B2B Magazine Issue 125 April 2017 by B2B magazine

125 APRIL 2017

B2BMAGAZINE.COM.AU

CELEBRATING 125 ISSUES

Ransomware and small business? (p.23)

RSM Australia: Supporting women with SASS (p.10)

The Boat House:

The adventure continues (p.12)

COVER STORY(p.15)

The rise and rise of

Rork Projects

CONTENTS

ISSN 1833-8232

COVER STORY

The rise and rise of Rork Projects

PUBLISHER'S NOTE 3 Time to stop the charade by Tim Benson SMART BUSINESS TIPS 3 Tinder for Business? by Smart Business Guardian UPFRONT 4 Travel planning checklist by DDCS Lawyers 4 PCA People - your preferred recruitment partner by PCA People 5 Insolvent Trading: what it is and how to avoid it by RSM 6 Strata living and managementwhere we are and where are we going? by Strata Community Australia (ACT) 6 Hays Canberra raises $25,000 for Make-A-Wish Australia by HAYS - Recruiting experts worldwide FEATURE 8 Why the hell would you choose a career in recruitment? by HorizonOne 10 RSM Australia supporting women with SASS by RSM 12 The adventure continues at The Boat House by The Boathouse OPINION 19 Local bands, artists and entertainers not getting a ‘fair go’ at Canberra’s Enlighten by Tim Benson ADVICE 21 BOOKKEEPING Useful tips for shop owners to mitigate the risk of sales fraud by Tailored Accounts 22 BUSINESS LAW Consumer law & order: manufacturers victims unit by Bradly Allen Love Lawyers 22 CASH FLOW SOLUTIONS 7 Tips for improving your cash flow by Fifo Capital 2

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CYBER SECURITY Ransomware and small business by Cordelta 23 INSOLVENCY Liquidators, funders and creditors to benefit from ILRA reforms by Vincents 24 INTELLECTUAL PROPERTY Data breach disclosure now mandatory by Moulis Legal 24 REAL ESTATE Listing an investment property: essential tips every landlord should know by Maloney’s property 25 RECRUITMENT Challenging work and career development will keep your best employees by HAYS - Recruiting experts worldwide 25 STRATA MANAGEMENT Buying off the plan by Vantage Strata 26 THINK RESULTS Self - Mastery & Mindfulness by Dipac & Associates 26 WEBSITES Google vs Facebook advertising by Synapse Worldwide A2B: ASSOCIATIONS TO BUSINESS 28 ACT economy taking off G2B: GOVERNMENT TO BUSINESS 30 Continuing to make doing business easier in the ACT BUSINESS NETWORKING 32 B2B @ Hays charity golf day for Make-A-Wish foundation 33 B2B @ Convergence 34 B2B @ Telstra Business Women’s Awards program Launch Event

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EDITOR / PUBLISHER Tim Benson editorial@b2bmagazine.com.au 0402 900 402 02 6112 8175 PUBLISHED BY Man Bites Dog Public Relations ABN 30 932 483 322 PO Box 4106 Ainslie ACT 2602 b2bmagazine.com.au ADVERTISING B2B Magazine advertising@b2bmagazine.com.au 0402 900 402 02 6112 8175 EDITORIAL ASSISTANT Termeh Garmestani termeh@b2bmagazine.com.au 02 6112 8176 DESIGN

Kasra Yousefi kasra.com.au 02 61128195

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.

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PUBLISHER'S NOTE

Time to stop the charade

tealing the famous quote of Mark Twain, ‘the report of my death has been grossly exaggerated’, the same can be said about printed magazines. For about five years now a couple of so called ‘marketing’ experts have been running around Canberra telling businesses that ‘print is dead’ and ‘a waste of your marketing dollars’. First, these ‘experts’ have been charading as ‘marketing’ experts, when they are nothing of the sort. They know nothing about TV, radio or print, networking or native media. The might know something about ‘social media’, but ‘marketing’ experts they are not. Many local businesses have been conned into blowing their marketing budgets on web based campaigns. They have been bamboozled with reports that show the ‘success’ of their campaigns. Things such as ‘you received a zillion impressions’ or ‘your campaign attracted a quadrillion page views’. But guess what? Who cares? You still didn’t make any sales, and it cost you a lot of time and money. For some time, I have said that a real ‘marketing’ expert would understand how print, online, TV, radio, networking and native media can work together in a comprehensive marketing plan to assist businesses to grow and meet their goals. So, next time you are approached by a marketing ‘expert’ that only advocates ‘social media’ marketing: tell them to ‘bugger off’. STATISTICAL PROOF The MPA (the Association of Magazine Media) has found that: 1. Print significantly boosts the effectiveness of cross-platform campaigns. a. PRINT + ONLINE = +10% b. PRINT +TV = +17% 2. Print generates highest lift in brand favourability and purchase intent: Brand favourability and purchace intent:

i. Print = 11% ii. TV = 8% iii. Online = 4% The MPA also found over 100 independent, academic research studies indicate paper-based reading results in: • More focused attention and slower reading speeds • Greater impact on readers by engaging sense of touch and motor skills • Increased stimulation of brain areas associated with emotion and desire; and • Higher comprehension and recall results. Tim Benson, Publisher Send all comments to: editorial@b2bmagazine.com.au

Tinder for Business?

Kristin Miller General Manager Smart Business Guardian

pparently, everyone is doing it. Tinder is the way all new relationships are starting. Right? Well, it seems this new form of connecting with people is taking over the business space. While we have referred to it as networking in the past, this could be more fun. Managing our business profile via social media, whether we use Tinder, Facebook, Instagram etc., is vitally important. Here are some tips on working with social media for your business: • Create a Plan. Before you even start you must have a strategy. Make sure you know who you are targeting and what message you want to get out there. • Select Social Media Platforms. Unless you have the resources, you won’t be able to use them all. Select a couple that best suit your business and style and manage these well. • Who is responsible. Assign a social media champion within your organisation. Or consider outsourcing to an expert. Make sure you still create guidelines about what is OK to post etc. • Be Relevant and Active. Ensure your posts add some value and interest to people you want to engage with. Make content fresh, current and regular. • Engage. Talk to people, start conversations, encourage feedback. This is the way to develop relationships. Good luck with your social media endeavours. We would love to hear any feedback, both in person or even online!

(02) 6162 1928 49 Phillip Avenue, Room C205, Watson, ACT 2602 smartbusinessguardian.com

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That which is measured, improves Not sure what sustainability means for you? Or do you have a specific sustainability question? We provide business, community groups and government with the necessary information.

facts-based sustainability management planning and reporting • strategy and policy • sustainable procurement options • meeting customers' procurement criteria • ecological and social footprint ecodesign • life cycle costing • carbon footprint and carbon neutral products

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UPFRONT

pcoming travel is a common reason that prompts people into making a Will. If you are currently counting down for a holiday, here are a few things to think about – 1. Do you have a Will? Having a valid Will ensures that your assets will go to your chosen beneficiaries after your death. If you die without a Will, your assets will be divided according to a set legal formula. 2. Is your Will up to date? If you have made a Will in the past, it’s a good idea to dig out a copy and read through the Will to make sure it’s still up to date. Some issues to keep an eye out for include: • Are the named executors and guardians still suitable for that role? • Are there any beneficiaries who you would like to add or remove from you existing Will? • Does the Will give away assets that you no longer own? • Have you set up any entities such as companies or trusts or a self-managed superannuation fund since you last made your Will? • Has your relationship status changed? If you have married or entered a civil union since you last made your Will, you may have inadvertently revoked your earlier Will. • Is your Binding Death Benefit Nominations current and appropriate? 3. Does your executor know where your Will is? It’s important that your executor knows where to locate your Will in

the event of your death. It’s wise to ask your chosen executors if they are willing to act in that role and to tell them where the original Will is kept. You may also want to create a list of other important information that the executor should know in the event of your death. 4. What about Enduring Power of Attorney? A Will comes into effect after your death while an Enduring Power of Attorney operates during your lifetime. An Enduring Power of Attorney gives authority to your named attorney(s) to make decisions for you. An Enduring Power of Attorney may give authority for someone to manage your finances while you are overseas. Alternatively, the Enduring Power of Attorney could specify that it only takes effect if you lose the ability to make decisions for yourself. In any event, having an Enduring Power of Attorney in place is a good idea in case you suffer a serious illness or accident while you are travelling. Rebecca Tetlow is a Partner in our Wills and Estates Team 18 Kendall Lane, New Acton, Canberra phone (02) 6212 7600 mail@ddcslawyers.com.au www.ddcslawyers.com.au

PCA People - your preferred recruitment partner By Sandy Gibbs

CA People was established in 1983 and since then we have achieved an enviable reputation. We are Canberra’s longest serving recruitment agency, committed to providing our clients with a personalised service. We are a values driven business, who work with you to meet your recruitment needs. In 2013 DFP Recruitment purchased PCA People, providing us advanced resources, further coverage, and the benefit of national reach for candidates and clients alike. We employ experienced and mature Recruitment Consultants with industry specific knowledge and experience. Our Consultants are not commission-based and instead, are driven by what we love doing; helping you find that perfect fit. We meet and vet all of our candidates, employing behavioural interviewing and psychometric profiling. We ensure our candidates can exceed your needs, but we don’t just stop there. We continue to develop and grow the relationship with our clients and candidates; truly partnering and treating it like it’s our own. In short – we’re passionate. Our Consultants are qualified and members of, the peak governing body for the employment industry, Recruitment and Consulting Services Association (RCSA). As such we have a close alliance and strong dedication to exemplifying ethical practices and adherence to industry standards. Our Consultants are committed to maintaining the highest professional standards and service delivery, continually 4

