do not make any investment decision on the basis of this information without first assessing its suitability for your own objectives, financial situation or particular needs. A Fiducian Financial Services Financial Planner can assist you to do this. References to investment services are to services provided by Fudician Financial Services Pty Ltd ABN 094 765 134 AFSL and Australian Credit Licence No. 231103.

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F I N A N C I A L P L A N N I N G F E AT U R E

Specialist advice for specialists “OUR RESPONSIBILITY IS TO MAXIMISE THE PROBABILITY OF YOU ACHIEVING YOUR FINANCIAL & LIFE GOALS.” Luke Smith

p until now, Australian businesses have been able to insure against the negative financial impact that can arise if a key person dies, suffers from total permanent disability or a trauma event. However, the unexpected temporary absence of an owner or income-generating employee due to sickness or injury can also have a severe financial impact, especially for small businesses where the revenue may be generated by a few people. Key person income Key person income cover can be used to help small businesses protect against this financial risk by providing a monthly benefit to the business for up to 12 months if an insured key person is unable to work to their full capacity due to sickness or injury. Who is a key person? A key person can be a business owner or an arm’s length employee with specific skills and knowledge who is working in the business to generate revenue. The loss of the key person would result in significant loss of revenue during the continuation of business operations. Here are some typical examples of key people: 1. Working Director, Managing Director or CEO 2. Partner in a partnership 3. Employee with a particular skill or technical expertise 4. Senior sales manager. A business owner may be insured for a portion of the revenue they generate for the business. An employee may be insured for a percentage of the employee’s remuneration package.

Example Sam and Brendan own equal shares in a cosmetic dental surgery, S & B Dental. The gross profit is $1.5 million p.a. and Sam & Brendan each are responsible for generating 35% of the gross profit ($525,000 each).

Gross profit for S&B Dental is $1.5 million pa

Sam generates 35% of the gross profit

35% x $1.5 million 12

Brendan generates 35% of the gross profit

= Maximum monthly benefit $43,750

If you have a key person risk in your business and would like to discuss strategies to protect your cashflow and underlying profit please contact us. Luke Smith & Malcolm Phillips are Authorised Representative of Financial Services Partners Pty Ltd, ABN 15 089 512 587 AFSL 237590. Dragonfly Financial Services is a boutique and professional financial planning practice that services the financial advice needs of Canberra and surrounding communities. We specialise in self managed superannuation, personal risk protection, business insurance and investment advice.

About Luke Luke has been providing financial planning advice since 2005. Luke has the knowledge and ability to explain complex financial planning matters in a simple, easy to understand format. This leads to a partnership with clients as they understand the basis of the advice being presented to them. Luke’s expertise covers a broad range of financial strategies. These include government and military superannuation, tax effective investment strategies, self managed superannuation fund investment and management as well as business and personal risk insurance. Luke was voted wealth protection adviser of the year within his national dealer group in 2012.

DRAGONFLY Financial Services Unit 10/3 Sydney Avenue Barton, ACT 2600 T: 02 6273 3118 F: 02 6273 1118 E: info@dragonflyfs.com.au www.dragonflyfs.com.au

General advice warning: The information provided in this document is general information only and does not constitute personal advice. It has been prepared without taking into account any of your individual objectives, financial solutions or needs. Before acting on this information you should consider its appropriateness, having regard to your own objectives, financial situation and needs. You should read the relevant Product Disclosure Statements and seek personal advice from a qualified financial adviser.

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ADVICE 28 28 29 29 30 30 31 32 32 34 34 36 36 37

ACCOUNTING

Need help with ACT payroll taxation changes? by Mateusz Jakubaszek, RSM Bird Cameron Chartered Accountants

BANKING

An investment in peace of mind by Paul Lanzon, ANZ Mobile Lending

BOOKKEEPING

Automation equals elimination by Harry Hoang, Tailored Accounts

BUSINESS ADVISORY

The ipso facto roadblock to recovery by Tony Lane, Vincents Chartered Accountants

BUSINESS LAW

Genuine employer exemption: payroll tax changes by Mark Love, Bradley Allen Love Lawyers

CORPORATE ADVISORY

What can a non-executive director add to your business? by Ben Weber, Maxim Chartered Accountants

CORPORATE GOVERNANCE

Turning businesses into success stories by Phil Butler, Australian Institute of Company Directors

FAMILY LAW

Superannuation splitting on separation: the basics by Juliet Behrens, Dobinson Davey Clifford Simpson Lawyers

FINANCIAL PLANNING

Changes to superannuation for the new financial year by Luke Smith, Dragonfly Financial Services

INTELLECTUAL PROPERTY

IP protection in software and apps by Shaun Creighton, Arete Group

ONLINE MARKETING

Online video advertising on YouTube, thanks Google by Damian Schroeter, nFlame Creative

PROPERTY INVESTING

When, where and what to buyâ&#x20AC;Śunderstanding the fundamentals by Julie Cumming, Hatch Property

RECRUITMENT

Don't leave your career to chance by Jim Roy, Hays Recruiting

WEBSITES

Convert more through better landing pages by Sam Gupta, Synapse Worldwide B2B M AGA ZIN E

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ACCOUNTING

by Mateusz Jakubaszek

BANKING

Need help with ACT payroll taxation changes?

