Access 2017 by Design2Pro

ISSUE 76 August 2017 FOUNDED IN PARRAMATTA WWW.WSBA.COM.AU Available free at 250 strategic drops points and online

Newly Crowned at the Hawkesbury Valley

SpeCial feature More stories and photos inside

Crowne Plaza Hawkesbury

Peter Diego, Guest Experience & Loyalty Manager welcomes guests to the Crowne Plaza Hawkesbury.

The pristine grounds of the Crowne Plaza Hawkesbury.

New brand, same passion The newly named Crowne Plaza Hawkesbury Valley joins hotel management company InterContinental Hotels Group STORIES: ILIANA STILLITANO IMAGES: SEBASTIAN GIUNTA THE Sebel Hawkesbury Resort & Spa has undergone a name change but has retained the same passionate owner and friendly team that guests have come to recognise and appreciate about the prestigious hotel property.

Nestled in the picturesque Hawkesbury Valley and at the foot of the stunning Blue Mountains, the newly named Crowne Plaza Hawkesbury Valley has joined hotel management company InterContinental Hotels Group to deliver a superior product for the thousands of guests that choose to stay each year. The upscale hotel continues to deliver

Looking out from the reception area.

world class facilities in its popular country retreat environment – outstanding accommodation, fully equipped conference and meeting rooms for business, unique spaces for any celebration, an array of fresh eating options and the sanctuary that is Villa Thalgo Day Spa. And the boutique hotel is still the only 4.5 star hotel in the region. “It was recognised the Crowne Plaza branding perfectly fitted the property,” said Jacqui Gibbs, Director of Sales and Marketing at Crowne Plaza Hawkesbury Valley “What hasn’t changed is the owner and the team. “They are a group of dedicated locals who are passionate about the area and work here

because they are also passionate about all the things the hotel has to offer.” That personalised approach to service perfected by staff over the years is what makes guests feel at home – whether they’re staying at the Crowne Plaza for business or pleasure. Karin Sheppard, IHG’s chief operating officer, Australasia & Japan, welcomed Crowne Plaza Hawkesbury Valley and its sister property Kirkton Park Hunter Valley (formerly The Sebel Kirkton Park Hunter Valley) to the growing IHG family. “Just a short drive from Sydney, both properties offer world-class facilities and an oasis of calm sophistication, brought to life by IHG’s world-famous true hospitality,” she said.

Sarah Babajee (left) Michelle Myszka (right) Spa Therapists at the Crowne Plaza Hawkesbury.

Benefits to guests and region under the new brand

KEY driving force behind Crowne Plaza Hawkesbury Valley is luxury hospitality. Whether you choose to stay at the chic hotel for business or leisure, guests will be on the receiving end of all the indulgences that align with the Crowne Plaza brand. The Crowne Plaza motto “We’re all business, mostly’ is a reminder to its business guests in particular that “life doesn’t stop when business begins”, said Jacqui Gibbs, Director of Sales and Marketing at

CROWNE PLAZA HAWKESBURY

Crowne Plaza Hawkesbury Valley. To that end, Crowne Plaza staff are at the ready to help you work, rest and restore as soon as you arrive. “Quality bedding, connectivity, great food and a low-price guarantee are all distinct hallmarks of the Crowne Plaza brand that we are excited to be part of,” Ms Gibbs said. The delightful treats start on your first night when you’re assured of a restful sleep because of the hotel’s premium bedding, plump pillows and designated quiet zones

– all of which will help you relax and drift off. Convenient access to power means you’ll be completely connected throughout your stay and remain connected with complimentary wireless internet access. To ensure you are energised throughout your stay, Crowne Plaza offers guests a choice of freshly prepared meal options. And to help you stay energised, balanced and refreshed the hotel’s fitness facilities include a gym, tennis courts and indoor heated pool. All of that comes with the Crowne

Plaza ‘best price guarantee’ which promises you’ll receive the lowest price online when you book direct or your first night is free. Crowne Plaza Hawkesbury Valleys offers a range of flexible work spaces to cater for meetings, conferences and seminars for those looking to do business away from the office and indulge in the serenity of the hotel’s relaxing, country environment. And at the end of the day, you’ll be able to unwind in one of the 105 comfortable, contemporary rooms or suites.

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

ISSUE 76 AUGUST 2017 FOUNDED IN PARRAMATTA WWW.WSBA.COM.AU Available free at 250 strategic outlets and online

Delivering Parramatta Light Rail

P16 Parramatta penthouse sells for record $3M P2

Business duo launch online recruitment P10

Why is this man stepping Into the ring? P50

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News AUGUST 2017

August cover shows an artist impression of the Parramatta light rail.

Above and below: artist impression images of the Coronation Property project at 8 Phillip Street, Parramatta.

ONLINE SHOPPING SOARS Areas showing biggest growth

Parramatta CBD penthouse sells for record $3M RED DWYER

COUNCIL ELECTIONS 2017

BRAINSTORMING PAYS OFF

Greg has unfinished business

How Anthony became an inventor

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LIFE BEYOND BUSINESS EXIT

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Special course from experts

HE sale of a penthouse off the plan in the Parramatta CBD for $3.32 million is believed to be five times Parramatta’s $626,500 median apartment price and has set a record rate of $17,500 a square metre. An unidentified Hills District businessman and his wife have downsized their home for a three-bedroom, four-bathroom penthouse with 180 degree views in a 55-floor apartment and hotel in the Church Street “eat street” precinct Construction is yet to start on Coronation Property’s development at 8 Phillip Street, which is expected to be completed in 2020. “This will be the first five-star building in Parramatta, from the ground up Jasom Soulos, sales director, of Coronation Property. A previous buyer, local businessman, Bob Reiman, paid $3 million in late 2016 for another penthouse in the building. To be known as “8 Phillip Street”, the

project includes 314 apartments over 35 floors and a boutique 14-storey QT Hotel. QT Hotels & Resorts, formerly Amalgamated Holdings, is the concept of Event Hospitality & Entertainment Ltd, owning and operating a number of hotel and lifestyle businesses throughout Australia and New Zealand. “Coronation’s contribution through the development of 8 Phillip Street is a major endorsement for Parramatta’s future growth and success,” said. Sydney Business Chamber director, David Borger The project will also include a rooftop venue, Studio 54, multiple meeting and event spaces, grand ballroom, an alfresco open-air pool on the 18th floor and two of Rockpool Dining Group signature restaurants. Earthworks at the site are expected to commence later this year. Elsewhere in Parramatta, a 12 storey hotel is proposed as part of a $110 million leisure and entertainment at the Parramatta Leagues Club. Plans for the club to brew its own beer are proposed.

Connect with us e facebook.com/AccessNewsAustralia youtube.com/AccessNewsAustralia Web: www.conferencesandseminars.com.au Sales: Graham Maughan, 0431 557 791 linkedin.com/company/3278807 Editor: Michael Walls, 0407 783 413 twitter.com/AccessNewsAus Western Sydney Business Access (WSBA) ACCESS NEWS AUSTRALIA PTY LTD ABN 39 600 436 799 Publisher/editor: Michael Walls M: 0407 783 413. E: michael@wsba.com.au Journalists: Red Dwyer, Iliana Stillitano, Phyllis McGraw. Photographer: Sebastian Giunta Manufacturing editor: Craig Hingston, 0488 607 050 Business Development Manager: Graham Maughan M: 0431 557 791 Contributors: Nicole Baines, Professor Ed Blakely, David Pring, Hardeep Girn, Geoff Lee MP, Justin Dowd, Stephanie Dale, Deb Jeffreys. Printer: New Age Printing, Rydalmere Design: Design2pro.com, MBE Parramatta, Mode Media, DMC Advertising Group Website: www.wsba.com.au General enquiries: info@wsba.com.au Phone: 02 4572 2336 Fax: 02 4572 2340

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BRIEFS Flower Power megastore

FLOWER Power is building a $11M megastore at 479 Henry Lawson Drive, Milperra. In 2015, the Flower Power store at Bass Hill closed after 44 years of trading, citing a lack of space to expand the shop as the reason.

University land development

SYDNEY University is expected to announce later this year whether it would be develop two separate parcels of land, 780 hectares and 300 hectares respectively, at Badgerys Creek, for a high-technology manufacturing hub.

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Regional Roundup Support for Dementia

CONSTRUCTION of the $41M, 149-bed Opal Blacktown facility, in Kildare Road, is underway providing special support for people with dementia. About 10 per cent of Blacktown’s population is over 65, compared to 15 per cent nationally

Holiday Inn expansion

THE $24M expansion of the Holiday Inn, at North St Marys, is expected to be complete later this year. The expansion includes six stories comprising 123 rooms, a gym and business centre and meeting rooms. The property adjoins the St Marys Rugby League Club.

Private investor sells

NORTH WEST Penrith Council DAs

PENRITH City Council has approved a $9.2M, six-storey building including 43 apartments, at 32-36 Lethbridge Street, Penrith; a $13M warehouse and office space, at 2113 Castlereagh Road, Penrith; and a $6.5M subdivision, at 55 French Street, Werrington, which includes 111 residential allotments.

Chinese buy in Windsor

A CHINESE investor has outlaid $9.5M for a property with three street frontages and fronts on to the Windsor Mall. It has 13 leased stores including the Outback Bakehouse. Plans exist to redevelop the site into 110 apartments sometime in the future

Fire and Rescue relocate

FIRE and Rescue NSW plans to relocate from Alexandria to a new $22M state-of-the art training complex at Erskine Park, in April 1918. It will employ approximately 150 staff and up to 200 additional firefighters and trainees on site.

RELOCATING YOUR HOME OR BUSINESS?

Hubs sold for $436M

LASALLE Fund Management has sold to Aventus Retail Property the Home Hub Castle Hill and the Home Hub Marsden Park for a total of $436M.

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New hotel planned

A $20M, six storey hotel, retail and medical centre complex is proposed in Victoria Street, Wetherill Park. A development application was lodged with Fairfield City Council in December and the project will be determined by the Sydney South West Planning Panel. Members of the panel conducted a briefing about the site on March 13.

Leased with options

THE Gemini Accident Repair Centre has leased a 2812-square-metre industrial facility, at 2/66 Jedda Road, Prestons, at an annual rent of $309,320 on a three-year lease with options.

CENTRAL WEST Leased with options

A PRIVATE landlord has leased a 1032-square-metre industrial facility, at 12 and 13.at 237 Victoria Road, Rydalmere, to Eva Imports Pty Ltd, at a gross annual rental of $130,000, for three years with options.

10-year lease

SOUTH WEST Quickstep appointment

QUICKSTEP Holdings has appointed Mark Burgess as managing director and CEO following David Marino’s decision to step down from the role for personal and family reasons. Mr Burgess was formerly vice-president, of Honeywell Aerospace Asia Pacific.

Council withdraws

PRIVATE investor, GFZ Financial has sold a 1759-square-metre bulky goods property at 399 Hume Highway, Liverpool, for $6.35M to J & T Doriguzzi Industries.

LIVGERPOOL City Council has withdrawn holding appeals against two planning consents relating to the multi-million-dollar Moorebank Intermodal project, having exhausted all “justifiable legal avenues.”

AUSTRALIAN Automotive Group Pty Ltd has leased a 5116-square-metre site, at 4 Hope Street, Ermington, from Melrose Park Transport Pty Ltd, for $125 a square metre for 10 years

TECH leases space

TECH Century Pty Ltd has leased 560 square metres, at 1/21-25 Silverwater Road, Auburn, for three years plus options, for $205 a square metre net

Showroom leased

TECHNOLOGY business, Scorptec has subleased a 600-square-metre showroom, at 45 Epping Road, Macquarie Park, from Kids Club, at $333 a square metre

So if you’re moving soon, contact us to discuss how we can help!

New Panthers apartments

CONSTRUCTION of The Royce, the new retirement apartments for over 55s at Panthers Penrith, is officially underway. Retirement village operators Tulich will manage the property. Stage One of The Royce is due for completion by the end of 2018

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News

Online shopping continues to soar

USTRALIANS are shopping online more than ever and mainly from local retailers, with sales surging more than 11 per cent in the past year, according to new research from Australia Post. Australia Post has released its second annual Inside Australian Online Shopping Report - an overview of eCommerce in Australia, identifying who is buying what and where online. The report, which draws on all of Australia Post and StarTrack’s customer and delivery data, showed online shopping sales soared 11.5 per cent in 2016 compared with 2015, and domestic retailers accounted for 79 per cent of the total online spend. Australia Post’s General Manager of eCommerce & International, Ben Franzi, said Australians’ love of fashion and department/ variety store items continued, with the two categories accounting for more than half of all online sales. “Price, range and convenience are the three main reasons why consumers shop online, and why growth rates remain strong,” Mr Franzi said. “Online shopping empowers people to shop at a time that suits them.” “Almost one third online purchases were made from 7pm-10pm, while 18 per cent were made from 2pm-5pm. Australians are increasingly using their smart phones to shop online, with purchases made from a mobile device growing 52 per cent.” Other popular items included personalised goods, which grew 28.2 per cent. Mr Franzi said more online retailers were offering shoppers the ability to co-design and add their own personal brand to products such as watches, handbags and other accessories. Point Cook in Victoria was the No.1 buying location for the second consecutive

year, reportTop 10 online shopping buying ing 13.2 per locations and % growth cent growth, followed by 1. Point Cook (Victoria), +13.2% Toowoomba 2. Toowoomba, +7.6% in Queensland 3. Liverpool, +15% (7.6 per cent 4. Gosford +12.8% growth) and 5. Cranbourne, +17.6% Liverpool in 6. Hoppers Crossing, +16.8% NSW (15 per 7. Mackay, +1.7% cent growth). 8. Mandurah, +4.8% Together, 9. Baulkham Hills, +21.1% Australia Post 10. Campbelltown, +13.7% and StarTrack *2016 calendar year compared with deliver more 2015 calendar year. than four billion items to 11.6 million addresses across the country annually. Mr Franzi said the data provided critical information for businesses looking to get ahead in a tough retail market. “Here in Australia we know the online shopping industry is about to be disrupted, and retail as we know it won’t ever look the same,” Mr Franzi said. “The Inside Australian Online Shopping Report is a powerful tool to help businesses understand their existing and potential customers better, so they can create targeted offers and grow their sales by giving consumers what they want based on facts and data.”

BRIEFS 1,250 new car spaces

AN eight-storey carpark with 1250 spaces at Westmead Hospital is expected to be officially opened later this year. The work is part of the hospital’s $72M redevelopment program

Properties fetch $70M

SIMONSON Properties has sold properties in Wetherill Park, Smithfield and Eastern Creek, for over $70M, to property developer Bob Ell, All the properties, totaling 45,000 square metres, are tenanted generating $4.82M annually.

More people at events

ATTENDANCE at Parramatta City Council’s nine major managed and partnered events has increased by 170 per cent from 98,000 people in 2012 to an estimated 265,000 people in 2016.

