Business Pulse August 2016

AUG U S T 20 1 6 BUSINESSPULSE

UNFAIR PENALTY

CCI TACKLES ARCHAIC SYSTEM

CAPTAIN’S PICK

WHY BARNETT WANTS TOURISM GIG

FLYING HIGH

From cruising to glamping, WA tourism sets sights on new horizons

Print Post Approved No. 100004175 ISSN 1328-2689

CCI – now supporting more than 9,000 Members AUGU ST 2 016 BUSIN ESS PU L SE 1

HELLO

HELLO TO SOME OF CCI’S NEWEST MEMBERS

PAV Events Lee Williams General Manager PAV delivers corporate and large-scale audiovisual requirements, and produces slick, cutting-edge events from concept to completion.

T (08) 9378 0888 E hello@pav.com.au

Picasso Print and Design WE JOINED CCI TO GAIN ACCESS TO THEIR BUSINESS EXPERTISE AND RESOURCES TO ASSIST US IN OUR CONTINUOUSLY EVOLVING INDUSTRY

W pav.com.au

Cobey Brader Director We are a quality corporate stationery printing manufacturer who understands the paramount importance of your brand being represented correctly through print media.

T (08) 9443 9911 E cobey@picassoprint.com.au W picassoprint.com.au

Localise

Mustang Wear

Westwide Bus & Coach

Alison Dalziel Director

Jack Xing Managing Director

James Newby Operations

We are a small team of diverse and passionate consultants that help local governments and communities create their future.

Mustang Wear is the WA-based wholesaler for Mustang Safety Boots.

They are quality boots to cope with even the harshest Oz conditions.

Safe, reliable and customer orientated.

T (08) 9271 1030

T (08) 6261 9019

E info@wearelocalise.com

E jack.xing@mustangwear.com.au

W wearelocalise.com

W www.mustangwear.com.au

Quirk Global Pty Ltd

Benchmark Projects Australasia

Tom Quirk Managing Director Assisting foreign and Australian property investors to buy land in Australia and construct suitable buildings for short or long term capital growth.

E Operations2@westwide.com.au

Chris Carman Managing Director We are a specialised consultancy providing professional project management services for complex projects in the development industry.

T 0410 776 364

T (08) 9225 4255

E tom@quirkglobal.com.au

E chris@benchmarkprojects.com.au

W quirkglobal.com.au

W www.benchmarkprojects.com.au

To find out how you can advertise your business in Business Pulse:

2 B US I NE S S P U L S E AUGUS T 20 1 6

T (08) 9206 3500

W www.westwide.com.au

OUR BUSINESS IS GROWING SIGNIFICANTLY AND IT’S REASSURING TO KNOW WE HAVE SUPPORTIVE ADVICE A PHONE CALL AWAY

(08) 9365 7544

advertising@cciwa.com

CONTENTS A NOTE FROM THE EDITOR CARRIE COX

Business Pulse Editor

I

t’s been encouraging to take the temperature of WA’s tourism sector this month and discover an industry re-invigorated.

Some of the fresh energy is derived from good timing – the resource sector has levelled out and there’s a genuine appetite, both in government and industry, for an acceleration of new growth sectors.

Some of the energy can be pinned to the new ‘Just Another Day in WA’ campaign, a $5 million-plus investment that reminds us, and the world, of the many enviable assets we have on our doorstep. While the rationale behind the campaign – that our state’s many wonders are ‘ordinary’ rather than extraordinary – might seem curious at first, there’s method behind the madness, as Tourism WA Acting CEO Gwyn Dolphin explains on p12.

WA’s new Tourism Minister, Premier Colin Barnett, also speaks exclusively to Business Pulse in this edition and explains why he thinks we’re on track to realise the goal of doubling tourism’s worth from $6 billion in 2010 to $12 billion by 2020. Currently the state’s tourism worth is sitting at $9.3 billion.

From Collie to cruises, from glamping to championing turtles, this edition features stories about a variety of tourism operators to give a cross-section of the industry as it stands today. And there are many more stories that haven’t been told, so please don’t hesitate to let us know what your business is doing in this space, or even wants to see.

Business Pulse is your magazine and we love receiving your feedback.

Drop us a line at editor@cciwa.com

AUGUST 2016

IN THIS EDITION CEO message CCI Principal Policy advisor Luke Hoare The Guide In brief Colin Barnett on his vision for tourism Cruise ships lining regional pockets as sector explodes Segways overcome bumpy road CCI pushes ahead to kill unfair penalty rates Join Paul Joyce – the Wizard of Oz How to engage the online traveller WA wonders Turtles lead the way Collie flowers Don’t be a twit Protect your data Coach’s corner Member message – Russ Clark Message from the despatch box – Donna Faragher Q&A – Your employee questions answered

We’ve moved 2 minutes down the street!

How to deal with an age-old issue Playing with dynamite Breaking WA research Winners are grinners Tripadvisor’s top five pannings

03 05 06 08 10 14 16 17 18 19 20 22 24 27 28 29 30 31 32 34 36 37 39 40

Published monthly by Chamber of Commerce and Industry of Western Australia (Inc) 180 Hay Street, East Perth WA 6004 T (08) 9365 7555 F (08) 9365 7550 E info@cciwa.com www.cciwa.com President Agu Kantsler

MyLeave has a new home. You’ll now find us at Level 3, 50 Colin Street, West Perth.

Our phone and postal details remain unchanged. That’s a big thumbs up! www.myleave.wa.gov.au

Editor Carrie Cox (08) 9365 7459 editor@cciwa.com

Chief Executive Officer Deidre Willmott Graphic Designer Katie Addison (08) 9365 7518 katie.addison@cciwa.com

Advertising sales Paula Connell (08) 9365 7544 advertising@cciwa.com

Disclaimer: This information is current at 1 August 2016. CCI has taken all reasonable care in preparing this information, however, it is provided as a guide only. You should seek specific advice from a CCI adviser before acting. CCI does not accept liability for any claim which may arise from any person acting or refraining from acting on this information. Reproduction of any CCI material is not permitted without written authorisation from the General Manager, Corporate Affairs. © Copyright CCI. All rights reserved.

AUGU ST 2 016 BUSIN ESS PU L SE 1

Manage an organisation's most valuable resource.

Think Murdoch.

Apply now

MDSCH324

CRICOS Provider Code: 00125J

for immediate start into our undergraduate and postgraduate courses in Human Resource Management (HRM).

Our HRM postgraduate courses are professionally-oriented and accredited with the Australian Human Resource Institute.

It’s not too late to enrol in August, 2016. murdoch.edu.au/business

1300 MURDOCH 2 B US I NE S S P U L S E AUGUS T 20 1 6

Perth | Dubai | Singapore

FLEXIBILITY THE KEY TO PROSPERITY A MESSAGE FROM THE CHIEF EXECUTIVE OFFICER

IN THE YEAR ENDING SEPTEMBER 2015, A TOTAL OF 27.1 MILLION VISITORS SPENT $8.9 BILLION IN WA

D

espite being the catalyst for the double dissolution, it has become clear this side of the election that Australians were largely unmoved by the need to seek meaningful change to our broken industrial relations system.

This is particularly disappointing for the business community, who collectively can see a dire need for important IR and tax reforms that would be transformative in boosting Australia’s international competitiveness, creating jobs and stimulating investment.

At a time when both the local and national economy are at risk of yet another credit downgrade, it would be easy for business to feel disheartened at the thought of policy purgatory for another three years (the earliest time the Senate can be changed).

However, we must see the election results as an opportunity to make the case for reform stronger, and work with our elected representatives to find common ground and pass legislation that will encourage further diversification of our economy.

The business community urges the Federal Government to commit to reining in spending to assure the market the Budget is under control. Business also strongly supports the Coalition’s proposed cuts to the company and small business tax rates and implores Senate crossbenchers to consider any proposed legislation in the broader context of the national interest.

Indeed, the Australian Labor Party has also expressed support for cutting the company tax rate for businesses with a turnover of less than $2 million – CCI calls on all parties to proceed with these

tax cuts that have been mutually agreed to.

While the resources industry will continue to be one of the biggest drivers of WA’s economic growth, as our economy continues to shift away from investment, it is vital both federal and state policies support new initiatives and growing industries, to create more opportunities to diversify the economy.

For WA’s dynamic tourism sector, reform to the penalty rates system in particular would be a game-changer for not only the industry, but for many businesses in our vibrant regional centres.

In the year ending September 2015, a total of 27.1 million visitors spent $8.9 billion in WA. West Australians taking time out to enjoy their own state are a significant proportion of the tourist market, making up 89 per cent of overnight visitors to the South West region.

Unfortunately, all too often tourists are disappointed by shut doors or inferior service in restaurants, cafes, bars, pubs and shops. Due to excessive penalty rates on Sundays and public holidays, it is often simply too expensive to hire qualified staff to meet increased demand, so business owners are forced to minimise costs by either working in store themselves, closing up shop, putting on fewer staff or by rostering on junior staff.

Let’s put this in perspective – imagine you own a small hospitality business in regional WA. If you run a pub on a busy long weekend, you must pay your casual wait and bar staff $52 per hour on a public holiday. You must also pay your kitchen hands and glassies $50.07 per hour.

Clearly this is unsustainable for business owners trying to make ends meet. Our Members in retail and hospitality tell us that if Sunday and public holiday rates were brought into line with Saturday rates, they would trade for longer hours, hire more staff and open on public holidays. This would be great for our visitors!

Creating a more flexible and business-friendly penalty rates system is one of many ways the tourism industry could be given a cost-free boost that would enable the sector to further enrich and diversify our economy.

International education is another notable example – education-related personal travel is Australia’s third largest export after iron ore ($54.5 billion) and coal ($37.9 billion), and is an area ripe for further growth. CCI continues to work with the State Government on its international education strategy, which is being developed following representations by industry (including in CCI’s pre-budget submission).

With the Federal election now behind us and the State election on the horizon, it is now more important than ever for Western Australia to play to all of our economic strengths and promote the burgeoning industries that will underpin future growth. ¢

Deidre Willmott Chief Executive Officer

TO GET INVOLVED: cciwa.com @CCI_CEO

AUG U ST 2 016 BUSIN E SS PU L SE 3

20% off for CCI Members

GET THE SKILLED WORKFORCE YOU NEED “CCI does a stellar job for us which allows us to get along with the rest of the business�

Nick Marvin, Perth Wildcats & Perth Lynx Managing Director CCI Migration Services (MARN 1382192) is a professional migration agency, providing reliable immigration consultancy and visa services to employers. With three full-time Registered Migration Agents, we provide a professional service to employers at highly competitive rates.

For a free consultation to see how we can partner with your business contact us today!

(08) 9365 7457 | migration@cciwa.com | cciwa.com/migration

4 B US I NE S S P U L S E AUGUS T 20 1 6

Migration Agent

TOURISM: LET’S GET SERIOUS CCI PRINCIPAL POLICY ADVISER LUKE HOARE

It’s time to look at our tourism sector as a vital driver of future economic growth rather than simply a nice-to-have holiday

T

he term ‘tourism’ can suggest a certain frivolity that stems from its basis in leisure. However, it’s increasingly a very serious component of economic activity, driving job creation and prosperity for WA and the world.

Internationally, tourism’s business volume at least equals that of oil exports, food products and cars. In fact, a 2014 Deloitte report identified priority sectors (of which tourism was one) likely to generate the highest proportions of growth in global GDP. This analysis is broadly supported by the United Nations World Tourism Organisation, which has also noted that tourism as a global industry was worth US$2 billion in tourist receipts in 1950 and had reached US$1,245 billion by 2014 – an increase of more than 62,000 per cent over 64 years.

equivalents (around $2645 on a visit, compared to a total average visitor spend of $326). The United Kingdom was WA’s largest source market (providing 17 per cent of international visitors), followed

by Singapore (10 per cent), New Zealand (nine per cent), Malaysia (nine per cent), and the United States (seven per cent). While China only provided five per cent (or 42,000), this is a priority market for the WA Government’s Our Direction in China 2012-15 Strategy, which aims to attract 100,000 Chinese visitors by 2020. If achieved, this figure would still be below 2015 visitors from Britain (145,000), but would further develop the sector, create jobs and strengthen local service providers.

Of course, there are barriers to WA tourism realising its potential.

For example, the World Economic Forum’s Tourism Competitiveness

FOREIGN TOURISTS SPEND FAR MORE THAN DOMESTIC EQUIVALENTS If this is the worldwide situation, what are the opportunities for WA? In the year ending September 2015, 27 million visitors spent $9 billion in this state. While domestic tourism accounts for 97 per cent of visitors, foreign tourists spend far more than domestic

Report ranks Australia 46th out of 141 in terms of treatment of customers. New Zealand ranks fifth, with the US and Canada at 14th and 15th respectively. With respect to the flexibility of hiring and firing, Australia comes in at 133rd with Denmark at 6th, Britain at 20th and Canada at 26th.

Complicating factors also derive from the national visa regime. For example, a 10-year multiple entry visa costs $1000 in Australia, but only $225 in America, $105 in Canada and $30 in Singapore. Further, while security considerations must be accommodated, it is difficult to understand why a Chinese visa should be more restrictive than those for Libya or Lebanon.

There are also broader considerations relating to the proper role of government in this space. Government can rightfully act as an industryinformed ‘promoter-in-chief’ in international markets, and assist with coordination and information sharing. In this context, there is a greater part to be played by WA Trade Offices in leveraging our existing international presence to promote tourism.

However, it’s ultimately people that create jobs and prosperity, not governments, and overly prescriptive government strategies can start industry on a path to prescribed outcomes at a cost to being adequately responsive to changing market conditions. Even so, to understand where shortterm opportunities lie, research into ‘purpose of visit’ will be invaluable. For example, while the wine industry looks to burgeoning consumption in China, analysis from New Zealand suggests that Chinese holidaymakers may have limited interest in wine tourism per se, mainly visiting vineyards to hear viticulture stories and relax in scenic locations. Marketing

campaigns better informed by conditions on the ground would improve outcomes.

One development that should benefit Perth is the 2000 additional hotel rooms that will become operational, with increased competition in accommodation attracting additional visitors through reduced costs. This will be an important aspect of addressing WA’s remoteness in accordance with market dynamics. It is a fact of geography that visitors to eastern Australia can leverage proximity to Melbourne, Sydney, and Brisbane, while visitors to Perth face similar travel times merely for intrastate travel.

WA tourism also could profit from greater cooperation with international education. In the year ending September 2015, 40 per cent of international tourists to WA were classified as ‘Visiting Friends and Relatives’ (for example, parents visiting children studying here). Accordingly, promotional and operational activities for tourism and international education should be more closely aligned to improve the multiplier effects of these sectors reinforcing each other.

Of course, strengthening the state’s tourism sector also improves local vibrancy and liveability. More broadly, improving tourism means doing better at sharing the great treasures of this state with the world. It’s time we treated the sector with a seriousness that will benefit us all. ¢

AUG U ST 2 016 BUSIN E SS PU L SE 5

AUGUST 2016

THE GUIDE 1. Leadership launch 10 JUNE Only 57 per cent of Australian workplaces are achieving profit targets, according to the newly released Study of Australian Leadership (SAL).

The largest survey of Australian business leadership in 20 years, the SAL was conducted by the University of Melbourne’s Centre for Workplace Leadership (CWL) and launched around the nation via a series of events, including a panel discussion held in Perth.

CCI CEO Deidre Willmott sat on the panel with CWL Director Professor Peter Gahan, PwC Corporate Tax Director Natasha McCarthy and 6PR host Peter Bell.

Discussion focused on the specific challenges confronting WA business leaders in the current economic climate.

An overview of SAL is on p37 of this edition. ¢

1

2. Women in Pitching 21 JUNE “Dare to be different by simply being better” was the takeaway message from a ‘Pitching for Women’ event hosted by CCI. Presented by pitch expert Hamish McKenzie, the event attracted more than 50 attendees keen to hear tips on how they can improve selfmarketing of their personal and professional assets.

McKenzie, who has a background in corporate banking, sales and operations management, is a much sought-after speaker and facilitator in Australia and internationally.