With the start of the financial year we see the payroll tax threshold increase to $1.85m for the 2014/2015 financial year (up from $1.75m) in the ACT. Payroll tax is payable by an employer if its total taxable wages, or the total taxable wages of the group that it belongs to, exceed the threshold. This tax is levied at 6.85% in the ACT and varies state to state. Taxable wages include the following but not limited to: • Wages/salary/commissions • Superannuation • Service contracts • Director’s fee • ETPs. Monthly payroll tax returns must be lodged and paid promptly on time (7 days after the end of the month in the ACT) or penalties from 25% to 90% of the payable amount can be applied depending on the level of culpability. It’s important to note that the payroll tax threshold and percentage varies state to state eg NSW ($750,000, 5.45%) and VIC ($550,000, 4.85%). States are announcing in their budgets that either the thresholds are increasing or the percentages of payroll tax payable are decreasing. If you have your main business in the ACT and an arm in another state you may have a payroll tax liability in one or both states. You may also be part of a group of employers which includes using the same employees or have an agreement for the shared use of employees. It is important to note that the state thresholds are apportioned based on your total taxable Australian wages. Changes to payroll tax for contractors in the ACT The Payroll Tax Act 2011 has been amended to abolish the ‘genuine employer’ exemption and will bring the ACT more into line with other jurisdictions. The implementation date has been set as the 1st of October to give industry time to accommodate the change. The amended paragraph was in schedule 2, part 2.3 of the Act and said that “wages paid or payable by an employment agent to a subcontractor will be exempt wages in the hands of an employment agent, provided the subcontractor can demonstrate that it is a bona fide employer in its own right”. The removal of this exemption means that the subcontractor payments will now be assessable as wages for payroll tax purposes. Subcontractors may see a drop off in their income as employment agents pass on the 6.85% tax to them. Anyone who is a subcontractor should review their contracts and supplier agreements and if possible and/or necessary make amendments to those contracts and agreements prior to 30 September 2014.

Bird Cameron

Chartered Accountants

If you think you may have a payroll tax liability or require assistance with your payroll tax calculations contact Mateusz Jakubaszek of RSM Bird Cameron on mateusz.jakubaszek@rsmi.com.au or 02 6217 0356.

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By Paul Lanzon

An investment in peace of mind

Thinking about buying or building a property? Building insurance is likely just one thing on your long ‘To Do’ list – but as it’s so important, should you make it number one? Understanding the hidden costs Whether the property you’re about to purchase is a home or an investment, if it’s severely damaged or destroyed down the track, the costs of rebuilding or relocating could be higher than expected. That’s because rebuilding doesn’t just require bricks and mortar. There are many hidden costs, including demolition and debris removal, architects and legal fees, and long-term alternative accommodation.1 More than just a good idea Building insurance isn’t just a way for you to sleep more soundly; it’s a requirement for most lenders before you can finalise settlement on a property.3 Because putting a numerical value on rebuilding can be difficult and potentially time-consuming, it’s a good idea to start gathering quotes as soon as you and the seller have exchanged and signed contracts. Before you begin coordinating building insurance, however, make sure you arrange pre-purchase building and pest inspections, as pre-existing structural and pest damage usually won’t be covered by insurance if discovered later.4 Also, as well as insuring the building itself, you may need to organise contents insurance (if you’ll be living there), or upgrade to landlord protection insurance to cover house contents being used by tenants.2 Be a devil for the details It may be difficult to remember details about a new property when you’re getting quotes from insurers, but these specifics could lower your premiums.3 Make sure that, along with basics like location and type of property, you note down features like construction materials (timber, brick) and roof type, deadlocks, window locks, alarm systems and other security, pool fencing and smoke alarms.3 Although complicated and a legal requirement, building insurance is also worth it in the long run. As well as being a great investment in peace of mind, any insurance payments on an investment property are also tax deductible.2 References: 1. ‘Home & contents insurance’, moneysmart.com.au, accessed 3 January 2013. 2. ‘Steps to take after settlement of your property’, whichproperty.com.au, accessed 17 January 2013. 3. ’12 steps to buying a new home’, mmf.net.au, accessed 17 January 2013. 4. ‘Dispelling the myths’, justtermites.com.au, accessed 4 January 2013. Disclaimer: The information is in summary form and does not purport to be complete. It is intended as a general guide only and is not a substitute for professional advice. The information does not take into account your personal needs and financial circumstances and you should consider whether it is appropriate for you.

For more information, contact Paul Lanzon, ANZ Mobile Lender, M: 0422 007 005 F: 02 8456 6021 E: lanzonp@anzmortgagesolutions.com This Mobile Lender operates as ANZ Mortgage Solutions Canberra Inner South & Queanbeyan/Jerrabomberra, ABN 74 122 012 720 an independently operated franchise of Australia and New Zealand Banking Group Limited (ANZ) ABN 11 005 357 522. Australian Credit Licence Number 234527. ANZ’s colour blue is a trade mark of ANZ. Terms and Conditions, fees and charges apply. All applications for credit are subject to ANZ’s normal credit approval criteria.

BOOKKEEPING

By Harry Hoang

BUSINESS ADVISORY

Automation equals elimination

In the previous article, I mentioned Receipt Bank, an online tool that has revolutionised the bookkeeping/accounting industry. Now, I will take this opportunity to go into detail about its full features which can help you to reduce your bookkeeping costs and achieve a paperless office. Traditionally, a bookkeeper was considered as one who performed monotonous tasks such as data entry (e.g., manually transferring information in receipts/paperwork to the accounting system), filing, and record-keeping. With technological advancement, a bookkeeper became one who stood in front of the computer for long hours and made sure the accounts were in order. When I was first introduced to bookkeeping, I was simply thrilled. It was precisely because there was such a huge room for improvement, which subsequently motivated me to look for ways to improve existing bookkeeping standards, procedures, and the profession per se. I fondly recall my first bookkeeping job in which I had to sort out boxes of receipts. I spent an entire week entering each invoice to MYOB, performing reconciliation, reporting, and lodging BAS payments. Unsatisfied with how ineffective and menial the task was, I decided to find ways to decrease the processing time for each invoice. This led me to Receipt Bank, which I implemented in Tailored Accounts 1.5 years after I migrated my accounting system from MYOB to Xero. In addition to being compatible with Xero, Receipt Bank has proven to be a fast, hassle-free, and cost-effective tool for many of our clients who have similarly adopted this software. Receipt Bank functions using Optical Character Recognition (OCR), which essentially reads and extracts information from receipts and transfers them to the accounting system. Receipt Bank can also be downloaded to a smartphone, which makes the tool highly desirable for many business owners. For instance, after meeting a client, you can take a photo of the invoice that was being issued and the essential information is then automatically transferred to your accounting system. Receipt Bank converts annoying paperwork – receipts and invoices into data you and your company can use! In my opinion, it will not be long before Receipt Bank replaces many other traditional methods of data entry and information transfer. Automation means elimination – the more effectively you make use of technology to automate your bookkeeping/accounting processes, the more you get rid of time, effort, and resource wastage. The key is to find the right technology for your business. Should you like to find out more about the latest tools to improve your bookkeeping/accounting system, talk to one of our experts at Tailored Accounts who can help you.