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News

Bring balance back to city CBD streetscapes and lighting have been neglected, says Chamber ILLIANA STILLITANO

ARRAMATTA business owners are being urged to register to vote in the September 9 council election to bring “balance” to the democratic table. “We need to get community representation back on council. Parramatta is a centre for commerce and businesses in our community need to make sure they register to vote and have a voice,” said Parramatta Chamber of

Commerce president David Hill. Mr Hill said the election would signal the end of more than 12 months of administration which he described as “a whole bunch of bureaucrats acting outside the democratic process.” But to ensure candidates fully understand the issues facing the growth city, Mr Hill said he would like to see them meet with local business people ahead of polling day to hear the concerns of locals and to outline their policies.

As for what the Chamber saw as they key issues facing Parramatta ahead of the election, Mr Hill said core council responsibilities like the CBD streetscape and lighting had been neglected and the Chamber was keen to see the new council take on a “fine-grained approach”. He said other issues included the NBN – “fibre to the premises is essential to make us a smart city yet we’ve not seen anything smart come of it. Our internet speed is so slow that businesses do not have the basic tools to be able to do business”, public transport – “if we’re going to bring so many people into the suburbs of Parramatta we have to consider how do we move them around Parramatta and into the city. We need a fully linked heavy rail

system”, and heritage – “we have extraordinary opportunities to focus on heritage yet so many of our historic places are not fully opened up to the public. Just conserving the buildings is not treating it as it should be treated”. Mr Hill said local representation on council was not just about greater transparency but also accountability. “There has been none of that for a while now,” he said. Non Parramatta residents can register to vote if they own or lease rateable land in one of the five council wards. To register, contact Parramatta Council on 9806 5050.

BRIEFS Rockpool at Parramatta

CORONATION Property has teamed up with chef Neil Perry to bring Rockpool Bar & Grill and Saké Restaurant & Bar to be part of its 8 Phillip Street development 8in the Parramatta CBD. One restaurant will be on the ground floor while another higher up in the 54-level development. Mr Perry has opened a Burger Project franchise in the nearby V by Crown development.

Macquarie appoints agent

Artist impression showing some of the major developments in Parramatta.

MACQUARIE University has appointed Colliers International as managing agent for its tenanted property portfolio, consolidating the management of seven office buildings and a local retail shopping centre. The portfolio is tenanted by a mix of university faculty staff and commercial occupiers, including Cochlear, Dell EMC, Siemens and Abbott Pharmaceutical.

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

News

New online jobs site launched

“I Want 2 Work puts businesses owners ESTERN Sydney businessmen Jim back in control of selecting the right team for Taggart and Richard Gremmo have launched I Want 2 Work (IW2W), an their business. I Want 2 Work is also affordonline recruitment portal that conable, efficient and secure – we understand what businesses want when they are finding nects employees and employers. new talent to join their team”. The business behaves like as professional “For quite some time matchmakers, whether it’s now business owners have for a short-term contract or a had to spend hours writing lifelong career. ‘job ads’ that seem to attract If you want to work, the attention of the wrong IW2W is the ideal place to candidates, and enduring attract the attention of potenboring searches through tial employers. endless resumes that have You can establish a free been cut and pasted from profile in just a few minutes, the internet only to end up get discovered and find work. wasting even more time It’s that easy. interviewing candidates that You can also build a are not appropriate for their professional resume using business. the IW2W Resume Builder “I Want 2 Work allows tool and the IW2W Video you to make decisions about Resume allows you to create Jim Taggart: “I became an online video to showcase part of a team to develop a who the ideal candidate is for your business by searching your skills and talents. solution. I am excited that If you need talent fast, we have created something some simple profiles that stick to the facts and then contactthe I Want 2 Work team saves that puts business owners businesses time, money and first”. ing your appropriate candifrustration by making the date directly. This is the way recruitment process easier. recruitment should be. Simply create a job brief with the details “For some time now I have been searchof the role, then send it to the right candidates ing for a recruitment method that saves time, using our unique IW2W search function. money and frustration. You’ll only pay when a candidate accepts “When it became apparent that there your contact request and you will stay anonywasn’t anything in the market place that truly addressed these concerns I became part of a mous until you’re both ready to connect. It’s affordable, fast and secure—the way re- team to develop a solution. I am excited that cruitment should be. With excellent customer we have created something that puts business owners first”. service and a growing community of users, Find out more at: IW2W is the ideal way to discover your ideal www.iwant2work.com/au candidate or career and get to work! Connect: https://www.facebook.com/ Co-founder, Jim Taggart says: “As a busiiwant2workAU ness owner myself I have experienced the https://twitter.com/Iwant2workAU frustration of trying to find the right people to https://www.instagram.com/iwant2work work in my business.

David Borger addresses media about the announcement.

Heads up for Parramatta Powerhouse relocation

HE Sydney Business Chamber, Western Sydney has described the NSW Government’s announcement to relocate the Powerhouse Museum to Western Sydney as a win for not only the local community but for all of Sydney and NSW. David Borger, Director of the Sydney Business Chamber, Western Sydney, said: “The Chamber is pleased with the announcement that the Powerhouse will be coming to Parramatta as Western Sydney will get the world-class museum it rightly deserves. “It is good to hear that the riverbank site has now been secured thanks to a $140M agreement between the NSW Government and the City of Parramatta, meaning the funds will directly go into local arts and culture, with $100M for the Riverside Theatre. “The Riverside Theatre is the hardest

working theatre in Sydney with more than 1000 performances a year and it is just not big enough to accommodate larger audiences. “Now we have certainty that the Powerhouse will be moving to Parramatta, we can get on with constructing an iconic building - a tier one cultural institution in the geographical centre of Sydney. “The new museum will be one of the pieces of the Parramatta infrastructure puzzle, adding to transport infrastructure such as the Parramatta Light Rail and the Sydney Metro West as well as our new Western Sydney Stadium. “We will be very happy to get rid of the ugliest car park on the Parramatta River in exchange for the best cultural museum in Australia.”

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AUCTION

TUESDAY 8 AUGUST 2017

RARE FREESTANDING OPPORTUNITY • CONTAINER SIZE ROLLER DOOR • QUALITY FITTED OUT OFFICE/SHOWROOM • 17 PARKING SPACES

• MODERN STANDALONE FACILITY • SITUATED ON 1,900 SQM OF LAND (APPROX.) • HIGH CLEARANCE CLEARSPAN WAREHOUSE

For further information contact Exclusive Agent Sid Hezari on 0431 406 050

S Y A D IN 7 anted

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FOR SALE SOUGHT AFTER WAREHOUSE IN HORNSBY • LOCATED IN THE HORNSBY TRADING ZONE • EXCELLENT SIGNAGE POTENTIAL ON LEIGHTON PLACE (STCA) • GOOD ACCESS FOR TRUCKS

• EXCELLENT STREET PARKING • LARGE WAREHOUSE (152SQM) AND SHOWROOM • 268SQM TOTAL (APPROX.)

For further information contact Exclusive Agent Jason Taggart on 0498 880 076 FOR LEASE

FOR LEASE

6/4 WHITEHEAD COURT, GLENDENNING Modern Complex with Truck Access

41/8 VICTORIA AVENUE, CASTLE HILL Street Front Unit with Excellent Exposure

3.07 / 29-31 LEXINGTON DRIVE, BELLA VISTA A Grade Office Suite in Versatile Building

• • • • •

• • • • • •

Clearspan Warehouse Mezzanine Warehouse High Clearance Warehouse of 7 metres Mezzanine Office with Air Conditioning 337sqm (approx.)

Located in Castle Hill Trading Zone Access to arterial roads <1km walk to proposed Showground railway station Fit out includes 5 offices, boardroom + open plan area 240sqm (approx.)

Prominent location Easy access to Old Windsor Road, M2 and M7 200m to proposed Bella Vista railway station Additional building facilities including meeting rooms 6 undercover parking spaces 153sqm

Contact Alex Hezari on 0404 040 239

Contact Jason Taggart on 0498 880 076

Contact Alex Hezari on 0404 040 239

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jason@taylornicholashills.com.au

alex@taylornicholashills.com.au

FOR SALE

FOR LEASE

31/46-50 WELLINGTON ROAD, SOUTH GRANVILLE Modern Fitted Out Office with Excellent Exposure

39/5 GLADSTONE ROAD, CASTLE HILL Modern Office / Warehouse

6/562 CHURCH STREET, NORTH PARRAMATTA Quality Showroom in High Exposure Location

• • • • • •

Close proximity to Granville & Auburn retail precinct Popular Wellington Road Business Centre Reception, partitioned offices and full sized kitchen Plenty of natural light Undercover parking with lift access 242sqm (approx.)

Excellent natural lighting & high bay lights 4+ metre high roller door access Parking at door and in basement Kitchenette, 2 toilets + shower Ducted airconditioning & security alarm 186sqm (approx.)

High Clearance showroom over two levels Easy access to M2 and James Ruse Drive Corner location with excellent signage potential Container access Onsite parking 484sqm (approx.)

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If you are considering selling your property call one of our professional agents today. Suite 4.17/29-31 Lexington Drive, Bella Vista NSW 2153 P: 02 8004 1222 www.taylornicholas.com.au WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

News

Anchorage project targets investors

ROPERTY developer, Richope is holding an information session on the advantages of investing in its Anchorage project on Tuesday, August 22 at Castle RSL Club. Richope Pty Ltd has a record of delivering successful development projects throughout Queensland, with a commitment to the local communities they build in. The first-class design of their Anchorage Apartments complex draws on more than 25 years of experience from the company’s sole director, Rick Sheid and his dedicated team at Hope Island. Rick is personally involved in the design and construction of all projects. The firm’s philosophy is motivated by the strong desire to construct quality residential projects, which are each shaped to compliment individual design attributes with the unified appearance of the community they belong within. The site which Anchorage sits on, has been owned by the Sheid family for the past 25 years. It has been given special heights and density relaxation due its prominent position, and has been recognised as a Key Site by the Gold Coast City Council. The site was originally approved by the DA for 279 one, two and three-bedroom apartments across seven buildings to be built over seven stages. However, the number of apartments has since been reduced to 220 in the revised DA. Communal amenities will be a defining feature of the project. A large swimming pool, a generous barbeque area and a Teppanyaki bar, communal vegetable garden, function room, cafe and a fully equipped gymnasium will be built on the south-east corner of the land next to Banksia Park and overlooking the water. Sales director David Clynch said the site’s lo-

Key features of the project include:

The Anchorage Apartments at Hope Island.

cation made it an attractive option for investors. “With Anchorage Hope Island we have a prestigious Location complimented by an innovative design, a developer with a proven track record and commitment to excellence,” David said. “We have completed Stage 1 and 2 so clients can actually see what they are buying. We are now selling stage 3 off the plan. “Due to land constraints and price of adjoining homes means That Anchorage is a unique site that cannot be replicated thus ensuring strong capital gains.

“We are offering generous sized, brand new 2 and 3-bedroom apartments with quality inclusions to ensure maximum tax deductions. “A comparable apartment in Sydney could be three times the cost of Anchorage with our two-bedroom apartments starting at $488,000 which would easily rent for $490 per week which equates to just over a 5% return. “We have a waiting list of tenants ensuring no down time and with our onsite property management you are assured your investment is well looked after. This combined with magnificent resident facilities will ensure tenant

• Prestigious Location complimented by an innovative design, a developer with a proven track record and commitment to excellence. Stage 1 and 2 completed, now selling stage 3. • Unique site that cannot be replicated ensuring strong capital gains. • Brand new 2 and 3-bedroom apartments to ensure maximum tax deductions. • Strong rental demand and returns. • On site property management. • Strong mix of owner occupied and investment stock. • Magnificent resident facilities ensuring tenant retention. • Average prices per unit $500,000. • 90% of apartments have water views. • Jetties will be offered separately to apartment owners (optional). • Body corporate fees is as low as $50/pw. • Estimated completion date by end of 2018.

retention. The investment is also very appealing to self-managed super fund investors.”

INFORMATION SESSION

Castle Hill RSL Tuesday, August 22 at 6.30 for 6.45 start. Light refreshments and finger food provided. Limited seats. Bookings, email: david@anchoragehopeisland.com .au Visit: www.anchoragehopeisland.com.au

JOIN THE GREATER BLACKTOWN BUSINESS CHAMBER TODAY

• Connect with local business people – clients, referrers, suppliers, colleagues, friends • Attend workshops and utilise business resources to help you run your business • Promote your business – to those who need your products and services locally • Speak as one voice – together we can build the Blacktown economy and we all win! • Monthly networking events hosted by members in an atmosphere of fun and friendship

We’ve got Western Sydney covered Western Sydney Business Access – the region’s only independent media covering business, progress, development and lifestyle.

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Read all editions online www.wsba.com.au WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

News

Trust the key for master networker

ORTGAGE broker David Donnelly can add master networker to his list of credentials. The founder of First Class Loans in Richmond recently received the top award from Business Network International (BNI) – Australia’s largest global referral networking group that has been helping businesses thrive. Mr Donnelly said he was “surprised but humble” to be named Business Network International Sydney Northwest’s region member of the year and credited the Northwest chapter for helping him become a better businessman. He said BNI had helped grow his business through networking and he has built many valuable professional relationships along the way. At the suggestion of a friend, Mr Donnelly attended his first BNI meeting three years ago. A year later he applied to join the group which only accepts one person from a business specialty into a chapter. Fortunately for him, there was a vacancy in the Norwest chapter for someone in the finance industry. “Because there is only one person from each industry in the group, you get to understand them and their business very well, that way you can confidently refer them to someone,” Mr Donnelly said. “Initially I got into BNI to refer but also to get more business out of it but really I gained so much more.” Making connections is key to BNI and it helped Mr Donnelly make the move from his home office to working alongside others. “There’s no way I would have crossed paths with the people working for me now if it weren’t for BNI,” he said. “Our office is a 160-year-old heritage house which, again through BNI, was offered to us. If it weren’t for BNI I would probably

still be working from home.” BNI Sydney Northwest executive director, Glenn Anthoney, said more than $16 million worth of business was passed between members in the region last year - such is the power of BNI. “Unlike other business networking groups, BNI is about educating its members on how to market themselves better to get referrals,” he said. “It’s about building trust and credibility to become referrable.” Of his award, Mr Donnelly said: “There are about 300 members in our region who are successful and at the top of their game in their field so to be picked amongst them is a real honour.”

Mr Donnelly, who has been in the lending industry since 1999 and is also deputy captain of the East Kurrajong Rural Fire Service, said his true passion was helping people, and in particular helping first home buyers enter the housing market. “I love helping make things happen for people,” he said. To learn more about BNI, visit www.bni.com. au

First Class Loans founder David Donnelly, pictured with colleague David Refalo who he met through BNI Sydney Northwest chapter.