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up-to-date with the latest news and information. Consultants are also certified as Disability Confident Recruiters, with DFP being Australia’s first national recruitment company holding this qualification. For us, people are not just a number and we don’t tick and flick. When you receive a resume from us, we have discussed the role in length with the candidate and their capabilities against it, obtained their exclusive permission to be put forward for the role, interviewed and with the required qualifications, documentation and experience validated. For on-hire temporary contractors we ensure they meet all internal and external WHS requirements, site inspections are completed for every placement and additional desk assessments are managed to ensure contractors are supported 100%. We care! In addition to assisting you with your current recruitment needs, we also recognise the need for our clients to understand the dynamics of the employment markets in which they operate. PCA People produce a monthly Talent Bank, highlighting available top talent, recently registered. We also share our national publications that cover a range of topics including industry and market insights via our DFP Project Index and Forums. If you would like to receive further information on these items or to discuss how PCA People can partner with you, then please contact us today on (02) 6257 1010 or pca@pcapeople.com. Sandy Gibbs Branch Manager PCA peoplea division of DFP Recruitment T: (02) 6257 1010 www.pcapeople.com.au

Photo: Christopher Ireland

Travel planning checklist By Rebecca Tetlow

UPFRONT

Insolvent Trading: what it is and how to avoid it

o remain viable, any company needs to ensure that it is able to meet its debts when they are due, and to allow enough working capital for future financial obligations. Definitions: Insolvency, Insolvent trading and Liquidation Insolvency occurs when a company is unable to pay its debts when and as they fall due for payment. Once a company becomes insolvent, it is an offence for the directors of that company to continue trading. Where it does happen, it is referred to as insolvent trading. Liquidation refers to the winding up of the insolvent company’s affairs – which involves realising the company’s assets and distributing the proceeds to creditors and shareholders. In the event of liquidation, an independent liquidator is appointed to investigate, among other things, whether the company has been involved in insolvent trading. If insolvent trading is found to have occurred, the liquidator can make a claim against the company directors for compensation equal to the value of unpaid debts, from the date of insolvency.

by Adam Cormack

Insolvent trading claims There are certain facts that need to be established before making a claim. This includes that: • at the time the debts were incurred, the company was insolvent, or became insolvent as a result of incurring the debt • at the time of liquidation, the debts remain unpaid The claim needs to be made against a person who was a director at the time the debts were incurred, and there needs to be reasonable grounds to suspect that the director knew, or ought to have known, that the company was insolvent at the time. Defences available to a director If a claim is made, there are certain defences that a director may be able to make, such as: • The director had reasonable grounds to believe the company was solvent. The director did not take part in the management of the company at the time the debts were incurred for a good reason The director took all reasonable steps to prevent the debt from being incurred. Tips for avoiding insolvent trading The risk of insolvency highlights the

importance of vigilance when it comes to company finances. If, however, the company is experiencing financial problems, continual monitoring of its financial position can alert directors to indicators of insolvency. Some of the indicators are: • continuing losses • deficiencies in working capital and net assets • decreasing current and quick ratios • overdue tax bills • paying creditors outside of agreed trading terms At RSM we can provide assistance in avoiding insolvency, and can undertake the voluntary administration process if required.

Contact Adam Cormack of RSM Australia on 02 6217 0397 or adam.cormack@rsm.com.au for more information or to discuss your business’s needs.

Sentinel Apartments Proudly Managed by Vantage Strata

Our experience is your advantage.

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Strata Management / Facilities Management / Building Management Located in the heart of Belconnen the Sentinel apartments feature stylish contemporary living enveloped by the endless amenities that the town centre has to offer. The 240 elevated residential units boast luxury finishes and the buildings generous recreational areas provide the perfect retreat whether entertaining friends or relaxing after a hard day’s work. An additional eight commercial units at the ground level add to the amenity of the building with a range of service offerings including retail and food businesses. Telephone: 1800 VSTRATA (1800 878 728) Email: info@vantagestrata.com.au Office: “The Griffin”, Cnr. Giles & Jardine Street, Kingston ACT Postal address: P.O Box 4259, Kingston ACT 2604

UPFRONT

Strata living and managementwhere we are and where are we going? By Jan Browne

trata living is the fastest growing type of residential ownership in Australia. Latest statistics indicate that current percentage of medium to high density living in Australia is almost 40%. Expected growth over the next decade for metropolitan areas will see over half new constructions to be strata titled. To date in NSW there has been in excess

Each State and Territory throughout Australia has its own strata legislation. In NSW Strata Plans are bound by the Strata Schemes Management Act 1996 plus other relevant Acts. In ACT, it is the Unit Title Management Act 2011 and the Unit Titles Act 2001. Another area of legislation in NSW is called the Community Land Management Act 1989 that covers rural residential and

Latest statistics indicate that current percentage of medium to high density living in Australia is almost 40%. Expected growth over the next decade for metropolitan areas will see over half new constructions to be strata titled. of 93,000 schemes registered with each number representing a separate entity. There are in excess of 1.7 million people in NSW residing in strata lots. In the ACT we are up almost up to 4,300 schemes making up in excess of 40,000 units. There are many reasons for this growing trend but land availability, affordability and lifestyle convenience are obviously major influences.

mixed developments or Neighbourhood Associations typically utilised for smaller town house developments. In ACT there is also Community Titles Act 2001. Over the years we have seen the complexities of strata buildings increase. Aside from changes to the actual buildings with features such as lifts, gyms, security access, etc there has also been more sophisticated use of legal framework such as Unit Plans within

a Community Title. Looking forward the industry expects to see significant increases in utilising strata complexes for the over 55s, stackable carparks, communal cars and urban infill. Whilst this will create many opportunities it will also need professionals involved to minimise the potential problems with issues such as illegal parking, pets, smoking and insufficient funding of aging buildings and infrastructure. This is certainly an exciting time to be involved in this ever increasing and changing industry.

Jan Browne Strata Community Australia (ACT) www.stratacommunity.org.au

Hays Canberra raises $25,000 for Make-A-Wish Australia

he Annual Charity Golf Day, recently held in March, is Hays Canberra’s biggest client event of the year. In 2017, it was held at Federal Golf Club, and is a great way for Hays to thank their clients and to raise money for charity. “All money raised was in aid of our national charity partner, Make-A-Wish Australia. The event was organised and fundraising spearheaded by Matthew Kelly and Mark Robson with some $6,000+ raised on the day, 6

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smashing our annual fundraising target of $5,000,” Hays Regional Director, Jim Roy said. This amount is then matched by the Hays business. When coupled with Hays Canberra’s ongoing fundraising, amounts to, more than $25,000 in the past 12 months. From the ‘nearest the putting pin’, to the beautiful Canberra sunshine, the day itself was great success with all players having a good hit and plenty of on course refreshment. Several local businesses and sporting teams contributed prizes for the silent auction and this formed a key part of our fundraising strategy (along with some ambitious golfing targets on the course). “Thank you to all that came and donated on the day and to all the staff that helped organise and supported on the holes during play,” Jim said.

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Donations for the auction came from far and wide and Hays are particularly grateful to the ACT Brumbies, Canberra Raiders and GWS Giants for their signed jerseys that sold for $2,000 between them. “A big thank you also must go to Cam Sullings, at Federal Golf Club, who provided a great venue for this event for the past three years. Cam himself worked tirelessly on the day and really made sure that our event was a great success. “At Hays, we are proud of the work we do in partnering such a worthy cause as Make-AWish Australia,” Jim concluded.

Jim Roy, Regional Director of Hays in Canberra A Level 11, 60 Marcus Clarke Street, Canberra D 02 6112 7663 | E jim.roy@hays.com.au

F E AT U R E passionate and committed to excellence in their roles. You seek strong financial independence or to build personal wealth?

Strong recruiters are paid well, it is that simple. And the harder you work, the more you are paid. Whilst the work can be strenuous and very challenging, there are very few careers that give you as much control over what you earn as recruitment. It is not unusual to see a high performing recruiter in their late 20’s or early 30’s punching above their weight with their own home and multiple investment properties. You love variety in your word day

Why the hell would you choose a career in recruitment? By Simon Cox

his is a question I have been asked too many times to count. So how did I end up in recruitment? How does anyone? My answer to this is like many others in the profession…I stumbled into it and put simply….it just fits. A more constructive question however would be, what have I gained from the experience, and why would I recommend this career path to others? So in answer to your burning question, here are some great reasons why you might consider a career in recruitment: You need a job where you achieve outcomes...everyday

Do you get frustrated by bureaucracy, red tape or inefficient processes? Recruitment is a rapidly evolving industry where new technologies and new approaches to communication emerge constantly. It is a competitive industry where working smarter each year is a must, and top performing companies embrace innovation. Therefore a healthy recruitment business loves new ideas and is constantly looking for the team to help drive more efficient ways of working and will empower their staff to improve how you work. Do you get a real buzz from your achievements? When you secure the ideal professional to fill a critical role in an organisation, there 8

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is a tremendous sense of satisfaction. Most long term recruiters still list this as critical motivator for all their hard work, and these somewhat ‘addictive outcomes’ seem to never wear old. You are fascinated by human and organisational behaviour

Looking to rapidly build your perception and emotional intelligence capabilities? Very early in your recruitment career you will have the opportunity to interact with exciting, high achieving people and work across a huge range of different organisations. As you work your way from recruiting for HR Officers to Hiring Managers and then to Senior Executives, you experience unparalleled access to masses of information about how successful organisations are run, and how top people achieve their goals. An insightful and adaptable recruiter will never stop learning, and intrinsically understands what makes talent rise to the top.