His ‘Power of Three’ strategy focuses on the personal, the professional and the ‘paramount’. ¢

2

3 SAVE THE DATE:

CCI HR Conference 3

22 SEPTEMBER 2016, PAN PACIFIC Go to cciwa.com/events

To register your interest in receiving more information about any of our 2016 events, please email functions@cciwa.com 6 B US I NE S S P U L S E AUGUS T 20 1 6

AUGUST 2016

3. Winning

work theme at CCI dinner 23 JUNE “Winning work in tough times” was the theme for CCI’s premier annual event for the resources and construction sectors in WA. “As we move into the production phase and look beyond the commodity price cycle, it’s important to note that the fundamentals for long-term growth remain sound,” CCI CEO Deidre Willmott told 120 delegates at the Crown.

After a full day of keynote speeches another 300 people joined conference delegates for a premium dinner event that featured entertainment by comedian Dave Hughes and an inspiring address from Wildcats vice-captain Greg Hire. ¢

3

5. Expanding

Wa’s Defence Sector 6 JULY

4. ‘Beyond 2020: Developing Our Future Workforce’

3

4

29 JUNE This professional development day for metropolitan high schools brought together career guidance teachers and business representatives to explore more opportunities for business-focused learning at secondary level.

Partnered by Apprenticeship Support Network and CCI’s Education Development Fund (supported by voluntary contributions from CCI Members), the PD day hosted 72 teachers who listened to presentations from: Professor Lyn Beazley AO

Charlie Cunningham, CEO, Business News

Lainie Weiser, co-creator, Just Start IT CCI Education and Training Officer Linda Winter says the event attracted excellent feedback, with attendees staying on after the presentations for a number of interactive information sessions. ¢

4

5

5

Rather than trying to imitate South Australia, WA should play to its strengths and define a distinct approach to defence manufacturing, CCI CEO Deidre Willmott told a recent CEDA gathering at Perth’s Hyatt Regency.

Former Federal defence minister Stephen Smith, Austal CEO David Singleton, Liberal Senator Linda Reynolds, Civmec general manager (defence) Mike Deeks and the Department of Commerce’s John O’Hare discussed how innovation continued to be the driving force behind defence and debated whether WA was on “the cusp of a new age in defence”.

The CCI, through the WA Defence Industry Council, was continuing to coordinate Team WA efforts in Canberra and had welcomed the announcement by the Prime Minister and Minister for Defence that WA, along with SA, would be the two naval shipbuilding hubs for Australia. This places WA in a strong position not just for future shipbuilding but importantly for sustainment and maintenance, Ms Willmott told the 140 guests.

“This panel discussion is a starting point in that process.

While we may not come up with all of the answers, we must continue to build a unified front to advocate for WA,” she said. ¢

AUGU ST 2 016 BUSIN E SS PU L SE 7

IN BRIEF

A DAY IN THE LIFE OF...

BILL LIDDELOW, PARTNER, BOFFINS BOOKS

A

lot has changed in the publishing industry since Bill Liddelow took a job at Angus & Robertson 40 years ago, but his passion for the printed word has never faltered. It’s what inspired him and two business partners to open Boffins bookstore in the Perth CBD in 1989 and it’s still the thing that gets him out of bed each workday.

“I have the best life,” Liddelow says. “On most days, I sit with delightful salespeople while they take me through their publishers’ lists of forthcoming books. We read blads (sample pages of upcoming books), look at multimedia presentations and view advance

BOOK OF THE MONTH The way most of the world thinks about assets is wrong. Physical assets, the darlings of the Industrial Revolution and the basis of today’s largest firms, depreciate, become obsolete and are not capable of innovation.

People, on the other hand, have a lot of potential. Whether employees, customers, or partners, people can generate new ideas, solve problems on their own, promote and share brands, and serve various other functions. With proper training or cultivation, people appreciate, rather than depreciate, in value to your organization.

The internet spelled the demise of closed-source business models based on physical assets. We are turning to LinkedIn rather than a recruiter, for example. These digital, open-source, open-platform business models are creating new, exponential insights and connections that yield extraordinary value. Consequently, the emerging power of networks presents new risks for established firms in all industries.

Many of our most admired companies will not stand a chance when the most valuable digital networks take on their markets.

Nigel Fenwick of Forrester Research said that by 2020, every organization would be either digital predator or digital prey.

From The Network Imperative by Barry Libert, Megan Beck and Jerry Wind. Reprinted by permission of Harvard Business Review Press.

8 B US I NE S S P U L S E AUGUS T 20 1 6

copies. Each month I have thousands of new titles to choose from and it really is like a refined form of gambling to select what will be going onto Boffins’s shelves in two or three months’ time.”

The Boffins team – a mix of full-time, part-time and casual staff, three of whom have been with the store since it opened – meet for 10 minutes before opening four days each week to share information. “This daily meeting is invaluable in setting priorities, getting issues out in the open, addressing skills and procedural deficiencies, and in binding us together as a team,” Liddelow says. “On the fifth day we have a 40-minute meeting where all staff present new books to each other, sharing product knowledge and ultimately enhancing customer service. Eighty minutes out of a 38-hour week is a lot for training, but I believe it’s well worth it given the nature of our product.”

That product has changed considerably in recent decades, as have the means of selling it, but Boffins shows no signs of disappearing

online. “Print is still king, but an increasing amount of business has gone offshore to online competition,” Liddelow says. “Some types of books, such as dictionaries, have been made largely redundant by digital alternatives.

We’ve sold online since 2005 and our web sales are an important part of our business.

We’ve had to change to retain a place, but I do believe that the core of our business success is still an inviting store, interesting product, intelligent merchandising, engaging and helpful staff, and a commitment to serve our customers efficiently and professionally.”

To that end, Liddelow is sure to be out on the shop floor during the busiest time of day – the lunch hour. “Engaging with customers and finding out what they’re looking for helps me enormously in my job as a buyer,” he says.

“Like most bookshops we have our regular customers, many of whom have shopped here since our beginning. We know their likes and dislikes and love to please them with our recommendations. Some are lovingly eccentric and these characters enrich our work lives.” ¢

LESSONS LEARNT Matt Judkins, Partner, Deloitte Access Economics Growing up I learnt … the beauty and diversity of the world in which we live is what makes life worth living – we should never take it for granted From my parents I learnt … the importance of self-belief. The world will challenge you and is not always just and fair. You need to be comfortable in who you are to be able to deal with the slings and arrows of outrageous fortune.

The best thing I learnt in school … it’s important at times to be able to adapt and fit into your environment, but there also comes a time to challenge it. The obligation to dissent when we see something wrong is everyone’s responsibility.

This year I’ve learnt … that sticking to a well-defined strategy and ignoring the noise will ultimately deliver results.

I learnt an unexpected lesson … while travelling through Asia as a teenager. Everything I thought was normal about the world was in fact abnormal and while I might never be able to fully understand everything about the world, each and every culture deserves my respect and acceptance.

One lesson I wish I had learnt earlier … enjoying life and achieving happiness is far more about the journey than what you achieve at the end.

A small but crucial lesson to learn is … getting it wrong is ok. It will happen a lot and the trick is to get back up, dust yourself off and try something a bit different.

The most important business lesson I’ve learnt … business is all about trust and this only comes with time, commitment and through being genuine and exposing your strengths and your weaknesses.

IN BRIEF

NEW HOPE ON POLICY FRONT The WA Government has inched closer to achieving greater harmonisation of the state’s work health and safety laws with the model national legislation.

WorkSafe WA recently released draft regulations to accompany the proposed Work Health and Safety Bill 2014.

There has been overall support from the business community for the modernisation of the WA safety legislation, although for many small businesses there are concerns around regulatory burdens and the costs of adapting to a new system.

Last year CCI obtained a commitment from the Barnett Government to keep the regulatory burden to a minimum and take into consideration the operating environment and conditions of WA. CCI is currently reviewing the draft regulation to ensure this commitment has been met. Members interested in this issue are encouraged to email policy@cciwa.com with their views and concerns.

CCI’s IR and Safety Policy Manager Paul Moss says: “With it now being five years since agreement on the national model legislation, it is time for the WA Government to stop procrastinating over this issue and implement its proposed reforms before yet another year passes.”

250,000

The number of saltwater and freshwater crocodiles in Australia – and they could soon outnumber Australians who live across the Top End, North Queensland and the Kimberley.

THE STORY: WORK TRAVEL HAS ITS MOMENTS

Sometimes overseas trips have their benefits – sometimes they don’t

“I

“WHENEVER ONE OF OUR EMPLOYEES HEADS OVER THERE, WE ALWAYS SEND HIM OR HER WITH AN EXTRA SUITCASE FULL OF SUPPLIES” Independenttraveler.com

TBA

YOU ARE THE HR MANAGER HOW WOULD YOU HANDLE THIS SCENARIO?

A permanent employee submits a personal leave request form to attend a routine dental appointment during work hours.

Are they entitled to personal leave?

A

17% The share of WA’s tourism market made up by UK visitors.

work for a company that has an office in Spain. Whenever one of our employees heads over there, we always send him or her with an extra suitcase full of supplies. It’s cheaper to check an extra bag than to mail it. We recently sent a new employee over with a suitcase filled with all kinds of things. There were the standard tape measures, safety vests and office supplies, but there were some odd things as well. For instance, a Crock-Pot, an unmarked brown bag of mixed nuts and various packets of Crystal Light drink mix. As his suitcase was being unloaded in Spain, the zipper broke and some of the drink mix packets burst, with the powder spilling onto the ground. Our poor employee had a hard time explaining, in his limited Spanish, that the Crystal Light was ‘powder you put in your water to make it taste good.’ Eventually, our supervisor in Spain was called in to clear him of any suspicion, but he did spend several hours in the security rooms of the airport being questioned. What a great way to say, ‘Welcome to the team’.” ¢

n employee (other than a casual worker) is only entitled to take paid personal leave if they are not fit for work because of a personal illness or injury. As the dental appointment is a routine appointment, and not the result of an injury or illness, the employee is not entitled to access their paid personal leave. In this situation you could direct the employee to attend the routine appointment outside of work hours or during a lunch break.

If, however, an employee sustained a dental injury and needed to attend a dental appointment during work hours, they would

be entitled to take paid personal leave. The employee would be required to provide notice of their intention to take personal leave, specify the expected period of leave and provide any reasonable proof or documentation you may require.

It’s important to have a clear leave policy and procedure in place to ensure employees understand when they are entitled to access personal leave and what is expected of them when they do intend to access it.

For more information, contact CCI’s Employee Relations Advice Centre on (08) 9365 7730 or email erconsulting@cciwa.com ¢ AUG U ST 2 016 BUSIN E SS PU L SE 9

WA TOURISM ON THE MOVE

FROM HARD HAT TO HARD SELL The WA Premier is backing himself to drive the state’s post-resources boom tourism sector into a new era CARRIE COX

I

t’s not that he didn’t have enough senior people up his sleeve or too much time on his hands. By his own admission, WA Premier Colin Barnett just really wanted to be Tourism Minister.

After a political life spent mostly bedding down resources portfolios, Barnett surprised many back in March when he dropped the state development portfolio and took on tourism, yet it’s a decision that makes perfect sense in terms of timing and politics.

FOCUS ON THAT ONE THING AND MAKE IT GOOD, SO THAT VISITORS TO PERTH HAVE REASONS TO COME BACK AGAIN AND AGAIN With the resources boom having clearly levelled out, tourism presents as both an 1 0 B US I NE S S P U L S E AUGUS T 20 1 6

exciting growth sector and a political shuttlecock leading up to the next state election. The Opposition has opposed both Elizabeth Quay and the new Perth Stadium – developments that make Barnett’s conversational cup runneth over.

Speaking exclusively to Business Pulse, Barnett says tying off resources and embracing tourism was a logical decision for him personally. “Most of my political life I’ve had a resources portfolio and as a state we’ve done well to maximise that ride.

We didn’t miss that bus,” he says.

“Increasingly the emphasis now is on developing other sectors without stepping away from our backbone. While I’ve always been interested in agriculture, I’m not a farmer, and so I thought I’d take a lead and take on a growth sector in tourism.”

But it’s more than that.

Barnett doesn’t believe tourism can be siloed as a government department. The industry transcends sectors and therefore needs leadership that holds sway between portfolios. “While I’m a

tourism minister, I’m also the Premier,” he says. “Part of the reason for taking on this portfolio is that I can use my influence over other portfolios to develop tourism.”

He uses the example of the Arts portfolio (Barnett has worked closely with John Day in developing the highly-successful Perth Fringe Festival), Parks & Wildlife (to lift our natural resources beyond TripAdvisor expectations) and Sports & Recreation (see box on p11).

Most importantly, Barnett sees WA tourism’s big picture arguably clearer than those who didn’t spend their most memorable holiday as a 16-year-old on “Rotto”, currying favour with girls on the island whose parents thought well enough to invite them over for a barbecue.

“It was our first time away from home; our first taste of adulthood,” Barnett reminisces about the destination he now says needs better accommodation.

“We had no money. We lived on the cheap – baked beans and things.”

WA TOURISM ON THE MOVE

Barnett can be misty-eyed about his home state but also laser-focused. In launching WA Tourism’s new ‘Just Another Day in WA’ campaign in June, he drew criticism from many quarters about his comments regarding Perth’s central attraction over all else, but he’s quick to defend them.

“Yes, I’ve shifted the focus back on to Perth, but it’s not to neglect the regions at all,” he says. “I understand there’s a sensitivity about that, but the reason is because Perth is the destination. It’s where you fly to. Our big opportunity is international tourism because there’s a huge population to our north and you’ve got increasing urbanisation, rising incomes in Asia and governments that now encourage their people to travel.

“You could do nothing in WA and international tourism is inevitably going to grow, but I don’t think it’s a race to try and compete with, say, the Gold Coast. I’m not looking for mass tourism; busloads of people running behind someone with

a red flag. I want to see quality tourism, people doing different experiences and the like.”

On that front, Barnett is adamant we can no longer assume what those experiences should look like. “I’ve been a bit critical that we have advertised internationally the things that we like – we like beaches so we tell everyone about our beaches,” he says.

“I had a conversation a few years ago with the Malaysian Tourism Minister and she said, ‘You advertise beaches but we’ve got beautiful beaches in Malaysia – why would we go there to go to the beach?’ And recently I had the new UAE Ambassador here to visit and he said, ‘You promote beaches yet our Arab population doesn’t go to the beach. It’s not culturally what we do.’

“I was also talking to a major Singaporean property investor recently and he absolutely stunned me when he said he could fill our hotels here with people who want to go cycling – apparently that’s very difficult to do in Singapore. And so again,

that’s not the way we might have thought about selling ourselves.”

Perhaps because he feels so strongly about casting off old assumptions, Barnett has become a bowerbird of external opinions about WA’s real appeal.

“Jeff Kennett’s always saying to me you don’t promote your wildflowers enough and he’s

right – we’re unique in that respect and we should do more to promote that,” he says. “I’ve been talking to a lot of tourism operators and they say Perth’s looking great but what do people do here? So the redevelopment of Scarborough is part of that, we need to improve Rottnest, we’re working on a future Scitech. > p12

Cashing in on footy fever Planes full of Collingwood supporters landing in Perth for a weekend of footy and fun – a scary prospect, yes, but all part of Barnett’s master plan.

“This is an idea Jeff Kennett gave me,” the Premier says, “and we’re working on it. The new stadium, which will be the best in Australia and world-class, will have seating of 60,000 - 10,000 of these will be reserved for general admission. Now part of those will be used for visiting teams. At the moment visiting fans to Subiaco, and there’s not that many of them, get stuck behind the goals at one end. We’re going to reserve good seats and the concept Jeff put to me, and I’ve talked to Eddie McGuire and others about it – is that the big clubs, the Hawthorns, the Collingwoods, the Carltons and so on, will bring over members, maybe even charter an aircraft, go to the game, stay in Perth, travel to Margaret River and fly out of Margaret River from the extended Busselton Airport. Hopefully throughout the season maybe 500-1000 people from Victoria or wherever will be coming over for games.”