By Tony Lane

The ipso facto roadblock to recovery

The recent Senate Economics References Committee enquiry into the performance of ASIC has made recommendations to government in relation to Australia’s insolvency laws regarding corporate restructure and reorganisation. The Committee took the view that greater provision should be made for access to measures to ‘encourage and facilitate corporate turnarounds’. Particular reference was made in submissions to the Committee to US chapter 11 provisions and the detrimental role played by ipso facto clauses in contracts. The insolvency community remains divided on the appropriateness of a ‘chapter 11-style’ regime in Australia. However, what many practitioners admit is that efforts to restructure struggling companies are frustrated by the self-executing nature of ipso facto clauses in contracts. Simply put, an ipso facto clause is incorporated into a commercial contract or lease so that, for a defined insolvency event, the contract automatically terminates without any positive action by the parties. In practical terms, this self-executing termination works to deprive the company of valuable business inputs that might otherwise be deployed in generating a turnaround result that could (and perhaps should), enable the company to restructure its activities. In contrast, creditors argue that their position needs to be protected and that revesting of their commercial interests on the insolvency of a debtor prevents the exacerbation of an already dire situation. Certainly the American example reflects a different approach. As some commentators have noted; "[The] emphasis [in the US] on doing business also means that, even in bankruptcy, there is an expectation that American corporations will try to survive. In Australia, on the other hand, we too often call for the screens when there’s even the merest hint of financial troubles for a company."1 A solution may lie in creditors becoming more prepared to entertain the prospects of recovery and taking a longer-term view of their business relationships. This might result in the parties resiling from the ‘automatic’ nature of an ipso facto clause – clearly for commercial ‘bird-in-the-hand’ reasons. In cases where a sale of business is possible or where a restructure would generate a better outcome, it is often the case that an outcome less than 100 cents in the dollar is still preferable to a winding up. As always, early intervention is the key and with careful and skilled consultation, there are often ways in which business value can be preserved before the issues become terminal. Quality and timely professional advice is paramount. 1 Cheetham, C Ipso facto clauses and insolvency Clayton Utz Insights, February 2012

Harry Hoang is Tailored Accounts Executive Director Glebe Park Apartment, Ground Floor - 186/15 Coranderrk St, Canberra T: 02 6169 6763 | M: 0434 196 607 E: info@tailoredaccounts.com.au | www.tailoredaccounts.com.au

Tony Lane is a Senior Manager at Vincents Chartered Accountants and provides specialist advice to clients in the areas of insolvency, business risk and financial conflict and dispute resolution. Level 7, 1 Hobart Place, Canberra City. T: 6274 3400 F: 6274 3499 E: tlane@vincents.com.au | www.vincents.com.au

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BUSINESS LAW

CORPORATE ADVISORY

Genuine employer exemption: payroll tax changes

by Mark Love

On 5 June 2014 the ACT Government introduced the Payroll Tax Amendment Bill 2014 that will remove the “genuine employer” payroll tax exemption on wages paid to subcontractors by employment agents and payroll agencies (collectively “”agencies”). The bill was originally slated to commence on 1 July 2014, however the Commissioner for ACT Revenue acknowledged this date would have been challenging for the industry and the commencement date has been delayed until 1 October 2014. The genuine employer exemption is currently relied on by a majority of local employment agencies, payroll companies and subcontractors (ICT contractors in particular). Its removal effectively imposes a new tax on an industry locally evolved to meet the Commonwealth’s ad hoc labour needs. Someone in the employment agent/subcontractor chain will end up wearing that 6.85% cost. That 6.85% cost may well represent a considerable part of an agency’s revenue, threatening its very viability. Without provisions to increase the contracted “spend”, this cost will represent a significant loss of income for a subcontractor or risk the agency’s business. Who will bear that cost will depend upon the contractual arrangements in place. Contracts that have not yet been executed should address the payroll tax cost from 1 October 2014; if agencies are to avoid this imposition, they need the indemnities to be clear. Where contracts had already been negotiated and executed, the question of who will bear the payroll tax cost will turn on the specific terms of those contracts. Well drafted contracts should have anticipated the possible removal of the exemption and should clearly set out how any increase in tax liability will be assigned. Poorly drafted contracts may be unclear and those uncertainties may result in parties attempting to pass on costs that they are not entitled to pass on, parties refusing liability for costs that they are liable to bear, breaches or terminations of contracts that are no longer profitable and possible insolvencies within the industry. This issue is further complicated by the $1.85m tax free threshold for payroll tax. Employment agencies do not have to pay the tax on their first $1.85m of payroll in the ACT. If agencies simply withhold a flat 6.85% from all contractors’ wages in order to meet the payroll tax obligations, what happens to that first $126,725.00 they withhold but do not have to pay in tax? Some agencies may pocket the money; others may hold the money on trust for the subcontractors and return it at the end of the financial year on a pro-rata basis. If you are involved in the industry then it is imperative that you review your contracts to ensure your position is protected.

Mark Love, Legal Director, Business Law 9th Floor, Canberra House, 40 Marcus Clarke Street, Canberra ACT 2601 E: mark.love@bradleyallenlove.com.au T: 02 6274 0810 | www.bradleyallenlove.com.au

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B2B M AGA ZIN E

by Ben Weber

What can a non-executive director add to your business?