The life of a recruiter is a busy and varied one. At any one time you will be working multiple assignments across multiple industries with a wide range of stakeholders and daily deadlines. The great thing however is that as you work through the ranks towards your own ‘business within the business’, you not only gain more control over this dynamic, you also achieve a lot of freedom over the ‘what and when’ of your daily workload. You want to build consulting capabilities, sell knowledge not a product. Whilst there is a strong sales element to a career in recruitment, the further down your career path you go, the more you built consultative relationships and you will no longer need to chase work. Whilst placing people in jobs could be seen as a product, what we are really selling are our consulting skills, our knowledge and our networks. Global and National career opportunities

Ask any Recruitment Manager or business owner what is the biggest challenge in their role, and they will tell you it is accessing high quality Recruitment Consultants. This means that once you have established a strong track record of performance, the world is your oyster. If you don’t believe me, jump on SEEK or Monster and look at recruitment jobs in any major city worldwide.

You want a role that makes an impact on people’s lives

Along with getting married or buying a house, landing a great job is one of those major moments that has a massive impact on your life. Whilst we can’t find everyone their ideal job, we can certainly help counsel and guide them toward the right path and achieve their goals. It is this opportunity to make a real impact that helps great recruiters to stay

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Sourcing talent is a science, not a sales game

Please contact Simon Cox at HorizonOne Recruitment on 02 6108 4878 or simon@horizonone.com.au Level 1, 27 Torrens Street, Braddon www.horizonone.com.au

F E AT U R E

RSM Australia supporting women with SASS

ix months ago, RSM Australia launched an initiative here in Canberra called ‘Women with SASS’ (Strength, Ambition, Sophistication and Smarts). SASS has been developed from the grassroots level and is aimed at empowering women to move forward with confidence, whether it be in business or government and compliments RSM Australia’s vision: To create an inclusive workforce culture where everyone can achieve success which results in benefits for our staff, our clients and the firm. “Probably the most universal challenge that women face in their professional life, is confidence – confidence in themselves, their own abilities and competencies. We want our clients, staff and members of Women with SASS to embrace their ambition and success and help others along the way,” Sally Colquhoun, Senior Manager, RSM Australia said. RSM believes that Kat Barker, a Canberra based CrossFit athlete, is certainly a woman with SASS. Kat has been a successful triathlete at the professional level, winning world titles, has a degree in Exercise Physiology and is currently training to qualify for the CrossFit Games. “Kat is the perfect example of a woman who has ambition to be the best person she can be both professionally and personally. The CrossFit Games are an international competition that goes by the motto of only being for the fittest on earth. Kat’s commitment and drive to qualify to represent Australia has certainly inspired us as she role models excellence for other Women with SASS!” Here is Kat’s story, get ready to be inspired!

In her own words: Katherine (Kat) Baker I moved around a lot in my childhood. My Dad was an Army Officer in the Special Forces, my Mum a Theatre Nurse. I swam competitively as a kid but didn't really get anywhere with sport until I finished school at 17 and joined the Army. In 2005 I signed up to the triathlon club at the Australian Defence Force Academy in Canberra. I qualified for my first World Championship by winning my first triathlon in May that year. 10

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I got a coach and within months of starting I won my first Junior World Championships in Hawaii October 2005. I backed it up in Switzerland in October 2006, and then made the decision to leave a potential career in the Army and became a professional Triathlete. I raced triathlon all the way up until 2013, switching distances along the way from Olympic distance to more half and full Ironman, which I found I was much more suited to. I raced well, winning enough money to allow me to live in the USA for their season and back in Australia for ours. Chasing the endless summer was awesome. I started to experience cramping like sensations in my legs during every race, lasting up to two weeks post-race. I looked at my nutrition, stretching, tried Pilates, got endless blood tests, scans and even surgery on my hips and a muscle biopsy, to try to find answers, but nobody seemed to know how to fix them or what was causing them. I became quite depressed. The races I finished I performed quite well, but I was only finishing about a quarter them. I decided to hang up the joggers and finish my degree in Exercise Physiology as it was approaching the 10-year expiry mark. I also saw a new physiotherapist who managed to finally diagnose my condition. My cramping was being caused by a slipped disc in my back. It was a simple diagnosis and a simple fix. Doing the exercises and stretches she provided I have never had the same sensation again. But, I had lost the bug for triathlon and started in a new sport, CrossFit. It started as a filler for my fitness craving while I finished my degree, but my attitude changed when I discovered just how much I needed to work on to become the ultimate athlete. I wanted to be the fittest. I improved quickly, winning my second individual competition against some big names in the sport. I decided I wanted to compete in this sport. I made regionals as part of team CrossFit 2600 in 2015 and that was awesome. I made my first individual regionals in 2016 and placed

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13th, but I needed top five to go to the CrossFit Games. I eventually finished my degree and I work casually in rehabilitation, hydrotherapy, data entry and coaching at 2600. Work, to me, enables me to do everything I can, to be the best athlete that I can be. My goal is to see just how good I can be before my body says, ‘no more!’ I train six days a week and have an active recovery day on Sundays. I do up to three sessions per day. Occasionally those sessions merge into one long session. I follow a program that includes extra stability and mobility to keep my body healthy. My program is written specifically for me by Josh Birch, out of 2600 and I essentially have three CrossFit coaches (Josh, Kai and Pip). I also lift with Strive Weightlifting, run by Kylie Lindbeck, three times per week. I also get two massages a week and a physiotherapy session. I follow a very clean diet, I don't measure my portions but nothing comes out of a package apart from rolled oats and milk. I sleep well getting usually 8-9 hours a night along with a 30minute nap if I get a chance during the day. My life revolves around my training and preparation to qualify for the CrossFit Games. I can only work towards achieving this target with the support of great organisations like RSM Australia and their wonderful Women with SASS initiative.

RSM Australia are holding their next Women with SASS event in May. This will be a workshop style luncheon and a discussion on the topic of Leading with Influence.

For more information, please contact Sally Colquhoun on sally.colquhoun@rsm.com.au or 02 6217 0323

"Work, to me, enables me to do everything I can, to be the best athlete that I can be." Katherine (Kat) Baker

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The adventure continues at The Boat House Canberra's only absolute waterfront restaurant and event location

hen The Boat House opened its doors in April 1993, it was, and still is, one of the only absolute waterfront properties in Canberra. Here people could dine with uninterrupted views across the water, enjoying some of the city’s most picturesque sunsets and the juxtaposition of city lights on the water whilst surrounded by the peaceful ambience of a private house and gardens. The Boat House quickly became known as one of Canberra’s premium dining and event locations, and has operated as a family business now for over twenty years. During 12

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this time, the Souter family has always itself, to keep pace with the fresh, stylish endeavoured to keep The Boat House cutting menu. “We wanted to refresh the building edge in terms of its delivery of spectacular without losing what makes it so special. It had menus which challenge diners to explore to keep that intimate feel”, he says. new flavour combinations, textures and James knew he had to maintain some culinary innovations. This has always been key features – the hand-built stone wall in balanced with a respect and passion for old the foyer, the open fire, and the floor to school service: attentive, respectful, the kind ceiling windows that bring the lake and the of service where your needs are anticipated gardens almost inside. Partnering with Aaron and met without you having to interrupt Capezio of Capezio & Co, and Capcorp James your conversation. worked to design a space As the restaurant “We wanted to refresh that would combine these continues to strive for elements The Boat House is the building without excellence through this famous for with a stylish and evolving menu, current losing what makes it so sophisticated new look. owner James Souter The outcome is really special. It had to keep something recognised the need for special. The a change in the building that intimate feel” darker palette and natural

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timbers create a warm but edgy feel, set off with some statement pieces including the towering COR-TEN (rusted steel) front door, and cladded open fireplace. A new wraparound deck really makes the most of The Boat House’s unique setting in its own leafy gardens, allowing guests to wander out onto the deck and directly down to the lawn and water’s edge. The Boat House’s look is now perfectly in pace with its menu, which embraces food as an adventure. Executive Chef John Leverink plays with new and classic styles, letting the quality of the ingredients shine. This kitchen team is young, passionate and just a little perfectionistic, which is great news for anyone who enjoys delicious, stunningly presented meals. Despite having an award-winning restaurant, The Boat House is also well known in Canberra for conferences and private dining. The full passion and expertise of the kitchen team goes into The Boat House’s conference and private events menus – allowing guests to branch away from the chicken and beef swap if they want to. When combined with its spectacular setting, privacy and water views it’s obvious why business and government clients love to invite their guests here.

If you haven’t been to dinner at The Boat House in a while, or are looking for somewhere truly memorable for an event or corporate function look no further. This place has it all. Another important change to the venue has happened ‘under the hood’ with the installation of state of the art audio visual systems in each room, which when not in use disappear into the background leaving uninterrupted views of the lake. If you haven’t been to dinner at The Boat House in a while, or are looking for somewhere truly memorable for an event or corporate function look no further. This place has it all.