AUGU ST 2 016 BUSIN ESS PU L SE 1 1

WA TOURISM ON THE MOVE > I’m spending a lot of my time chatting to people and getting their views.”

One view that pops up consistently is the potential for Perth’s health care sector to be leveraged for tourism. “The UAE Ambassador, for example, said to me, ‘You should be doing more to promote health care – elective surgery, annual check-ups, recuperation holidays’,” he says.

“It’s an area in which we have top expertise, people like Ian Constable (founder of the Lions Eye Institute), and we also have a great opportunity to attract international patients in child health and specialist areas. We need to build up these niches.”

He’s similarly keen to attract more visitation off the back of international education. Almost 50,000 overseas students studied in WA last year, according to Education Department figures, and many of them draw at least one annual visit from family back home. Barnett believes WA’s universities could do more to boost international student numbers.

“I think our universities here have been competing against each other and I think they’ve now realised that, so what we need to see is closer collaboration in our marketing approach,” he says. “Let’s talk

about the five good universities as a group in Perth rather than individual offerings.

“And let’s look at their accommodation options. The proportion of international students doing postgrad here instead of undergrad is going to increase, so you’ll get older students, they may be married, they may have children, and they like to live in the city. I guess because the emphasis in recent years has been on mining, we haven’t been thinking that way, but now if you’re building apartments, you might also think ‘student accommodation’.”

Ebullient though he is about WA’s fresh tourism potential and the momentum generated by ‘Just Another Day in WA’, Barnett insists his new portfolio is more than a post-mining thought bubble. “There’s a bit of a view that suddenly we’ve discovered tourism and that’s not true,” he says. “The decisions on Elizabeth Quay and the new stadium were made more than four years ago. Sinking the rail line and connecting to Northbridge – they’ve all been done. What’s different now is that we have hotel rooms available and lots more coming on line. Perth’s looking clean and spotless and now we’ve truly got something to promote.

“The regions too have a lot to gain by the hard work that’s gone in to enhancing Perth. They can really take more ownership now of their own identity. Each region must be known for something – you can’t be all things to all

people – and they should really focus on that one thing and make it good, so that visitors to Perth have reasons to come back again and again, perhaps doing a different regional visit each time.” ¢

‘Just Another Day in WA’ After years of promoting WA as “extraordinary”, the state is now playing it very cool. Those amazing views? Crystal waters? Great food and wine? Just par for the course, world.

It’s a curious shift (the Premier admitted to Business Pulse he was initially “sceptical” about the concept), but one hatched by the same advertising agency – Cummins&Partners – that has compelled record numbers of people to buy a Jeep. Tourism WA Acting CEO Gwyn Dolphin explains the thinking behind the campaign.

“The rationale is you always take something that is a bit of a negative and you make it part of the story. It’s a big challenge to put a statement out there that you’re extraordinary and then really deliver on that. It’s a big state with a big message, but how does that actually become tangible for people in, say, China?

“The new campaign had arrived at a far more individual version of extraordinary, far more personalised and very interactive.

“People are encouraged to share their own extraordinary stories about WA and that’s possibly the most significant difference from other campaigns.

“Traditional campaigns involve a lot of high-level advertising and brand awareness that take a disruption approach, but now with the fragmentation of media, the many channels available and the fact that you or I can be a publisher of content, we’re actually asking people to be contributors to the message. That concept has to be led by some sort of creative theme, so we have a couple of TV-sized pieces of content but the majority of the material is digital.

“Particularly for the Asian markets this campaign allows us to do shorter, bespoke pieces of material. Not every market will see the whole package; they’ll see what’s relevant to them. So far the campaign is tracking extremely well week on week – it’s exciting to watch it evolve.”

If you own a successful business worth between $5 million and $200 million and you’re thinking of selling... we can help www.mergers.com.au PARTNERING WITH

ACROSS 30 COUNTRIES

1 2 B USI NE S S P U L S E AUGUS T 20 1 6

Experts in conducting business sales

WA TOURISM ON THE MOVE

TAKING THE BLUES OUT OF A GREENSHOOTS IDEA Glamping targets a range of clients keen to side-step holiday stress TONY BARRASS

WE WANT TO MAKE THE EXPERIENCE AS PLEASANT AS WE CAN AND ONE THAT RESONATES WITH ALL SORTS OF PEOPLE

A

s a former industrial chemist at South Australia’s Olympic Dam, Toni Dearle knows what to leave in – and what to take out – when it comes to making a new product fresh and unique to the market.

So after she and husband Graeme – an ex-geological field assistant – returned to WA’s stunning South Coast in 2000 with plans to expand her parents’ chalet accommodation business in the damp, deep forests of Pemberton, it was clear that getting the mix right in a small but flourishing tourism venture was pivotal to its success.

It started with 4WD tours to the jaw-dropping sand hills that fall off the edges of surrounding bush tracks and into some of the most spectacular coastlines on the continent.

The Dearles’ beloved “troopy” – an elongated Toyota Landcruiser Arkana that seats 13 – was the centrepiece of their tour business as they expanded over the next 15 years to catch the growing number of local, east coast and international visitors looking for something different in the highly-competitive eco-tourism and wilderness markets.

While the troopy stayed, Toni definitely knew what to get rid of when they created a “glamping” arm specifically aimed at luring people generally considered non-campers keen to experience the remoteness of the world-renown South West.

“Arguments,” Toni laughs. “We wanted to take out the arguments that inevitably come with setting up a tent. Anyone who has ever done any camping will know that somehow you always end up having an argument with whoever you’re with. We thought if we can take all the stress out of setting up and taking down camp, we might be onto something.”

Onto something they were. With the guidance and encouragement of the WA Parks and Wildlife, keen to use reputable local operators such as Graeme and Toni as a way to get people back into the underutilised Warren and D’entrecasteaux national parks, the Dearles’ Pemberton Discovery Tours created WA Wilderness, which has since tapped into a previously unsourced glamping market.

They identified Drafty’s, a favourite spot on the banks of the Warren River accessible by 2WD and named after a much-loved local character, as prime

camping ground to kick-start the venture.

Eight 3 x 4.5m tents cover a big, comfortable and warm bed – “the most important part” according to Toni – and a veranda with director’s chairs, tables, gas burner stoves, sinks, cutlery, crockery and everything else you need when in the bush.

The target audience fell across a range of demographics; commuters from Perth, often couples or small families looking for a getaway in the bush without wanting to cart camping gear or trailers on the four-hour drive south, passing backpackers who considered the experience a luxury and tourists who had come to Pemberton but didn’t want to stay in the town itself.

“It’s basically testosterone-free camping,” Toni says. “We want to make the experience as pleasant as we can and one that resonates with all sorts of people who come to Pemberton looking for something different.”

Toni knows that the downturn has made life a little tougher in the tourism space, but says it’s up to them to counter the decline by making the product more attractive to the market through cost and convenience.

Tourist towns such as Pemberton have also been hit hard by Mother Nature, with the fires that devastated nearby Northcliffe earlier this year keeping numbers down during the hotter months and as most West Australians would know, it also gets very wet down that way during winter.

She acknowledges that more marketing needs to be wrapped around the products on offer as their business expands; they now have an impressive shopfront in Pemberton branded as a Discovery Centre, complete with 9-hole mini-golf course at the back, a mountain bike hire unit, lots of one-day walking, wildflower and winery tours, along with a busy schedule of transporting hikers to the ever popular Bibbulmun and Munda Biddi tracks that criss-cross the surrounding forests.

“It’s all about diversity,” Toni says. “We need to be flexible to make sure we capture as much business as possible, but it’s also promoting the region and making sure people get to see this wonderful environment. Once they see it, they inevitably come back.” ¢ AUGU ST 2 016 BUSIN ES S PU L SE 1 3

WA TOURISM ON THE MOVE

LOVE THE BOAT

Cruise ships are lining regional pockets as the sector explodes in popularity

SALLY GRANDY

T

hink of cruising and you’ll more than likely conjure up images of the elderly strolling on a deck or enjoying black tie dinners and gourmet food at the captain’s table.

But while the cruising industry was once primarily the preserve of wealthy over 65s, it now has much more mass appeal.

Modern mega-ships with state-of-the-art facilities and family friendly on-board entertainment mean the face and age of the typical passenger has changed drastically – and that’s good news for WA and its economy.

IN WA, THE CRUISE SECTOR GENERATED MORE THAN $275 MILLION IN 2014, A STAGGERING $159 MILLION INCREASE ON THE PREVIOUS YEAR This December, Fremantle will welcome its biggest ever cruise ship, the Ovation of the Seas, which was only launched in April. The 348m vessel, owned by 1 4 B US I NE S S P U L S E AUGUS T 20 1 6

Royal Caribbean, has a passenger capacity of 4000 and apart from many other features, boasts the world’s first ship-based sky-diving experience.

The iFLY is a vertical wind tunnel where wind speeds top more than 160km an hour to create a cushion of air on which riders float. Other on-board facilities include an impressive 10m-high rock climbing wall, an observation capsule which offers breathtaking 360 degree views of the surrounding ocean, a casino, an indoor pool with retractable roof and an outdoor pool.

An on-board activity centre for children incorporates roller skating and bumper cars. This is a luxury cruise liner like no other.

It’s all part of the modern-day cruising experience In WA, the cruise sector generated more than $275 million in 2014, a staggering $159 million increase on the previous year. In that same year there were a total of 101 cruise ship visit days in WA – a 48.5 per cent increase from the previous year. And that figure continues to climb.

Tourism WA’s Christine Cole says WA is proving to be a hotspot for the cruising industry.

“We have 12,500 km of

coastline and nine active ports,” she explains. “Fremantle has lots of capacity as there is plenty of space to berth. Add the fantastic destinations which people want to explore. There’s Exmouth and Ningaloo Reef, Busselton – the gateway to the Margaret River Region – and Albany, with all its history . . . it’s no wonder WA is becoming so popular for the cruise liners.”

Cash splash days for WA ports WA has a huge advantage with its climate, and liners head south during the Northern winter which makes March to August optimum cruising time.

“Communities enjoy these cash splash days when cruise ships dock,” Cole says. “In Geraldton and Broome, they will get thirteen or fourteen visits every year. If each cruise ship has two thousand passengers it’s like the equivalent of six Boeing 737 jets landing in their town, with passengers and crew getting off and spending significant amounts of cash in one day.”

Cruise ships book their schedules well in advance which means towns can prepare for their visits. Various Chambers of Commerce work with the

WA TOURISM ON THE MOVE

ports, visitor centres and newlyestablished cruise committees to help them organise maps and incentives for passengers.

Local shops, from supermarkets to chemists to food outlets, all benefit as ship visitors still need and want to buy basic goods and local trinkets. Cruise ship visits boost regional economies, as local suppliers are engaged to provide a range of services from refuelling to rubbish removal. Many visitors book local excursions to get a better feel for their new surrounds.

Exmouth Shire Executive Manager of Community Engagement Roge Kemp embraces them.

“People might come here to do a quick whistle-stop tour, but we’ll make it such a memorable experience they’ll want to come back for more,” he explains. “It’s the ripple effect. We always stage a welcoming event and as passengers disembark, small businesses will be selling local produce and artists their creative work.”

These stop-overs have been so successful that the shire is pressing for a new multi-purpose deep water wharf to be constructed to support this growth.

“Passengers currently disembark by tenders and when the weather is bad they’re stuck – a new wharf would change that.”

Cruise liners want more of WA This year P&O Cruises introduced the Pacific Eden to WA using Fremantle as a base heading north to Broome on eight-night cruises.

By the end of the year she will have undertaken 16 cruises, carried 25,000 passengers and made 34 calls to ports. This is a significant expansion on last year when they had a cruise liner here for just two months.

P&O Sales and Marketing vice president Simon Cheng says WA has strong appeal.

“Western Australia has some great ports and its proximity to the exotic islands of Indonesia and Asia makes it a great starting point. Pacific Eden’s presence means dollars for WA,” he says.

“During its season more than 230,000kgs of local fresh fruit and vegetables, 5000kgs of cheese, 50,000 litres of milk and 25,000 eggs will be consumed by guests – and bought from WA.” Many Perth-based companies have reaped the rewards from business arrangements made with

various cruise companies.

Whippersnapper Whiskey struck up a business deal with Hong Kong’s Star Cruises during the WA Cruise Exchange hosted

by Tourism WA. Owner Alasdair Malloch joined their Superstar Virgo over just five days of its 48-day itinerary, holding whiskey workshops and presentations.

“It was a dream,” Malloch says. “It gave us great exposure and income. Our whiskey was served in their Michelin star Restaurant. In just five days we made $9,000 from sales and fees for my lectures. Excuse the pun, but we are keen to continue to tap in to this billion-dollar industry further.” ¢

Why the cruise industry loves WA 1. In 2014-2015 there were 101 cruise ship visit days in WA – up 48.5 per cent on the previous year.

2. Most cruise ships that visit WA ports can accommodate 1000 passengers. Ovation of the Seas, which arrives in Fremantle in December, can take 4000.

3. This megaship boasts the world’s first ship-based sky-diving experience, numerous attractions such as casinos and bumper cars, and an observation capsule.

4. There are 10 ports available to visiting ships – Fremantle, Esperance, Albany, Bunbury, Geraldton, Exmouth, Broome, Port Hedland, Busselton and Augusta.

5. Tourism WA has commissioned a study to evaluate the latest economic impact of cruise ships.

6. Last year Carnival Australia reported 100 per cent satisfaction from 200 face-to-face interviews carried out with passengers who explored Busselton during a cruise visit.

7. Princess Cruises carried more than 45,000 cruise guests to and from Fremantle between April 2015 and March 2016, with the cruises expected to generate an estimated $30 million for the local WA economy.

8. In 2014-2015 more than 118,000 passengers visited Fremantle aboard cruise ships.

AUG U ST 2 016 BUSIN ES S PU L SE 1 5

WA TOURISM ON THE MOVE

SMOOTH OPERATORS Segways overcome bumpy road to glide into tourism winner SOPHIE GABRIELLE

B

efore he could start WA’s first Segway tour business, Owen Williams had to rewrite the rules.

In 2004, Williams was travelling in Washington D.C. when he came across Segway tours for the first time.

“I was inquisitive about how the machine actually worked, so I went on a tour,” he says.

“I thought it was fantastic, the distance you could travel and what you could do on a Segway.”

From that point, Williams knew he wanted to bring Segways to WA and set about making his dream a reality.

1 6 B US I NE S S P U L S E AUGUS T 20 1 6

“I thought, ‘I have to bring it back to Perth and the surrounds because we have the perfect climate for it, not like in DC, where they can only run them for six months of the year’.”

By 2006, Williams and his business partner Belinda Hill were importing the machines from Boston, USA. But before they could launch WA’s first Segway tours they encountered a unique problem.

“The legislation didn’t allow for electric personal transporters – it wasn’t a pedestrian or a motor vehicle or a bicycle, it sat inbetween somewhere,” he says.

“Our legislation is very inflexible so after going back and forwards with the Department of Transport over a number of years, we decided to make a new category called an electronic personal transporter, which the Segway fits into.

“There are 1000 Segway tours you can do around the world; it was only here that we were trying to catch up with the rest of the world.”

Since 2013, Segway Tours WA has been the only authorised Segway tour operator in WA, taking riders through Perth, Rottnest and, soon, Fremantle.

The Rottnest Segway tour has become the number one thing to do at Rottnest on TripAdvisor and the Perth Segway tours are ranked in the top 100 things to do in the WA capital.

Williams says there is something new for everyone to experience on the Rottnest tour, even for those people who have been visiting the island all their lives.

“It is a fantastic tour there (on Rottnest) because we take people to places where normally they wouldn’t go on a bike or hike,” he says.

WA TOURISM ON THE MOVE “One of our specialised tours and most popular is called the Fortress Adventure Tour and it takes people up to the old World WarII gun emplacements.

“They go off road up some sand hills – we train everybody through a good process first so they can go over that terrain.”

Rottnest Island Authority spokeswoman Penni FletcherHughes says the success of the Segway tours on the island was very encouraging.

“The feedback has been very positive, so much so that a new tour has been added this year,” she says.