An organisation's board plays a critical role, and a good board can greatly increase an organisation's chance of success. The Board of Directors is charged with the responsibility of maintaining good corporate governance; it is the guardian of fairness; transparency and accountability in all of the major financial and business dealings of the company; and defending the interests of investors and wider stakeholders. However, Directors have more than just a regulatory role, in some ways more importantly they are also ultimately responsible for the performance of the business. For instance this may involve in agreeing the strategic direction of the company; appointing the Chief Executive; and monitoring the performance of the company. While most private company boards consist of only Executive Directors the addition of Non-Executive Directors can greatly assist in taking a business to the next level from a governance and performance perspective. Non-Executive Director Role First and foremost and more so than Executive Directors, Non-Executive Directors should be the champions of the governance process. Along with overseeing the governance process, it is important that the Non-Executive Directors monitor the executive activity and contribute to the business in the following key areas: • Performance Non-Executive Directors should scrutinise the performance of management in meeting agreed goals & objectives and, where necessary in succession planning. • Business Development Non-Executive Directors must have a strong network in their field of expertise that they can leverage to identify business development opportunities. • Strategy Non-Executive Directors should constructively challenge and contribute to the development of strategy. • Risk Non-Executive Directors should satisfy themselves that financial information is accurate and that financial controls and systems of risk management are robust and defensible. When recruiting Non-Executive Directors it is important that they complement the balance of skills and experience of the existing board. A Non-Executive Director does not necessarily have to know the industry in which a company is operating, as this knowledge and experience should ideally be provided by the Executive Directors. Rather, the value of a Non-Executive Director lies in their ability to identify and advise upon new challenges, initiatives and market opportunities, and to develop and refocus strategic plans. If your business is growing and ready to move to the next level of performance and corporate governance, Maxim is experienced in setting up robust corporate governance structures as well as having senior staff who sit on numerous private company boards as NonExecutive Directors.

Ben Weber, Head of Corporate Advisory and Transactions Level 2, 59 Wentworth Ave, Kingston ACT 2604 T: (02) 6295 8744 F: (02) 6295 8344 www.maximca.com.au

CORPORATE GOVERNANCE

by Phil Butler

Turning businesses into success stories

I recently attended the Entrepeneur of the Year awards hosted by EY and was reminded of the incredible success stories continually occurring in the Canberra business community. While our daily papers are filled with tales of woe on the state of the economy and the budgetary impact on the ACT over the next few years, these businesses are continuing to thrive and provide employment opportunities for thousands of citizens. It was also wonderful to be reminded of the great achievements of Glenn Keys and Andrew Walker and the whole team of Aspen Medical who were inducted into the EY Entrepeneur of the Year Global Hall of Fame earlier in the year. The passion of these individuals to turn a good idea into a highly successful business is indeed inspiring, and while each story has its own nuances, a common theme emerges that it requires a strong team to take the business to the next level. That team may consist of only a couple of the founders and their families or it may grow into a much larger and more complex management structure. Regardless of its size and complexity, the clear understanding of the strategic vision and the shorter term goals by the team is critical. It was also interesting hearing the views regarding family businesses from a recent interview with Glenn Cooper of Coopers Brewery. When asked about some of the challenges that family businesses have to deal with he reflected “the trap is to bring children or family relations into the business straight after school or university when they are not ready. Coopers’ charter requires that no family member can join the business before age 30. The Cooper family members on the board and in management had a strong career before the joined the family business. I would argue that this has been one of the keys to our success”. Glen Cooper also noted that changes continued as the organisation evolved “ life as a public unlisted company is different to a private company because you have to publish more information”. The importance of the ongoing strength of Australia’s small business community cannot be overstated. At Company Directors, we are committed to continue providing assistance to the small business community, and are launching a series of business owner sessions across Australia in the coming months. Keep an eye out for more information at www.companydirectors.com.au

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FAMILY LAW

by Juliet Behrens

FINANCIAL PLANNING

Superannuation splitting on separation: the basics

What is superannuation splitting? The trustee of one spouse’s superannuation fund can be required either by Court Order or by agreement to split some of that spouse’s superannuation interest to the other spouse on separation. Both spouses then have separate interests in the superannuation fund, which they can access on their retirement. In some cases, an interest can be 'rolled out' into another fund. Since 2009, superannuation splitting can occur for both married and de facto couples who separate. Does this also apply to self-managed superannuation funds? Yes. Particular taxation issues can arise in relation to superannuation splitting orders in SMFSs, and we recommend that you seek expert advice. How much will each spouse get? It depends on a number of factors, including the value of their existing superannuation interests, what superannuation they had at the commencement of the relationship and how long it is before they will be able to access superannuation. Often the superannuation built up by a couple during a long marriage will be divided equally between them, but in many cases a different outcome is appropriate. Can I take less superannuation and more other assets? Yes. We recommend you obtain financial advice before making decisions about the mix of assets you receive as part of a property settlement. Can we tell the value of our superannuation from our annual statements? Not necessarily: • A statement provides a value on a particular date. If you separate in April 2014, and you have a statement for 30 June 2013, the superannuation is likely to be worth significantly more at the date of separation. You can apply to a superannuation fund for information about the value of your or your spouse’s superannuation at a particular date using a prescribed form. • The statement value does not represent the 'Family Law Value' of an interest in a defined benefit fund (such as the PSS, CSS, DFRDB or MSBS). The FLV needs to be calculated by an expert and is often quite different from the statement value. You or your lawyer can arrange a Family Law Valuation of your or your spouse’s superannuation. Does the operative time matter? Yes. The operative time of the split (which will be provided for in the Orders or agreement) can make a significant difference to the superannuation amount each spouse receives. Expert advice should be sought on this issue. Will I need a lawyer’s help to achieve a superannuation split? We recommend that you obtain advice from a lawyer who specialises in family law as superannuation splitting orders or agreements can be quite complex. Dr Juliet Behrens is a Senior Associate of the firm 18 Kendall Lane, New Acton Canberra City ACT 2601 T: (02) 6212 7600 E: mail@ddcslawyers.com.au www.ddcslawyers.com.au