The Boat House is open for dinner MondaySaturday and for private events seven days. (02) 6273 5500 info@theboathouse.restaurant www.theboathouse.restaurant Menindee Drive, Barton ACT 2600 B2B M AGA Z I N E.CO M . AU

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kasra.com.au -16-2

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COVER STORY

The rise and rise of Rork Projects In Rugby Union, success is built on technical skill, dogged determination, and momentum gained as a result of well-disciplined systems and phase play situations.

or Brian O’Rourke, a 40 plus year rugby tragic and player, it was those same characteristics which empowered him to build a small two-person business in Canberra into a multi-award winning national enterprise. Established some 20 years ago in the spare bedroom of a rented high rise apartment in Kingston, Rork Projects is now one of Australia’s prominent fitout and refurbishment companies offering comprehensive and tailored solutions to both corporate and government sectors. From such humble beginnings, Rork Projects now proudly boasts over 40 staff working across offices in Canberra, Sydney, Melbourne and Brisbane - who run up to 25 projects at any one time across the nation. "One of the most thrilling recent developments for Brian O’Rourke and Rork Projects is having the opportunity to partner with a former school friend John Paul Janke. In mid 2016, after almost a decade of discussing ideas on establishing a joint venture to provide greater opportunities for Indigenous Australians, we've now collaborated to help support the continued growth of the Indigenous business sector." “It’s been an exciting 20 years of growth,” Brian remarks. As the Managing Director of Rork Projects, Brian pinpoints the company’s success to strong values, exceptional service and the support by an extremely professional and talented team with clear systems. “I sometimes have to pinch myself to see what the company has developed into,” he says.

For Brian, one such moment was during a recent site visit on a project in Melbourne where Rork Projects are refurbishing 17 floors of an A-Grade building and adding an end of trip facility – (designated places that support cyclists, joggers and walkers in using alternative ways to travel to work). “I saw over 100 people on-site who are all wearing the correct personal protective equipment (PPE) and all have been inducted and Safe Work Method Statement (SWMS) checked.” “I thought to myself ‘not bad for a company built by myself and wife Angela’,” he concluded. Brian’s love and connection to our nation’s capital was cemented through his parent’s move to Canberra from Sydney in the late 60’s and his studies at Marist College Pearce from 1977 until the mid-80s. “Like many Canberra families my father worked in the Commonwealth Public Service – a career that would span three decades - and together with my Mum raised and educated six children.” “Growing up in Canberra was and still is - great!” “In fact, one of the founding principles of my company originates from my childhood growing up in Canberra.” The O’Rourke’s strong family environment championed a spirited belief to achieve anything regardless of circumstance, or barriers and gender. “I was very lucky to grow up with five strong independent sisters - all of whom enjoy fantastic careers, business and families there was never any talk about limitations,” Brian noted. “I remember the deep disappointment my father experienced when he was overlooked for a senior role by colleagues he had started with many years before and whom he had assisted on a number of occasions.” “It was not long after this he fell ill and passed away.” “I had just finished school at Marist and my Mother was left to raise my two younger sisters with a much lower fortnightly pay and I remember thinking I would never put myself in a position where someone else would decide my fate.” B2B M AGA Z I N E.CO M . AU

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COVER STORY

“I was very lucky to grow up with five strong independent sisters - all of whom enjoy fantastic careers, business and families - there was never any talk about limitations”

Brian O’Rourke Managing Director

The growth Since leaving school and establishing his own business, Brian has witnessed firsthand Canberra’s dynamic innovation and growth in the business sector. “I have often marvelled at what some entrepreneurs from Canberra have achieved in the business world and generally by themselves with very little support.” “It’s a shame our business enterprises are not so often celebrated like the achievements of Canberra Raiders or The Brumbies.” “Rork Projects has been very lucky to work with a few of these amazing locally grown companies.” “We’ve worked with the Academy of

Interactive Entertainment – a Canberra company founded by John De Margareiti and his wife Vicky who are now educating hundreds of people around the country in the art of Game Design 3D Animation and Game programming.” 16

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“From Canberra they now operate campuses nationally and have two campuses in the US.” “Rork Projects has been fortunate to work with AIE in Melbourne and Adelaide and we’re currently working on their latest exciting project in Ultimo, Sydney.” “We’ve worked with eWAY - the online payment gateway founded by Matt Bullock in the 1990s and recently sold to American payment technology services giant Global Payments for $US50 million.” “The eWAY fit out is a fantastic example of a modern office and a great place to work.” Civium is another company headed up by Doug O’Mara that has seen fantastic growth with their move into Sydney. Rork Projects has built several offices for this fast moving property company. “All of these companies have been an inspiration to Rork Projects as we have grown.”

Celebrated success Rork Projects excellence in quality and service has been recognised with a number of outstanding industry awards.

Our first award, was the 2006 MBA Award for Fitout under $1M for the Mocca Espresso Lounge in Scarborough House. In 2013, Rork Projects was awarded the ACT MBA Award for Conservative/Heritage refurbishment after redeveloping the

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Giralang Pre-School for a Jewish childcare and community centre. The following year, the company was again successful; winning another ACT MBA Award for the extensive office fit out for CPA Australia’s Rudd Street headquarters in the City. At the 2015 NSW MBA Awards, Rork Projects was again recognised for their innovative fitout for McGrath Real Estate in Revesby.

Scott Lamb comes to town As Rork Projects was growing rapidly in Australia, a similar company, under the leadership of Johannesburg-based Scott Lamb, was marking its mark in South Africa. Although business was good, Scott wanted a better lifestyle for his family. “When I was a boy I was free to roam and explore, but South Africa had changed.” “It was too dangerous for my children to leave home on their own, and after our sixth burglary, I thought that’s it, and started making plans to move to Australia,” Scott explained. It was after a Lions v Brumbies rugby game in 2007 and a meeting with the ACT Government's Canberra Your Future initiative where Scott and his family first considered a move to Canberra. “We flew to Canberra in 2008 and fell in love with the place.” “The beauty, the security, the wide open spaces; this was the life we wanted for our children. So we packed up, sold the business and moved to Canberra in February 2011,” Scott said. When Brian first met Scott, he was immediately impressed with his knowledge and experience and appointed Scott as Business Development Manager. ‘Scottie knows the building industry inside out; he is the complete package. “From a formal architectural background, he is able to run projects from the design all the way through to the back end. He works closely with our clients providing invaluable advice on products and the most cost effective build,” Brian said. In 2016, Scott was appointed ACT General Manager heading up a growing team of 12 people.

COVER STORY

Canberra on the rise “This year, we are doing a number of design and construct projects. We see ourselves as a service company as much as a construction company and pride ourselves in our reputation for value-adding to our clients,” Scott said. Rork Projects has teams working across Canberra on numerous and varied jobs that demonstrate the companies’ knowledge and flexibility across the building industry. Those jobs include a 1600sqm fitout for ACT Together for over 100 staff with specifically designed meeting rooms for supervised child visits, a bespoke design and construct project for an accounting firm in Kingston, and an exciting and challenging project for the Department of Human Services Innovative Centre in Tuggeranong. The team is also working closely with Macquarie Telecom designing and constructing a challenging technical fitout for expansion of their secure data centre facility. Scott believes Rork Projects strength in Canberra is in the refurbishment and fitouts of the rapidly developing commercial sector,

government departments and the growing education sector. “A number of B, C and D class buildings in Canberra need refurbishment and we are the perfect company with extensive experience to deliver these asset repositioning projects,” Scott concluded.

Rork Projects in the Canberra community Working in Canberra for the past 20 years Rork Projects is proud to support many local community events and projects. In addition to supporting social initiatives like OzHarvest, Mix 106.3 Canberra Special Children’s Christmas Party and Brainstorm for a Cure, the company is also committed to developing local rugby and is the platinum sponsor of Easts Rugby, the club Brian played for after leaving school. Rork Project is also a National sponsor of the Property Industry Foundation. “Rork Projects works across such a wide sector of the Canberra community including federal and local government, education, retail, real estate and the corporate sectors and we like to contribute and ‘put in’ where we can,” Scott explained. The distinctive Rork Projects’ utes and team are now often seen outside many of the new developments and buildings in Canberra. From a quaint bookshop in Kingston to the Australian Office of Financial Management in the Treasury Building, to the many and varied government departments, Rork Projects is on the ground, working closely with clients to manage the projects.

Scott Lamb ACT General Manager

small detail. Then, we gather together our experienced team and meticulously map out the project plan. We make it a priority to communicate with our clients regularly and update them on the project,” Scott said. The Rork Projects office is buzzing with activity today. There is a team meeting in the board room pouring over plans and another group have jumped in the ute to attend a site visit in Tuggeranong. Two more people have been employed today and it is predicted the team will double in the next four years. It is hard to imagine only 20 years ago this highly regarded national fitout and refurbishment company started from a spare bedroom in an apartment in Kingston. “We are very proud of the growth and development of our company, but it is our wonderful and talented staff and the excellent work they produce for our clients that I am proudest of. It has been an incredible 20 years. I can’t wait to see what will happen in the next 20 years,” Brian said.