“The island authority is happy to have this great new experience and we encourage people to have a go. Take a look at the Bickley WWII remnants on the Segway – it’s such an exciting tour.”

Each Segway costs about $10,000 and they require very little maintenance; their batteries are simply charged every night.

Williams says his business thrives on the tourism season and WA’s reliable good weather.

“Between around November and April is our really busy time and that’s when we employ the most people (on a casual basis),” he says.

The business employs up to 15 people during the peak season, with that number expected to grow once the Fremantle tours start later this year.

“What the guides have to have is personality and passion,” Williams says.

“It doesn’t matter how many courses they’ve done in tourism and all that, if they haven’t got those two qualities they are not going to cut it as tour guides.

“We have lawyers, WAAPA students, English teachers, student teachers – it’s such a cross-range of people that we employ.

“If somebody wants to come to Perth and have a snapshot of what you can do, where you can go and the history, Segway tours is a great way to do it.

“We talk to them about the history of Perth and Rottnest, as well as current events.”

Williams’ advice to other new business owners is to co-operate with local and state government and not be deterred when problems arise.

“They are just hurdles – you can jump over them.” ¢

THE ROTTNEST SEGWAY TOUR HAS BECOME THE NUMBER ONE THING TO DO AT ROTTNEST ON TRIPADVISOR

Fact box Perth: The Foreshore tour (west) takes you past Kings Park to the University of Western Australia and also includes the new Elizabeth Quay area. The east tour travels along the foreshore to the amazing Claisebrook Cove, while the Riverside tour also explores the foreshore and Barrack Square, taking in the Perth Bell Tower and Elizabeth Quay.

Rottnest: The Fortress Adventure tour will take you to the WWII gun emplacements and the stunning scenery of Bickley Bay. The hour-long Settlement Explorer tour takes you through the original settlement and includes picturesque vistas of coastal areas through to Bathurst Lighthouse.

Fremantle: Watch this space. Tours are expected to be up and running later this year.

CCI PUSHES AHEAD TO KILL UNFAIR PENALTY RATES Archaic system continues to stifle opportunity in one of our most important industries – tourism

PAUL MOSS Manager Industrial Relations and Safety Policy

S

unday and public holiday penalty rates remain a significant barrier to a dynamic and flourishing tourism industry and continue to hurt WA operators keen to see the sector grow in challenging economic times.

It’s no secret that West Australians who take time out to enjoy their own state are a significant proportion of the tourist market, representing 89 per cent of overnight visitors to our South West. Typically, these visitors are seeking to make the most of a long weekend, hoping to visit local attractions and businesses.

Unfortunately, all too often they are disappointed by the lack of businesses open due to excessive weekend and public holiday penalty rates that make it unviable for small businesses to open, even with the increased demand for services. Those that do generally minimise their costs by cutting opening hours, offer fewer services, employ fewer staff or engage cheaper or inexperienced junior workers.

This all contributes to reduced choice and poor customer service and works against efforts to promote WA as a destination of choice.

CCI members in the retail, hospitality and tourism industries believe that if these penalty rates were reduced in line with Saturday rates they would open seven days a week, trade for longer and employ more staff.

They also say that a new approach to penalty rates will allow them to expand their business and make their local communities more vibrant places to visit.

As part of our submissions to the Productivity Commission review of workplace relations, we’ve highlighted the case of a local winery forced to reduce staffing levels by 50 per cent on a public holiday. They say that if penalty rates were reduced, they would hold special events to attract passing tourists and increase the number of staff they hire.

The CCI is also currently awaiting a Fair Work Commission decision on whether to reduce Sunday and public holiday penalty rates within retail and hospitality awards, a decision expected to test the relevance of the modern award system. ¢

AUGU ST 2 016 BUSIN ESS PU L SE 1 7

WA TOURISM ON THE MOVE

WIZARD

OF OZ

Paul Joyce knows every nook and cranny of this vast country and wants others to join the exploration

CARRIE COX

S

ometimes it takes an outsider to really get to know a place. So it shouldn’t surprise people that the owner of Travel Forever, an ‘Aussie adventure’-focused travel agency in Perth’s CBD, is an Englishman.

In fairness, South London-born Paul Joyce has been on Terra Australis for 25 years, having been seduced by the beauty of Perth on a cruise stopover.

Since then he’s explored more corners of the country than most self-proclaimed travellers and is more passionate about Australia than your parochial uncle.

“Travel experiences are all about contrast,” Joyce explains.

“When people tell me an experience was ‘amazing’, my first response is ‘compared to what?’.

Many Australians don’t know what’s on their doorstep. Eighty per cent of people living in Perth haven’t been to Rottnest! But for me, the contrasts are incredible and I just love being able to direct people to those experiences.”

Joyce doesn’t sell any travel experience that he hasn’t done himself or would do – which doesn’t necessarily leave much. It’s a luxury afforded to any travel agency that is still independent and not beholden to selling particular products and brands. “We’re one of the

1 8 B US I NE S S P U L S E AUGUS T 20 1 6

few independent operators still around and it’s a liberating space to work in,” he says.

Travel Forever’s slice of the tourism cake is ‘adventure travel’, but it’s less daredevil, cliff-face activities than simply anything that takes someone out of their comfort zone. “The word ‘adventure’ means something different to every person,” Joyce says. “Adventure is not just for the young – we’ve had an 80-year-old recently book an adventure tour through the Kimberley. Adventure can happen at any age and take on any form. It’s a very broad term for any type of travel that is truly a new experience.”

Indeed, for the many Malaysian, Singaporean and Hong Kong travellers who’ve used Travel Forever in recent years, ‘adventure’ is the wide open sky of an Australian starscape – camping under the constellations, cooking on an open fire and sharing stories that don’t bounce off concrete walls. “In the last 6-7 years, those markets have really discovered the great outdoors,” Joyce says.

“When you think about it, their world is so urbanised; they don’t have anywhere to camp. So to

sleep under the stars in northern WA is truly magical. That’s an adventure.”

China, too, is a rapidly growing market as the middle-class look to spend their nascent wealth. “In many ways, China right now is like a young child who’s been handed a lot of money,” Joyce says. “It’s very, very important to greet the Chinese market with education, understanding and tolerance.

That’s why we’ve worked hard to be a China-accredited travel company – that compliance certification is widely recognised in China.”

Modern marketing As a measure of how quickly the online world has changed traditional advertising streams, more than half of Joyce’s bookings are now made through TripAdvisor. As a largely unregulated forum for tourists to register all manner of brickbat and bouquet, TripAdvisor requires modern travel businesses to live and die by the sword – but Joyce isn’t overly bothered (although like most travel agents, he checks it almost every day). “Consistency is key,” he says. “You’ll have the inevitable ups and downs, the

WA TOURISM ON THE MOVE

THE WORLD’S THEIR OYSTER Triplify’s Matt Fontana on how to engage the online traveller

unexpected. But if what you offer is consistently high quality, then you can’t be caught out.”

By way of example, Joyce and his business partner started a second business, a tour company – Travel Western Australia – in July 2014 that essentially offers one product of consistently high quality: the one-day ‘Pinnacles Magic’ tour. The Pinnacles – unique and geographically bewildering limestone formations located just two hours north of Perth – are a source of wonder to both international visitors and WA residents alike. Joyce’s daytrip aims to offer something even beyond the visual spectacle.

“It’s all about the guide,” he says. “We’ve got two guides who alternate these trips and they are both amazing and entirely different to one another. So much of the feedback we get on TripAdvisor is about the guides on these trips. They just add a whole other dimension to the experience.”

The ‘Pinnacles Magic’ tour includes an introduction to local Aboriginal history, a bush tucker morning tea (including smoked emu, bush tomatoes and Illawarra plum jam, among other things),

encounters with local wildlife, sandboarding in Lancelin, and a stroll along the beach.

“You’ve got to get the mix right and I really think we have,” Joyce says. “Firstly, you’ve got to get the balance right in terms of the time spent on the bus and the variety of elements. Then you’ve got to get it right in terms of the guides, and on that score, we’ve been very fortunate. And you’ve got to get the price spot on.”

The TripAdvisor views for this daytrip chart its success story.

“Since starting this tour, we’ve also offered bespoke charters using the same buses and guides,” Joyce says. “Groups can book one of our buses and guides for trips of 10 days or more – right up to Karijini and back on a big loop. The demand for those types of tours has grown 800 per cent in just two years, which just shows you how valuable our guides are and also the international appetite for trips through northern WA. “Many tourists think the northern coastline of WA will be dotted with hotel chains. It’s not!

You need to take a tour, get off the beaten track, camp out and have adventures.” ¢

1. I n the last few years you’ve moved into a difficult, highly-competitive space – the online travel market – and you’re technically no longer a “start-up”. So where are you at right now? Today Triplify is Australia-wide with our web, iPhone, iPad and Android apps built and maintained by our growing team of six developers and designers. Since our launch in 2014 we’ve seen steady growth, not as much as we’d dreamed of, but enough to keep us fighting in a highly-competitive market.

2. From where you started, how has the Triplify focus shifted?

On day one, Triplify was solely about event discovery for travellers. However, our data showed us that travellers are not as event-driven as we’d anticipated. Instead, they mostly see events as a bonus, and as a means to give their travel plans uniqueness. As we’ve grown we’ve watched a handful of competitors come and go, and dramatic shifts in how travellers plan and book their trips – from the devices they use, to the timing of their booking. This has challenged our original assumptions about how to best serve the traveller, and we’re in the process of addressing these challenges by pivoting to include tours and activities into our events offering.

3. Are you satisfied with Triplify’s “stickiness” at the moment?

What are you doing to improve this? Building a habitually useful app is a difficult challenge for any travel app because most people only get to travel one to three times a year. It’s the reason why travel apps have such a high failure rate – they are used on demand, and then forgotten. We’re bucking the trend by making our app useful to locals as well as travellers and our latest update shifts the balance more to the local while still being a primarily traveller-focused app. It’s been a difficult balance to strike, but we are ultimately guided by the fact that if we’re useful to the local, then we’ll be useful to the tourist that wants to travel as a local.

4. In a nutshell, why is it easier and more rewarding to use Triplify than to Google “what’s on”? Most trips require some forward planning – while Google’s “what’s on” can only see what’s immediately upcoming, Triplify is able to show you what’s on when you’re there. Aside from that, Triplify goes above and beyond for the traveller with our FOMO event radar.

The radar searches for events just outside of your destination and travel dates to make sure you’re not missing out.

5. What is the age of your key audience and why? Our average user is in their mid-20s. This audience has the independence and available cash to travel solo, or with friends. They’ve usually done some travel before and are keen to get off the tourist trail and get the most out of their travel time by seeking out events to amplify their trip.

6. Is modern tourism becoming more events-driven and, if so, why? There has been a trend, particularly from so-called “Millennials” to make their travel plans unique in some way.

Events happen to be one of the best ways to make your trip special and memorable.

7. What is the three-year plan for Triplify? Our immediate plans are to expand across North America and Europe, as well as incorporating tours and activities into our platform. We’re also developing “road-tripper” features so that our users can easily discover events and the best things to do on their upcoming road trip. ¢

AUG U ST 2 016 BUSIN ES S PU L SE 1 9

WA TOURISM ON THE MOVE

WA WONDERS Rock art rocks

THE CENTRE WILL PRESENT THE ARTWORK TO VISITORS WHO ARE CLEARLY HUNGRY TO LEARN MORE ABOUT INDIGENOUS CULTURE

The Kimberley has long been a drawcard for tourists and adventurers from around the globe, and its Indigenous rock art is regarded as one of the more astonishing elements to this extraordinary part of Australia.

But due to the geographical and cultural difficulties in accessing some of these most famous and ancient art forms peppered across the Kimberley, clever minds are coming up with new ways of showing them off to those who would normally miss out.

Mowanjum Arts Centre outside Derby is now working with the University of Western Australia and the University of NSW to establish a visualisation centre so that visitors can experience the art and discuss its meaning with Traditional Owners.

The centre, when complete, will present the artwork to Australians and overseas visitors who are clearly hungry to learn more about Indigenous culture but for whatever reason can’t connect with it physically.

UWA, through its Centre for Rock Art Research + Management, is also working with the University of Melbourne and Traditional Owners to date the ancient art. They have excavated some of the country’s oldest archaeological sites across the Kimberley and throughout the Pilbara, and with the guidance and help of Traditional Owners, are getting a clearer picture of when they were created.

For those able to get on country and see the works for themselves, there are various tours that can take you deep into the heart of the Kimberley. One tour, run by Wundargoodie Aboriginal Safaris, teaches you about Aboriginal carvings and paintings, whether they relate to rock, bark, wood or sand.

The works represent stories from the Dreamtime that have been passed down through the generations that link the people and the land. www.wundargoodie.com.au/kimberley-spiritual-safari/.

Museum pumps out history Arguably the central attraction in the Cunderdin Shire in WA’s Wheatbelt, the Cunderdin Museum is an impressive tribute to the largely volunteer workforce that has toiled for decades to bring the museum to life.

Now billed as one of the best rural museums in the state and home to a vast range of historic farming equipment, this facility has recently undergone an upgrade to include a new interpretive centre housed in the old pump house – home of the No. 3 Pumping Station, which used to send water down the Kalgoorlie pipeline.

Full of information, memorabilia and photographs of its fascinating history, the museum does a terrific job of bringing to life the history not only of the Cunderdin-Meckering area but of the Wheatbelt as a whole. cunderdin.wa.gov.au

20 B US I NE S S P U L S E AUGUS T 20 1 6

WA TOURISM ON THE MOVE

Forest flying at Lane Poole Park Australian company Trees Adventure is now offering tree-top adventures at five national locations, including one in WA – Lane Poole Park.

These treetop courses are built around the pine and jarrah trees of Nanga Mill Campground, near Dwellingup, about 100km south of Perth. The township of Nanga was once a thriving timber town established in 1909, but was forced to close during WWI and then in later years suffered from bushfires.

The challenging obstacle courses are erected high-up in the tree canopy, allowing thrill-seekers and nature enthusiasts to experience the trees like never before. treesadventure.com.au

Wild about a windmill You think you know WA, but have you been to The Lily? A base to explore the many views of the Stirling Ranges, The Lily Windmill is an authentic 16th Century design, five-storey – one of the largest traditional windmills ever built in Australia.

This fully-operational mill produces wholemeal stone-ground spelt flour for the business’s own restaurant, as well as IGA stores, health shops, commercial bakers and cooks around Australia. Self-contained accommodation is also provided nearby.

Quirky and innovative to their core, the owners have been working since September 2012 on the restoration of a Dakota aircraft (the military version, the C-47), manufactured for the war effort in 1943/44. And you can actually stay in it. As far as the owners know, this is the only Dakota rental accommodation in the world. thelily.com.au

On the trail of true art Understory is a nationally unique “art in nature” experience located at Northcliffe, about 30km south of Pemberton. Artworks are located along a 1.2km walk through pristine native forest. Sculptures, stories, poetry and music explore the human relationship with nature and the “spirit of place”.

More than 50 nationally and internationally-renowned creative professionals have participated in the project since it started in November 2006.

New artworks are added regularly to ensure there is always something fresh for visitors to experience.

Most people spend about 90 minutes walking the trail and listening to a range of five audio tours (including interviews with participating artists, stories, poetry and music).

There are also audio tours especially for children and teenagers. understory.com.au

Going back to the Goldfields of yesteryear With its rich history, seemingly endless resources and stunning landscape, the WA Goldfields has long been a drawcard for adventurers, prospectors, travellers and entrepreneurs.

It’s been more than 120 years since thousands of gold-seekers descended on Coolgardie, about 500km east of Perth, turning a small gathering of humpies into a thriving cosmopolitan outpost booming with riches and good fortune.

Capturing the region’s essence of the historic, cultural and spiritual, the Golden Quest Discovery Trail winds 965kms through the Coolgardie, Menzies, Leonora and Laverton shires, and throughout the City of Kalgoorlie-Boulder.