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B2B M AGA ZIN E

by Luke Smith

Changes to superannuation for the new financial year

The new financial year brings in some changes to superannuation that everyone should be aware of. Superannuation guarantee For the 2014/15 year this has been increased from 9.25% to 9.5%. Both employers and employees should ensure this increase is being complied with. Concessional contributions Concessional contributions are those which are taxed at 15% upon entry into the fund. They encompass guarantee payments by employers, salary sacrifice arrangements and personal contributions by self-employed persons. For the 2014/15 year the caps on this type of contribution has been increased to $30,000 for persons up to age 49 & $35,000 for those 49 & over. If you are salary sacrificing and wish to take advantage of these higher caps, you should make arrangements now. Excess contributions for years 2013/14 and later, are to be included in an individual’s taxable income, with a non-refundable tax offset equal to the 15% tax paid by your fund. They will also count towards the non-concessional cap. Non-concessional contributions These are personal contributions made to superannuation that are not taxed upon entry into the fund as they come from 'after tax' monies. They are useful for topping up your superannuation balance as you approach retirement. For the 2014/15 year they have been increased from $150,000 pa to $180,000 p.a, or $540,000 over a rolling 3 year period for individuals under 65. If over 65, you must meet the work test, however you are unable to take advantage of the rolling 3 year rolling benefit. Earnings within superannuation are taxed at a maximum of 15%, or if you are in pension phase & over 60, they are tax free. As such, it could make sense to use this strategy to maximise your returns. Insurance within superannuation The changes in this area relate to the types of policies held for total and permanent disability, income protection and trauma. If you hold these types of policies within superannuation, or are considering them, it is recommended you seek the advice of a suitably qualified adviser to ensure your benefits are optimised. Dragonfly Financial Services ABN 40150460674 is a Corporate Authorised Representative of Financial Services Partners Pty Ltd, ABN 15 089 512 587 AFSL 237590. General Advice Warning: The information provided in this document is general information only and does not constitute personal advice. It has been prepared without taking into account any of your individual objectives, financial solutions or needs. Before acting on this information you should consider its appropriateness, having regard to your own objectives, financial situation and needs. You should read the relevant Product Disclosure Statements and seek personal advice from a qualified financial adviser. From time to time we may send you informative updates and details of the range of services we can provide. If you no longer want to receive this information please contact our office to opt out.

Luke Smith, Director AFSL No: 237590 T: 02 6273 3118 F: 02 6273 1118 E: luke@dragonflyfs.com.au M: 0413 311 999 GPO Box 1961 Canberra ACT 2601 www.dragonflyfs.com.au

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5. Our property inspection reports are thoroughly completed and supported by photographic evidence of the inspection’s assessment. These reports and photos are available to you on our website 6. Flexible property income options allow you to decide when and how your rental income will be paid to you 7. Direct debit arrangements take care of your tenants' payments and minimise rental arrears 8. Our dedicated management team ensure that each property and tenant receives maximum attention which gives you the freedom of continuous leasing 9. Tenants can apply quickly for your property on-line with easy, no-fuss applications

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INTELLECTUAL PROPERTY

by Shaun Creighton

IP protection in software and apps

Intellectual Property (IP) may or may not be considered strategically important at the outset of developing new software or the latest smartphone application. However when it comes time to commercialise your products, get a 3rd party to make amendments to code or graphics, or you need to register or confirm a clear chain of title to your IP, issues may arise. Accordingly, consideration of IP protection in software and apps is of utmost importance right from the initial concept and development phase. Types of IP which may be relevant in your software and/or app include copyright, patents and trade marks. Other related non-proprietary rights such as trade secrets and confidential information may also be relevant. Copyright will generally subsist in your source code, graphics, video files, certain compilations and text. The owner of this copyright has various exclusive rights under the Copyright Act 1968 (Cth). This include a right to prevent unauthorized use and reproduction. Software and app developers can run into problems where they subcontract development without a written agreement, or is there is jointly developed IP. To limit this risk, it is important to agree and document up front who will own any IP which is developed (and associated confidential information). Unless there is a written agreement to the contrary, generally the developer or designer will own any IP they create (unless an employee, in which case the employer will generally own the IP). Software and apps may potentially have patentable subject matter (ie to protect the idea or concept). A threshold issue to overcome (as with all patents) is whether the idea or concept is “novel” (ie new). It is often only a specific part of the software or app which may attract patent protection, rather than eg the app as a whole. Last, but not least, don’t forget to consider the importance and value of your branding, through a registered trade mark. It has been reported that the single most valuable asset of Google is their trade mark. As can be seen, to properly protect software or an App, consideration needs to be given to copyright, patents and trade marks. Furthermore, consideration needs to be given to contracts which clarify and confirm ownership of IP. Such contracts may include developer agreements, licence agreements, co-owner agreements or shareholder agreements. ARETE Group are specialists in the protection and commercialization of intellectual property. We can assist by drafting a wide range of suitable agreements, registering your IP or enforcing your IP. ARETE Group also has special packages such as our fixed fee IP audit and strategy, which is often utilized by those in the ICT industry. Our lawyers not only have IP expertise, but have experience working with technology related issues. Call us on 02 6162 1639, email us at Shaun.Creighton@aretegroup. com.au visit our website at www.aretegroup.com.au for more details.