Working in partnership with clients

John Paul Janke Communications Director

Rork Projects has a broad range of skills and talents, but it is the company’s reputation for communicating and working in partnership with clients that sets Rork Projects apart. “We listen to our clients and ask loads of questions to ensure we are across every

Canberra Office ‘Football House’ Unit 13, 3-5 Phipps Close Deakin ACT 2600 PO Box 5599 Hughes ACT 2605 P: (02) 6282 9144 http://rorkprojects.com.au

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B 2 B I S S U E 12 5

OPINION

‘Enlighten 2017 – Canon Collective Ambassador, Scott Stramyk’

Local bands, artists and entertainers not getting a ‘fair go’ at Canberra’s Enlighten By Tim Benson Publisher, B2B Magazine

recently received the statistics and dollar figure spend on Canberra based bands, artists and entertainers compared to those from interstate and overseas for Canberra’s Enlighten. They are not good. In fact, they are worse than I imagined: • Of the $113,000 of ACT tax payers’ money spent on bands, artists and entertainers at Canberra’s Enlighten, only $2750 was spent on bands from the ACT. • Less than 2.5 per cent of the total figure of $113,000 was spent on Canberra bands. • If this wasn’t bad enough: • Of the $57,000 spent on installations, $0.00 was spent on Canberra artists. • Of the $25,000 spent on roving entertainment, $0.00 was spent on Canberra entertainers. • Four of the 12 bands engaged at Canberra’s Enlighten were from Canberra. Those four Canberra bands received a combined figure of $2750. The eight other non-Canberra bands received a total of $31,050. This means: • Canberra bands were paid an average of almost $690 per band. • Non-Canberra bands were paid an average of a little more than $3880 each. • Non-Canberra bands were paid more than five times more than Canberra bands. • Of the $33,800 spent on bands at

Canberra’s Enlighten, 8.1 per cent of this money was spent on Canberra bands. I also requested dollar figures and percentages for Canberra v non-Canberra for other services engaged by the ACT Government for Canberra’s Enlighten and got the following response: ‘100% of the companies used for cleaning, waste, first aid services, production (lighting and sound), generators and power hire

I do not believe that all entertainment and artistic works need to come from Canberra, just a fair share.

equipment, scaffolding and projection infrastructure, and food and beverage services (not coordinated as part of the Fairfax Events Night Noodle Markets), were based in Canberra or Queanbeyan. These companies are engaged through the standard procurement processes applying in the ACT Government.’ This is a good thing and should continue (I was not provided with any dollar figures or overall spend on these services).

For a Government that is promoting us as, CBR: Confident, Bold and Ready. They have failed the test as far as our local bands, artists and entertainers are concerned. As, I said in my first article, I do not believe that all entertainment and artistic works need to come from Canberra, just a fair share. I also want to use these revelations to achieve something positive. So, I would ask the ACT Government and those responsible to do the following: 1. Ensure that at least 50 per cent of bands engaged at major events in Canberra, are from Canberra and that at least 50 per cent of the money is spent on bands from Canberra. 2. Ensure that at least 50 per cent of artists and entertainers, engaged at major events in Canberra, are from Canberra and that at least 50 per cent of the money is spent on artists and entertainers from Canberra. 3. Actively, educate, promote and advertise the processes and times when Canberra’s local musicians, artists and entertainers can apply to participate in major events in Canberra. I will continue to ask for these figures from major public events in Canberra. It’s about time our local Canberra bands artists and entertainers got a fair go.

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ADVICE BOOKKEEPING

Useful tips for shop owners to mitigate the risk of sales fraud

BUSINESS LAW

Consumer law & order: manufacturers victims unit

CASH FLOW SOLUTIONS

7 Tips for improving your cash flow

CYBER SECURITY

Ransomware and small business

by Harry Hoang, Tailored Accounts

by Mark Love, Bradley Allen Love Lawyers

by Jane Lombard, Fifo Capital

by Ayla Von Blanckensee, Cordelta

INSOLVENCY 23

Liquidators, funders and creditors to benefit from ILRA reforms

INTELLECTUAL PROPERTY 24

Data breach disclosure now mandatory

REAL ESTATE

Listing an investment property: essential tips every landlord should know

RECRUITMENT

Challenging work and career development will keep your best employees

STRATA MANAGEMENT

Buying off the plan

THINK RESULTS

Self - Mastery & Mindfulness

WEBSITES

Google vs Facebook advertising

by Tony Lane, Vincents

by Shaun Creighton, Moulis Legal

by Peter Maloney, Maloney’s Property

by Jim Roy, Hays Recruitment Experts Worldwide

by Chris Miller, Vantage Strata

by Darleen Barton, DIPAC & Associates

by Sam Gupta, Synapse Worldwide

BOOKKEEPING by Harry Hoang

Useful tips for shop owners to mitigate the risk of sales fraud 20% of our clients are in the retail & food industry or in a business using a Point of Sales (POS) system. Their daily transactions are composed of 20-30% cash "Why does my and 70-80% Electronic Funds Transfer at Point of Sales (EFTPOS). Though the level of cash business seems to transactions may be seen as low, substantial fraud can often take place in cash transactions. generate sound At the end of sales, shops tend to count cash earned and deposit it to their bank accounts profit, but there is not without validating it against a POS report. Some shops without a POS system have no chance to enough cash in our find discrepancies. In fact, the most common bank account?" question from these shop owners has been "Why does my business seems to generate sound profit, but there is not enough cash in our bank account?" Here are our tips that we suggest to give you peace of mind as a shop owner: 1. For your cash sales: Consider multiple layers of reconciliation as a single layer of reconciliation, or lack thereof, is not sufficient. You need a robust cross-checking or reconciliation procedure. 2. For your EFTPOS sales: Consider applyingthe reconciliation process from cash sales, but capitalise on technology from an automated reconciliation system. Moreover, we recommend: • Stores to implement a fully integrated POS system compatible with online accounting software like XERO and any other inventory or E-commerce systems. The automatic data flow will help save the time spent on daily reconciliation and achieve accuracy simultaneously. • Shops to select a POS system providing line items for transactions to your online accounting software. POS systems, such as eWAY, Ezidebit, TYRO, are currently developing ways to accomplish a more streamlined, integral record-keeping for shop owners. • Business owners to keep track of their cash movement in & out of their shop. A dashboard type of sale reports with visualised graphics and tablescan be helpful in achieving this. Reporting applications like Panalitix or Spotlight Reporting can be easily setup for closely monitoring your cash movement. Not only shops can benefit from these useful tips, but also medical practices, pop-up retails, fund-raising community events, charities, and schools can utilise the tips to protect their interest – it is important to proactively safeguard your hard-earned resources. If you are concerned about the integrity of your cash protection strategies, Tailored Accounts is always ready to discuss with you on the integration of cash management systems and reconciliation processes customised to your business needs. With extensive experience, our experts can ensure you have the most productive tools to take control of your business’essential assets.

Harry Hoang is the CEO of Tailored Accounts “The Accounts Department of Small and Medium Business” www.tailoredaccounts.com.au

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BUSINESS LAW

CASH FLOW SOLUTIONS by Mark Love

Consumer law & order: manufacturers victims unit

7 Tips for improving your cash flow

In the Australian Consumer Law, the people have remedies against two separate but equally important groups: the retailers, who sell the goods; and the manufacturers, who produce the goods. This is the manufacturer’s story. Last month I wrote about consumer guarantees – the rights and obligations of retailers, but the story for manufacturers is different, and their liability essentially stems from inherent defects or faulty designs that cause safety concerns. Two good examples of this are: 1. the faulty sealing ring in the older model Thermomix which posed the risk of scalding. The manufacturers of Thermomix has advised that the sealing rings should be replaced every two years, “as a precaution”; and 2. the Samsung Galaxy Note 7 had two separate defective batches; the first caught fire due to a design failure in the battery and a manufacturing defect in the second. Samsung have recalled all Note 7s and stopped production. In both examples there were inherent design flaws that caused the products to fail and worse, caused injury to their users. Consumers buying unsafe goods1 have a remedy directly against the manufacturer2 . The remedy, however, is different from the remedy owed by a retailer. Manufacturers are liable for compensation for the loss or damage suffered as a result of a defective product. This right includes compensation for the whole of the value of the product (essentially a refund) if the product is destroyed or damaged, plus damages if you had been injured in using the product. Unlike against the retailer, a refund, repair or replacement is not automatic rather you have to “prove a loss”. Manufacturers have defences available (including if the defect did not exist at the time of supply) and consumers must take action within 3 years after they became aware of the defect and became aware of or suffered the loss or damage. So what if the faulty sealing ring in the Thermomix didn’t present a risk of scalding but merely prevented its user from closing the lid and therefore turning the machine on? Arguably this doesn’t represent a safety defect and consumers could not pursue the manufacturer; instead it would simply fail the consumer guarantee as to acceptable quality with the rights to a refund, replacement or repair as against the retailer. Retailers and manufacturers both play their part in ensuring that goods they produce and sell are safe, free from defects and do everything that they are commonly used for, but consumers need to be savvy about where to turn if those goods are faulty. Goods have a safety defect if their safety is not such as persons generally are entitled to expect – s.9 of the Australian Consumer Law. 2 Manufacturer has a wide meaning in s7 of the Australian Consumer Law and can include the person who holds themselves out as the manufacturer and the importer (if the goods have been imported into Australia). 1