Asia trade a target for Blacktown RED DWYER

ELEGATIONS from Blacktown City Council will visit cities in China and Korea in September, to drum up trade in the Asia-Pacific region. A delegation will visit council’s sister city, Liaocheng City, in China, from September 6-9, following an invitation from that city’s visit to Blacktown in 2016. The mayor, general manager and manager events and sister cities will be included. Council will be represented by these members at the Asia Pacific Cities Summit (APCS) and Mayor’s Forum: Daejeon City, Republic of Korea, from September 10-13. “The summit provides a dynamic and interactive platform for participants to

exchange knowledge, identify a common agenda, develop shared solutions, improve city governance and ensure sustained prosperity,” according to a council report. “It is expected that more than 1500 urban leaders of business and government from across the Asia Pacific and beyond will gather for this prestigious [event]. “The tailored business program will permit knowledge exchange and networking opportunities for participating delegates.” The forum is being organised in a cooperative partnership between Daejeon Metropolitan City, Korea and Brisbane City Council. An inaugural trade delegation will visit from September 13-16 to provide local businesses the opportunity to explore potential overseas economic relationships in the Asia-

pacific region. We have been developing the proposed trade mission in conjunction with the Department of Foreign Trade, Korean Consul, Suseong-gu and interested local businesses … to leverage the benefits from our Sister City relationship with Suseong-gu via the Korean consulate,” the report said. “This is a new area for council.” The delegation will include the mayor, general manager, the economic strategist and manager events and sister cities. Council said synergies between industry sectors in Liaocheng City, in China, and Suseong-gu, in Korea, were cities were identified within council’s International links and sister cities (ILSC) strategic plan. The delegations may include representatives of local businesses in Blacktown.

City of Parramatta Economic Development Plan 2017 - 2021

What we heard... “I would like to see Parramatta become a powerhouse for Western Sydney”.

“I believe jobs are the most important asset”. “Increase the vibrancy for workers and students alike on workdays as well as weekends”.

What we’re doing... We’re getting ready for a once in a lifetime construction boom through city activation programs, providing helpful information on major projects, and improving signage.

We’re making it easier to start and grow businesses by offering programs to assist new small business owners and by cutting red tape with the NSW Government’s Easy to do Business Program.

We’re encouraging a vibrant night life with a live music program, a Small Bars Policy and a Night Time Economy Strategy.

Find out what else we’re doing; the Economic Development Plan can be found at cityofparramatta.nsw.gov.au WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

Parramatta Light Rail

Preferred route – Stage 1

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Delivering Parramatta Light Rail P M4 WES TER NM WY

arramatta Light Rail is one of the State Government’s major public transport projects in Western Sydney, being delivered as part of a record $73B infrastructure program across NSW. It will link Parramatta’s booming CBD with new communities, local jobs, schools, hospitals, and the region’s growing recreation and entertainment precincts. Other major attractions along the route include Western Sydney Stadium, the redevelopment of Arthur Phillip High School, new university campuses in Parramatta CBD and Westmead, and a vibrant city centre for Parramatta. Parramatta Light Rail Stage 1 will connect Westmead to Carlingford via Parramatta CBD with two-way track 12 kilometres long with 16 stops. This is the first stage of the Parramatta Light Rail project. Construction of Parramatta Light Rail Stage 1 is scheduled to commence next year and open in 2023. Parramatta Light Rail is in the process of

undertaking several essential survey works along the preferred route to identify all utilities. These investigations locate utilities, such as water and sewage pipes, power and telecommunications cables. The investigations are undertaken to support the design of the light rail corridor including which utilities will remain and which utilities will be relocated. The latest technology is being used, including ground penetrating radar and laser scanning to capture information about existing services and infrastructure along Stage 1 of Parramatta Light Rail. The Environmental Impact Statement (EIS) for Stage 1 will go on display for community consultation and feedback in the coming months by the Department of Planning and Environment. The EIS includes details on the route, key benefits, urban design, and the impacts of construction and operation. The community is invited to have its say on the project by making a formal submisFor more information or to make a submission, visit the Department of Planning and Environment’s website at www.majorprojects.planning.nsw.gov.au. sion when the EIS is on public exhibition.

First-hand experience for WSU students

HREE Western Sydney students have learned first-hand the complexities of building a multi-million dollar project through a placement with the Parramatta Light Rail project team. Western Sydney University is a key stakeholder in the region and Parramatta Light Rail Stage 1 will connect three of its campuses at Westmead, Parramatta and Rydalmere. The students, studying

their Masters in planning, were thrilled to gain invaluable experience working behind the scenes in the early stages of the project. They worked on sustainable options for the project, such as using recycled materials and social energy to power lighting and information boards at the 16 stops, as well as learning more about the development application process.

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

Parramatta Light Rail – Talking to local businesses

Parramatta Light Rail Stage 1 will connect Westmead to Carlingford via Parramatta CBD over a 12-kilometre route with 16 stops. The Parramatta Light Rail project team is committed to keeping local businesses along the route informed. Members of the project team are visiting businesses along the Parramatta Light Rail route to conduct surveys in preparation for construction to begin in 2018. These surveys will help the Parramatta Light Rail team understand how your business functions and help minimise impacts to businesses both during construction and operation. For more information, please contact the Parramatta Light Rail project team via parramattalightrail@transport.nsw.gov.au or 1800 684 490. Visit the Parramatta Light Rail website at www.parramattalightrail.nsw.gov.au Top: Artist’s impression of light rail on Lennox Bridge, Parramatta. Above left: Artist’s impression of light rail at Westmead Hospital. Courtesy Health Infrastructure NSW. Left: A Parramatta Light Rail Place Manager talking to staff from beauty and make-up school, The Mask Academy, about the construction of light rail in Parramatta CBD.

www.parramattalightrail.nsw.gov.au parramattalightrail@transport.nsw.gov.au 1800 684 490

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

News

Continuing the Garrard political legacy Father and daughter to contest Cumberland and Parramatta Council elections ILIANA STILLITANO

ESTERN Sydney residents will head to the polls next month for the first council election since amalgamation. Campaigning will heat up this month ahead of the September 9 local council election. The first of the candidates have been revealed with a complete list to be unveiled when nominations close on August 4. The council areas of Cumberland and Parramatta are shaping up to be a family affair with the Garrard family announcing patriarch and former Parramatta Lord Mayor Paul Garrard will lead the Our Local Community (OLC) candidates in the seat of Cumberland and daughter Michelle will throw her hat in the ring in neighbouring Parramatta. “This election is one of the most important ones,” Ms Garrard said. “People need to get out there and vote because they have not been represented in the last 15 months while there has been an administrator in the seat. “The community needs to vote for who they want to represent their area.” Or as Mr Garrard put it: “Put community back into council.” After more than 40 years serving Parramatta, Mr Garrard will shift his focus to the new Cumberland Council which was formed last May from parts of Auburn, Holroyd and Parramatta councils under the state government’s forced amalgamations.

His former Woodville ward is now part of Cumberland Council and he conceded that ditching his focus on an area that has been in his blood since 1974 will “undoubtedly” be hard. “Cumberland was created in rather extraordinary circumstances,” he said. “I felt sorry for my area when they announced the mergers. “There was pressure on me to stay in Parramatta but I wrote to every resident in the area and said I would be going to Cumberland. “After 42 years the people know who you are, I can’t move away from that but I will use that as a strength to address the issues in Cumberland.” Fifteen councillors will be elected to represent Cumberland’s five wards – Granville, Greystanes, Regents Park, South Granville and Wentworthville. Mr Garrard will seek to be one of three councillors in South Granville which he described as “very multicultural with a strong Islamic presence.” “It’s half the area I used to represent, the other half is in Auburn. I took the hard choice and I’m no shoo-in but I wouldn’t expect anyone else (from the OLC party) to do it.” As for whether he would nominate himself for mayor – a role he filled five times previously in Parramatta – Mr Garrard said: “I don’t count myself elected until the votes are in. I never, ever consider mayorship until being elected.” Continued on page 17

After a lifetime in Parramatta, I feel I have a lifetime to give,” said Paul Garrard who will run for Cumberland Council while daughter Michelle will “continue Paul’s legacy” and run in neighbouring Parramatta. Photo: Sebastian Giunta.

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

Continued from page 16

Until then his focus will be on issues like introducing “best practice” to Cumberland, managing the area’s increasing high rise neighbourhoods and “making the council more accessible and indirectly more accountable”. It will also be on mentoring other OLC candidates including daughter Michelle who will run in the Dundas ward of Parramatta Council. Voters will elect three councillors in each of the five wards: Dundas, Epping, North Rocks, Parramatta and Rosehill. “I was looking forward to being the apprentice to Paul and working side-by-side but that’s not the case anymore,” she said of her father’s decision not to run for Parramatta Council. “But he has provided so much for the community in the last 42 years, my drive is to continue that.” Ms Garrard missed out on a spot at the council table after the 2012 election and shortly after Mr Garrard registered the OLC party which he said puts community needs ahead of party politics. “I’m one of the very few not to have gone away after not being elected,” Ms Garrard said. “I’ve been serving the community as a resident. That shows I’m serious. I haven’t stopped campaigning since 2012.” She said her focus will be on the state government’s light rail which will run through the ward (“we must keep them honest when it comes to the timescale and budget”), parking in Parramatta (“if elected I will look at more free parking”) and better protecting Parramatta’s heritage (“I will really push its tourism potential”). “It’s important that Parramatta becomes a destination, not a departure lounge,” she said. Other OLC candidates are Wayne Butcher (Parramatta) and former councillor Andrew Wilson (Rosehill). The Hills Shire remains largely intact except for part of council’s east ward transferring to Parramatta because of amalgamations. Residents will elect 12 councillors in four wards – Central, East, North and West – as well as a mayor after a referendum in 2012 resolved voters directly vote for their mayor. The ALP has endorsed incumbent councillors Tony Hay (central), Ryan Tracey (east), and Raymond Harty (west) as well as Immanuel Selvaraj (north). Other Western Sydney councils including Liverpool, Blacktown, Hawkesbury and Penrith held their elections last year. Polling places will open from 8am-6pm on election day, September 9. Pre-poll opens on August 28. Voting is compulsory. For a list of polling places, visit www.votensw.info

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

L CI NS U N IO CO ECT 017 EL 2

News

Greg has some unfinished business

OR former Holroyd mayor Greg Cummings (pictured), being elected to the merged Cumberland Council at the September local government election will be righting a wrong. Mr Cummings was mayor until the council was abolished last year as part of the State Government’s council amalgamation plan which saw parts of Holroyd, Auburn and Parramatta council areas merge to form Cumberland Council. “I was virtually sacked through no fault of my own,” Mr Cummings said. Which is why he vowed to fight on and has been endorsed by the Labor Party as its candidate for the ward of Greystanes at the September 9 election. Mr Cummings urged residents to cast their vote “for the councillors you believe will do the right things for your area and get some democracy back in the community.” “I’m a strong believer that local government is community based. That’s the main reason I’m running, I want to put the community back in the forefront. “I am bitterly disappointed that an administrator has been allowed to make decisions that should have been left to elected councillors,” he said. Mr Cummings said he

had unfinished business to complete. “We had plans for Merrylands, to upgrade the CBD. That was put on hold,” he said. If elected, Mr Cummings said he wanted to “get on with the job of serving the community.” That meant reviewing controversial decisions made by the administration, including a recent decision to award a $68 million contract to outsource the council’s domestic waste, recycling and organics collection and disband 24 park committees. “Considering a council election was less than three months away, it is obscene the administrator denied democracy,” he said. “It hamstrings the incom-

ing council and makes a mockery of democracy.” On polling day, residents will elect 15 councillors in five wards – Granville, Greystanes, Regents Park, South Granville and Wentworthville. At the first council meeting following the election, councillors will elect a mayor and deputy mayor. Mr Cummings said he would love another tilt at becoming mayor, a position he filled on Holroyd Council in 2008 and again in 2014. “I’m definitely interested. I see it as unfinished business.” Other ALP candidates include former Holroyd councillor Lisa Lake (Wentworthville), former Parramatta councillor Glenn Elmore (South Granville), former Auburn councillor George Campbell (Regents Park) and Steve Christou (Granville). Our Local Community has endorsed party founder and former Parramatta Lord Mayor Paul Garrard to run for Cumberland’s South Granville ward, former Holroyd mayor Mark Pigram in Wentworthville, and Rima Balech in Granville. Nominations for all candidates opened on July 31.

Invitation

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canapes in the gardens on arrival followed by a with C Major star from The Voice. Fund raising raffle featuring a $3500 Amethyst, Sapphire and Diamond Pendant from Robert Cliff, Master Jeweller.

Join us as we work together to raise $24,000 for a tecnologically superior life saving Panda Warmers Bed, essential for The Grace Centre for newborn Intensive Care at The Children’s Hospital, Westmead. Supported by:

Mr Ray Williams MP and Minister

Clr Yvonne Keane The Hills Mayor

Dr Jim Taggart OAM MC and Auctioneer

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The Grace Centre Prof Dr Nadia Badawi, AM - Neontologist & Medical Director.

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Westmead Ambassador Miss Ava Hall (long term patient) and her mother Amanda.

Show your support by booking a seat or VIP table of 10!

Pictured: The Panda Warmers Bed in use

Pro Dr Nadia Badawi AM

Bookings on 02 9651 2022 www.bivianosdural.com ● 628 Old Northern Rd Dural NSW 215 18

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

F B

FAMILY BUSINESS

By David Pring

Welcome

Welcome to KPMG Family Business articles which I hope you find thoughtprovoking & insightful. If you would like

W E S T E R N S YD N E Y to discuss these features please feel free to contact me on 9455 9996 or davidpring@ kpmg.com.au

How would you rate communication? BILL NOYE

hen assisting family businesses to resolve their issues, we often interview family members and pose the question: How would you rate the level and quality of communication amongst family members? Recent interviews with two brothers in one family business elicited these responses: “Things are only communicated on a need-to-know basis or unless it is a personal grievance which then manifests in an argument or disagreement.” “It has been difficult. I would say 6 (rating from 1 to 10) but everyone is walking on eggshells. If we aren’t talking about work it is more like an 8.” Miscommunication is a common issue in family businesses. Sure, it can be an issue in any business, however where family businesses differ is the layer of emotion, familiarity and family dynamics that come with conversations and decision making. When asked about communication, family members are proud to report that “yes, we talk all the time”. But when you scratch below the surface, a different picture emerges. Yes

they talk, but have difficulty communicating effectively about issues that concern them and do not have the means of separating family, business and ownership issues… they are muddled together. So what is the answer? In the interests of maintaining harmony, some families fall into the trap of using the ‘silent treatment’. For example, the first generation family owner won’t discuss leadership of the business in the next generation of future ownership. The issue isn’t resolved; it just simmers below the surface, creates tension and builds to a head over time. “I will inherit this business but our future direction is unclear…it’s all in dad’s head.” (Quote from second generation family member) “What am I working towards? I have my own aspirations” (Quote from second generation family member) On the issue of silence, many family members wrongly conclude that silence equals agreement. When no one in the family voices disagreement to an idea or plan, some family members assume everyone else is on side. In this scenario different family dynamics are at play: the first born family member assuming

they are the decision maker for the family; the passive family members who want everyone to be happy; the family member seeing it as a sign of disrespect to question the family business founder who has provided the family with so much; or the family business leader sensitive to other family members asking questions as seeing it as a sign of mistrust. KPMG’s role is often focused on assisting the family to make a progressive shift from ‘talking all the time’ to effective communication. Here is some food for thought: Effective communication is the sending and receiving of messages. However, often we focus more on the sending part: ‘we need to communicate more’ is misconstrued as meaning ‘we need to give more information’. But to foster effective inter-personal communication, attentive listening is paramount. Listening is greatly facilitated when the message is transmitted in a proper manner. The message is often lost due to the familiarity of family member relationships i.e. “oh they aren’t arguing, they always deal with each other like that”. Mean what you say – be open and transparent with respect to your intentions, motivations, views and reasons for taking a certain position on an issue.