P: GPO Box 579, Canberra ACT 2601 E: shaun.creighton@aretegroup.com.au shaun.creighton@aretegroup.com.au T: 02 6162 1639 | M: 0430 22 78 62 www.aretegroup.com.au or www.asportslaw.com.au

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ONLINE MARKETING

by Damian Schroeter

Online video advertising on YouTube, thanks Google

When Google purchased YouTube in 2006 for a reported US$1.65b, I wasn’t really sure what they had in mind, other than controlling the universe, one cat video, at a time. But now YouTube should really feel like part of the AdWords family, as Google opens up a whole new world of advertising possibilities with “Online Video” campaign options in the AdWords management system. I know what you are thinking: “where am I going to find money in the marketing budget to make web videos and keep up with my competitors now?” but stick with me on this. The new tools for online advertisers take advantage of the fact that most people with a computer already have free software installed to make quick videos which are suitable for online advertising purposes. Even a lot of smart-phones these days are recording video in HD, so don’t become too disillusioned by the thought of making a video to promote your business online. First let me explain briefly what video advertising is and does. Web users watch videos on YouTube, Google own YouTube and enjoy helping businesses generate leads online. So it only makes sense to turn this video streaming service, viewed by millions of people every day, into an accessible advertising platform for AdWords managers. There are a few ad positions on the YouTube website which can feature AdWords ads, and I won’t go into all of them here, however I will point out one of my favourites. When you watch a video featuring, say; a cat playing a piano, and you see an ad play before Meowtzart which is promoting the latest flavour of the exact brand of cat food you buy, that is no coincidence. That’s Google. And if you watched the whole ad, or at least the first 30 seconds before clicking to skip to the main video, the advertiser paid for your “View” of the ad. Now, if you had only watched the first 29 seconds and skipped the ad, The advertiser has not paid for you to view the ad, but you viewed it none-the-less. This is my favourite thing about the new Online Video advertising features in AdWords. Free advertising, and it is available to anyone using AdWords. Most of the features, which you are used to in AdWords, are also available in the Online Video campaign settings controls. The strategies are a little different, but you can still create user demographics to target, set your own budgets, manage performance, and report on ROI. I have made the point before about Google not charging on Search ads until someone “clicks”, and the same goes for Video ads (except in video ads, we call it “Views” instead of clicks). But that 30 second window where you can show a video ad to a qualified potential lead online is priceless. Actually it is free, but who’s counting right? I’m excited.

Damian Schroeter is a Google Partner and Director of Design & Advertising at nFlame Creative. Visit: www.nflame.com.au/AdWords Consultations by appointment: Phone (02)6249 8694 or email info@nflame.com.au

Leadership in public sector governance

Public Sector Governance Forum:14 Featuring the Hon Mathias Cormann, Minister for Finance, this year’s forum will discuss the Public Governance, Performance and Accountability Act amongst other topics. Hear from a range of experts from Federal and State Government on key issues in public sector governance.

04358-2_14

Tuesday 28 October 2014

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PROPERTY INVESTING

by Julie Cumming

RECRUITMENT

When, where and what to buy...understanding the fundamentals

Have you ever considered buying an investment property but have been daunted by the task and fear of getting it wrong? There are some fundamentals that you need to understand to be a successful property investor. This includes doing your research and finding a qualified property investment advisor who can help you through the process. You’ll need to assess the trends across several markets and pick your timing to capitalise on the current market conditions. Importantly, this may mean not buying in the area you live. While understanding the fundamentals, research the various market drivers and conditions. Unfortunately, there’s no bell that rings at the start of a growth cycle and another when it completes. Make property data your friend – although this can be confusing as authorities use different methodologies to collate raw data sets so be discerning when using the data. Capital growth and rental increases are counter-cyclical. While capital growth is accelerating, rents generally tend to lag. Recently, the accelerated growth in many of our capital cities has resulted in fallen rental yields. This in itself is not sustainable over time, and once the growth cycle finishes, the upswing in the rental cycle begins again as investors attempt to cover the gap in holding costs created through the growth cycle. This situation can take a lot longer if there’s an oversupply of a particular product type in an area. Interest rates, which are at historical lows, also play a significant role. The current low rates are buffering the property holding costs for some investors, particularly those in oversupplied product types. Currently there’s an oversupply of units in many of the capital cities, and with high numbers in the pipeline yet to come to the market, the full brunt has not yet been felt. The ‘scarcity factor’ is very important when selecting what to buy as purchasing in a development that is marketed primarily to investors, reduces your competitive advantage when it comes to finding a tenant and negotiating a good rent. When it comes to selling a product in such a development you face the same situation. Most clients are looking for a combination of capital growth, strong rental yield and taxation benefits and unfortunately it’s not possible to get all three in abundance in one property. Recent client success story A client was able to purchase a 4 bedroom home, 2 cars, 2 bathrooms, 2 living rooms as a house and land package, saving $8,610 in stamp duty in a new estate of 93 freehold lots with 75% owner-occupier sales. The property price was $470,000, built as a display home and leased back by the developer for 2 years at 7% pa. That is $633 per week with no management fees! Interested in learning more? Please call me to discuss similar property investment opportunities.

Julie M Cumming QPIA, Director, Hatch Property M: 0404 453 397 E: julie@hatchproperty.com.au www.hatchproperty.com.au

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QUALIFIED PROPERTY INVESTMENT ADVISER

B2B M AGA ZIN E

QPIA

by Jim Roy

Don't leave your career to chance

Not many of us have a clear vision of what we want from our career at a very young age. However, somewhere along the way, we have to realise that unless we decide on our career goals and take action to achieve them, where we end up will be a matter of luck. Begin your career planning today with this simple four-stage process. 1. Think about yourself • What do you enjoy most about your role/profession/industry? • Which are your most unique professional skills? • Which are your most transferrable professional skills? • Which aspect of your role are you best at? Where do you struggle? • List your key career achievements. 2. Explore your options • Research career opportunities with your current employer • Map the potential employers within your chosen industry • Consider what options you have for professional development • Analyse the career paths of successful people in your profession • Consider the prospect of relocating, nationally or internationally • Understand the alternative career paths available to you. 3. Establish your goals • Write clearly defined, short statements that you can work towards. For example “In 10 years time I would like to be the finance director of a large commercial organisation” • Be positive and realistic. Don’t underestimate what you can do. There is only one opportunity to be the next Barack Obama! • Be aware of external forces and be able to flex your plan accordingly. If the employment market for your chosen industry or career takes a nosedive, adjust your timescales or create some kind of workaround. 4. Take action • Arrange a time to discuss your career plans with your manager/HR • Take on additional projects that will give you essential experience • Undertake further study or training if required • Network effectively within and outside your organisation • Take advice from industry contacts • Establish a mentor • Enlist the help of specialist recruiters in your field • Maximise your social media profile • Work on your interview and presentation skills. One final piece of advice, believe in yourself! If you have a thorough understanding of who you are, know your options and have created a realistic career plan, there is absolutely no reason you will not be able to achieve your goals. You are the author of your career goals, now become the person that makes them a reality.