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

B 2 B I S S U E 12 5

by Jane Lombard

They say cash is king. Find out how to give yours the royal treatment. There’s a golden rule in business: No matter how much you sell, if you don’t collect the money, you’re going to go out of business. As business owners, we often get so wrapped up in selling our products and services that we forget to take the time to ensure we’re managing our cash flow and receiving the money for those sales. But when it comes to your bottom line, you’d be wrong to simply focus on total sales dollars: You also need to focus on the cash collection of those sales. To help get that money in the door, here are seven tips for improving your cash flow: 1. Require a down payment on projects so that your customers fund the project, not you. 2. Set your terms to be payment in full upon completion. Don’t extend out 30 or 60 days after you’ve completed your work. You don’t get to use your hard-earned cash until payment is received from your clients, so get it as soon as you can. 3. Negotiate terms with your vendors for 30 days or more so you have an opportunity to complete the work, bill your customers and ...your cash flow is not the receive payments prior to paying your vendor. same as your profits. You can 4. Have a collection process in place, and follow through. When your have aprofitable business, customers delay payments, they’re but a negative cash flow. using your cash. You need to ensure that you’re being diligent in collecting from your customers. 5. Set up a line of credit at your bank that you can use in case of emergency. Often, lenders rates will be less than the late fees your vendors will charge. This line of credit will help you cover a lapse in cash flow for short periods of time. 6. Invoice finance of your receivables allows you to sell your receivables and get cash now instead of waiting 30 or 60 days. 7. Minimise the amount of draws you take personally from your business. Each dollar you take from your company reduces the amount of cash flow you’ll have available for the business to grow. Not all these options will work for every business - you have to consider which of these will work for your specific needs. Here’s one last tip: Don’t ever think you’re too busy making sales and working in your business to worry about your cash flow. This mindset is the very thing that can put a business out of business when there’s no cash to pay the bills. So take the time to analyse your business’s cash flow to locate - and make - some small changes that will have a big impact on your cash flow. Remember, your cash flow is not the same as your profits. You can have a profitable business, but a negative cash flow. Prepare a monthly cash flow statement to ensure that you don’t get caught unexpectedly without enough cash to handle your day-to-day operations.

P 0408 226 841 E jane.lombard@fifocapital.com PO Box 3269, Weston Creek ACT 2611

B2B M AGA Z I N E.CO M . AU

CYBER SECURITY

INSOLVENCY

by Ayla Von Blanckensee

Ransomware and small business

Small and medium-sized businesses (SMBs) make up 60% of the nation’s cybercrime victims, and it’s not hard to see why. SMBs are often unaware of the threats they face and are not sure how to defend themselves without spending a fortune. Unfortunately, these factors make them very likely victims of ransomware. Ransomware is a type of unwanted software that can affect any computer or device, and can prevent you from accessing your files, browser, computer, or devices. Cybercriminals use it to encrypt your data or device, and then demand payment for the key to unlock everything. This malicious software is usually an attachment emailed to its victims, but is also commonly delivered through download links, 3% of victim organisations and online ads. With information being essential pay the ransom requested. to many organisations, permanent loss of data can cripple a business. To avoid this, more than 3% of victims will pay a ransom, often over $5,000, to get their files back. If your business is infected with ransomware, experts and law enforcement both recommend that you do not pay the ransom. It can be tempting, but this approach makes you an easy target for future attacks. After payment, some SMBs and not-for-profits have reported receiving upwards of 20 ransom requests within a 12-month period, each demanding a higher ransom than the last. Instead, the key to ensuring your business can recover from a ransomware attack is preparation. Back up your data. If your business relies on data, then offline backups are imperative. Backup specifics will differ from business to business, but this is a must have if you are serious about business continuity. Prevent the 90%. • You can eradicate the threat of malware through online adverts by installing a reputable ad-blocker in your browser. • If you have automatic updates installed on your anti-virus software, it will detect and block the classic varieties of malware that are still in use. • Do you need to receive emails from Russian (.ru) email addresses, or visit South African (.za) websites? Research your country codes, and add simple rules in your web and email filters to delete these before they even get to your inbox. Manage the weak link. Foster healthy scepticism in your staff. If the user doesn’t click the link, or open the attachment, the ransomware cannot get a foothold in your environment. Create a response strategy. The right preparation can change successful ransomware from a devastating incident to a mild nuisance. Response strategies differ from business to business, but ultimately it is your plan for if the worst happens. It should cover how to implement your backups, how to minimise impact on your stakeholders, and whom to contact if you need help. The Cordelta security team can assist you with planning and responding to ransomware attacks. Contact us for further details.

Ayla Von Blanckensee Security Consultant Level 1, 72 Dundas Ct T 02 6162 4112 | security@cordelta.com

by Tony Lane

Liquidators, funders and creditors to benefit from ILRA reforms The Insolvency Law Reform Act 2016 (ILRA), and associated Schedules and Rules, came into force on 1 March 2017 and delivers sweeping changes to the Australian insolvency regime. Whilst implementation of the majority of operational measures is delayed until 1 September 2017, the 1 March measures contain an interesting amendment. Until the ILRA, liquidators were prohibited from assigning the right they held to sue another party, where that right devolved from a cause of action only available to a liquidator. Principally, this included claims under Part 5.7B of the Corporations Act 2001 (CA), such as those for the recovery of unfair preferences, uncommercial transactions and unreasonable director-related transactions. These are distinct from insolvent trading and other All liquidator claims are now claims generally available to the Company itself (e.g. breaches of assignable to other parties. directors’ duties.) All liquidator claims are Step up litigation funders now assignable to other parties. Step up litigation funders and and creditors alike! creditors alike! Commercial litigation funding providers would appear to be the most obvious buyers – they are cashedup, understand and can manage risk, and have a model to quickly evaluate claims. They are attractive to liquidators as buyers because ordinary funding arrangements typically attract premiums of 40% or more; enabling Liquidators to discount claims by anywhere up to that amount and still emerge with decent returns to creditors. Funders will then control the entire process, rather than operating remotely, giving their lawyers and barristers more fodder. However, creditors in small windings up also stand to benefit significantly. The liquidation model, proffered by some, that involves a minimal upfront payment to the liquidator on the suggestion (or in some instances, promise) of no adverse claims/litigation against directors or related parties, will become harder to sustain. The reason lies in the obligation that befalls all liquidators - to obtain the best possible result for creditors in each and every winding up. The caveat to this obligation, arising under section 545 of the CA, is that there generally ought to be sufficient assets to meet the costs of the proposed action. Whereas some liquidators may have previously been tempted to shelter conveniently behind the provisions of section 545, alleging insufficient assets to prosecute a claim (and thereby effectively absolving directors and/ or related parties of accountability), the ability to sell these claims arguably imposes a greater obligation on Liquidators to fully investigate and market the claims available to them – particularly in circumstances where there may now be a cohort of ready and willing buyers.

Tony Lane is a Registered Liquidator at Vincents. For more information, contact Vincents on (02) 6274 3402 www.vincents.com.au

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INTELLECTUAL PROPERTY by Shaun Creighton

Australian companies, individuals and Australian government agencies will soon have new responsibilities for data breaches occurring anywhere in the world. The new laws will impact directly on Australian organisations involved in the collection and use of personal data, and indirectly on overseas businesses offering cloud services and data storage for Australian organisations. If an organisation suspects that personal information under its control has been accessed in such a way that it is likely to cause serious harm to the people to whom the information relates, it must formally investigate the issue and notify the Office of the Australian Information Commissioner (“OAIC”). OAIC has the right to apply to the Federal Court for action against serious or repeated data losses. The requirement of OAIC notification has been drafted widely. A so-called “eligible data breach” occurs where two conditions are met: 1. unauthorised access to, unauthorised disclosure of, or loss of, personal information held by an entity; and 2. a reasonable person would conclude that the access, disclosure or loss is likely to “result in serious harm to any of the individuals to whom the information relates”. Importantly, any circumstance where an “entity is aware that there are reasonable grounds to suspect that there may have been an eligible data breach” will also give rise to a requirement to provide a notification to OIAC. The new laws indicate that the kind of information, the persons who receive it, its intelligibility and the nature of the suggested harm are all factors that need to be evaluated in deciding whether the requisite “seriousness” of the breach has been met. Australian privacy principles require that accountability for the security of any personal information remain with the Australian organisations concerned with its collection or control. The organisation having effective control of personal information – not third party “clouds” or secondary information service providers – continues to have the obligation to notify of any suspected or actual data breach. The fact that it was a third party server that was hacked, or that inadvertently published the data, does not exculpate the Australian organisation that was responsible for the security of the data in the first place. Regardless of where the information is, or who “allowed” the unauthorised disclosure to occur, the originating entity in Australia must provide notification to OIAC. This adds to the insistence under the Privacy Act 1988 (Cth) that Australian organisations must take reasonable steps to ensure that overseas data recipients will handle personal information in accordance with the privacy principles prescribed under Australian law. These new laws have been passed and will come into effect sometime in the next 12 months. Organisations that collect and store personal information should: a. assess existing information security measures; b. educate information officers and institute internal checks and reporting protocols; c. verify the security measures employed by third party data service providers; d. negotiate stronger contractual mechanisms for notification and protections against breach; e. seek indemnities, even if limited; and f. improve contract precedents.