Robust debate between family members with differing views can be a good thing provided it is constructive and respectful. Engaging family members in some key decisions not only improves the quality of the decision, but also enhances the satisfaction and motivation of all concerned – even when the decision taken is not necessarily favourable to them. Tension and disagreement amongst family members on family related business issues and ownership is ‘normal’, if not inevitable, regardless of how harmonious the family is. The key is how the family effectively communicates to address the issue so it doesn’t become deep-seated and cast a cloud over family relationships and decision making in the family business. Learning to better communicate is a fundamental element for family business success. On a scale of 1 to 10, how would you rate the level and quality of communication amongst family members? Are the discussions you are having in your family business real discussions, or are they only touching the edges of what really needs to be discussed? Article first published Bill Noye – Partner, KPMG Enterprise Australian Practice.

It’s not what you see, but how you see it. Together, we can take a fresh perspective. Whether you’re an innovative start-up or thriving business, KPMG Enterprise can help you take the next steps to growth. To learn more, contact David Pring on 9455 9996. Anticipate tomorrow. Deliver today.

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

Family Business

Rethinking talent management for today As employees experience ‘concierge’ style service from other organisations as consumers, they are increasingly expecting it from their employer. This presents an opportunity for employers to offer services above expectation, which helps to build employee loyalty. “You have to show that you’re in it together, rather than just push to get work done. So there’s more balance in the relationship,” Barry says. It could be as simple as offering pre-paid food to order online during busy periods, or providing technology wearables to monitor when staff are stressed, then stepping in to assist.

LISA BARRY AND BERNARD SALT

UMAN capital is a key asset of any organisation, so it makes sense to focus on people to ensure relevance in times of change. Fostering agility, optimising talent, boosting engagement and reinventing reward can make the difference. As organisations face storms of disruption, and meet it head on with technology and innovation to remain relevant, they must also turn their attention squarely to their workforce. “We value our businesses, but never on the strength of human capital,” says Lisa Barry, Partner, People and Change, KPMG. “We’re not counting value in the right way. And we’re not consuming it (human capital) in ways that maximise the human condition, the way people work and when they’re working optimally.” Mobility of people is on the rise, robotics are taking a seat alongside humans, and staff are demanding an increasingly ‘consumerised’ experience from their employers, presenting a vast challenge for organisations to rethink how they manage, empower and reward talent. “Organisations will need to be more ‘free range’ in the way they work – it’s about working ‘from the talent’. If you did a stocktake of the talent in your staff, you would do things that you don’t do today in the market,” Barry says. To seize the opportunity, Barry argues that talent management must be re-strategised. She says companies that foster an adaptable workforce, optimise their people, boost employee engagement and reinvent reward have the best chance of success.

Cultivating agility

Resilient, adaptable people can help fuel a workforce that is ready to meet new demands, according to Bernard Salt, Partner, Advisory, KPMG. He says these qualities can be fostered through a culture that reflects the changing nature of work, leading by example, and hiring people with an open-minded attitude. “Leaders need to set the expectation that a disruptive world doesn’t ‘happen to other people’ – it happens to everyone,” Salt says. “Set expectations and say, ‘This is your job now, but in 6 months or 12 months or 2 years’ time we might need to redeploy you to better manage the opportunities in the market’.” Salt says considering the physical environ-

Putting doomsday in perspective

ment of the workplace, or encouraging offsite, flexible working, can also assist. “An agile workplace encourages people to be flexible and fluid. The physical layout can be designed to create a culture of agility and constant change.”

A cloud of talent

As organisations nurture adaptable employees, they can also be open-minded about how they boost their resource pool, drawing on what Salt calls the “cloud of talent”. With a growing marketplace of freelancers, contractors, consultants and teams for hire, along with the ability to reach people around the world with technology, it is easier to top up teams with additional skills, support or creativity. “Think of a ‘human cloud’ where employers are able to ‘reach into the cloud’ and draw on talent as required,” he says. Barry says it’s time to break the belief that ideas must be generated from staff within an organisation. Rather, solutions can also be sought externally and rewarded. “It’s about resetting an organisation to be able to perform, and there are a myriad of different ways to do that. Sometimes you may need to ‘borrow brains’, but in the new dynamic market, who says you can’t do that?” she says.

Harnessing the snowflakes

Barry says every employee is different “like snowflakes”, offering the analogy that “we don’t organise the ‘snowflakes’ very well”. She says employers need to ask, ‘have we got the right people doing the right work?’ “We limit their contribution because we

write job descriptions, born out of the industrial revolution that timed out a long time ago. Some of the rules, regulations, compliance and routines have us stuck in tight corners,” she says. Through developing agility, learning more about staff (perhaps through analytics and appropriate technology monitoring of work habits and practices) and deconstructing scripts around roles and responsibilities, there is a chance organisation can tap into what Barry calls “the superhuman”. “If we activate individuals, they will give you more. If you can free people to work in their ‘flow state’ for 3 hours a day, they will do more than they would in 3 days. Your brain moves into a different place where you can think and develop ideas. You will also have the energy to execute at new levels of excellence,” she says. Engaging the powers of technology to automate manual tasks can assist, freeing up human talent to focus on more interesting and impactful pursuits. “The robots can do the things that humans probably shouldn’t do, or that the robots could do better. That will make space,” she says.

Purpose and personalisation

As employees rise to meet these new norms, their reward must align with the change. Barry says this isn’t simply about money, but also about offering a higher purpose to their work. “You know you’ve done a good job when everybody is connected to a purpose and they’re living the organisation’s story, working it and creating it,” Barry says.

Despite the advantages of embracing change, the rise of robotics in the workplace, along with the disruption of sectors and jobs, can spark a fear of job losses or obliteration of certain skill requirements. Salt says organisations must recognise this potential impact on people. “There can be feelings of insecurity when you come from a world of tenure, to a more open market, and that can be quite unsettling for workers,” Salt says. To keep the shift in perspective, he points to figures that show jobs in Australia have remained strong despite technology. “The unemployment rate in Australia today, at 5.7 percent, is still less than it was in the year 2000. We’ve added 3 million jobs and reduced the unemployment rate over a 17year period where there has been automation, robotification and outsourcing – and significant workplace change,” Salt says. He is optimistic about the potential for organisations to evolve, and for their people to embrace new opportunities. “Most of humanity will think, ‘I can use that time to do something else’. We will find and create those jobs of the future,” Salt says. Barry says achieving success for both organisations and their talent comes back to assessing the value of human capital, recognising their strengths, and embracing the talent marketplace. It’s vital to support people to evolve and to empower them to thrive. “Applying insights on employee performance will increase your competitive advantage,” she says. Article first published by Lisa Barry - Partner, People and Change KPMG Advisory Australian Practice and Bernard Salt – Consultant to KPMG.

Myth: If the technology is not broken, don’t fix it

BRAD MILLER

HE reality: Sitting on legacy systems could be costing your enterprise in competitive advantage, and risking your security. Luckily there are simple SaaS solutions to get you back in the game. There’s an old saying commonly linked to enterprise technology – ‘never touch a running system’. However, as competition gets tougher, markets evolve faster, and the potential for sector disruption grows, sitting on old software – even if it’s working – could be putting your organisation at a disadvantage. “The world is changing,” says Michael Alf, Director, KPMG Enterprise. “Today, with the very volatile environment, companies need to behave more like an organism, and be more agile and flexible. And that shift obviously has an impact on IT, and completely changes the requirements you have.” Alf says, rather than thinking, ‘If it’s not broken, don’t fix it,’ the question to ask is, ‘Am I getting the most out of our IT systems?’ “The answer to that might require you to change a running system.”

Patched up infrastructure

Many enterprises have long entrenched IT systems, which have been repeatedly ‘patched up’ to cater for advances and new demands. Brad Miller, Partner, KPMG Enterprise,

says this can lead to a disjointed, and unsafe, system. “One example is that it’s probably not secure,” he says. “Technology is blowing past what that running system is, and chances are there’s a piece of technology that can hack it. The lights might be on, and the emails might be being sent, but it’s not a relevant piece of technology anymore.”

Customers are moving on

Another issue of holding on to legacy systems is that customers are accustomed to using advanced technology in their personal lives, and are expecting it from every enterprise. “Customers and employees are used to interacting with applications (Apps), so now they’re looking for the same kind of user experience. We’re finding that static systems just can’t cope, in the sense that people are looking for a different way to engage with the enterprise,” Miller says. Alf adds that consumers are adept at frequently updating their own operating systems – a mindset that enterprises need to adopt too. “The uptake rate of an iOS update by Apple, on the first day, is around 60 or 70 percent. Within only a couple of weeks it’s beyond 90 percent,” he says.

Break it down

It can be overwhelming to think about

transforming a whole technology system – a key reason why people avoid it. Alf has seen many enterprises try to tackle it all at once, leading to complexity. “They put in even more scope, with the idea: the bigger the scope, the cheaper the project relatively gets. However, the complexity increases exponentially when you increase the budget. And we’ve seen that again and again; the failure rate in large projects is a lot higher than in smaller projects,” he says.

SaaS is the solution

Cloud based solutions – known as Software as a Service (SaaS) are the way forward, Alf and Miller explain. Miller says to solve the issue of complexity, starting with a small transformation, rather than with a ‘big bang’, is advised. “With mid-sized enterprises, we usually start with finance, then HR, then we might go into CRM (customer relationship management) as well. These core systems are effectively the foundation for any additional functionality that you’d want to implement in your businesses,” Miller says. He explains that adopting SaaS works so well, as ‘best practice’ and easy-to-follow operational processes are already embedded. However, this means to get the maximum benefit from SaaS, enterprises may need to adjust their business model to fit the technology.

Instead of being ‘unique’ with their processes, it can be more effective to adapt them to fit the software. “What comes with a SaaS platform is a lot of benefit, and inherent integration, and it’s simplified as well,” Miller says. Alf says many of the SaaS systems link seamlessly to each other, so there’s no need to stick with one vendor across every area of the business. “And a lot of the integration can be free or low-cost. Mid-market businesses can suddenly tap into new resources, making them competitive and streamlined.”

Don’t just keep up, get ahead

If you’re still resisting the idea of an IT transformation, Alf says to think about your ‘differentiator’ – in other words, the thing that sets your business apart from competitors. “There’s a shift away from enterprises saying, ‘We are unique in our processes’, to saying ‘We are unique because of our rate of innovation and time to market’. These answers automatically lead towards the capabilities of advanced cloud-based solutions – and therefore requires replacing systems that are not broken,” he says. Article first published by Brad Miller - Partner, KPMG Enterprise Australian Practice and Michael Alf - Director, KPMG Enterprise Australian Practice.

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Family Business

Changes to the Retail Leases Act KATRINA REYE

HANGES to the Retail Leases Act 1994 (NSW) (RLA NSW) have come into force from 1 July 2017, following a quiet 13-year period without any amendments to the act. Both landlords and tenants of retail premises in New South Wales will be impacted – here are some key changes they must know:

Lessor’s Disclosure Statements

We see the introduction of section 12A, which provides: • That a lessee is not liable to pay any amount to the lessor regarding any outgoings unless the liability to pay the amount was disclosed in the lessor’s disclosure statement for the lease. That where a cost estimate has been provided, and the estimated amount is less than the actual amount – if there was no reasonable basis for the estimate when the lessor’s disclosure statement was given, then the lessee’s liability for any payment will be determined on the estimate and not the actual amount. • That where a cost estimate has been provided, and the estimated amount is less than the actual amount – if there was no reasonable basis for the estimate when the lessor’s disclosure statement was given, then the lessee’s liability for any payment will be determined on the estimate and not the actual amount. Section 12A(4) also includes a claw back provision where a lessee is entitled to recover any amount paid to the lessor that the lessee was not liable to pay because of this section. This section does not apply to taxes, rates or levies that came into effect after the lessor’s disclosure statement was given and was not an outgoing of the lessor when the lessor’s disclosure statement was given. See section 12A(3).

Amendments to Lessor’s Disclosure Statement

Under section 11(6) a lessor’s disclosure statement may be amended if the parties agree in writing before or after the lease is entered into. This is an important clarification not previously included since the Disclosure Statement must be provided at least seven days before the retail shop lease is entered into.

Compensation where Tenant terminates due to Disclosure Statement being incomplete, false or misleading or not provided

Under clause 11(2A) a tenant will be entitled to compensation from the landlord where the tenant terminates the lease during the first six months if the landlord gives the tenant an incomplete, false or misleading lessor’s disclosure statement, or fails to give the tenant any statement at all. Landlords must realise

compensation for costs reasonably incurred by the tenant from entering into the lease will also be payable, including compensation for expenditure on the retail shop’s fit out. Previously, the tenant could terminate the Lease but had no additional right to claim compensation.

Definition of outgoings

The definition of “outgoings” will specifically include fees for services provided by the landlord regarding the management, operation, management or repair of the retail shop building or land. This potentially broadens the scope of outgoings the landlord can claim.

Change in format

Please check the new forms and the new Retail Tenant’s Guide published on the NSW Small Business Commissioner web site. Landlords should review their standard form Disclosure Statements against the new forms and the requirements of Schedule 2.

Farewell to minimum fiveyear term requirement

There will no longer be a requirement that retail leases have a minimum five-year term. Accordingly, the certificate required to reduce the minimum term under the current section 16 of the Act will no longer be required (the consequences of failing to obtain such a certificate have also been deleted).

Time frames for lease execution and registration

Under section 15(1) a landlord will be required to return the signed lease to the tenant within three months of the date it is returned to the Lessor’s lawyer (rather than one month required under the previous provision). Under sections 16(1) and (2) a lease for a term of more than three years will need to be registered within three months after the executed lease is provided to the landlord by the tenant, unless there is delay in obtaining head lessor or mortgagee consent or requirements under the Real Property Act 1900 (NSW) outside of the landlord’s reasonable control. A failure to do so will be an offence with a maximum penalty of $5,500.

Return of bank guarantees

Under new section 16BA, a landlord will be required to return a tenant’s bank guarantee to the tenant within two months after

the tenant completes its obligations under a lease. Failure to do so will be an offence with a maximum penalty of $5,500. Under section 16BA(5) a landlord is liable to pay the lessee compensation for: • any loss or damage suffered by the tenant as a result of any failure by the landlord to return a bank guarantee in compliance with this section and • reasonable costs incurred by the lessee in connection with the cancellation of a bank guarantee because the landlord was unable to return the original bank guarantee in accordance with this section.

Mortgagee consent fees

A landlord will no longer be entitled to recover mortgagee consent expenses from a tenant. See definition of lease preparation expenses in section 3.

Agreements to Lease

A clarification has been made by way of section 3B to provide that Agreements for Leases are now specifically covered by the Act. Accordingly, a landlord must ensure that it provides the tenant with a lessor’s disclosure statement at least seven days before the agreement for lease is entered into. Failure to do so gives the tenant a right to terminate within the first six months. Additionally, a further lessor’s disclosure statement will not be required when the subsequent lease is entered into.