Officially launched in March 2003, the trail, with its 25 stopping points, was developed by the Australia Limited Taskforce and the Goldfields Esperance Development Commission. When touring the Goldfields today, you can walk in the footsteps of thousands who have gone before you, be they black or white, and get a real feel for the history of this most spectacular region. goldenquesttrail.com ¢

MAKING WAVES AT AQWA Construction is underway on a new outdoor aquarium at AQWA that will give visitors a clear view of divers engaging in underwater adventures.

Called Stingray Bay, the new facility will be the centrepiece of an alfresco precinct that will also incorporate a children’s playground – a drawcard for warmer months.

General Manager John Lowe says Stingray Bay, due for completion in October, is part of an ongoing plan to re-invigorate AQWA and give visitors multiple reasons to return.

“AQWA is continually providing new exhibits and attractions to keep our visitors interested in WA marine life,” Lowe says. “This year has been a big step forward and we are so excited about the redevelopment of Stingray Bay.

VISITORS CAN WATCH DIVERS EXPERIENCE AN UNDERWATER ADVENTURE “With a huge viewing window and spacious amphitheatre, visitors can watch divers experiencing an underwater adventure among spectacular marine life and colourful coral.”

New activities and tours have also been introduced to boost visitor numbers and foster word-of-mouth advertising, including “shark sleepovers”, where groups of children between seven and 12 can spend a whole night in the main aquarium, behind-the-scenes tours with access to restricted areas, and birthday party packages for kids. www.aqwa.com.au ¢

AUGU ST 2 016 BUSIN ES S PU L SE 21

WA TOURISM ON THE MOVE

SLOW AND STEADY Turtles show scientists the path to environmental harmony on Barrow Island STEPHEN BELL

F

or most people in WA, the Chevron-led Gorgon natural gas project on Barrow Island means money and jobs, but for Paul Whittock it’s always been about the turtles.

A senior marine scientist with Perth-based Pendoley Environmental, Whittock has been studying flatback sea turtles on Barrow’s remote beaches for the last seven years as part of Gorgon’s long-running environmental program.

His labour of love has helped the small Booragoon consultancy punch well above its weight in delivering a major leap in the scientific understanding of Australia’s enigmatic native sea turtle – a feat now recognised globally.

It also shines a light on the critical conservation role played by environmental contractors during the LNG construction boom – often overshadowed by the huge construction, IT and engineering jobs.

Whittock still recalls the day in 2009 when he spent his first summer night tagging turtles on a moonlit beach at Barrow Island, a

DEALING WITH 60 OR 70 TURTLES IN ONE NIGHT – THAT BLEW MY MIND

nature reserve that is also home to an active oil field, a giant gas project, and oodles of nesting sea turtles.

It only took a few hours for the young marine biologist from the south of England to realise that he’d found his spiritual home.

“I’d worked with turtles in Greece and the Caribbean and maybe we’d see five or 10 turtles and that was considered a crazy, busy night,” he says.

“But turning up on Barrow Island, heading out to Mushroom Beach, and dealing with 60 or 70 turtles in one night – that blew my mind.

“There were two of us trying to get to each turtle, and you try to take it seriously, but at that point you just start laughing and deal with as many as you can.

“It was a problem of abundance – a unique experience in terms of the sheer number of turtles as they climbed all over each other trying to nest on the beach.”

The flatbacks – found primarily in the tropical waters of northern Australia – nest on Barrow’s beaches between October and March each year, peaking in December and January.

In 2005 when Chevron started eyeing Barrow as an LNG site, little was known about the inscrutable beasts, named for their smooth, flat-domed shells.

One of the lingering mysteries is where all the males hang out.

Company founder and owner Dr Kellie Pendoley, for instance, probably knows more about flatbacks than anyone else in WA, yet in studying them for 25 years has “never seen a male flatback turtle in the wild”, Whittock says.

Neither has anybody satellite-tracked an adult male at any site.

22 B US I NE S S P U L S E AUGUS T 20 1 6

Green sea turtles, in contrast, can easily be seen mating in shallow waters off the west coast of Barrow.

“Flatbacks don’t come close to shore and we don’t even get reports off vessels, so it is believed that their breeding ground is probably close to the mainland,” Whittock says.

Pendoley’s involvement in Gorgon began in 2005 as it became clearer that Barrow would be the project site.

Collaborating with Chevron’s environmental manager Russell Lagdon, Kellie Pendoley and then CALM officer Keith Morris realised the critical need to gather data on the sea turtles before Gorgon started construction.

Chevron and Pendoley were able to gather five years’ worth of baseline data before major construction began – vital in helping to determine whether the project has affected turtle behaviour.

“That was unprecedented from a resource construction industry perspective,” Whittock says.

“It was important because you need to capture the whole population and you only see those turtles every couple of years.”

Pendoley kicked off the program on a shoe-string, using the labour of four volunteers and one team leader, before gradually ramping it up as Gorgon progressed.

Since then more than 500 volunteers have helped Pendoley and Chevron tag more than 9000 turtles over 11 field seasons.

About 70 volunteers still participate each season, some of them regulars.

The data generated includes hundreds of measurements on

how turtle hatchlings – emerging from buried nests to start their perilous journey to the sea – orient themselves towards the lower, brighter horizon, typically the reflection of moon or stars on water.

With the first LNG cargo having left Barrow in March, Chevron now hopes to establish whether the huge LNG tankers coming and going will impact the turtles.

“The next field season is perhaps the last piece of the puzzle in helping us understand the relationship between the Gorgon project and the flatback turtles,” says Chevron’s Lagdon.

Pendoley’s contribution has already been praised by industry and government – in 2012 it won the WA Department of Mines and Petroleum’s Golden Gecko Award for Environmental Excellence.

And its work, recognised internationally via the authoritative Marine Turtle Specialist Group, will complement the future assessment of the conservation status of flatback turtles globally.

“Kellie Pendoley is increasingly recognised overseas as an Australian turtle expert,” says Lagdon.

WA’s LNG construction boom may now be winding down, but it has been good for small companies like Pendoley, which ultimately benefited from WA’s strict environmental conditions governing Gorgon’s development.

“I don’t think Gorgon, Australia or Pendoley would be where we are today, nor would the turtles be, without the collaboration that we’ve done – collectively, the knowledge and the protection of flatback turtles has been massively increased,” says Lagdon. ¢

WA TOURISM ON THE MOVE

TAGGING ALONG Eco-buffs – just like their quarry – need to take a deep breath before they dig in STEPHEN BELL

I

t is probably one of WA’s ultimate nature experiences where eco-volunteers get up-close and personal with sea creatures on remote Pilbara beaches.

As well as having fun with the wildlife, you’ll be contributing to an important scientific enterprise.

Chevron Australia’s Barrow Island flatback turtle tagging and research program – managed

by Perth-based Pendoley Environmental – is the largest of its kind in the world for this species.

You’ll help tag flatback turtles nesting on beach dunes at Barrow Island, the A-class nature reserve that houses the Gorgon natural gas plant, or at Mundabullangana cattle station on the Pilbara mainland.

The volunteers can expect to hear the turtles before seeing them, says Pendoley senior marine scientist Paul Whittock.

ABOUT 70 PARTICIPATE EACH FIELD SEASON, SOME OF THEM REGULARS, AND THE PROGRAM DRAWS A DIVERSE GROUP OF VOLUNTEERS “The flatbacks take deep breaths, so you’ll often hear them taking a breath before they emerge from the sea,” Whittock says.

“Then as they emerge the turtles will look around, take another big breath, move up the beach, and the only sound you hear then is the sand being thrown around as they dig their nest.”

It sounds idyllic but people considering volunteering need to also take a big breath before applying, Whittock cautions.

For one, the hours are not very human friendly with all-nighters common in the overall 5pm to 6am tagging roster.

“We work around the tides: due to the inter-tidal platform the turtles can only access the beaches at Barrow three hours before high-tide and three hours after.”

“And because the tides shift by 45 minutes to an hour each day your shift times – and sleeping patterns – are constantly changing, so it’s quite a challenge.”

Shifts can run for up to seven or eight hours and don’t expect to enjoy a bedtime tipple after work as a zero alcohol policy is enforced.

The hardships don’t seem to deter serious eco-buffs. More than 500 volunteers have helped tag more than 9000 turtles over 11 Pilbara field seasons since the award-winning research program started in 2005.

About 70 participate each field season, some of them regulars, and the program draws a diverse group of volunteers, from primary and secondary school teachers, university students and new graduates, local Pilbara residents, Chevron staff and family members.

But becoming one of the chosen few volunteers over the early November to late January field season is not easy.

In 2014, for instance, 400 people applied for 40 places (the other spots were filled by regulars). The deluge of hopefuls forced Pendoley to trim the 2015 application period to three weeks. Even so, 250 people still applied.

All applicants have the opportunity to attend information nights, where they are warned of the hard road ahead.

It is usually enough to convince a few to drop out, while the remainder go into workshops to assess their ability to work in a team.

“Most people are suitable and we try to consider how they might interact within a close-knit team environment on Barrow Island or at Mundabullangana,” Whittock says, adding that people with the greatest availability over the entire season are more likely to be selected.

Those that do make the cut – and Pendoley always has quite a few in reserve for late drop-outs – do enjoy a few creature comforts.

The Mundabullangana groups experience country homestead hospitality, home-cooked meals and the unique experience of living on a cattle station in the middle of nowhere.

The Barrow Island site might not be quite as romantic, but does boast plenty of wildlife and superior accommodation – modern dongas with an ensuite bathroom and a buffet dining hall used by workers.

And at the end of the program, volunteers will be left with something priceless; knowing they’ve contributed to a greater understanding of Australia’s enigmatic native sea turtle, knowledge that will be used to assess its conservation status globally and to assist Chevron Australia manage its environmental responsibilities.

If you think you have what it takes to participate in the flatback tagging program, volunteer applications are due to open from 8th August for three weeks. Apply at www.penv.com.au/opp.html ¢

AUG U ST 2 016 BUSIN ES S PU L SE 23

WA TOURISM ON THE MOVE

HELLO COLLIE A blossoming tourism industry is setting up this south-west town for a life beyond coal CARRIE COX

THEY’D HEARD OF COLLIE BUT THOUGHT WE WERE JUST A LITTLE COAL MINING TOWN. WE’RE A LOT MORE THAN THAT

F

or more than 25 years, a small but dogged team of Collie locals has worked hard to leak the South West town’s little secret: there’s a lot more going on here besides coal.

Collie River Valley Marketing Inc was formed in 1998 to ensure the town doesn’t go the way of many small centres that quietly disappear once their industrial base is spent. Fortunately Collie’s naturally blessed location on the banks of the beautiful Collie River and within striking distance of swimming dams, state forests and lush rolling farmland made the solution self-evident: tourism.

Fran Keneally, manager of the town’s visitor centre and a member of the marketing committee, says while the town’s natural beauty is abundantly clear, getting the message out has required a concerted effort by a band of dedicated people and organisations. “Thirty years ago, tourism wasn’t high on Collie’s agenda – the town itself had an industrial feel and wasn’t looking particularly attractive,” Keneally says. “But there’s been a huge turnaround since then.”

Funding for the marketing committee has mostly derived from proceeds of land auctions held in the late ’90s and early 2000s. Concerned the town would soon have to pass large blocks of land back to the Crown, Collie Shire organised a series of annual auctions with the assistance of Landcorp.

According to Keneally, the first parcels were sold off very cheaply, but by the last auction enough interest had been generated to stimulate demand and drive prices up to $70,000 per block.

New houses were built on many of the blocks and new families moved to town. “Collie started to witness its own facelift and take more pride in the town,” Keneally says. The population grew from around 7000 at the turn of this century to 9500 today – an organic increase not driven by new industry.

Seven years ago the marketing committee engaged an external consultant to review its early activities and draw up a plan for the future. One of the first recommendations was to encourage use of the name ‘Collie River Valley’ instead of Collie alone – a simple yet significant shift in thinking that Keneally says has worked well. The title evokes the

24 B US I NE S S P U L S E AUGUS T 20 1 6

sense of a picturesque natural region, not just a town, and is reflected in billboards and signage in key locations. It partners with the marketing slogan: “South West secret no more.”

And the secret is certainly getting out. Increasingly more Perth residents are adding Collie to their daytrip and weekend-away lists, according to Keneally. “It’s only just over a two-hour drive from Perth, so it’s very doable,” she says. “The cycling and hiking communities in particular provide big visitor numbers because there are so many fantastic trails that run through the area, including the Bibbulman Track and the Munda Biddi Cycle Trail.

“There are lots of accommodation options now, including new motels, budget pubs, bed-and-breakfasts and chalets. The camping grounds and caravan parks are very popular in summer.”

Among the many tricks in the CRV marketing team’s playbook are YouTube competitions (run in conjunction with the local high school), selfie promotions and a photography contest that saw the winners displayed in the town’s new art gallery and a coffee-table book. “These sort of competitions engender real pride in the region,” Keneally says, “and those people then sell Collie to everywhere else. Marketing can only achieve so much; people and pride go a lot further.”

Many people saw Collie for the first time when South West traffic was redirected through the area during and after the devastating bushfires last year. “A lot of people who came through had never actually been here before and kept saying how pretty the area is,” Keneally says. “They’d heard of Collie but thought we were just a little coal mining town. We’re a lot more than that.” www.collierivervalley.com.au ¢

Did you know?

Collie is named after Dr Alexander Collie, a Scottish surgeon and botanist who journeyed to WA in 1829 for the purposes of exploration.

He “discovered” the Collie River and is buried in Albany.

HARBOURING POTENTIAL Redevelopment of Fremantle’s inner harbour promises enormous economic and cultural benefits for the state

CAMERON EDWARDS

I

n recent decades some of the most innovative and popular urban developments have taken place to rejuvenate increasingly obsolete historical river ports – think Boston, London Docklands, Vancouver, Barcelona, San Francisco, Cape Town and Sydney. The renaissance of these ports has been transformational and clearly measured by the success of local and international patronage to these trophy destinations.

A consistent theme has been to develop the historic waterfront into mixed use retail, commercial, tourism and residential development, while continuing the operation of the existing working harbour.

Similar to Fremantle, many of these historical ports were becoming increasing underutilised due to changing shipping technology, modern harbour developments, outdated freight corridors, environmental issues and urban encroachment.

Valuable waterfront land had to be rezoned as part of a holistic integrated development and converted to alternative uses in order to generate and maximise the economic value and public benefits. Contentious issues had to be navigated, including how the area was developed, by which organisation/s and to whose benefit.

Fremantle port today The State Government and City of Fremantle have astutely waited to learn from international waterfront developments – as well as the Elizabeth Quay project – to ensure the inner harbour can be revitalised to the international

level demanded of perhaps the Indian Ocean’s leading port.

After many years in gestation and consultation between government and local business, in April 2016 the City of Fremantle released a vision for rejuvenation projects in the port city. However, some of the plan called for increased State Government funding, which is not available in the current environment. The May 2016 State Budget included more than $12 million over four years for the Victoria Quay Commercial Precinct, however these funds are only sufficient for minor upgrades of a tired precinct and the economic impact is expected to be limited. Alternative financing options for selfsustaining development should be considered from comparable projects around the world.

In the Proposed Fremantle Port Lease Package released by the State Government in April 2016, Berth C-J of the inner harbour will be leased to PortCo, which is the SPV for the longterm port lease. This approach splits the east and west of Victoria Quay and reduces the likelihood of a holistic integrated waterfront development plan.

In addition, informed sources have questioned whether this approach will maximise the economic valuation to the State Government. It should be noted there has been a lot of planning and research on this area over many decades – perhaps the timing is now right?

Specific opportunities The main building central to the revitalisation of Victoria Quay is the cruise terminal that was opened for the 1962 Empire Games and represents the architectural style of this distinctive period. As is widely recognised, it is no longer suitable for the growing cruise ship market – in the last financial year, 57 cruise ships have docked in Fremantle with 40,000+ disembarking passengers.

As the unique style of the Victoria Quay cruise ship terminal building is heritage listed, it has the prospect of becoming an international award-worthy renovation. The majority of the land on Victoria Quay is open space and considering its exceptional waterfront value it’s currently one of the world’s most expensive car parks in terms of

unrealised opportunities.