Contact Shaun Creighton on 02 6163 1000 or shaun.creighton@moulislegal.com to discuss how we can assist with your IP, privacy and legal requirements.

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by Peter Maloney

Listing an investment property: essential tips every landlord should know

Data breach disclosure now mandatory

REAL ESTATE

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1. Understanding your rights and obligations The legislation governing rights and obligations varies for each state in Australia. Including everything from bond, rent collection, lease length and the rights and obligations of owners and tenants under the tenancy agreements. The big issue for landlords in Canberra is safety. It is vital that a landlord ensures the safety of their property. This includes fixed appliances, fences and contents. The legislation can sometimes seem out of step with current issues so it is vital for owners to keep up to date with relevant changes. At Maloney’s property, we actively inform our owners of their rights and obligations and have an outstanding handbook owners receive when their property is leased. The handbook contains information they may receive throughout the management of the property and will answer questions they may have around the lease. Maloney’s see this as a vital part of successful management as owners become very familiar with their style of professional property management. 2. Hire a qualified property manager There are many aspects to professionally managing an investment property; including determining the rental value, sourcing quality tenants, managing ongoing maintenance and inspections of the property. An intimate knowledge of your market is vital as are exceptional interpersonal skills and real estate acumen. Appointing a professional property manager ensures the owner can be emotionally removed from regular contact with the tenant. The property manager can provide regular inspections reports in conjunction with their company’s financial reports. Maloney’s are the benchmark in Canberra for providing owners with superior property inspection reports and financial documentation. All owners can access their own information whenever they require via the online portal which stores all their information including statements. 3. Regular maintenance and upkeep is vital Wear and tear is an inevitable part of owning real estate. Carpet, painting all have certain lifespans and need addressing when required to give your property the edge in the market place. Often Kitchens and bathrooms need revamping or even sprucing up the outdoor area to make your property attractive to potential tenants. Good property managers will raise issues of concern for owners. Maloney’s are very diligent with inspection reports to make owners aware of essential maintenance and provide feedback on potential maintenance. Being proactive with upkeep ensures your property will attract a quality tenant and achieve market rent. Areas of high priority in Canberra are heating and cooling which always making a property more attractive to tenants, especially in a competitive market. Other areas that make a property stand out are updated fixtures, secure yards, secure parking, storage, refreshed window treatments and updated appliances. Proactive maintenance minimises vacancy as tenants will be happy to stay for longer knowing the property is being maintained. In most cases cost effective improvements can be claimed on the owner’s tax ensuring the best return on investment in the long term. Be sure to contact Sue Maloney to discuss your property management needs.

Contact Maloney’s on 6232 0100 maloneys@maloneys.com.au www.maloneys.com.au

RECRUITMENT

STRATA MANAGEMENT by Jim Roy

Challenging work and career development will keep your best employees

by Chris Miller

Buying off the plan

A competitive salary and impressive work-life balance sound ideal but they aren’t enough to keep your best employees. According to our recent survey of 1,516 people, 61 per cent look for another job in order to secure more challenging or exciting work. This was followed closely by a lack of career development (60 per cent). The opportunity to improve salary came in third place (58 per cent) with work-life balance trailing in fourth (54 per cent). Also cited were a lack of recognition or reward for completed work (43 per cent), a feeling that the current job feels routine and is stagnating existing skills (41 per cent), management’s failure to communicate business objectives to staff (30 per cent) and not being involved in decision making (24 per cent). These findings show people want to be challenged, they want new and exciting work, and they want the opportunity for their career to move forward. Yet while employees are clearly crying out for professional development and challenging new tasks, a number of organisations simply aren’t providing them. Link career development to organisational goals This is a prime opportunity to align the career development of an organisation’s staff with the current and future skills it will need to achieve its goals. After all, 80 per cent of employees expect to be involved in projects that develop their skills and will help them move into a higher-level role. Internal training, mentorships and stretch opportunities are other practical career development options worth considering. So long as you’ve had one-on-one discussions with each employee about their career goals and direction, and can provide the opportunity to work on suitable projects, the benefits are mutual. For instance, if a skill shortage is impacting your ability to source the people required for an upcoming project, you could consider upskilling existing staff in this area. Technological change and the digitalisation of the workforce will also make upskilling your existing staff more important if you are to keep up with the rapid rate of change. This includes artificial intelligence (AI) and robotics, which are expected to take over the routine and repetitive functions of a job, leaving staff free to focus on higher-level duties. So why not link career development and the provision of new, exciting and challenging tasks with the organisation’s overall goals? In talent management and retention terms, it clearly makes sense. For more on developing and implementing talent management, join Hays director Kathy Kostyrko, Ben Neal, Partner at PricewaterhouseCoopers and Tanya Hammond, Director of Tailored HR Solutions, as they share their experiences at an event on 11th April. For details please contact me on 6112 7663 or Jim.Roy@hays.com.au.

I’m sure you will agree that Canberra has experienced a boon of new apartment developments in the past few years. You don’t have to cast your gaze too far to see that this trend is not going to change much in the coming years. With substantial development of the Northbourne corridor combined with the significant precincts marked for further supply of apartments in Belconnen, Greenway and Kingston, it is certain that much of the residential sales market in the near future will consist of buyers purchasing property “off the plan” - that is, they will be purchased from the architect's plan before they're even built. Buying off the plan is fundamentally different to more traditional property transactions, Buying off the plan is as purchasers are required to place a great deal of faith in the fundamentally different to more development before they have traditional property transactions, a chance to see the finished product. This presents a number as purchasers are required to of unique challenges and requires some additional thought on the place a great deal of faith in part of the buyer. the development before they In the ACT it is required that a complete sales contract have a chance to see the is prepared before any property is placed on the market for sale. finished product. This presents This is also applicable to “off the plan” sales. Specifically in relation a number of unique challenges to off the plan sales, in order for and requires some additional a contract to be complete it is required that certain information is thought on the part of the buyer. disclosed in the contract regarding the yet to be created Units Plan. In simple terms, the contract must include an estimate of what the buyer will have to pay in strata levies for two years after settlement. Also required to be disclosed are the proposed “rules” of the Units Plan as well as confirmation should the developer plan to approve the keeping of pets by purchasers. The rules around disclosure are designed to inform buyers and protect them from any unwelcome surprises. However, considering that the units are sold often 1 or 2 years before they are finished, estimating much of the information can be more of an art than a science. Anyone considering purchasing off the plan would be well advised to carefully scrutinise the information disclosed in the sales contracts and, when in doubt, ask for further explanation from the strata manager or agent who prepared the information.

Jim Roy, Regional Director of Hays in Canberra A Level 11, 60 Marcus Clarke Street, Canberra D 02 6112 7663 | E jim.roy@hays.com.au

For further information, please contact Chris Miller, Managing Director M 0400 376 208 or 1800 878 728 The Griffin, Corner Giles & Jardine Streets, Kingston PO Box 4259, Kingston ACT 2604.

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WEBSITES

THINK RESULTS by Darleen Barton

Self - Mastery & Mindfulness

Google vs Facebook advertising

There is no shame in seeking 'wise Counsel' as humans we are meant to be tribal. In today's world, there is much disconnection between humans. We are not getting the Touch, Feel, Eye to Eye, contact with each other that we need. These are just a few senses that instil positive human feelings, resulting in clearer decision making. We have a follow the follower culture with few leaders willing to step up and lead from the front and by example. Problems are never solved with the same level of thinking as they were created... Just like more money does NOT solve money problems. Companies have a board of director’s, great minds to help guide the company in the right direction. They have Employee Assistance Programs to help employee’s cope with such things as the company pressure. Why do companies see a need for wise counsel when directing the future of the company? Why do you think they implement programs for their employee's to help cope with the pressures of work? Why? Because people are an important part of the company's success. How is this different from YOU having your own confidant/ advisor/ future-focused wise counsel? You are a very important part in your personal life and your business... you are the leader! If you are a Parent you are leading our future leaders. Families have the most important job on this earth... Where is the book educating you on all the variables in life? One major misconception in Australia is - Therapy is only for the sick or it’s a Mental Health program. Therapy is for anyone and everyone who wants to talk, ask questions and seek new ways. Therapy is a pro-active measure opposed to a reactive measure. Therapy is not a one size fits all model... A good Therapist will be eclectic in their approach and let the needs of their client dictate each session. You are not alone when you have a therapist in your life. If you are a CEO, MD, GM it can be lonely at the top! As a leader your audience is board, therefore your knowledge net needs to be cast wide. When was the last time you spoke to a Therapist about 'Mindfulness' and a Coach about 'self-mastery'. These professionals can be one of the same depending on the disciplines in which the professional has studied. You need to master yourself before you can assist others to master themselves... Eg: When a plane drops altitude quickly, your instructions from the crew are to fit your own mask first, then assist others. (yet if you have ever experienced this in real life as I have) You know there are many who panic. They did not take notice of the wise counsel given prior to taking off and they persist with their own actions, thinking they know better. Do you know people who persist with their own way of thinking over and over again expecting a better result? Do you know that someone intimately perhaps? Whether you are a leader of a family or a leader in an organisation fundamentally they are the same job.