Assignment Procedures

New section 41 and 41A have been included relating to the procedure for obtaining consent to assignment of leases. When a tenant is seeking consent to assign its lease to an assignee, the tenant is now required to prepare its own updated lessor’s disclosure statement which it must complete to the best of its knowledge. Previously, if the landlord failed to provide copy of the disclosure statement within 14 days, the tenant was relieved from its obligations to provide an updated disclosure statement to the assignee. This is no longer the case. To be released from future liability under a retail lease following assignment, a tenant will, in addition to the current requirements, need to provide an updated lessor’s disclosure statement to the assignee at least seven days before the assignment of the retail lease: section 41A(2). An additional reason to withhold consent to assignment has also been included. Where a retail shop lease has been awarded by public tender, a landlord will be entitled to withhold its consent to an assignment if the assignee fails to meet the criteria of the tender. See section 39(1)(e).

Demolition

The protections available to a landlord when a landlord terminates a lease on the

grounds of a proposal to demolish the building (of which a retail shop forms part) will be extended to termination on the grounds of a proposal to demolish any part of the building. Furthermore, the term “demolition” will include repair, renovation and reconstruction which is a significant change. However, a landlord will only be entitled to terminate a lease on the grounds of a proposal to demolish where that proposed demolition cannot be carried out practicably without vacant possession of the retail shop. See amendments to section 35.

Excluded Premises

Premises used wholly for certain nonretail purposes will be excluded from the scope of the RLA NSW, including ATMs, communication towers, digital display screens, vending machines, public telephones, children’s rides, internet booths, public tables and seating, private post boxes, and storage lockers. Under section 6B the Act will not apply to a retail shop that is a stall in a market unless that market is a “permanent retail market” (as defined in the Act). This will solve a number of complexities associated with pop up or temporary markets that have long term stallholders.

Turnover rent and online transactions

Except where there is a sufficient connection with the retail shop (i.e., the goods or services are delivered or provided from or at the retail shop, or the retail shopping centre, or the transaction takes place while the customer is at the retail shop), revenue from online transactions will be excluded from the calculation of turnover rent and a landlord will not be able to require a tenant to provide information that relates to the tenant’s turnover from online transactions; see section 20.

Jurisdiction of Tribunal

Before 1 July 2017 the NSW Civil and Administrative Tribunal (NCAT) had jurisdiction for claims up to $400,000, but this has been increased to $750,000 on and from 1 July.

What to do now?

Most of these significant amendments commence from 1 July 2017 and do not operate retrospectively. • Review your lease templates and disclosure statement templates • Use the new Retail Tenant’s Guide 2017 • Review any leasing manuals and procedures to ensure compliance and • Implement practices for appropriate management of bank guarantees and return of bank guarantees by the required date to avoid paying compensation for late release. Katrina Reye a partner with Hall & Wilcox.

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

Around The Councils

Boys from the bush back in town

RANGE Blossom Festival attendees can expect big things from country singer Lee Kernaghan when he brings his new show to the Sydney Hills on Sunday, August 27. Performing as part of the much anticipated ZESTFest, the four-time Aria award winning artist will be giving audiences a taste of his greatest hits during his only Sydney performance in 2017. “Playing live is something I love doing and I am so grateful to be able to take my music into all the amazing towns and cities around Australia,” Kernaghan said. This year has been a massive year for the singer-songwriter, with Kernaghan having been inducted into the CMC Hall of Fame in March. The 53-year-old said he was extremely grateful and proud to have received such a high honour. “I have not done all this on my own. There has always been a great team working with me and I owe so much to them all and to the fans who have stuck with me all this time,” the singer said. But the celebrations haven’t stopped there for the popular hitmaker. Kernaghan is also celebrating 25 years in the music industry and has done this with the release of his 25th Anniversary Album. The album sees Kernaghan joined in studio with some of Australia’s finest Country acts including John Williamson, Troy CassarDaley, James Blundell, The Wolfe Brothers, Adam Brand and many more. Every song on this album has a true and

Stray dog stats slide

B Country singer Lee Kernaghan.

strong connection to the country singer’s 25-year musical journey; whether it be a new song written for the record, or a cover of a previously released song by Kernaghan or another artist. The singer said one of the highlights of the 25th Anniversary Album was the opportunity to work with his wife Robby – another gifted singer. When: Sunday 27 August (Lee Kernaghan performs at 5.30pm) Where: ZESTFest is at Bella Vista Farm More information: www.orangeblossomfestival.com.au

LACKTOWN City pet owners seem to be heeding calls to take better care of their canine companions, according to the latest Council data. Over the last four years, fewer dogs have been ending up as strays on local streets and in the Animal Holding Facility, Blacktown City Mayor Stephen Bali said. “The number of stray dogs has more than halved from 2,252 to about 800, while the number of impounded dogs has also dropped significantly to a four-year low of 1,700,” he said. “This is particularly pleasing, given our population has grown rapidly in that time. “I congratulate all the pet owners who do a great job looking after their furry friends, and I encourage them to keep up the good work. “With Council due to open a new animal rehoming centre in the next couple of years it’s exciting to know pet owners will have even more support to take good care of their pets.” Companion Animal Advisory Committee Chairperson Councillor Chris Quilkey said the figures showed Council’s pro-active

pet education campaign was working. “Council has ramped up all aspects of its responsible pet ownership program over the past four years,” he said. “The employment of our full-time animal education officer, Jacqueline Benito, has been a key to driving these improvements. “Jacqueline regularly holds animal education programs at schools, libraries and community events to raise awareness about how to properly take care of pets. “Other initiatives include subsidised pet desexing and free microchipping days. “I thank Jacqueline and all the AHF employees and volunteers for the important work they do in helping us all be better pet parents.” Ms Benito said it was wonderful to see the positive effects Council’s education campaigns were having. “The onus is on the pet owner to be responsible, but it’s up to Council to lead the way,” she said. “Australia has one of the highest rates of pet ownership in the world, but there are still people who don’t have pets.

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Around The Councils

More tossers caught in Blacktown city

OSSERS get short shrift in Blacktown, according to NSW Environment Protection Authority figures. Blacktown City Council holds the record for the most reports of littering in Western Sydney. Altogether, 1142 residents reported littering from vehicles to the EPA since 2015. “I’m proud of the fact our residents are tough on others who do the wrong thing by throwing away rubbish from their cars rather than binning it,” Blacktown City Mayor, Stephen Bali said. “Council has far more residents assisting us as registered litter reporters than any other in Western Sydney, so the chances of being seen and reported have never been higher. “The message is clear: if you litter in Blacktown City, you will be caught and you will be fined.” From 1528 litter reports received from Blacktown residents, 1053 fines were issued. In the past four months alone, Council’s Community Law Enforcement Officers issued 208 littering fines. This compares to an average of 25 fines issued every four months last year. “Council has ramped up its enforcement efforts, targeting litterers in all areas of our city, including the Blacktown and Mt Druitt central business districts, train stations, roads and car parks,” Mayor Bali said. “The litter blitz is designed to reinforce the message that littering is illegal and the chances of getting caught are high, rather than just issuing lots of fines. “Officers focused on speaking to the com-

Fast facts:

• 1142 registered litter reporters in Blacktown. • 1528 littering reports received in Blacktown from the public. • 1053 littering fines issued in Blacktown.

munity about the negative effects of littering and littering laws.” Mayor Bali encouraged residents to continue to report people who do the wrong thing. “The community plays a key role in helping Council to keep our city clean. “Cleaning up litter in parks, roads and waterways costs Western Sydney ratepayers more than $14M.” If you see someone littering from their vehicle, you can report them to the NSW EPA. Visit http://www.epa.nsw.gov.au/litter/ from-vehicle.htm Fines from $250 can be issued from your report.

Photograph of Starling family circa 1910s, at their Agnesville homestead.

August is national family history month

UGUST is National Family History Month. Family history is one of the most popular hobbies around the world, with over 250,000 Australians belonging to a family history-related organisation. Penrith City Library will mark the event by hosting a range of interesting events for the community throughout August. There’s something for everyone to enjoy with workshops, guest speakers, and even a

family movie. So whether you need help with your own family history project, or you just want to find out more, National Family History Month is for you. The event schedule is available on Council’s events calendar: penrithcity.nsw.gov.au/ events Tickets are free and are available now at Penrith Library. Call 4732 7891 or come in to any branch.

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Anthony’s brainstorming pays off Investor, Anthony Attard and the aptly named Adjustabucket.

ILIANA STILLITANO

NTHONY Attard wears many hats including business owner and celebrity manager. Now he can add inventor to the list. In a brainstorming moment, Anthony designed and patented the first adjustable plant attachment on the market, revolutionising the construction industry. Aptly named the Adjustabucket, users are able to adjust the ears, pins and pin spacings to fit attachments to any size and make of earthmoving and excavation machine. “There are companies out there with more than one machine and they have many different attachments depending on the job. The Adjustabucket means one attachment will suit all of those machines,” Mr Attard said. “It reduces the number of attachments an operator needs so it’s cost effective.” After making the move from Blacktown to acreage in Sydney’s north west, Mr Attard found he was unable to purchase a grab attachment for his excavator to help clear the property. “I didn’t know anything about excavators and everywhere I rang no one was able to help me. One person after the next said my machine was no good or I had to purchase their brand of machine to be able to fit the attachment I wanted,” Mr Attard said. “So I went into my shed and made one myself.” A self-confessed handy man and former tradie, Mr Attard designed a system with adjustable ears that would make any attachment – like sieves, grabs, rippers and buckets - compatible with any machine. “It wasn’t hard at all because I knew what I needed. When it worked I thought this could help so many other people out there in the same position I was in,” he said. Continued on page 27

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

Manufacturing Continued from page 26

So Mr Attard set about making the Adjustabucket on a grander scale with the help of Western Sydney based patent attorney Andre Meyer of Myer West IP. Two years ago, Mr Attard filled his first order of 10 Adjustabucket attachments worth US$20,000. Today, his sales have skyrocketed to about US$180,000 each month. “The horse just bolted as soon as I put it out there,” he said. The “tipping point”, Mr Attard said, was a trip to China on the advice of a neighbour. “I wanted to turn the holiday into a business trip and look at importing something but couldn’t find anything that suited me,” he said. “When I got back home I realised I had the Adjustabucket in the shed so I started researching where to get it manufactured.

“I made some errors at the start. I’m fastidious and I wasn’t happy with the quality of the first lot so I found another company. The quality is amazing. “I would love nothing more than to be able to make the Adjustabucket in Australia but the red tape and costs makes it too hard.”

Mr Attard said domestic users make up the bulk of his sales but word of the Adjustabucket has reached the commercial market and its popularity is growing amongst the forestry and mining industries as well as hire companies. “I love what I do, I love listening to people and hearing their needs,” Mr Attard said. “This is exciting but mostly I’m just very grateful.” Details: Adjustabucket.com.au or phone 0412 007 253.

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“I would love nothing more than to be able to make the Adjustabucket in Australia but the red tape and costs makes it too hard.” – Anthony Attard

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Strategy

Why strong networks are needed for start-up success Would-be visionaries falter without social capital and context DANIEL SCHLAGWEIN

HE popular idea of an internet start-up is the solitary visionary with a great idea, or a dorm full of undergraduates working up the next big thing in between marathon video game sessions. As with many things, the reality is somewhat different. Sure, successful start-up businesses require the core inspirational idea and vision, lots of hard work and in most cases, some venture capital. But according to UNSW Business School senior lecturer Daniel Schlagwein, another vital ingredient is the accumulated social capital that the founders can bring to the start-up in its earliest phase. The lonely genius and the undergraduates make for nice stories, but if they lack a wide network their idea could struggle to cut through and get the funding and the other support and resources it needs. Schlagwein collaborated with colleagues at the universities of Bamberg and Cologne to study how the importance of the social capital of founders influenced the success of new businesses at the early stage of development. In their mixed-method research, Schlagwein and his colleagues found strong support for the idea that social capital can be as important to success as venture capital or the core idea itself.

Opening the way

“What we found was a clear connection between series-A funding success for new businesses and the social networks of the founding team,” says Schlagwein. “The research showed that founders with

‘

It is ironic that the success of something which is so global, like an internet business, should be dependent on a narrow geography’ – DANIEL SCHLAGWEIN

stronger networks and who are more experienced are able to leverage this social capital to access more resources. “There was clear data that strong networks generated trust which attracted investment and helped in finding resources and the advice which then helped their success.” In many cases, well-connected founders had ‘mental maps’ of who they would approach for support, and were also aware that these primary contacts could open the way for introductions to secondary contacts. In accessing these people, recommendations and referrals from primary contacts in the network were crucial in ‘warming them up’ to be more receptive than they would be to a cold approach. According to the research, founders identified former co-workers as well as present or former investors, employers and mentors as the most helpful types of contact. Such contacts were all points of access for resources such as rooms and technologies as well as mentorial, legal and technical advice. They were also a source of introductions to other contacts who were able to provide – largely non-financial – assistance. Much of this network activity was conducted online through social networks. “Just by looking at your network, and without even necessarily considering the idea, investors form a judgment about the likelihood of success,” says Schlagwein. “This could be a track record of founders’ experience with start-ups, their professional experience in the industry, or their link to influential companies.”

Location, location

The research is corroborated by Steve Torso, co-founder and managing director of Wholesale Investor, a platform for early stage companies that reaches a base of around 10,000 sophisticated investors. “Social capital is everything for an early stage business, as it is the networks of the founders which typically helps businesses get their launching pad,” says Torso, whose platform has seen many new internet companies access funds during the past few years. “Like, trust and respect are the key factors which few people talk about when it comes to raising money. But if these elements don’t ex-

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

‘

Just by looking at your network, and without even necessarily considering the idea, investors form a judgment about the likelihood of success’ – DANIEL SCHLAGWEIN ist, it is unlikely that money will be raised.” The geographical location of the start-up, and the physical proximity of the investors to the founders, is also a factor in finding the necessary support. “Being in a central location – with Silicon Valley the obvious example – is central to start-up success,” says Schlagwein. “The location of the investors is also important. They take the view that to invest in a startup located across the world is too high risk.” Schlagwein relates the example of a start-up in Germany, in which the founders were told outright that their start-up would be funded, but only on the condition that the operation relocated from Germany to Silicon Valley. “Otherwise, they were told there was no deal,” says Schlagwein. “It is ironic that the success of something which is so global, like an internet business, should be dependent on a narrow geography. “This is also part of the idea of a network needed for success. You need access to the right developers, to the right talent, at the right time and in the right place, and the reality is that the best ones congregate in one of a small number of locations.” Torso agrees. “Location is important,” he says.

“Being based in a major city is simply convenient access to networks. In working overseas, we have also found that having traction in Australia, provides a level of credibility when you travel abroad. “Australia is a small market place, but it can hint at an ability to create traction in other countries with greater populations. The challenge is figuring out which countries that will be. You simply need to go there, meet the market and discover for yourself,” says Torso.