There are foundations for a business case to relocate vehicle imports to Kwinana and convert the Victoria Quay car park from low-value to high-value use.

Hazardous and explosive goods could also be relocated to Kwinana to reduce the required blast zone reserve in the middle of Fremantle. This would also remove trucks carrying hazardous and explosive goods from central suburbs. This is especially relevant as the old fuel terminals close by are being converted to residential apartments.

Waterfront developments are powerhouses of economic development and huge generators of tourism revenue.

Fremantle harbour would be the ideal location for a casino, top-end hotels, theatres and other trophy developments.

There is more than enough private-sector interest to fund these developments should the State Government and City of Fremantle want to work collaboratively together for mutual benefit.

Cameron Edwards is Director – Infrastructure at PricewaterhouseCoopers Perth. ¢

AUGU ST 2 016 BUSIN ESS PU L SE 25

INNOVATIVE PROGRAM KICK STARTS CAREERS Students encouraged to work to their strengths TONY BARRASS

A

n innovative start-up concept combining the skills and goals of educators, students and business has taken off, with the creators hoping to expand the program across the senior years of WA High Schools.

Sponsored by Curtin University’s Future Students Ahead and endorsed by the state’s Curriculum and Standards Authority, the Just Start IT program was designed by mentors and industry specialists who wanted to kick start careers in business, technology, entrepreneurship, design, science, marketing and media.

With six staff and 40 mentors

at their disposal, Just Start IT brings an industry mentor into WA classrooms who then take on the role of CEO. The teacher becomes the project manager and the students then design their own space where they collaborate, research, design, build and market their product based on Occupational Health and Safety rules of compliance.

The program is the brainchild of Lainey and Steve Weiser.

“Having started in 2014 as a trial program, every school signed up again in 2015,” says Lainey Weiser. “In 2015 Just Start IT ran in 50 classrooms in WA. Every school has signed up again for 2016 and we are growing.

That number is now 60.”

The students are streamed into roles of Lab Coats (scientists),

Hackers (coders), Hawkers (business Types), Hipsters (creatives) and Vloggers & Pitchers (drama students).

The program accommodates all types of learners by introducing one theme in four different ways; video, group discussion, group activity which includes researching, and the homework based on research and project delivery that students can deliver in a number of ways.

Students are encouraged to work to their strengths and are able to display their finished work in a number of ways – report, vlog (video blog), blog, story or flowchart.

As for teachers, the program is delivered through the project management/learning management system MyEd which

they learn during a two-day personal development workshop.

The Just Start IT Team sends out a weekly vlog and blog to help prep teachers for that week’s sessions. They also visit schools involved in the program four times throughout the 20 weeks of delivery, and follow up with mentors and teachers at regular gatherings.

The program also accommodates a Certificate II in Business – a 12-month nationally-accredited program for high school students, delivered four hours a week, and a Certificate III in Business run over 18 months.

Want to get involved? Contact the Just Start It team via info@juststartit.com or call on 0497 855 322 ¢

CCI HR CONFERENCE | 22 SEPTEMBER 2016 Pan Pacific Perth Hotel

The current economic climate is placing significant pressure on many organisations. In such times, it is important that HR leaders take an active role in providing advice to meet the organisation’s strategies, bringing hard, quantifiable suggestions to the executive table to demonstrably benefit the bottom line. In tough times, HR is in a position to be able to add unique value.

Featuring an unprecedented group of experts, this conference equips delegates with the tools and information needed to assist them in navigating HR challenges and creating an adaptable work force that can rapidly respond to changes in the market.

— RECRUITMENT KARMA

— SAFETY IN THE WORKPLACE

— GET TO KNOW MENTAL HEALTH IN THE WORKPLACE

— DIGITAL ANALYTICS FOR HR PROFESSIONALS

— CHANGE COMMUNICATIONS BEST PRACTICE

— SEX IN THE WORKPLACE

— SELF-CARE FOR THE HR PROFESSIONAL

— BATTLING ICE AND OTHER DRUGS

— INTERGENERATIONAL LEADERSHIP

— LEADERSHIP IN TOUGH TIMES

Cost: $495.00 (inc GST) CCI Members, $595.00 (inc GST) Non-members Contact functions@cci.com or 9365 7500 or purchase online events.ticketbooth.com.au/event/cci-hr-conference-2016

26 B US I NE S S P U L S E AUGUS T 20 1 6

BUSINESS IMPROVEMENT AND GROWTH

DON’T BE A TWIT

Be aware of the public pitfalls – and positives – of social media

PAULA CONNELL Content Marketing Assistant

T

he first question I’m often asked at various networking events is, “Can you give me some tips on how to use social media for my business?”

It may sound like a simple request but depending on your business, the answer can be complex and detailed.

But there are five basic questions to consider when deciding how to tackle the monster that is social media marketing.

1. Do you need to be on social media?

Businesses’ default answer is generally, “of course”, but that’s not necessarily true. Marketing company Multiplier’s managing partner Simon Cruthers says some businesses don’t need to waste time and money on social media marketing.

“In fact, for some businesses social media pages could be fraught with reputational risk which may negatively impact their business, and for others it could use time and energy that could best be applied elsewhere in the business, “ says Cruthers.

“Ultimately businesses need to evaluate the possible benefits of using social media against the potential risks.”

2. I still want to pursue social media marketing for my business – which platforms should I start with?

This question comes down to your target audience and intended customers. Before starting any

social media page you need to have a clear understanding of who is buying your product as well as who is on what social media platform. Facebook is the largest social media platform and where most business will gravitate when leaping into the world of social media marketing. Business to consumer (B2C) companies can find both Facebook and Twitter useful and if your product offering is particularly visual, Instagram is a must. LinkedIn can be better for business to business (B2B) but even then you need to make sure your potential customers are using the platform to gain information to improve their own business.

3. What about ROI? It’s no lie that the ability to measure Return on Investment (ROI) was dramatically disrupted by social media. The analytics across all platforms are extensive and detailed. Businesses can now track reach, views, link clicks and shares to see not only the number of people interacting, but the demographics of those who are.

“With social media it’s too simplistic to rate one platform above another in terms of generating a higher ROI,” says Cruthers. “It’s our view that ROI has more to do with developing the right content for the right platform and engage the right audience.

That’s the only way to ultimately drive an increase in sales.”

4. To pay or not to pay

5. Content or ads?

Any social media strategy in today’s market that doesn’t involve an element of paid or promoted posts is already fighting a losing battle, says Cruthers.

“Social media platforms are under increasing pressure to deliver returns to their shareholders, which is driving the rapid shift towards charging users a fee to promote content,” says Cruthers. “In this environment, it will get more and more difficult for business to get a free ride on social media platforms.”

Facebook is king at ensuring your content needs paid advertising to reach optimum reach level. But paid is not the be-all-and-end-all of encouraging sales leads from social media. It’s about what you are saying and how you are saying it.

“The content should still be packaged in a way that is relevant, authentic and interesting to the target audience,” says Cruthers.

“Promoted posts are simply the new mechanism for delivering audience reach.”

“Brands are using social media more than ever, and users are also ignoring them more than ever,” says Cruthers. Posting ads constantly online directing to the same landing page is obvious to the user. It can create a huge negative impression of your brand.

Digital platforms do not remove common old customer service skills. “The brands that are successful on social media converse with consumers on topics that they perceive to be interesting, relevant and authentic,” says Cruthers. He explains how US pool manufacturer, River Pools and Spas, used customer service on social media to create business sales success. “Their channels became so popular that the pool supplier became the number one pool retailer in the US, not by advertising, but by providing its customers with the information they wanted to know about installing a backyard pool,” says Cruthers.

Want to know more? Register now for CCI’s Open for Business Marketing Workshop Series at cciwa.com/events ¢

Organic social media – what are you talking about?

In social media terms, organic social media refers to content that is unpaid. It’s based on the assumption that it’s “earned its way” onto a newsfeed. Generally organic social media is not directly selling but rather interesting content that drives engagement online.

AUG U ST 2 016 BUSIN ES S PU L SE 27

BUSINESS IMPROVEMENT AND GROWTH

CALLING FOR BACK-UP Catastrophes can be avoided by protecting one of your most valuable assets – your data

PETER CARBONI

I

t’s a typical Monday morning. After weeks of hard work, business really seems to be going well.

You log into your computer and remember to put those last minute meetings in your calendar. This week is going to be better than the last.

Tuesday rolls around and it seems like things are getting even better. Sales reports have all been drafted, the accounts are all reconciled and your calendar has never been so full or well-organised. Finally, all the hard work in getting your ideas off the ground is paying off. Your business has become a well-oiled machine.

AS YOU DON’T HAVE AN UP-TO-DATE BACK-UP OF YOUR DATA, YOU ARE LEFT WITH AN ULTIMATUM – PAY UP OR LOSE EVERYTHING But when you arrive at work on Wednesday, the blank look on everybody’s face is mirrored exactly in the blank screens in front of them. All your business data has been encrypted, taken hostage and is being held 28 B US I NE S S P U L S E AUGUS T 20 1 6

ransom by CryptoWall, the latest innovation in the dark underworld of the Internet.

Anonymous attackers are seeking $1500 in Bitcoin – the relatively unknown, anonymous and untraceable digital currency.

As you don’t have an up-to-date back-up of your data, you are left with an ultimatum – pay up or lose everything.

The importance of effective data back-up is one of the most overlooked considerations when running a business. We place too much faith in the durability of our computer systems and often overlook the value of the data, but the reality is that it may be your greatest asset.

Data loss is a reality that affects millions of businesses globally every year, often with small- and medium-sized organisations hit the hardest.

With hundreds of thousands of hard-drive failures every year in this country alone, the financial effects of data loss hits huge numbers of Australian businesses every year. Overseas studies suggest that more than 90 per cent of businesses that suffer major data losses will risk bankruptcy within the year.

And it’s not just hardware failures or malicious software that causes catastrophe. Human error also plays a surprisingly large role. Accidentally deleting that innocent-looking file can

cause mayhem. Even a simple mistake like leaving your laptop on the train can threaten business continuity.

It’s often easy to forget about the security of your data when everything is running smoothly, but you should always be asking yourself whether you could replace your business records if they were encrypted or accidentally overwritten? Could you restore your business data if someone accidently deleted your latest transaction files?

And if the worst did happen, how long would it take for your business to get up and running again? At best, it’s just inconvenient - at worst it could threaten your complete business investment.

The answer to all these worries is simple: implementing an effective backup solution. But what type? And who to believe?

How do you know whether to go with a manual or automated system? Do you use an offsite or onsite system? And what about the numerous cloud-based systems? It can certainly seem complicated, but like most things asking for help can often be the easiest solution.

In the meantime, keep that laptop close!

Got a question for CCI’s Business Improvement Group? Call (08) 9365 7658 or you email coaching@cciwa.com ¢

BUSINESS IMPROVEMENT AND GROWTH

COACH’S CORNER CCI Business Coach Rob Swann answers your burning questions Q. I keep a ‘Things to do’ list religiously to help me keep my business life in check, but it doesn’t seem to get any smaller and I never seem to get through it. Is there any point?

A. Great to hear from a fellow list-maker. Lists are one of the most useful business tools you can have, but like a lot of tools, sometimes extracting their true effectiveness can be elusive.

through many years of misquoting and re-observing, we now have the ‘Pareto Principle’ or more commonly referred to as the ‘80/20 rule’.

The 80/20 rule has an uncanny knack of being apparent in just about everything you look at in a business context. Whether it’s 20 per cent of your customers accounting for 80 per cent of your profits, or 20 per cent of your staff doing 80 per cent of the productive work, it just seems to work!

But back to our lists and how it applies there. The good news is you have everything you want to do on your list; the bad news

IF YOUR VALUE PROPOSITION IS WEAK, THEN NO MATTER HOW MUCH YOU PROMOTE IT, OR HOW CHEAP YOU PRICE IT, THEN SALES WILL INVARIABLY BE LOW There are literally hundreds of ways to lay out your list and work out what should be done first, but one of the simplest draws on the experience of the Italian economist Vilfredo Pareto. What does an economic observation from 1906 have to do with business in 2016? Well, Pareto observed that 80 per cent of the wealth in Italy was held by 20 per cent of the population and

is that you probably won’t get it all done. In fact, some you will never get done and that’s okay because the Pareto Principle tells us only 20 per cent of it is really important anyway. Using the 80/20 rule is simply an acknowledgment that only a small percentage is really critical and those items are the ones you should focus on first.

To help keep my working

activity in check, I use a free program called ‘Trello’. If you’re interested in a little bit of order, have a look at www.trello.com

Q. I run a small design and printing business and I know we need to do more marketing, but I’m not really sure what I need to do and where to start?

A. This is a really big question and not one we can hope to do justice in a few short paragraphs, but let’s cover some of the basics. Having a really clear understanding of who your customers are is vital, as is understanding why your particular offering or service is valuable to them. Being really honest about these two questions can give you great insight into the strength of what is termed the ‘customer value proposition’.

Unfortunately, if your value proposition is weak, then no matter how much you promote it, or how cheap you price it, then sales will invariably be low.

Q. I see a lot of serious articles about business planning. Is there a simple methodology that works?

A. It’s best to think about planning like goal setting. Set a goal for your business in whatever area you want to make

improvement – sales, finance, profits, productivity, anything you like. Make this about your business rather than all business.

Write down the goal you want to achieve, look at what you’re doing now to produce your current results, and think about what can be done differently to produce a different result. For example: My goal: To increase monthly sales by X % or $ per month.

Where am I at now? Right now we sell X % or $ per month and we do this via website orders, walk-ins, word of mouth and existing contacts.

What can we do more efficiently or differently to improve our results?

We could map our customers’ buying habits so we understand exactly who they are, what they want, where they’ve come from, when they visited our store and why.

We could boost our average transaction value, cross-sell and upsell.

We could use sales scripts to get a more consistent outcome.

We could set sales targets and competitions.

Once you start writing things down and breaking your goal into movable parts, new strategies and ideas will quickly emerge and before you know it, you’ll have an organised business plan based on the achievement of various goals.

Got a question for CCI’s Business Improvement Group? Call (08) 9365 7658 or you email coaching@cciwa.com ¢

AUGU ST 2 016 BUSIN ESS PU L SE 29

PENALTY RATES A RELIC OF YESTERYEAR Our working week is now seven days – we pick and choose our so-called ‘weekends’

P

enalty rates have long been a divisive issue in WA. In the current economic climate it is once again time to review this issue and examine what effect they have on small business.

The world is changing and it has long been accepted that we no longer work 9-to-5 Monday to Friday. With many industries working 24/7 and more of us utilising the internet in our daily workplace, it could be argued that the working week is now seven days – and we pick and choose our so-called “weekends”.

THE COST OF PAYING STAFF ON A SUNDAY OR PUBLIC HOLIDAYS FAR OUTWEIGHS THE FINANCIAL GAIN FOR MANY SMALL BUSINESSES A growing business in regional WA is the tourism industry.

Greater emphasis has been placed on the sector in recent years as it develops and brings big dollars to local economies.

The Great Southern is no different and has become increasingly aware of the growing importance of the tourism industry.

30 B US I NE S S P U L S E AUGUS T 20 1 6

Look at the significant investment being made in recent times to Albany’s point of difference – ANZAC. In 2014, the national focus was on our city as we commemorated the 100th anniversary of the departure of the ANZACs from the Great Southern shoreline. A large part of this celebration revolved around the world-class National ANZAC Centre.

This magnificent project is now a major tourism drawcard for Albany, with over 100,000 visitors in the first 12 months of operation.

Enter penalty rates. Many visitors to Albany complain that there is very little open in the regional centre on a Sunday. No, this has nothing to do with the extended trading laws – this has much to do with penalty rates.

The cost of paying staff on a Sunday or public holidays far outweighs the financial gain for many small businesses and as such, they close their doors. This has a significant roll-on effect.

For owners, penalty rates ensure that they will be the ones who work the Sundays and public holidays and therefore they don’t hire. If things were different and lower rates of pay on these days were applicable, they would be able to employ staff and perhaps have some time off for themselves.