Jim Roy, regional director 5th Floor, 54 Marcus Clarke Street, Canberra T 02 6112 7663 | F 02 6257 6377 E canberra@hays.com.au

WEBSITES

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Convert more through better landing pages

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The goal of any online marketing or advertising is conversion. Small businesses spend hundreds and thousands of dollars on online advertisements to promote their products and services. Many of those adverts direct potential customers to the main website or a generic web page. The result is, poor lead conversion. Valuable leads are lost because of poor quality landing pages. Here are some tips on how to improve your conversion rates using better quality landing pages. Technically, a landing page is any web page that a visitor lands on after clicking through your search engine result or advertisement. Optimising those landing pages to ensure that a visitor converts into a lead is called landing page optimisation. A good landing page is generally a dedicated web page focused on promoting a certain offer or campaign, with some kind of ‘call to action’ buttons and minimum escape links. The idea is to let people know about your product or service and then encourage them to make a purchase or submit an enquiry. Landing pages are generally two types — click through pages and lead generation pages. Lead generation landing pages Lead generation pages are the most common type of landing pages designed to generate leads. They are ideal for lead generation for near future or future sales. They will help you get visitors to the top tier of the sales funnel. You could use these for subscriber registrations, free trial/ service/sample/download, product launch etc. In essence, good landing pages present a pitch to visitors in order to persuade them to make an enquiry or a purchase. Ensure there is measurable ‘call to actions’ on each landing page and use Google analytics or a similar tool to track performance. If you are looking to optimise your web pages to better your conversion rate, opt for our free 1 hour consultation to get started. Click through landing pages Click throughs are landing pages that are placed just before the key conversion action page. You could use these to break the conversion cycle in two stages. They are ideal for ‘warming up’ the visitors to encourage them to proceed to the next or final stage of the sales life cycle. You could also use them for high-ticket products or services where you don’t want to intimidate your visitors at first with a ‘buy now’ button. This way you will have a better chance of conversion, after having generated enough interest. These pages will help you get visitors to the bottom tier of the sales funnel.

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G2B

MINISTER’S MESSAGE

Building close ties with Singapore ANDREW BARR

ACT DEPUTY CHIEF MINISTER TREASURER MINISTER FOR ECONOMIC DEVELOPMENT

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anberra businesses have the confidence, expertise and products to make a mark in Singapore and right through South-East Asia. Canberra exporters are making an impact on the world stage and bringing to life the opportunities that are emerging from our vibrant innovation and knowledge intensive economy. It appears uncertainty from the contraction of the Commonwealth public service has only strengthened the resolve of Canberra businesses to make their mark, both in Australia and internationally. Exports are worth about $1.3 billion annually to the Territory’s economy – and about 96% of these exports are services – and they have been growing in excess of 10% per annum for last seven or so years. As a Government, we are committed to investing in our exceptional business community by supporting growth and diversification of our local economy. Which is why in June I led the ACT’s biggest ever delegation on a trade mission to Singapore. Team CBR consisted of 39 delegates from businesses and organisations from the Territory. Our representation was diverse; with representatives including ICT companies, communication agencies as well as national attractions and tourism industry representatives. While the full outcomes are not yet known, there has already been resounding successes for Canberra businesses as a result of the mission. With a full agenda of meetings on international flights, infrastructure development and transport delivery, I used whatever free time I had to help support the Canberra delegates in the work they were doing. All of the delegates reported success, whether it be forming new business relationships, locking away deals or even picking up on new ideas transferrable to Canberra. Perhaps the biggest success story of the mission was Canberra ICT company Intelledox signing a deal with Fuji Xerox that will see their Infiniti software sold throughout the world. Big deals like this one don’t happen overnight, as Intelledox’s executive director Michelle Melbourne will tell you. Success in South-East Asia requires a focus on building strong relationships and business B2B M AGA ZIN E

networks over a sustained period of time. Once the relationships are formed, the business and opportunities fall into place.

“Perhaps the biggest success story of the mission was Canberra ICT company Intelledox signing a deal with Fuji Xerox that will see their Infiniti software sold throughout the world.” That is why it’s critical that trade missions, like the mission to Singapore in June, do not happen in isolation. Our efforts need to be a part of a broader long term strategy to build close ties with the Singaporean government and businesses. The ACT Government is taking this approach with our own priorities, acknowledging that it will take a sustained effort to succeed in securing direct international flights to Canberra Airport. I am confident that in the long run, Canberra businesses will have success in these markets because they will have grown from quite unique ‘DNA’ – a sense of being borne global in a small market that needs to reach out to grow. There is no doubt that our exporters, like those represented by the trade delegation, have been punching above their weight. It is the growth of these businesses that will bring balance, innovation and diversity to the Canberra economy, further de-coupling our economic performance from federal funding of the Australian public service.