Evolving business models

Schlagwein’s research also yielded some insights into the development of business models in early stage companies. While the founders and the core ideas were crucial, the business models – or the operational way in which the idea was delivered – was a much more fluid idea. Instead of being fixed from the beginning, the business models for many of the successful start-ups that featured in the research had been in a state of continuous evolution, largely being re-shaped by the new people introduced to the company and from interaction with investors. “Founders are distinguishing between a key idea or a vision they are not prepared to change, and a business model – or the operational implementation – which is modified all the time,” says Schlagwein. “The current generation of start-ups is very empirical in that they do experiments, trying to get to what is a minimal viable product with paying customers; and because it is experimental you could say that in this early phase the business model is quite volatile.” Investors in start-ups rely on the founders to work through this early phase to arrive at the right business model to take the idea to the market. “Essentially, success is not just about having the right idea,” says Schlagwein. “So, given the choice between well-connected entrepreneurs and the group of students in the dormitory, as an investor, I would put money on the group with the experience and the network.” Daniel Schlagwein is Senior Lecturer at School of Information Systems at UNSW. This article was first published in BusinessThink, the newsletter of the UNSW Business School.

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Viewpoint

Once in a generation transformation GEOFF LEE

REATER Parramatta is undergoing a once-in-a-generation transformation. Parramatta has always been an area of challenges and opportunities. The opportunity to deliver vital jobs and homes is now being realised. Parramatta is ideally located to take advantage of the strong population growth forecast across Greater Western Sydney in the decades to come. More people live in the Parramatta local government area (LGA) than the Sydney LGA according to Transport NSW. Twenty thousand more people lived in the Parramatta LGA in 2016 and that gap is widening. By 2036 the population living in the Parramatta LGA is expected to grow to 416,750. By then 100,000 more people will live in the Parramatta LGA than in Sydney1. For many years Parramatta was considered to be Sydney’s second CBD. Today, Parramatta is transforming into its own city with its own unique identity. The challenge for government is to properly plan for this transformation. The NSW Government has now announced the Greater Parramatta Priority Growth Area. This will see an area covering some 3,400 hectares and 12 precincts stretching from Westmead through Parramatta, up to Carlingford and Sydney Olympic Park. Also included are Parramatta Road and Wentworth Point. Each of these areas will undergo major urban renewal. Last year the Greater Sydney Commission recognised Parramatta would play a very important part in the development of Western Sydney as one of Greater Sydney’s three major residential and business centres - Sydney CBD – Parramatta - Western Sydney airport. The Greater Parramatta Priority Growth Area recognises this region, like much of Sydney, is facing incredible pressure to develop. With a million more people living west of Parramatta we need to plan for another 20 years of growth. 1

Reported in www.architectureanddesign.com.au/news/ parramatta-urban-renewal-helping-to-push-sydney-s

Geoff Lee addresses the media.

By 2036 around 3 million people will call Western Sydney home, so the challenge for government is not just to plan for the obvious need for more homes and jobs, , but also to build much needed infrastructure and improve amenity. The plan will see the creation of 110,000 new jobs and 72,000 new homes. This will mean higher density in some areas, particularly in areas close to transport interchanges such as railway stations or light rail. Building high density close to public transport has benefits in addition to merely supplying more homes. It provides individuals with a choice of lifestyle from city to suburban living. Building density in our cities preserves our leafy green streets for those who want a suburban lifestyle while residents choosing

apartment living will benefit from being close to interchanges that bring better, faster access to job centres by public transport. A Special Infrastructure Contribution (SIC) is being investigated as a potential option to fund new infrastructure in the growth areas and a SIC report will be released later this year. The SIC will ensure that infrastructure such as public transport, health care, road upgrades, new schools, affordable housing and open green space will be coordinated in a way that supports the community’s needs while keeping pace with the delivery of new homes and jobs. Funds from SIC need to be quarantined for the local area. It is really important to use money collected to actually improve the

liveability and the amenity of the area, with a focus on parks, shared cycle ways, pedestrian pathways and the like. Our goal is to build whole communities not just increase density. This model ensures a tangible benefit is returned to the developer, home owner and community alike. The expansion of the green grid is a great example of how SIC funds can be used to build world class social infrastructure. Greater Parramatta could be known for connecting all the green spaces and all the corridors so that people actually don’t have to always use the roads. One of the benefits of building great cities not just big cities is improved liveability, including more trees, park lands and for people to be able to walk along paths that connect their homes to their workplaces throughout the city. There are wonderful examples of green grids, cycleway and shared pathway in places like London and Singapore that balance increase density with improved amenity and recreational and social infrastructure. As a Government we have a responsibility to ensure that we build great communities that people want to live in and raise their families. If we just build blocks of units it will turn into a terrible place to live – people won’t want to live here. What we need is more planning and to ensure that we put in vital parks, gardens, and green corridors as we develop local areas. The only way to do that is to ask developers for a part of their profits. As I have said often we now have the opportunity to make Parramatta not just a big city but a great city. A place people desire, whether it’s for lifestyle, work, recreation or raising a family. We can make Parramatta a cosmopolitan city with a great future. Parramatta will be a great place to live, a place that others want to live in and a place we are all proud of. The Parramatta Priority Growth Area boundary and interim Land Use and Infrastructure Implementation Plan can be viewed online at planning.nsw.gov.au/greaterparramatta. Geoff Lee is State Member for Parramatta.

Redevelopment project worth $900M RICHARD MICKLE

INCE 2014, PwCs Capital Projects team has been working with Health Infrastructure and the Western Sydney Local Health District, on the Westmead Redevelopment project, currently the state’s biggest health development project worth more than $900M. The project’s aim is to transform Westmead into a workable, liveable and accessible health precinct with a focus on integrated healthcare, teaching and world-leading medical research. Our team of 25 is involved with every aspect of the project – from detailed health facilities planning, procurement and tendering, right through to project and stakeholder management. This is incredibly complex work with lots of moving parts. We’ve had to tie into existing operations with Western Sydney Local Health District, The Children’s Hospital at Westmead, the University of Sydney and many others – it’s not just medical, there’s a very strong education footprint at Westmead too. And we’re incorporating new ways of working throughout the hospital – that’s a significant change management issue to work through. In addition to the construction of the hospital building, our team is managing a series of other projects in and around the precinct, including the construction of a multi-storey

Artist impression of the redeveloped Westmead.

car park, refurbishing Westmead Hospital and building a new helicopter pad on top of the carpark at The Children’s Hospital at Westmead. Westmead has the opportunity to become

the biggest health precinct in Australia. There’s a lot of opportunity there – with another $B investment earmarked for the precinct in the coming years. Our work at Westmead complements

other significant Western Sydney work by the Capital Projects team at Blacktown and Mount Druitt Hospitals. Richard Mickle is Capital Projects Partner at PwC. WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

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Viewpoint

Just who leads our cities? IAN MACFARLANE

“

READ with interest Jamie Briggs’ recent article ‘Our City Challenge’ (WSBA July edition) which, in my view, articulated a key challenge facing any city in the 21st Century. The paradigms, processes, structures established in the previous century are woefully inadequate. The fundamental needs for cities to be livable and competitive drives us into an unchartered world; one where cities are probably more important than nations and roles typically assigned to Federal/ State governments are devolved. Just who leads the city in this century’s race is not a trivial question. It seems to me that the huge state, federal and private sector investment currently underway in western Sydney has a purpose; arguably not just to accommodate the additional one million people projected to arrive by 2030, nor to ensure that the west provides the reservoir of commuting labor for Sydney’s CBD businesses, but rather to ensure a sustainable, self-sufficient metropolis. In western Sydney’s case, given the region will house some 800,000 new residents by 2030 (that is 65,000 incremental per year) the gross regional product needs to grow by some 30% over the next 12 years. This is just to maintain the current socioeconomic condition. Arguably a challenge that cannot alone be overcome solely by a vastly enhanced infrastructure. During his tenure as Mayor of New York City, Michel Bloomberg often pointed out that any city’s socio-economic condition can only be elevated and sustained if the city is competitive; a state which rests almost exclusively in its capacity to attract the people who and the investment that can make it competitive.

To me the serious question is: Who is responsible for orchestrating competitive (people) dynamic of western Sydney’s growth plan? Building it, can only ever be one part of the strategy. Without attracting talented people we probably don’t have a plan. Who is going to make sure that the precinct can and does attract the mix of people central to its future? This is a question, I have asked many times; always eliciting the same response: someone else. I believe this points to a very real challenge. Western Sydney has been given a unique opportunity, one that probably won’t come again. It seems to me that via the governments (both State and Federal) taxpayers have invested substantially in the region’s future. It

To me the serious question is: Who is responsible for orchestrating competitive (people) dynamic of western Sydney’s growth plan? Building it, can only ever be one part of the strategy. Without attracting talented people we probably don’t have a plan.” – Ian Macfarlane.” is now up to western Sydney itself to leverage the confidence shown in it, by developing a strong socio-economic metropolis. The one thing I have noticed, in my international travels, is that are several infrastructure projects which have failed to deliver; primarily because they were not able to attract the talent (human capital) required to populate the facilities that were built. Conversely

successful cities do the opposite. From Bristol, to Glasgow, San Diego, Austin and Prague, the task of attracting talented people is not left to chance. These cities have forged a narrative centred on Lifestyle, Talent, Tolerance and Technology (LTTT). Each city harnessing the collective strengths of their universities, private sectors, and local governments to deliver on each of the (LTTT) dimensions. Importantly, it is achieved informally and not via traditional civic leadership models. In each case, there is a widely-held belief and vision focused on competitiveness and lifestyle; little interference between sectors but a uniting vision and discrete but effective cooperation to ensure talent and human capital acquisition and retention. The approach has solicited action and seen the rise of local, multi-funded organisations to facilitate and secure the objectives and cohesion required. Interestingly, this common vision does not emerge from exhausting rounds of consultation nor a human strategy development process; rather an understanding by all local sectors that they have an interdependency; one that rests upon obligations and accountability to the city’s residents. I would submit that time is not on western Sydney’s side. With the promise of a glowing future, the tide of arrivals has already commenced; the obligations local entities and sectors have for executing the human dynamic of the strategy has already been set and is well past GO! Ian Macfarlane is MD of Strategetic consultants; a consultancy specialising in city marketing. He and his team have been engaged by Western Sydney Business Connection to develop and implement the region’s visitor strategy.

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Aged Care

What does aged care assistance typically involve?

S you grow older, you might find that you require additional levels of help with certain day-to-day tasks. Alternatively, you might require growing levels of health care. Similarly, the elderly people in your families will require enhanced levels of home and health care. This requirement increases in magnitude in case the elderly people are living by themselves. These people will usually require heightened levels of assistance because of an illness, a disability or an emergency. On

occasions, the family situation might make it imperative for the aged family member to stay in an aged care facility. It is worth highlighting that these individuals might not be able to get out and about as easily as they could in their youth. In such circumstances, the best recourse for these individuals is to live in an aged care home (or a nursing home) for some time. They could consider staying at the facility for a short span of time (known as residential respite). Alternatively, they could stay in the nursing home on a permanent basis.

Aged care facilities typically have several members on their staff. Some of these people specialise in providing certain aspects of aged care such as healthcare assistance etc. Others provide more generic support and assistance. The elderly folks living at these facilities will usually receive: - Generic Care: This will include assistance with various day-to-day tasks such as cooking, cleaning, laundry etc. - Personal Care: This usually comprises activities such as dressing, grooming, going to the toilet etc. and,

- Round-the-Clock Nursing Care: This usually comprises wound care, podiatry, physiotherapy, catheter care etc. It is worth mentioning that aged care facilities in Sydney and other cities in the country will usually have approvals from the Australian Government. As such, only people with the relevant approvals can run these facilities and nursing homes. It is best to check this aspect before you consider leaving a loved one at any such facility.

Residential Gardens extensions

ESIDENTIAL is an Aged Care organisation in Rooty hill. The facility opened in 1993 with 40 residents, in 2010 they extended to accommodate 84 residents. With their latest extension, they can now accommodate 106 residents. The facility has been filling a vital need in our community where the residents can lead an active and happy life surrounded by those of a similar age and common background of language and culture. Residential Gardens is a non-profit organisation, whose goal is to give loving and professional care by providing the necessary support to maintain independence, cultural preferences and chosen lifestyle. The new extension will emphasise the services that Residential Gardens currently provide. A new integrated high-quality service to all, by giving the greatest possible choice and control, enhancing quality of life, embracing and responding to diversity. The new extension is built on the strengths of their existing service by increasing the use of technology and building stronger connections. The future needs will be implemented as a single point of service to remain active, healthy and engaged, using the new facilities offered by the extension, such as: Rehabilitation centre, seniors day care, multifunction area, movie theatre, seniors club, respite centre, catering service for special occasions and a Coffee Shop. Residential Gardens offers Residential Care, Day Care, Respite Care and Home Care Services. They are located at 420 Woodstock Ave Rooty Hill, 02 8887 5555.

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

Money

Travelling the world for free (almost) KAYLENE HUBBARD

E all hear tales of people who travel the world claiming travel costs as income tax deductions. Such tales make us envious, skeptical, and more than a little confused. Just what is legitimate business travel that can be claimed as a tax deduction, and what is pushing the limit too far? The golden rule is that purpose determines deductibility. In order for business travel costs –including flights, accommodation, meals and other expenditure – to be tax deductible, the purpose of the trip must be to earn your assessable income. More specifically, you need to be attending a conference, convention or meeting that is related to how you make your money in order for its costs to be tax deductible. You can also be undertaking a study tour of your industry or be meeting a series of experts in your field. Travel costs are deductible when incurred to increase or maintain an existing body of knowledge currently used to produce income. For a doctor for example, this would include visits to medical institutions, clinics, hospitals and universities. For a business owner this could include travel to overseas universities to attend courses in negotiation, or communication, or management. Purpose is key. It determines deductibility and not time. What this means is that if the purpose, being the dominant purpose, of the trip is to undertake deductible activities, but these activities take up only 50% of the trip, all of the expenses of the trip may still be deductible if the purpose argument can be proven. This is where records rule. Records prove purpose, and purpose is determined objective-

Learning new business techniques overseas in a legitimate cost

ly. It is essential to document your business purposes before, during and after travel. This will include itineraries, emails explaining the nature of your trip and why you are going, trip evaluations and reports, and presentations of learnings when you return. A detailed travel diary and invoices are also essential for substantiation of amounts. Documentation must be contemporaneous with the trip and third party documentation is valuable. A question arises where a trip has more than one purpose – to build professional knowledge and to go skiing, just as an example. This is where apportionment is required. The costs will only be deductible to the extent that they relate to the professional de-

Tokyo is one of Australia’s most popular business destinations.

velopment, and how the costs are apportioned will depend on the facts. A half day of skiing between meetings may have no impact on deductibility – although claiming lift passes may be a stretch – but attending a meeting at the end of a week long stay in a lodge would infer that the purpose of the trip was not entirely business related and costs should be apportioned into a business and private component. An accompanying spouse can suggest a private purpose, however this need not compromise deductibility. Again, deductibility depends on purpose and each trip will depend on its facts. There is no set limit on how much you can spend. The Commissioner of Taxation cannot decide that you have overspent and reduce

your claim on that basis. However, consider the impact any seemingly excessive spending may have on the purpose argument you are making. Each case is different, and if in doubt the best rule is to document as much as possible and present this information to your tax expert at the time of preparing your return. In summary, the key points to remember are: • Purpose is king. • Purpose must be related to your income earning activity. • Document everything before and after the trip; and • Apportion where necessary.