As for potential workers, young people can’t get any weekend

or public holiday work in these small businesses, and visitors and locals are starved of choice. Why is the wage cost of serving coffee worth so much more on a Sunday and public holiday than it is on a standard workday? If shop owners were to double the cost of a cup of coffee on these days, would people pay it?

Nobody wins.

In a recent ACCI survey of the business community, 15 per cent of respondents said that penalty rates were the reason that they closed their business on a Sunday.

There is certainly merit in the penalty rate system to attract workers to take up work during traditional “leisure time”. But the question is whether these rates have been set too high.

Is it time to look at these rates and bring them more in line with Saturday rates for certain industries?

The state and federal governments have recently said that jobs were the key to improving our current economic situation. But when shops are closed, there are fewer jobs – and fewer jobs means fewer wages, and fewer wages means less spending.

And less spending means fewer jobs. And so the cycle goes.

Russ Clark is the CEO of the Albany Chamber of Commerce and Industry. ¢

PLANNING FOR OUR FUTURE Greater infill development key to growth

S

THERE IS MORE WORK TO BE DONE AND AS MINISTER, I AM KEEN TO SEE CONTINUED FLEXIBLE AND RESPONSIVE LEADERSHIP

ince 2008, the Liberal National Government has made significant improvements to the state’s planning system to meet contemporary community and business needs in a functional and sustainable way. As Planning Minister, I am focused on ensuring that our reform agenda continues.

Our first major program of planning reform, Planning Makes It Happen, delivered the most significant change to the state’s planning system since 1963.

It has brought a much-needed level of certainty to the building and development sector, local government and the wider community.

A key part of this reform program was a broad review of the Residential Design Codes (the R-codes) to produce greater diversity, choice and affordability of housing. Changes included more flexible use of ancillary housing and reduced requirements for planning approval for single houses.

Further changes have since been made following industry and local government feedback, to add more structure around planning for apartment development in suburban areas, with particular focus on ensuring the appropriate number and design of apartments on medium-density sites.

The introduction of new regulations late last year to guide the content of local planning schemes, to establish consistency of planning processes across all local governments in WA and to streamline the planning process by taking a more risk-based approach has also been important. For the first time, the State Government now sets much of the content of every local planning

scheme through the new ‘deemed provisions’, resulting in far greater usability and certainty for all planning system users.

As minister, I am particularly keen to ensure that the State Government’s reform and red-tape reduction agenda continues in the coming months.

I expect to receive the final Perth and Peel@3.5million sub-regional planning frameworks which outline the Government’s vision for the growing Perth and Peel regions for endorsement later this year.

To ensure our city evolves into a truly dynamic, vibrant and liveable place, Perth and Peel@3.5million seeks to ensure greater infill development to deliver a more compact and connected city. The frameworks define where people are expected to live and work, where physical and social infrastructure will be located and how we will protect important environmental assets as we grow to a city of 3.5 million people by 2050.

Importantly, one of the framework’s objectives is to emphasise the increasing role of activity centres as residential and employment precincts. I certainly recognise that increasing residential development in and around these centres is the key to delivering a connected and sustainable city that is well-placed to accommodate a substantial future population increase.

I also know that with an increased focus on residential and mixed-use infill development comes a greater responsibility to support quality design outcomes for the benefit of the wider community. New developments should integrate appropriately and sensitively with existing communities, while still allowing for contemporary and innovative design solutions.

With this in mind, I am strongly encouraging the work currently

being undertaken which aims to elevate the status of design considerations in planning policy and procedures.

The Department of Planning, in partnership with the Office of the Government Architect, and with the engagement of a large cross-section of the planning, design and development industry is developing an integrated policy response to these urban design challenges.

A Practitioner Working Group of approximately 150 members has enabled the skills, knowledge and expertise of industry to inform the State Government’s approach to this vital policy challenge. It has been encouraging to see the benefits of such a collaborative partnership approach between the private and public sectors. I anticipate being able to release a draft suite of documents by the end of the year for public comment, and I encourage the wider business community to take the opportunity to contribute to this work, which will be critical to guiding the look and feel of our living and working environments well into the future.

I am confident that the Government’s planning reform agenda is on track and that the frameworks, systems and policy settings currently being established will meet the needs of the building and development sector, local government and the wider community for future decades.

There is more work to be done and as minister, I am keen to see continued flexible and responsive leadership from the Department of Planning and the Western Australian Planning Commission – working across Government and with all sectors to ensure an integrated and timely approach to planning and developing our future communities.

Donna Faragher is the WA Planning Minister. ¢

AUGU ST 2 016 BUSIN ES S PU L SE 3 1

A

Q ASK THE EXPERTS

&

Our business has had to cut back budgets for the new financial year. Should we still keep a budget for training?

Many WA businesses are currently experiencing financial challenges, change and restructure. When new financial budgets and plans are reviewed and implemented, staff training can be an area that is overlooked. Before your business eliminates budgets for employee training, there are key areas to take into consideration.

When businesses are not in a financial position to increase employee salaries, another retention strategy is to invest in training. Engaging in training opportunities allows employees to recognise their employer is still investing in them and their skillset.

If your business has experienced recent restructures, the likelihood is that there are employees now operating in dual roles or engaging in tasks they’re not skilled in. An effective training strategy and a clear investment in people can aid in eliminating skill gaps and stress levels during tougher times.

Provided the qualification aligns to an employee’s occupational outcome, your business may also further explore traineeships, which may attract financial incentives and benefits.

I have an employee currently on workers’ compensation.

They have requested to use some of their accrued annual leave concurrently with their compensation payments. Must we oblige?

Employees are allowed to access accrued annual leave or long-service leave during such times. When

DO YOU HAVE A QUESTION FOR ONE OF CCI’S EXPERTS?

32 B US I NE S S P U L S E AUGUS T 20 1 6

YOUR EMPLOYEE QUESTIONS ANSWERED a worker seeks to access annual leave, the normal application process should be followed and both parties must agree to the leave request. If you, as an employer, knock back the application, your reasons for refusal must be reasonable.

When it comes to long-service leave, both parties must agree as to when and how the leave will be taken. Normally long-service leave is taken in one continuous block, but it may be taken in separate chunks or cashed out via mutual agreement.

WHEN IT COMES TO LONG-SERVICE LEAVE, BOTH PARTIES MUST AGREE AS TO WHEN AND HOW THE LEAVE WILL BE TAKEN

Where agreement can’t be achieved, the employee may give a minimum of two weeks’ notice to their employer of their intention to take the leave. It’s worth noting that this can only happen when the long-service came due more than a year before the employee provides this notice. Any long service leave to which the employee has become entitled to take within that last 12 months may only be taken via mutual agreement with their employer.

Personal leave is the only form of leave that may not be taken concurrently when employees are in receipt of workers’ compensation payments. ¢

editor@cciwa.com

@ CCI_WA #asktheexperts

CCI ADVICE

TRAINING BODY COMES OF AGE Eighteen years on, ASA leads the way in apprentice support and training services

W SARAH BINNS ASA Marketing and Communications Officer

A’s employment landscape has changed dramatically over the past two decades, but Apprenticeship Support Australia celebrates its 18th birthday as a leader in delivering support in apprenticeships and traineeships.

ASA PROVIDES SUPPORT TO APPROXIMATELY 18,000 APPRENTICES AND TRAINEES “Over the past few years, the most common apprenticeships and traineeships involved qualifications in the mining and construction industries, moving away from business and retail traineeships popular in the late 90s,” says ASA Manager Lena Constantine.

“We expect to see this shift again as the WA economy transitions further.”

Constantine has also seen another important development over that time – a dramatic increase in the number of females completing Vocational Education and Training.

“Impressively, we have also seen a shift in women taking up non-traditional trade pathways.

The number of women in skills shortage trades has increased fivefold between 1998-99 to 2015-16,” she explains.

Constantine says that with change comes diversification in such a dynamic and flexible industry.

“There are now approximately 500 different traineeships and apprenticeships that can be undertaken to learn skills on the job,” says Constantine.

“In particular, traineeships have become a great tool for employers training staff in skills outside of traditional trades. Just about all

job roles now have a traineeship option available.”

Across WA, ASA provides support to more than 5000 employers and approximately 18,000 apprentices and trainees.

“Our aim is to support people through their training, so that both employers and individuals can reap the benefits of gaining a nationallyaccredited training qualification,” she says. “Seeing people complete their training is our biggest reward.”

ASA also prides itself on its commitment to supporting training in regional areas.

“We have always had strong local community ties, supporting businesses across a range of industries to implement training into their business,” she says.

Find out how Apprenticeship Support Australia can assist your business – contact us today to book your FREE Workplace Training Assessment on 1300 363 831 or email apprenticeshipsupport@ cciwa.com ¢

READY, SET, GROW CCI’s new business service helps WA business understand investment readiness options

H

elping WA businesses better understand their capital-sourcing options and becoming investmentready is the focus of CCI’s new International Trade and Investment Centre.

Formerly just focused on trade, the newly expanded centre fills a gap in the market identified by CCI. CCI’s new International Trade and Investment Centre manager Darren Levy explains: “We’ve seen that many WA businesses are looking for new working capital to expand and grow but don’t fully understand what investmentready looks like in order to improve their chances of securing

the capital,” Levy explains.

“Often you’ve only got one shot to present to a potential investor so you need to have your house in order, your story straight and your presentation collateral fully prepared.

“Businesses are also interested to learn there are many funding options available.”

He says while CCI is not providing investment advice to investors, it is helping to grow the number of investment ready projects and making introductions to capital networks via its Invest Match website cciwa.com/investmatch for independent assessment.

Potential sources of investment funds may include:

Local or international buyers

Bank loans, overdrafts or extensions Crowd funding Government grants

Private high net worth investors

Initial Public Offerings or backdoor listing Philanthropy Venture capital funds Angel investors

Incubators (non cash resources) Darren Levy says CCI’s International Trade and

Investment Centre is all about helping businesses seeking capital to understand options and the range of appropriate services to assist them to become investment ready in WA. “There are people seeking to grow and lots of people seeking to fund growth, so growing the number of investment ready projects will attract more of the available capital pool into WA,” he says.

“At the end of the day, growth happens through investment, not by accident.”

Keen to know more? Contact the CCI International Trade and Investment Centre on (08) 9365 7637. ¢

Disclaimer: CCI does not provide general or investment advice. The project information made available to capital networks via CCI’s InvestMatch does not take into account investor objectives, financial situation or needs. Before making an investment decision, you need to consider whether the information provided is appropriate to your objectives, financial situation and needs and CCI recommends seeking an appropriately licenced financial advisor.

AUGU ST 2 016 BUSIN ESS PU L SE 3 3

CCI ADVICE

HOW TO DEAL WITH

AN AGE-OLD ISSUE

Have you considered what your workforce will look like in 10 years’ time?

A JENNIFER LOW CCI People and Safety Consultant

s more baby boomers retire and the trend continues toward an ageing population, the ratio of workers to retirees is skyrocketing.

Although 56 per cent of employers believe that an ageing workforce will have a significant impact on their own organisation and its long-term viability, it is not an issue at the top of their agenda.

Tailor-made safety management to suit your business and your budget Need onsite representation for a short term project; help with winning the next tender or ongoing compliance for your core business?

Contact Safe at Work Australia today!

M: 0499 009 894 E: pauline@safe-at-work.com.au

34 B US I NE S S P U L S E AUGUS T 20 1 6

Should it be?

Australia, like most countries, has an ageing population and, equally, an older workforce.

With this development come projections that the number of workers over 65 will continue to grow strongly.

While older workers have been shown to be among the best employees in many areas, they are also considered high risk in others.

The reality is that ageing brings normal cognitive decay, with research suggesting five to 15 per cent of people over 60 will have some form of cognitive impairment.

Obesity has also doubled in the past 20 years with 60 per cent of adults in 2011 considered obese or overweight. This results in increased risk of chronic disease and exacerbates other agerelated health complications.

It’s also common knowledge that age and health are interrelated, particularly when reviewing claim trends. Between 2009/10 and 2012/13, workers in the 60-64 year age group had the highest frequency rate of lost time claims.

Recently, a health care provider contacted CCI to get help with a growing number of stress claims and a decrease in staff morale and productivity. During the ensuing review, a number of risk factors emerged, including workforce demographics in the high-risk category and significant organisational change in a short amount of time.

Although the organisation had implemented a change

management process, this was done in isolation by HR and had not factored in the OSH risks associated with change (stress, adequate support and supervision) or the demographics of their workforce (age and gender).

The organisation was surprised by the results, and in hindsight realised they should have considered the age and demographic profile of their workforce and been more proactive in managing the risk.

Workforce risk profiling is about identifying potential risks to employee safety, health and productivity.

Remember, the focus should be holistic and address a range of issues including health, safety, education, training, flexibility of work practices and equal opportunity.

You should also assess your risks and order them by greatest priority, with emphasis placed on prevention and addressing risk factors early.

Think outside the box and make use of your workforce when contemplating strategies or solutions, implement mitigation strategies and monitor and review them for effectiveness.

And if it isn’t working – go back and revise.

Want to discuss risk profiling and how it can assist your business in workforce planning and reducing risk? Or just generally want to discuss your business concerns of the future with one of our safety or HR specialists? Contact Jennifer Low on (08) 9365 7415 or email osh@cciwa.com. ¢

CCI ADVICE

SNUB THE OMBUDSMAN

AT YOUR PERIL There are rules for everyone under the Fair Work Act, so ignoring them could cost your business dearly

REBECCA GOODALL CCI Employee Relations Graduate

Y

our employee wants four weeks leave a year, but you’re only willing to give him three. After all, he hasn’t even factored in public holidays in his request.

But within a month, you get a polite letter from the Fair Work Ombudsman’s office. They’ve received a complaint from your employee. Three weeks wasn’t enough – the legislation guarantees a minimum of four.

Sounds like you’ve breached the Fair Work Act. Now you’re thinking; how serious is this? How much is it going to cost? Do I need to lawyer up?

Firstly, take a deep breath. It’s important to remember the FWO prefers an informal, co-operative approach over formal proceedings and expensive legal fees. The Ombudsman’s purpose may be to monitor and ensure compliance

FAIR WORK INSPECTORS HAVE CONSIDERABLE POWERS TO LOOK INTO YOUR BUSINESS PRACTICES

with workplace laws, but that doesn’t mean they want to take every employer who trips up to court.

In fact, education and advice are key functions of the Ombudsman in promoting harmonious workplaces, so assess the situation and look at the pertinent laws, consider what you have done in relation to the relevant guidelines and decide whether you have broken any laws.

If you’re unsure, you probably need to get advice.

A phone call from the Ombudsman doesn’t automatically mean you’ve broken the law – it just means a potential issue has been raised. If you look into the matter yourself, you may find a simple explanation. The Ombudsman is simply working off what the employee has told them so remember; they only know one side of the story. The Fair Work Act is complex and misunderstandings are common.

In such a case, the Ombudsman would initially encourage the parties to sort it out internally by identify the error, agreeing to top-up any missing leave and accrue at a higher rate. The FWO also offers mediation services to assist with the process, but it may not always be possible to settle the matter in-house.

What happens next?

There are many options. While the Ombudsman will normally continue to focus on voluntary compliance, if you ignore the matter there may be serious and

costly consequences. It’s possible the Ombudsman will push back on the employee at this point to pursue the claim themselves, which means you might end up in the Small Claims Court.

If the employee lodges a formal complaint with the Ombudsman and there is an investigation, you can be sure that more correspondence will follow. Fair Work inspectors have considerable powers to look into your business practices by accessing premises, records and documents and obtaining information such as names and addresses.

When things start to get serious This is probably a good time to make sure your case is clear and you can explain why you think you are right. You might want to seek help in building your case to provide to the investigator. It might help nip the issue in the bud.

If there has been a breach, you might receive a contravention letter post-investigation explaining what law has been broken and how to fix the situation – basically a formal warning to get your act together.

If you reach an agreement with the Ombudsman and concede there’s been a breach, the Ombudsman may draw up what’s called an enforceable undertaking.

This is a publicly-available document that includes admission of the breach and a promise not to do it again – not a good result for the company’s reputation.

If the matter progresses and

you receive a compliance notice, you know the Ombudsman is getting serious.