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Fair Work Act and Modern Awards

GREG SCHMIDT

ost Australian workers are covered by a Modern Award set down by the Australian Industrial Relations Commission (now known as the Fair DIRECTOR, WORKPLACE RELATIONS Work Commission or FWC). Modern Awards are ACT & REGION CHAMBER OF generally specific to a particular industry – such as Retail Sales, or Construction, or Restaurants – and COMMERCE & INDUSTRY set out the minimum wages and conditions of employment that apply by default to workers within that industry. Because each Modern Award is generally intended to apply to workers in a specific industry, they can vary greatly from each other. The Professional Employees Award 2010, for example, takes a “light touch” approach to conditions of employment, and provides good flexibility in the form of benefits for workers. However other Modern Awards are far more restrictive and place more obligations on employers. For example, in its 137 pages the Building and Construction General On-site Award 2010 lays down extensive rules regarding hours of work, overtime arrangements, penalty payments, shiftwork, meal breaks and rest breaks, and much more. Well over 100 different allowance rates may be paid under the Award in defined circumstances, and most workers will be entitled to be paid multiple allowances for each day’s work. Fortunately, there are alternatives to having to comply with myriad Award terms contained in multiple Modern Awards. Firstly, an Enterprise Agreement is an Agreement made between the employer and the workers of Corporate Sponsors an enterprise. Enterprise Agreements are normally ActewAGL made to cover all workers of an enterprise but can TransACT also be expressed to cover only defined groups of The Canberra Times workers. An Enterprise Agreement is a great way to The Good Guys Tuggeranong simplify pay arrangements, and to set rules about Synapse how and when work is performed that actually suit your business. Businesses can also use an Enterprise Chamber Networks Agreement to drive a desired cultural change where, Women in Business for example, employee remuneration might be Young Business Network linked to the achievement of performance targets by Business after Business the individual, the team, or the organisation. Foundation Member There’s a downside, of course, and an Enterprise Australian Chamber of Agreement won’t be approved by the Fair Work Commerce & Industry

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Commission if it doesn’t pass the “Better Off Overall Test” – so wage costs for individual employees are unlikely to decrease. The key is to design an Agreement so that each employee is Better Off Overall in a way that also leaves the employer Better Off Overall. You will also want an Agreement that makes things simpler and easier for your managers and whoever calculates your payroll. Most organisations find that implementing an Agreement provides substantial gains that outweigh the costs. The other type of Agreement worth considering is an Individual Flexibility Agreement (IFA) made directly between an employer and an individual worker. An IFA can be made by a worker covered either by a Modern Award or an Enterprise Agreement, and is capable of modifying the application of specific terms of the Award or Agreement for that worker. An employer and an employee might, for example use an IFA to implement a simple pay structure based on average working patterns, where shift penalties, overtime payments and allowances can all be rolled into one payment. The worker benefits by having a predictable regular income, while the employer benefits by not having to constantly recalculate payments for the employee. While Enterprise Agreements and Individual Flexibility Agreements can provide great benefits for both employers and their workers, the process for getting a valid agreement in place has certain complexities, and that’s where support from a team experienced in the requirements can be invaluable. The ACT & Region Chamber of Commerce & Industry has many years’ experience in supporting businesses in our region, and we’ve helped many businesses put successful agreements in place. For more information on your options as an employer Contact the Chamber today Tel: 02 6283 5200 or visit www.actchamber.com.au.

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Celebrating Canberra’s exporting success

he 2014 ACT Chief Minister’s Export Awards celebrate the excellence of our exporting industry. We are a city of innovators and entrepreneurs and the fact that our exporting industry has grown by 10.7% over the last five years is testament to that. The ACT Government’s recent trade mission to Singapore was an important stage of the Canberra’s business growth. Three of the 2013 ACT Chief Minister’s Export Award winners – QuintessenceLabs, University of Canberra and Wildbear Entertainment (formerly Bearcage) were part of the recent ACT trade mission to Singapore. The trade mission program is critically important for the Government and the ACT exporting industry to show that the ACT is open for business. The 2014 ACT Chief Minister’s Export Awards will be held at the Hyatt Hotel Canberra on Tuesday 14 October 2014 and once again there will be the opportunity to recognise and celebrate ACT companies that are globally successful. The nominations period for the 2014 ACT Chief Minister’s Export Awards commenced with the exciting news that Datapod, winner of the 2012 Small to Medium Manufacturing export award, had secured a $2 million contract with the Washington Suburban Sanitary Commission (WSSC), the seventh largest utility in the USA. Only a month later Inland Trading Company continued the positive exporting news with a contract to supply wines to Singapore Airlines’ first class and suites. Inland Trading Company’s exporting story began in 1996 when they exported 6 cases of wine to Singapore. 18 years later they export to 52 countries, supply wine to some of the world’s grandest hotels and are a regular finalist at the ACT Export Awards. A range of local businesses celebrated success at the 2013 ACT Export Awards, and these included: • Agribusiness Award: Inland Trading Co (Aust) Pty Ltd • Business Services Award: Northrop Consulting Engineers • Creative Industries Award: Bearcage Pty Ltd • Education and Training Award: University of Canberra

• Environmental Solutions: XP Solutions • Health and Biotechnology Award: Aspen Medical • Information and Communication Technology Award: Seeing Machines • Infrastructure and Construction Award: Windlab • Small Business Award: eVALUA Pty Ltd • Emerging: QuintessenceLabs • ACT Exporting Government Solutions: Royal Australian Mint • Exporting to Asia: IE Asia Pacific

LARRY FISHER

EXPORT DEVELOPMENT MANAGER CANBERRA BUSINESS COUNCIL LTD

The 2014 ACT Chief Minister’s Export Awards will feature 12 National Award categories and 3 ACT Award categories. These categories include: National Categories: • Agribusiness Award • Business Services Award • Creative Industries Award • Education And Training Award • Environmental Solutions Award • Health And Biotechnology Award • Information And Communication Technology Award • Manufacturing Award • Minerals, Energy And Related Services Award • Online Retail Award • Regional Exporter Award • Small Business Award Australian Exporter of The Year Award ACT Only Categories: • Exporting Government Solutions • Exporting to Asia • Emerging Exporter Category.

Enter your export business in the awards I encourage all local ACT exporting businesses to enter the awards. Previous winners and a range of case studies covering their achievements can be found at the ACT Chief Minister’s Awards website, along with directions on how to nominate for the awards. Nominations close on Friday 22 August 2014 http://www.australianexportawards.com.au

For more information on the ACT Exporters’ Network visit actexportersnetwork.com.au or call 02 6247 4199 The ACT Exporters’ Network is proudly sponsored by the ACT Government, Canberra Business Council, the Centre for Customs & Excise Studies and AusIndustry.

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