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Money

How superannuation is already financing homes JAMES GIESECKE JASON NASSIOS

HE federal government is split on whether first home buyers in Australia should be allowed to use part of their superannuation for home deposits. But what the more strident critics miss is that Australia’s superannuation system already channels a significant proportion of retirement savings into housing. It does this not via the traditional route of people buying a house outright, but rather through an indirect channel, by transforming the household’s compulsorily acquired superannuation equity into mortgages from commercial banks and other financial intermediaries. Statistics from the ABS (December 2016) show that for every A$1 of assets managed by the superannuation sector, approximately 27 cents is directly financing Australia’s banking sector. This is via superannuation holdings of bank deposits (14c in the dollar), bank equity (7c in the dollar), and other bank liabilities (6c in the dollar). What do banks do with this 27c? The ABS reports that 38% of bank financial assets are long-term loans to households. We have cross-inspected this data with figures from the Australian Prudential and Regulation Authority (APRA) and found that nearly all of these loans are mortgages. This suggests that at least 10c of every A$1 of superannuation assets is indirectly financing house purchases via commercial bank debt. But this also excludes other indirect financing of banks by superannuation. For example, the portfolios of non-money market mutual funds and other private non-financial corporations are also heavily weighted towards funding banks (24% and 36% of their assets, respectively), and superannuation funds allocate 6% and 24% of their funds to these agents respectively.

This potentially adds a further 4c in every A$1 of superannuation assets that ultimately results in debt financing of housing. Why using super for housing might be good idea One of the merits of allowing households to use their superannuation to supplement their housing deposits would be to reduce unnecessary and expensive financial middlemen. Under the present system, the money from superannuation that finds its way into housing finance does so by passing through chains of two or more intermediaries. This means that it incurs management expenses at each step. The first link in the chain is the superannuation sector (with an average expense ratio of 0.7%). Next is one or more financial intermediaries, like banks. A plausible estimate of the banking sector’s expense ratio, by our calculations, is 1% to 2.3% of bank assets. Total expenses through the intermediation chain could therefore be as high as 1.7% to 3%. These expenses might be lower under a housing equity super access scheme. Another potential benefit relates to the accumu-

By the time you retire, your superannuation should be the biggest pot of money you created in your lifetime. Your Super Fund started as a tiny sum of contributions like seeds thrown into fertile soil. Over the course of your working life, these seeds will grow into your Wealth Tree. We can help you make smart choices about your Superannuation at whatever stage of growth it’s in. Sheila Cabacungan has been advising Western Sydney’s small business owners and their families about growing their Wealth Tree using Superannuation for over 20 years. She’s a SMSF Specialist and a Certified Financial Planner dedicated to aligning Financial Wisdom with your Wealth and Life Goals to create Investment and Insurance Strategies that work as hard as you do. Visit our website www.carnegiefp.com for wealth education on Self-Managed Super Funds and to find out about our Wealth Education Seminars. Or call 02 9687 1966 to make an appointment about your Wealth Tree. WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

lation of debt and its consequences for financial stability. Most of the money people put away into superannuation, because its compulsory, would have otherwise been used for other types of saving. If you look at the assets in a household’s balance sheet, it is clear that housing equity (representing 65% of non-superannuation assets) is the household’s preferred savings vehicle. It is possible that growth in compulsory superannuation has contributed to growth in household debt in two ways. First, by frustrating people’s ability to finance home ownership through their deposit. Second, by increasing the supply of mortgage finance, as superannuation savings are recycled through the financial system, and converted to mortgages by the banks. The risks with the plan One concern about letting people divert money into buying a house is that their income in retirement could suffer as a result. To mitigate the risk of this happening, any policy on this would need to record and track the values of super funds’ home equity stakes (just as super

funds presently track values for the traditional assets they hold). But retirement income is determined by total net assets, not superannuation assets alone. In this context, home ownership provides retirees an important stream of stable tax-free, inflation-protected, income. This is recognised by the Association of Superannuation Funds of Australia benchmarks for “modest” and “comfortable” retirement income. These assume that retirees own their home outright. So the decline in home ownership is a significant threat to the adequacy of Australia’s retirement income system. A second risk is that the policy could further raise house prices, reducing affordability and exposing retirement savings to a house price collapse. In the present house price environment, this is a real risk, which would need to be monitored. But the policy’s two main merits (reducing intermediation costs and improving financial stability by reducing gross debt) are long-run benefits that will continue to hold beyond our current point in the house price cycle. APRA also already monitors risks associated with housing credit growth, and has the tools, and the willingness to use them, should the policy promote undesired house price growth. There are reasons to expect that a policy allowing first home buyers access to super will not lead to net growth in housing finance. Superannuation funds are already required by APRA to understand their underlying asset exposure risks. So super funds might try to maintain their total exposure to property risk under this policy, for example by reducing their exposure to the banks.

This article was first published at www.theconversation.com.au James Giesecke is Professor, Centre of Policy Studies and the Impact Project, Victoria University. Jason Nassios is Research Fellow, Centre of Policy Studies, Victoria University.

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Property

Badgerys Creek Airport is a major driver.

Investing in our region’s future PHYLLIS MCGRAW

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ONCERN about growing inequality in Australian communities has come into increasing focus since Reserve Bank Governor Philip Lowe highlighted the trend during a recent speech. However, Australian property company Boyuan Holdings is investing heavily in addressing that need by creating affordable housing in western Sydney, with emphasis on building communities, not just dwellings. It also demonstrates the company’s faith in the region’s economy and future. Boyuan Holdings, which aims to create quality residential and commercial communities in areas where people want to live and work, has made several recent business and real estate purchases, including Penrith’s Peachtree Hotel, as well as mixed residential/ commercial sites in Bringelly and Marsden Park. Chief financial officer Ian Clark said the

company’s focus had been on Sydney’s western north-western and south-western growth corridor. “We hold a very firm view that Sydney’s population will grow by one to one and a half million in the next 10 or 15 years and there’s really only one place that they’re going to be living, which is that western Sydney corridor,” he said. “We’ve got sites in Austral, Marsden Park and the Bringelly/Cobbitty/Badgerys Creek corridor. “We’ve identified Badgerys Creek is going to be a major driver of not only that business and piece of infrastructure [the airport] but everything that goes around it, including roads and services, as well as becoming a key centre Ian Clarke Continued on page 39

Infrastructure leads the way MR Clark said that the State Government’s focus on upgrading and creating new infrastructure had encouraged Boyuan Holdings’ decision to invest in western Sydney. “If you look at what’s happened with infrastructure since the Olympics, there was a very quiet period there for a long period of time with little or no infrastruc-

ture committed to or undertaken,” he said. “We’re now seeing a boom in infrastructure from the northern beaches to the south-west, so we’ve taken the view that understanding where government is going to be investing infrastructure not only in terms of roads but hospitals and the like is key to helping us decide where we’d like to be in the Sydney market.”

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WWW.PUDDINGLANE.COM.AU Inside the Peachtree Hotel

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

Property

“

We’ve identified Badgerys Creek is going to be a major driver of not only that business and piece of infrastructure [the airport] but everything that goes around it, including roads and services, as well as becoming a key centre for employment, so we are obviously looking to be heavily involved around that area.” The Peachtree Hotel a s seen from the oputside.

- Ian Clark.

Continued from page 38

for employment, so we are obviously looking to be heavily involved around that area.” Mr Clark said while residential broadacre sub-division had been Boyuan’s main interest in the past, its focus had changed to creating communities in those precincts. “We recently acquired some lifestyle living assets [and] our intention is to bring that service and that product into our developments here in the Sydney basin,” he said. “Providing regional affordable housing is high on our radar. We’re looking to provide

products the community will need both in a residential level in terms of affordability, standard product and retirement product. “But it’s not just about housing, it’s about communities and everything that goes with them - retail, hospitality, hotels, commercial. “We’re not just going to slap in some houses and apartments and walk away. “We’ve looked at where the developments are and people are building a lot of houses but they’re not necessarily building the community infrastructure that goes in around houses. “We actually want to make sure there’s something to do and build a community.

“Looking broadly, we’ve moved into retirement living and we’ve bought our first hospitality assets (the Peachtree Hotel in Penrith). “On the retirement side, we’ve partnered with a long-term partner in the industry, with hotels likewise we’re partnering with a longterm operator. “As an example, with the hotels, if you look at our Marsden Park estate we own the heritage building on site, and we’re in the process of going through the refurbishment and reconditioning of that site - but in our view that site is ideally located for a hospitality asset. “The Peachtree Hotel is one stepping

stone towards developing a hospitality asset in that Marsden Park estate. “Now whether it’s a straight-out pub or whether it’s a reception centre with cafes and taverns, but that’s the way we’re thinking. “How to tackle the need for affordable housing is paramount to our thinking. And not necessarily by just bringing on lots and lots of supply of traditional product. “It’s how you can bring new product and new thinking to providing housing which is affordable in that area.”

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Social

The Peachtree Hotel a s seen from the oputside.

200 guests get the lifestyle treatment

was on full view to all guests. A selection of the finest cafe items were served to display the talent of award-winning Executive Chef Brett Launt and his handpicked culinary team. Guests enjoyed fresh sushi, sweet potato cakes with smoked salmon with créme fraiche, fried flathead fillets with chips and house made tartare sauce and the famous Angus beef burger with gorgonzola, wild rocket, chilli

N Friday July 28 Waterview Cafe were the proud hosts of the Lifestyle Members luncheon. Welcoming more than 200 guests to the cafe over three lunch sessions, the sole purpose was to reintroduce members to the picturesque dining location. The weather did not disappoint and the beauty and serenity of the tranquil location

salsa and chips. Lifestyle Members receive a 25% discount at Waterview Cafe Monday to Friday and a 10% discount on weekends. Waterview Cafe hopes to welcome back Lifestyle members time and time again. Perfectly situated within the picturesque landscapes of Bicentennial Park, Waterview Café combines unsurpassed hospitality with

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WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

Safety

Managing contractors can be challenging PHIL BAMFORD

ONTRACTOR management can be a very challenging area and is one often looked past by businesses. Just because you hire a contractor, doesn’t mean your safety responsibilities are absolved or that the contractor has the correct compliance documentation in order. Welcome to the fourth article in the six article workplace safety series by Phil Bamford, Founder and Director of Online Compliance Systems’ Online WHS System. This month we’re going to discuss contractor management, what is required while contractors are on your work site and what compliance documentation they need to provide you with.

What are my obligations under safety legislation?

As an employer, you have a legal obligation for the work health and safety of any contractors working at your place of work or undertaking work for you. Safety responsibilities in relation to contractors apply in two directions: • The health and safety of any contractors or sub-contractors working on your site advising .and managing their compliance with the requirements of your workplace. • Employing a contractor who you have engaged to undertake work for you.

What to do when you engage a Contractor to undertake work at your premises?

Important processes in any Contractor Management procedure include: • You MUST make sure the contrac-

• •

tor and their employees you have engaged have: • The proper qualifications. • The proper Safe Work Method Statements (SWMS) and processes. • The proper insurances and permits needed to undertake the task. You need to induct the contractor into the safe work processes of your site including emergency procedures. Defining the documents, policies and procedure that the Company requires the contractors. to supply to your company (this will illustrate the importance of WHS in their business and whether or not the contractor is committed to safety and meeting their legislative responsibilities). Monitoring and supervision of contractor safety performance. They have all the relevant and up to date insurances in place including:

• • • •

Workers Compensation. Public Liability. Professional Indemnity. Any Permits that are needed to undertake the work. • Working with children (if applicable). • Police checks (if applicable).

True Story

A small business person who owned a fire sprinkler installation business was flat out with work that when another job came through he hired a sub-contractor to undertake the work for him. Unfortunately, that sub-contractor when undertaking the work made a simple mistake of not checking the safety value when testing the sprinklers and therefore dowsed an 11-million-dollar machine with water destroying the machine. When investigated it was found that the sub-contractor was neither qualified or insured, therefore liability was on the original

owner of the fire sprinkler company, enough to destroy his business. It is so important to remember that if a contractor is undertaking work for you, you MUST make sure they have the appropriate qualification, safe work processes and insurances. I don’t want to play Russian roulette with my business, do you?

About WHS Systems

Phil Bamford is director at Online Compliance Systems, a software company aimed at assisting businesses to look after their safety requirements through the delivery and ongoing support of our software. We’re different from other systems – we’re Easy, Comprehensive and Cost Efficient. We work with both clients and safety advisors who are able to assist clients with safety (similar to an accountant using within their organisation. For more details and to book an online demonstration please visit: http://www.accessnews.com.au/safety

Online WHS

Manage Your Contractors Easily Manage Documents, Insurances, Inductions, Qualifications and more.  Get the Contractors to update their own information when it expires. 

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WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

Legal

Consumer law issues for online business KATHERINE HAWES

HEN you first an online business, it is easy to get carried away and forget about the consumer laws that you must abide by in Australia. You should pay particular attention to the rules relating to returns and spam as these are most likely to be applicable to your business. Below, you will find an easy to understand guide on each of these areas that will help you to ensure that your business is compliant with the laws.

Returns Policy

The Australian Consumer Law stipulates that customers have the right to request a repair, replacement or refund for products or services purchased after 1 January 2011. Although customers have the right to request a repair, replacement or refund, you do not always have to fulfil their wishes. For example, these rights do not apply if you changed your mind or you found the item cheaper elsewhere. If there is only a minor issue with the product or service, the business can choose to repair the item for free instead of refund or replace. However, if there is a major problem, the business must provide a refund or replacement. The guidelines for determining whether an items has a major problem is as follows: • It has a problem which would have stopped the buyer from purchasing it if they were aware of the problem, or • It is not safe, or • It is different from the sample or description. This difference must be significant, or • It doesn’t do what it is supposed to,

or what you asked for it to do, or • It cannot be easily fixed. In these cases, you should offer your customers an option of repair, replacement or full refund. You should bear in mind that it is illegal to display a no refunds sign at your business. It is also illegal to tell your customers that they are not entitled to refunds in any circumstance. If there is a problem with the product, customers are entitled to return a product, even if it is not in original packaging. Also, if the item is too large or difficult to move, it is up to the business to pay for any shipping or moving costs. However, if it is found that there is not a major problem, the customer can be required to pay the transport costs back.