DIPAC- DISCIPLINE –INNOVATION – PERSISTANCE – ATTITUDE – COURAGE work over Four disciplines- Coaching | Mediation | Counselling | Therapy Darleen Barton - Practitioner Accredited- ANMS -AMA Mediator Ochre Medical Centre 15 Whitrod Ave, Casey ACT 2913 Ph: (02) 61634200 www.dipac.com.au

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by Sam Gupta

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Some people say, they have spent money on Google Adwords, but it didn’t work for them or someone tried using Facebook advertising for their business and it did not give them any business. I often come across businesses with such issues and I believe the solution is as simple as understanding the advertising platforms better. So, I have put together this article for those who are interested in getting better results from their Google and Facebook advertising. • What makes them different? - I am sure we all know, Google is a search engine. Think of it like an interactive version of the old yellow book with wikipedia combined. When people search for products or services, you want to be found on it before your potential customers find someone else. Facebook on vthe other hand is a social media tool - think of it more like a social club. People come to Facebook to engage with their friends and family, they are not really actively looking for a product or service. • Hot leads vs Cold Calling? - On Google, users are actually searching for someone to help them with their problem. They probably want help sooner than later. So, The best thing about online when you advertise on Google marketing is that unlike traditional for that product or service, it is likely to give you more hot medium, you can fine-tune and leads. Facebook advertising on the other hand is like modern evolve your adverts as you learn day cold-calling. Your ads are more about your customers. likely to pop-up in between their social life. Although you can customise to target demographics and interests, the customers are not really seeking your help. • How to advertise? - As you can tell, the target market may be the same, but the functions of the two platforms are very different. They serve two very different needs. This is why the way you create Google Adwords need to be very different to that of Facebook. You will have to entice potential customers differently to make your advertising effective. The landing page will also play a significant role in boosting your conversions. Take the time to understand what your target market on each platform might be looking for. They may have different needs and priorities. Try different kinds of offers to see what works best. The best thing about online marketing is that unlike traditional medium, you can fine-tune and evolve your adverts as you learn more about your customers. It may take some time to understand what actually works for your own business. So, don't give up quickly. Be willing to try different versions to find out what works better for you. Generally speaking, for instant hot leads, Google might work better and Facebook is ideal for brand awareness and customer education. In essence, you should use a combination of the two mediums to best promote your business. If you need help, give me a call or drop me a line.

Sam Gupta is the managing director of Synapse Worldwide. Sam would love to hear your thoughts on this advice column. Tel: 1300 785 230 Email: admin@synapseworldwide.com Web: www.synapseworldwide.com

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A2B

A S S O C I AT I O N S T O B U S I N E S S

ACT economy taking off Photo: Andrew Sikorski

great accommodation of all classes and cross-promoting local businesses, such as restaurants, shops and shows; to improved access to the ACT by road and air. A new report by Tourism Research Australia shows that in 2015-2016, the ACT attracted 2.4 million domestic travellers, nearly 20 per cent more than the previous year. These visitors spent $1.3 billion, an increase of 11 per cent. This was some of the strongest jurisdictional growth in the country. The growth does not look like it will slow down anytime soon. Canberra Airport has secured a number of new airlines and services that can bring people to our region and introduce visitors to Canberra to a broader offering in the surrounding area.

Robyn Hendry CEO Canberra Business Chamber

y the time you are reading this column, Canberra will have just finished its second annual CBR 31 Days, a program of events designed to encourage visitors and locals to explore our city and take part in some of the many activities on offer. March in Canberra presents a catalogue of different experiences for locals and visitors to enjoy. There is a new activity on every day of the month. One of the most popular, is the magnificent displays of Enlighten, where a number of Canberra’s most iconic buildings are lit up after dark, and the associated Night Noodle Markets. The world-renowned Balloon Spectacular brought colour to the morning skies over Canberra, there was the Canberra Comedy Festival, markets, horse racing, bike rides, and art and craft for all tastes. This drawcard brings people to the ACT during the month and also encourages residents to get out and about – and of course this increase in participation has a flow on impact to our economy. The National Gallery of Australia’s ‘Versailles: Treasures from the Palace’ continued to run throughout March, while the National Museum held the ‘David Attenborough’s Virtual Reality Experiences’ exhibition and the hugely successful a History of the World in 100 Objects. What CBR 31 Days shows is the power of a region working together to provide an outstanding visitor experience. Businesses throughout the ACT are doing their bit to entice visitors and ensure they enjoy their stay. From hotels offering 28

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in Australia, according to the State Final Demand figures. The Territory’s State Final Demand increased by 1.6% in the December quarter of 2016, which was the third highest rise in the country. This contributed to a yearly increase in State Final Demand of 7.3% - more than three times higher than the national GDP increase of 2.4%. However, businesses have warned through the Deloitte SME survey that there are a number of issues that can put expansion at risk, in particular skills shortages and red tape. Canberra Business Chamber is working on behalf of ACT business to address these issues and advocating to ensure the upcoming Federal and ACT Budgets contain measures

...in 2015-2016, the ACT attracted 2.4 million domestic travellers, nearly 20 per cent more than the previous year. These visitors spent $1.3 billion, an increase of 11 per cent.This was some of the strongest jurisdictional growth in the country.

While it only kicked off late last year, the new Singapore direct service to Canberra and Wellington has been such an outstanding success that Canberra Airport is hoping to extend the service from four to five days a week. A report by the Bureau of Infrastructure, Transport and Regional Economics shows load rates (the number of passengers per flight) average 83% for the CanberraSingapore flight. Qatar Airways has committed to a new Doha to Canberra service and internally we are a more connected city thanks to FlyPelican’s new daily flights between Canberra and Dubbo and Tigerair Australia now flying between Melbourne and Canberra. Launched in February, the new website canberra.com.au is doing its bit to attract visitors, workers and new residents to the ACT. This fabulous resource also helps business and community members contribute to the promotion of our region. If you haven’t visited canberra.com.au yet, take some time to explore it. All of these accomplishments are contributing positively to our economy. Economic activity in the ACT is growing at one of the fastest rates of any jurisdiction

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to enhance growth, not stymie it. In our 2017-18 Budget Submission to the ACT Government, we have called for a range of initiatives that will support local businesses, continue to diversify our economy, and enhance the visitor experience. These include funding of a program to help start-ups successfully transition to the micro-business stage, support for exporters, improved transport networks within the Canberra region, and increased funding for the Special Event Fund, Visit Canberra and the Canberra Convention Bureau

To see the Chamber’s full ACT Budget Submission, please visit: www.canberrabusiness.com. The submission can be found under the Advocacy tab. Contact the Canberra Business Chamber Team: Phone: 02 6247 4199 Email: info@canberrabusiness.com Web: www.canberrabusiness.com

CMY

Helping you make an Impact

G2B

CHIEF MINISTER’S MESSAGE

Continuing to make doing business easier in the ACT

ANDREW BARR Chief Minister | Treasurer Minister for Economic Development Minister for Tourism & Major Events

ne of the first decisions I made as Chief Minister, back in late 2014, was to establish a new ‘one-stop shop’ for business, to better connect small and large business with government and reduce red tape. All businesses interact with government – some do this many times a day – so the ‘one stop shop’ solution aimed to be an efficient and effective way of helping business. Access Canberra is proving that this is possible, through online, phone call centres and shopfront options. In the past two years, we have made it easier, simpler and faster for businesses and residents to access the ACT Government. Now, just over 60 per cent of all transactions are carried out through Access Canberra’s comprehensive online services hub. There are currently 213 online services at Access Canberra providing residents and businesses with options to pay their rates, get help with fair trading registration, obtaining a builder licence and pay land taxes, among many other services. Refreshed shopfronts have incorporated technology to reduce waiting times and enable transactions to be more efficient. All 30

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"Refreshed shopfronts have incorporated technology to reduce waiting times and enable transactions to be more efficient. All Access Canberra shopfronts are cashless, enhancing the ease at which people can interact with government." Access Canberra shopfronts are cashless, enhancing the ease at which people can interact with government. This major reform has been a challenge, but I’m pleased to say many ACT Government agencies have risen to it, and their cooperation is providing tangible results. This reform is part of a whole of government approach to enhancing the way business and government interact. This includes providing local businesses better opportunities to work with, and for, government. The Small Business Innovation Partnerships program, for example, connects small-to-medium enterprises with the ACT Government to deliver innovative solutions to complex problems within government. It provides opportunities for businesses to develop and showcase their ideas and intellectual property.

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While we do look for innovative technological solutions to problems, the program includes all aspects of government. A recent opportunity from ACT Parks and Conservation Service wanted a motivated business partner to deliver nature-based experiences through reusing former ranger houses in Namadgi National Park and Tidbinbilla Nature Reserve. We have made great strides over the past few years to break down the walls between business and government and this work will continue apace over the coming term of government.

NETWORKING

Hays charity golf day for Make-A-Wish Foundation Photography: Tim Benson Federal Golf Club To share these photos go to: facebook.com/b2bmagazinecbr

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NETWORKING

Convergence Australia - Asia-Pacific's only dedicated change management event. Photography: Tim Benson National Museum To share these photos go to: facebook.com/b2bmagazinecbr

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NETWORKING

Telstra Business Womenâ&#x20AC;&#x2122;s Awards program Launch Event Photography: Tim Benson National Gallery of Australia To share these photos go to: facebook.com/b2bmagazinecbr

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MIN EER 5 Artist’s impression Artist’s impression | MIN EER 5

WHERE SMALL GROUPS

COME UP WITH

BIG IDEAS abodehotels.com.au/meetings â&#x20AC;¢ 1300 1 ABODE