A compliance notice will outline the breach, the required action, the expected time-frame and the consequences of non-compliance.

This is no longer a voluntary process and failing to adhere is a breach in itself. At this stage it would be prudent to comply; otherwise the Ombudsman might consider legal action and serious fines.

At this point, it’s better to be co-operative than end up in the Federal Court. One employer who described the Ombudsman’s compliance notices as “rubbish” and said he had “no intention of paying” received a hefty personal fine of $12,000 along with a $55,000 fine for the business.

Dragging the matter to the Federal Court might take over a year, whereas the Ombudsman reports resolving most disputes within three months. Informal resolution at the workplace typically takes a matter of days.

Considering the cost of a lawyer, the time and energy spent on an investigation and the untold damage to a company’s reputation, it’s probably easier and more cost effective to co-operative with the Ombudsman or better still, ensure you are fully compliant with the Fair Work Act to prevent a breach in the first place.

Want to be able to navigate the Fair Work Act with confidence? Register now for CCI’s ‘Employment Law Fundamentals - Part 2A: HR is your Responsibility’ course. ¢

AUG U ST 2 016 BUSIN ES S PU L SE 3 5

CCI ADVICE

PLAYING WITH DYNAMITE Chemicals, just like any other hazard, need to be properly managed and stored

MATT BUTTERWORTH CCI Safety and Risk Consultant

E

mployers and self-employed people have a legal responsibility to obtain adequate information about hazardous substances used in the workplace.

Most organisations, regardless of size or what they do, will have some exposure to chemicals or hazardous substances in their workplace, whether they are domestic cleaning products, pesticides, insecticides or flammable liquids.

Hazardous substances may have harmful effects on people, either directly or indirectly.

They could be in the form of a liquid, solid or gas. Examples are poisons, and substances that

could cause burns, eye irritation or breathing difficulties.

The key to managing your duty of care obligations and the risks associated with the storage, use or transport of such hazardous materials is to be aware of what exactly you are dealing with. To achieve this, a business must ensure they have up to date Safety Data Sheets (SDS) for each substance they have in stock.

Chemicals can be classified as either hazardous or nonhazardous, according to the SDS. You should be able to identify any potential hazards that may arise from the use, storage, and transportation of such chemicals.

A risk assessment is required for hazardous substances, and employers should consult with workers on practical ways to control the hazards. These risk assessments should then be integrated into a hazardous substances register.

Under the OSH Regulations 1996, the employer, main contractor or self-employed person must keep a current register of each hazardous substance used at the workplace.

A hazardous substance register must have as a minimum:

a list of all the hazardous substances used in the workplace;

the SDS for each hazardous substance; and

a note against each hazardous substance as to whether a risk assessment has been completed.

A hazardous substance register must be readily available to all workers who may be exposed to the hazardous substances, including emergency services.

There are also other tips for managing chemicals or hazardous substances safely, such as ensuring cleaning chemicals are stored in sealed chemical-

resistant containers with original labelling and to make sure they do not leak.

Chemicals should also be stored on sealed ground (such as reinforced concrete) to prevent spilled materials from leaching into the soil or groundwater.

Ideally chemical storage areas should have perimeter bunds.

A bund is a small wall or barrier that restricts the flow of substances and contains them in a particular area.

You should also have a plan for a proper method for dispensing them, such as funnels, measuring containers and dispensing systems, to reduce the risk of spill. Where chemicals are in constant use, a proper containment system to capture and recover any spilt material should be in place.

You should also ensure that all staff is trained in chemical handling and use. ¢

Make your next conference an underwater experience AQWA boasts Perth’s most outstanding function venue with spectacular views of the Indian Ocean and Hillarys Boat Harbour.

Surround your guests with tropical fish and colourful corals for a truly memorable event where you won’t even need to get wet!

FUNCTION CENTRE 91 Southside Drive, Hillarys 6025 | aqwa.com.au/functions | functions@aqwa.com.au | 9203 6622 36 B US I NE S S P U L S E AUGUS T 20 1 6

LEADERSHIP IS SINKING

A bleak new study of Australian leaders should give cause for the nation to refocus on the fundamentals of quality stewardship BREAKING

WA RESEARCH

H

ave you ever thought your boss has no idea what they’re doing?

Or that your employees might think that about you?

You may be right – a groundbreaking, nationwide study has found many Australian leaders are not mastering the most basic management fundamentals such as performance monitoring, target setting and incentives.

One in four senior leaders in the private sector also lacks formal training beyond high school. Across all sectors, for every $10 spent on senior leadership development, only $1 is invested in frontline management.

And of those who do reach senior-level status, few seek strategic advice from external sources, instead preferring to act in isolation.

These are the findings of the Study of Australian Leadership (SAL) – the first major review of leadership and management capability in Australia in more than twenty years.

After surveying more than 8000 people across more than 5000 workplaces, SAL has painted a poor picture of Australian management and revealed a pattern of mediocre leadership that threatens to undermine economic growth.

Professor Peter Gahan – who co-authored the study with a team of researchers – says poor leadership can stunt productivity and stop organisations being able to successfully adapt to the innovation-driven ‘knowledge economy.’

“The rate of technological change is accelerating and is having increasingly disruptive consequences. To survive, organisations need to innovate, adapt and develop new capabilities and sources of growth,” Prof Gahan says.

“If Australia is to be competitive and generate more jobs and growth, organisations need to navigate through the current phase of increased uncertainty, disruption and change – the crucial question this study raises is: are Australia’s workplace leaders ready to meet these challenges?

“The quality of leadership is a critical factor in enabling organisations to understand complex problems, adapt, grow and compete – for example, new approaches to strategic planning, finding fresh market opportunities, and the ability to adapt and innovate, as well as motivate and engage a diverse workforce.

“Unfortunately, the Study of Australian Leadership found Australian leaders – on the whole – have not mastered the fundamentals of management.

Australian organisations also

struggle to turn knowledge and ideas into successful innovation. Innovation is a critical source of productivity, growth and competitiveness, and SAL showed that workplaces with more capable leaders are more innovative.”

Prof Gahan says SAL confirmed that leadership is a key driver of high performance, employee engagement and effective talent management.

“One of the main reasons why leadership matters is because it influences employee attitudes and behaviours,” he says.

“Positive attitudes and behaviours translate into greater productivity and creativity – overall, effective leadership is linked to improved

workplace performance, innovation and employee engagement.

“The Study of Australian Leadership also confirmed frontline leadership matters most for employees, as frontline leaders deal with employees on a day-to-day basis and are in a good position to motivate and inspire. But the study also noted Australia typically invests much more in senior, strategic leadership.”

Want to become a better leader? Register today for CCI’s Introduction to Supervision Part 2: Pathway to Leadership course. Next available date is 25 July 2016. Send your breaking research news to editor@cciwa.com ¢

Fast facts:

ore than 40 per cent of Australian workplaces are not M meeting performance targets Senior leadership ranks remain male-dominated – four out of

five senior leaders in multi-site organisations are men Two out of every five Australian workplaces don’t meet their

profit target The Study of Australian Leadership was coordinated by

the Centre for Workplace Leadership and is available at sal.workplaceleadership.com.au

AUG U ST 2 016 BUSIN ESS PU L SE 3 7

Business Services

Shrink Wrapping

Timber Pallets

Property Care

Supporting people living with disability since 1951 We offer the following services: Industrial Services - Contact 9387 0555 • Shrink wrapping

• Labelling

• Mail-outs

• Light assembly

• Wine labelling

• Liquid decanting

• Specialised packaging

• De-labelling

• Container unpacking

• Showbags

Timber Manufacturing - Contact 9451 6388 • Timber pallets

• Timber crates

• Storage bins

• Landscaping

• Reticulation

• Indoor plant rental

• Rehabilitation

• Gardening maintenance

Property Care - Contact 9206 0235

For more information or to obtain a quote, please contact an Activ Sales Representative by: t: 9387 0555 e: sales@activ.asn.au w: www.businessservices.activ.asn.au 38 B US I NE S S P U L S E AUGUS T 20 1 6

WINNERS

WINNERS are GRINNERS CCI congratulates its winning Members on their outstanding achievements

2016

St Vincent de Paul Society – Western Australia

No-Fur Policy For leading the way in fashion that is kind to both animals and humans.

Foundation Housing

St Vincent de Paul WA

CEO wins Queen’s Birthday Honour

PETA award for no-fur policy

Foundation Housing CEO Kathleen Gregory was awarded an Order of Australia Medal in the recent Queen’s Birthday Honour awards.

Foundation Housing provides homes for people in need and works with tenants, the community, government and others to reduce demand for social housing by supporting people out of the ‘poverty cycle’.

Gregory was recognised for her work in the not-for-profit (NFP) housing sector spanning almost 20 years, with almost three decades overall in NFP organisations.

Well-known for her role in boosting affordable housing opportunities in WA, Gregory is often called upon to participate in advisory groups and sector-wide initiatives due to her experience in the development of affordable housing strategies.

Under her leadership, Foundation Housing now provides homes for more than 3200 West Australians desperately in need of housing.

Gregory also led the organisation to be the first provider of the ‘Foyer’ model in WA through establishment of a purpose-built 98-bed dwelling for disadvantaged youth undertaking tertiary studies.

She also assists many organisations voluntarily including the Western Australian Council of Homelessness, the United Way Homelessness Coalition, Plan International and others.

Gregory says she is honoured to have received the AO award and will continue to strive for better housing options and outcomes for all West Australians, while also encouraging organisations to work together to achieve results.

“It is time to consider new approaches to combat homelessness in WA – not just building houses,” Gregory says.

“People need real support and we must consider investing properly if we are to find a solution to this ever increasing issue.”

For taking a stand against selling animal fur at its Vinnies shops in WA, the St Vincent de Paul Society will receive a Proggy Award from People for the Ethical Treatment of Animals (PETA) Australia.

PETA’s Proggy Awards (“Proggy” stands for “progress”) recognise animal-friendly achievements in commerce and culture.

“By giving fur the cold shoulder, the St Vincent de Paul Society proves it is an organisation dedicated to advocating for justice and quality of life for all”, PETA Australia’s associate director Ashley Fruno says.

“We hope all Vinnies shops across the country will follow Western Australia’s lead.”

The society plans to donate all existing fur items in its 48 Vinnies shops in WA to local animal-welfare groups, who will then repurpose them.

Since 1865 in WA through local parish-based volunteer groups and Special Works, the St Vincent de Paul Society has sought to create a more just and compassionate society by responding directly to needs identified in the community.

In addition to Vinnies shops, St Vincent de Paul WA provides emergency relief and home visitation, a clothing and furniture depot, overseas partnerships, refugee and migrant support, social justice advocacy, Vincentcare and Vinnies Youth.

WE HOPE ALL VINNIES SHOPS ACROSS THE COUNTRY WILL FOLLOW WESTERN AUSTRALIA’S LEAD

If you have a winning story about your business or organisation you’d like to share, email

editor@cciwa.com AUG U ST 2 016 BUSIN ESS PU L SE 3 9

FIVE TOP FIVE

NARKY TRIPADVISOR REVIEWS (OR WHY IT’S TOUGH WORKING IN TOURISM)

AGAINST MY GUT FEELINGS, I WILL BE GOING BACK TO TRY THEIR HOOKAH PIPES

TBA

1

2

3

4

5

The Eiffel Tower “Nasty little cafe. The view is okay – if you like views.”

“Okay, it’s all it’s supposed to be: big, metal, majestic and famous. You treat it like a movie star, look at it, take pictures and move on. Been there, done that. What’s next?”

“Like most things in the world that you’ve seen on television, when you get there and look at it, it’s really not that big of a deal. Had a better view of Paris from our hotel room.”

“Pickpockets, beggars, pan handlers, pimps. The feet of the Eiffel tower rise from an undeclared slum. Expect to get robbed. Don’t expect any help from the French authorities.”

A Perth cafe “The park is beautiful, but I had a really bad experience at the kiosk on Wednesday. I ordered a strawberry milkshake and my friend a coffee.

Her coffee was bitter and when my milkshake came, I realised it was just milk and strawberry syrup! I asked the staff who made it if he had mixed ice-cream in it and he was really rude, saying that they don’t have icecream and that is the way they make milkshakes!

Unbelievable! After that, I talked to the girl who was at the till and she said the only thing she could do is give me a bit of ice-cream to mix with the milk.

Very disappointed with that place!”

Discovery Cove, Florida “Don’t go – it’s a rip-off.

You just get to POKE a dolphin, the whole thing is so restricted. It makes you think, ‘I’ve paid a grand for this and they aren’t letting me even give it a proper hug or whatever.

You only get, like, 30 minutes, and I was told off by the instructor four times for being too close to the dolphin and the guy went nuts when my finger was within 30cm of its blowhole.”

“I love dolphins, but didn’t find that the one-on-one time with the dolphins was personal enough. For me, I would have needed more interaction with the dolphins to actually feel like I enjoyed my time.”

A Perth restaurant “FIRSTLY, the menu is limited. SECONDLY the duration of time which the meal actually took to come out was horrendous.

I almost waited 15 minutes! THIRDLY when I did order my mixed platter, it only seemed to be TWO meatballs, 2-3 very SMALL pieces of chicken, 2-3 pieces of very SMALL beef and a large amount of BADLY dressed salad. FOURTHLY the total meal cost THREE times what it was WORTH!!

FIFTHLY, and yes there is a fifthly, I went to the register to pay and they only accepted cash. This seems DODGY to me.

Against my gut feelings, I will be going back to try their hookah pipes.”

Pyramids of Giza “The pyramids are nice to look at and are definitely something to see, however that is if you can see past the dying/dead horses and dogs, and people harassing you for money on camels, coupled with overweight Brits wearing see through leggings.”

“You can see the pyramids in pictures and videos, and they’re a lot more enjoyable this way than to travel all the way to them.”

“The camel and donkey rides are painful. There were two dead horse carcasses on the path up to the view point of the Pyramids. We’re sorry we visited.”

“Very bad experience Nothing to do. Expensive.”

40 B US I NE S S P U L S E AUGUS T 20 1 6

FEB RUA RY

Me 10 mbe % di rs ge sc ou t a nt

2016

BUSINESS

JULY 20 1 6 BUSINESSPULSE

PULSE

BACK HE TO TWONDER WARDS UR E FUTINSIDE FIONA

YEARS WA IN 20STANLEY HOSPITAL

TO HOW SWEET LIKE

THINK A START-UP HAVE A BUSINESS THE HANDLE AND A LIFE FAIR WORK COMMISSION

SPOT

GET LUCKY TRACK STAR KASHIF SALEEM NETT ’s ANDREW BEN r of Lucky Chan

ISSN 1328-2689

Print Post Approved No. 100004175 ISSN 1328-2689

ed No. 100004175 Print Post Approv

from the owne crowdfunding ons in LessHow finding lost materials launched a start-up success ers n 9,000 Memb porting more tha CCI – now sup

FEBR UAR Y

SS 2016 BUS INE

PUL SE 1

CCI – now supporting more than 9,000 Members JULY 20 16 B USIN E SS PUL SE 1

TALK DIRECTLY TO WA’S SMALL BUSINESS SECTOR For many companies, business-to-business advertising is an effective way to reach customers and CCI offers value-for-money options to promote your products and services to its large subscriber base of WA businesses. BP Magazine reaches more than 20,000 readers every month who are business people working a large and small organisations in every industry sector.

Contact CCI to find out how advertising in BP can help your business.

Tel: (08) 9365 7544 Email: advertising@cciwa.com

AUG U ST 2 016 BUSIN ES S PU L SE 4 1

Vanguard Press have pooled their resources with Lamb Print to provide an unprecedented service offering.

Having invested in state of the art printing technology as part of this integration we are able to provide an enhanced fast efficient service underpinned by traditional values.

Our service offering provides a one stop shop incorporating commercial offset, digital, web offset, continuous NCR sets, cut sheets and mailing.

For a quote or more information contact Vanguard Press on (08) 9328 1388 or info@vanguardpress.com.au vanguardpress.com.au 42 B US I NE S S P U L S E AUGUS T 20 1 6