Spamming

While it might be tempting to inundate your potential clients with emails and messages about your online business, you need to ensure that you are still complying with the law. The Spam Act 2003 makes it illegal for anyone to send spam in Australia. Spam is defined as the sending of unsolicited commercial electronic messages. You are permitted to send unsolicited messages (in other words, spam!) to current and potential clients if they provide consent. Consent comes in two form; express and inferred. If someone provides their contact details including their name and contact details to your online business, then this is express consent. If you can find a customer’s contact details (such as contact number and

email address) online or somewhere in the public domain and these details are not accompanied by a statement that commercial messages are not wanted, then this is classified as inferred consent. Once you have consent to send spam, you must ensure that the subject matter upon which you are sending the spam is directly related to the person or business you are sending it to. For example, if your online business provides catering to offices, you should only send your spam through to them if they have provided consent (either express or inferred) and they would be likely to order catering for their business. Katherine Hawes is principal at www.digitalagelawyers.com

Hi my name is Katherine Hawes and I am a woman in business - just like you. I understand the stress involved in owning and operating a business in the digital and social media age. Here at Digital Age Lawyers we are internationally recognised as leaders in online and digital protection. We strive to ensure that you are protected in all aspects of your business and personal life. WHY DIGITAL AGE LAWYERS? Digital Age Lawyers empowers individuals and business owners to deal with future legal issues, ensuring that they are protected into the 22 Century. We understand that life is complex so we work with you to ensure that all legal aspects are in place to protect your assets. Digital Age Lawyers is right for you if you want a trusted advisor we will become your partner not someone just to turn to when you are in trouble to help you grow and protect your greatest assets to help with ensuring you have the right business model in place and can navigate to a new one, if you don’t, to help you with getting the right agreements in place with vendors, team members, investors, partners and others, to keep you out of trouble and respond when you get too close to the edge. If that’s what you want, we just might be the right law practice for you. ensure that you are protected online when conducting business

WHAT WE CAN OFFER? All of our fees are fixed fees agreed to in advance, so there are no surprises. At our initial meeting you will choose the level of planning and fee that works best for your business, so there will never be any surprises. We also have LegalSquad and LegalWatch to ensure that you are kept up to date with all legal changes.

(02) 8858 3211 ● info@digitalagelawyers.com ● www.digitalagelawyers.com 42

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

Entertainment

Where The Streets Had A Name

HIS August, the awardwinning theatre company for young people, Monkey Baa will premiere Where the Streets Had a Name, a new Australian play based on the novel by Randa Abdel-Fattah. Written and directed by Monkey Baa Creative Director Eva Di Cesare (Diary of a Wombat) and developed after an extensive engagement program with school students, educators and members of the Palestinian community, Where the Streets Had a Name will explore themes of occupation, displacement, family and friendship. The play will introduce audiences to Hayaat, a thirteen-year-old girl on a mission. Hayaat believes a handful of soil from her family’s ancestral home in Jerusalem will save her beloved grandmother’s life. Only the impenetrable wall that divides the West Bank stands between her and her goal. Luck, however, is on her side. Hayaat and her best friend Samy have a curfew-free day to travel to Jerusalem. Though, while their journey may only be a few kilometres long, it may take a lifetime to complete. Monkey Baa is dedicated to creating work that offers young people a truly multifaceted reflection

of the world they inhabit; and this story will not only reflect Randa’s Palestinian and Egyptian heritage, but the experiences of many other Australians who were displaced from their homelands. “Seeing the story of a Palestinian girl on a stage in Australia feels like the culmination of all my activist efforts over the years,” said Randa Abel-Fattah. “For me, this play is an affirmation that what defines our intrinsic humanity is our capacity for story-telling. Showing people the human intricacies of life and relationships is infinitely more powerful than any op-ed I will ever write.” The play stars Dina Gilespie (TV’s Redfern Now), Mansoor Noor (The Laden Table), Aanisa Vylet (Martyrs), Alissar Gazal (The Cartographer’s Curse), and Sal Sharah (Hakawati), with design by Antoinette Barbouttis, AV design by Jerome Pearch and sound design by Oonagh Sherrard. Where the Streets Had a Name will premiere at Riverside Theatres Parramatta in August, followed by performances at the Lendlease Darling Quarter Theatre in September. What: WHERE THE STREETS HAD A NAME – World Premiere When: 30 August, 7:30pm

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

/ 31 August - 1 September, 10:15am & 12:30pm Location: Riverside Theatres – Corner Church and Market Streets, Parramatta Tickets: Adult $35, Concession $30, 30 & Under $25, Family of 4 $110. Discounts available for Riverside Theatres’ Members. Transaction fees: phone $4.60, web $3.60 and counter $2.60. Bookings: riversideparramatta.com.au or (02) 8839 3399

Monkey Baa Theatre Company -

Since 1997, Monkey Baa has been creating inspiring, award-winning theatre for young audiences. Creative Directors Eva Di Cesare, Sandra Eldridge and Tim McGarry have adapted over 15 classic Australian stories for the stage, with the common thread running through all work that young people’s interests are valued and respected. As Australia’s widest-reaching touring company, Monkey Baa has conducted over 25 national tours to 135 regional and remote communities across every state and territory of Australia, 3 international tours and over 2,500 performances, and engaged with 1.2 million young people.

The original novel.

Childscene News

How building your child’s spoken word bank can boost their capacity to read The tech: understanding eye-tracking

Advances in technology have made it much easier to use eye-tracking with children. Unlike old systems that were mounted on participants’ heads, new systems (shown below) sit on the desk in front of the child. The eye-tracker finds a small target sticker on the child’s forehead and uses it to work out where the child’s eyes are. Eye-trackers are special cameras that can follow the movement of the eyes as children read in real time. They provide information about where children look and how long they look for, giving insight into what is happening when children read.

SIGNY WEGENER ANNE CASTLES

HILDREN’S oral vocabulary – their knowledge of the sounds and meanings of words – is strongly positively associated with their reading all the way through school. Understanding this relationship is important for making children’s reading as strong as possible.

Our new research has pointed to one mechanism underlying this association: when primary school children know a spoken word, they form an expectation of what that word should look like when it is written down – and they do this even if they have never seen it before. Using eye-tracking technology, we demonstrated that these expectations can help children to process orally familiar words more quickly when they read them for the first time.

When the properties of a written word are changed (for example, how many letters it has or how frequently it occurs in written language), this influences how easy or difficult those words are to process. Put simply, when processing is easy, looking times are shorter. When processing is hard, looking times are longer.

The experiment: from hearing to seeing

In order to form expectations about written words that have not yet been seen, children require a combination of knowledge about: Continued on page 45

Jo Stephan, Macquarie University, Author provided

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Childscene

Your future is awaiting you! COMMENCE YOUR STUDIES THIS APRIL SCHOOL HOLIDAYS!

The formation of ‘Finch’. Author provided

Continued from page 44

• The pronunciation and meaning of a spoken word; and • The links between the sounds in spoken words and the written letters that represent them. The figure below illustrates that by drawing this information together, children can imagine the written form of words they cannot see. We taught children in Year 4 the pronunciations and meanings of some made-up words. We told them the words were inventions coming from “Professor Parsnip’s invention factory”. Each invention had a name and a function. A “nesh”, for example, is an automatic card shuffler (see below). During this training period children learned some new oral vocabulary but they never saw any of the words written down. Later we took the words the children had learned about and some other words they hadn’t learned about, and put them into some simple sentences. We then tracked the movement of the children’s eyes as they read.

Previously heard versus previously unheard words

We found that when children had previously learned about a spoken word, they spent less time looking at it than other words they hadn’t heard about. This suggested their reading was enhanced by their previous oral vocabulary. The time spent looking at the words they had learned about was also affected by how predictable the spellings of the words were. This revealed that children formed advance expectations about how the words were likely to be spelled. When a word was spelled in a way that was what they expected to see, this helped their reading. For example, if the children had

learned the spoken word “nesh”, we showed them the written word nesh. But when we showed them a word that was spelled in a way the children probably did not expect to see, the children were surprised by this and they focused on it longer. For example, the children were surprised when they learned the spoken word “coib” but we showed them the written word koyb. In the two videos, there is a clear difference in reading times for the unpredictably spelled word koyb and the predictably spelled word nesh. The fact that children’s reading was affected by whether they knew the spoken form of the word and how predictably it was spelled shows that when children hear spoken words they form expectations about what those words should look like before they see them. In turn, this can help their reading.

Building oral vocabulary and boosting literacy skills

Making deposits in children’s spoken word banks – their store of words with known pronunciations and meanings – is an important and practical way of helping to support their literacy development. Classrooms are logical places to teach children new spoken words, but parents can create learning opportunities at home too. If an unfamiliar word arises during conversation or shared book reading, perhaps try starting a dialogue by asking your child whether they have heard it before. This article was first published at www. theconversation.com.au Signy Wegener is PhD Candidate in the Department of Cognitive Science and ARC Centre of Excellence in Cognition and its Disorders, Macquarie University. Anne Castles is Deputy Director, ARC Centre of Excellence in Cognition and its Disorders, Macquarie University

Certiﬁcate III in Early Childhood Education and Care - for High School Students - Study through your holidays! We are very pleased to announce A-GRADE Pre-Uni Education and Training will be offering Certiﬁcate III in Early Childhood, to be followed by a Diploma in Early Childhood to all Year 10 and 11 students respectively.

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Go online

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to view every edition of WSBA WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

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“If we get it right, the Western Sydney Airport will be much more than a runway and terminal, it will be a fully-fledged aerotropolis, and Western Sydney will be at the forefront of the industries and jobs of the future.” – Anthony Albanese, federal opposition’s Transport and Infrastructure spokesperson. “The college has a long and successful track record in helping those who might have had significantly disrupted backgrounds and preparing them academically for further study at Western Sydney University.” – Andrew Dawkins, CEO, Western Sydney University College, at the official opening of the Sydney Olympic Park campus. “Richmond is perfectly placed for an expanding defence industries role. In fact, that could provide the Hawkesbury with the long-term economic driver it craves.” – Susan Templeman, Macquarie MP, on the possible impact on Richmond RAAF Base of a new defence and aerospace centre at Badgerys Creek. “The need [is] to think outside the box, revive the town and offer a simple solution.” – Kurt Hippe, president, Riverstone-Schofields Chamber of Commerce, calling for the revitalisation of Riverstone centre. “As one of the major gateways to the Western Sydney Airport, Leppington is set to become a prominent hub for residential and business activities.” – Brendan O’Brien, urban renewal executive director, Department of Planning and Environment. To be recognised in this manner is a tribute to all involved.” – Frank Carbone, Fairfield mayor, on the Fairfield Councilowned retail development, Dutton Plaza, which finished second in the Urban Design section of the 2017 NSW Architecture Award

“There are companies out there with more than one machine and they have many different attachments depending on the job. The Adjustabucket means one attachment will suit all of those machines.” Anthony Attard. “We’re thrilled to be partnering with the Inglis family on this prestigious hotel development for South West Sydney.” – Simon McGrath, Accor Hotels chief operating officer, on the appointment of Accor to manage the 4.5-star Sofitel hotel, under construction, at the $140 million William Inglis Riverside Stables, at Warrick Farm Racecourse. “Western Sydney is one of the fastest growing regions in the country [and] Penrith in particular is rapidly growing.” – Peter Tracey, KPMG Australian Partner for Private Enterprise, at the official opening of its Penrith branch. “We can see the opportunities for Liverpool, and can see the potential for job growth

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

and opportunities as a result. – George Germanos, president, Liverpool Chamber of Commerce, on the $140 million Inglis project at Warrick Farm Racecourse.

commerce and businesses in our community need to make sure they register to vote and have a voice.” - Parramatta Chamber of Commerce president David Hill.

“Just by looking at your network, and without even necessarily considering the idea, investors form a judgment about the likelihood of success.” – Daniel Schlagwein.

“Price, range and convenience are the three main reasons why consumers shop online, and why growth rates remain strong. Online shopping empowers people to shop at a time that suits them.” - Australia Post’s General Manager of eCommerce & International, Ben Franzi.

“Coronation’s contribution through the development of 8 Phillip Street is a major endorsement for Parramatta’s future growth and success.” - Sydney Business Chamber director, David Borger. “We need to get community representation back on council. Parramatta is a centre for

“Unlike other business networking groups, BNI is about educating its members on how to market themselves better to get referrals. It’s about building trust and credibility to become referrable.” – BNI’s Glenn Anthony.

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This comprehensive, private “10 Day Wildlife Tour” in Sri Lanka offers accommodations situated close to nature and all the "must see" wildlife highlights in Sri Lanka. Your wildlife holiday will begin in Wilpattu, a less-frequented haven for nature enthusiasts. Transit via the hill capital of Kandy en route to Udawalawe before embarking on an exciting safari and educational night walk with the resident naturalist. Then visit Yala which is simply the best place in the world to see leopards with a density of one leopard per square kilometre. Lastly, visit Mirissa where you will go whale watching in waters renowned for pods of Blue and Sperm Whales. Explore the historical heritage site of Galle

WESTERN SYDNEY BUSINESS ACCESS AUGUST 2017

Managing Business Exit

Maximising returns for your hard work How to manage life beyond business exit TOM GRAHAM

LL Business Owners spend a lot of time setting goals and developing plans to grow their business. However, when it comes to preparing their business for sale they usually do not apply the same principles or discipline. Very few will win the lottery. That is, have an enthusiastic buyer who walks up and offers a price beyond your expectations. Subsequently, careful and thorough planning is essential to achieve your goals.

In fact, it can take five years or more to have your business in the right shape and have a suitor keen to take over the business. From my own personal experience on selling my Financial Planning Practice, I realise that there were shortfalls in developing my own exit strategies. Subsequently, John Drury, Business Mentor, Graham Sanders, Business Growth and Exit Specialists and myself have developed a workshop with the support of the Sydney Hills Chamber of Commerce to assist Business Owners to address this (often) daunting task.

The workshop will examine a variety of ways to exit successfully as no two businesses are the same and opportunities for one business could be totally different for another. The workshop will discuss how to first determine your own goals, take an objective view of your business and develop plans to make your offer attractive to prospective buyers. It will touch on the important role advisers play in the process eg Accountants, Lawyers, Brokers and Financial Planners. There will also be two case studies involving two business owners who took completely different paths to achieve their goals. One session will discuss “Life Beyond

Topics covered: Getting your business ready

Business Exit” including a focus on successful people who are looking for the next challenge and not necessarily retiring from full- time work. All participants will walk away with a clear understanding of what they need to do to clarify their own goals and get their own businesses into shape for sale. The first workshop will be held on the morning of September 7 at the Hills Lodge, Norwest. To register for the workshop go to: https://app.etickets.to/buy/?e=15362 Enquiries – call John Drury 0405 539025 Tom Graham is now retired and a former Director of Black Financial Services.

By the end of this workshop you will:

for your exit

Gain a better understanding of the

Personal financial

issues involved in exiting a business

considerations

Understand main elements of an

Creating a life plan beyond

exit plan

your business

Be exposed to a wide range of exit

Which Exit Strategy is best

strategies

for you

Have an idea of professional help

2 case studies will be presented

available Connect with others on the same

HOW TO SUCCESSFULLY EXIT YOUR BUSINESS A workshop for business owners who need an exit strategy from their business Have you focused on maximising your return when you sell your business? What compensation do you expect for all the years of hard work?

journey

Date: Time: Venue: Presenters:

Cost: Registration link: Enquiries:

Thursday 7 September 2017 9:00am – 12:30pm The Hills Lodge, 1 Salisbury Rd, Castle Hill Tom Graham (Recently retired), John Drury (Business Mentor), Graham Sanders $100 - Hills Chamber Members $120 - Non Members https://app.etickets.to/buy/?e=15362 John Drury 0405 539025

Are you ready for life beyond your business? What do you want to be doing 5 years from now?