GWP Magazines Business Resource & Lifestyle - Issue #20 Sep-Oct 2008

GWP M a g a z i n e

SYDNEY - Issue 20

|

September / october 2008

$4.95 (GST inc.)

Business Resource&Lifestyle

Garth Young

How to Make a Business out of Community Service

Publisher’s Guest The Hon Alan Cadman

Enterprise Connect Pathway to Success

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GWP Magazine | Issue 20 | September / October 2008

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CONTENTS

CONTENTS 6

20

Great Australian Brand

6

How to Make a Business out of Community Service Larry Woldenberg

Features

32

High-Profile Publisher Benefits Company and Planet Malcolm Irvine

34

Enrico’s Kitchen - Australia’s Leading Pasta and Pizza Manufacturer Jim Keane

Publisher’s Guest

26

The Hon. Alan Cadman, Member of Parliament for Mitchell of 33 years, 1974-2008 Larry Woldenberg

Publisher’s Choice

46

Looking for a Lakeside Dining Experience?

Larry Woldenberg

46

Regulars

12

Commercial Law Batten Down the Hatches, We are in for Rough Ride Andrew Frank

14

Some Tax Issues Associated with Buying, Owning and Selling a Rental Property Michael Collett

16

Drug and Alcohol Testing in the Workplace - Duty or Liability?

Andrew Bland

18 20 22 24 28 30

Commercial Real Estate Is Investing in Listed Property Trusts a Real Property Investment?

Peter Beaumont Is Your Commercial Property Being Well Managed?

Ruth Smyth

Finance How To Manage Cashflow in Tough Times Thomas Thoma Challenging Times for Finance Rod Cumming

Business Advice Enterprise Connect Pathway to Success Steve Balachandran, Bill Kerr, Patrick Muraguri

48 Regulars Business Advice

35

Advertising Agency Reveals Long Hidden Secret Formula for Successful Advertising Stephanie Dale

36 38 40

Picking the Best People Barry Knowles

42 44 48 45 50

Succession Planning John Watters Managing Workplace Stress Rebecca Cushway

Business Profile The Key to Mastering Wealth is Education Bill Ryan

Business Chamber 2008 Parramatta Business & Sustainability Expo

Travel Tahiti Freddy Mikhael

Business Events Classifieds

GWP M a g a z i n e

Business Building Blocks Scott Tyler

BUSINESS

Resource&Lifestyle

GWP Magazine | Issue 20 | September / October 2008

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GWP M a g a z i n e

BUSINESS

Resource&Lifestyle

Editor and Publisher: Dmitry Greku Staff Writer/Cover Story: Larry Woldenberg

Dmitry Greku - Editor and Publisher - GWP Magazine

Exciting Updates!

Our magazine is becoming more popular and is attracting a wider reading audience.

This will encourage more business people to contribute their skills and advertise their businesses which is good for everyone.

It’s also very important for us to develop new ideas for the magazine which will help different businesses, community groups and VIP-type individuals to promote themselves and share their visions.

A new Publisher’s Choice Section was introduced in the July/August issue, where we shared with you our own experiences consuming lifestyle goods and services.

These stories will be published under the “Publisher’s Choice” Medallion, which means that this particular business and its products will have been tested and recommended by our magazine. In this issue we introduce you to Iso Lounge of Norwest Business Park. Please read about our Iso Lounge experience, come along and enjoy their sensational meals and service.

We have also developed and launched a new “Publisher’s Guest” section to introduce key people in politics. The Business Community needs constant updates from politicians on the current

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GWP Magazine | Issue 20 | September / October 2008

state and regional economic situation and plans for the future. These interviews will give us a chance to see people in power as people living and working next to us. The first guest is The Hon. Alan Cadman, who was a Member of the Federal Parliament for 33 years. Please read our interview with him in this issue of the magazine. You can also watch its full version online at our own Norwest NET TV online business video portal (www.norwestnettv.com.au).

Stay with us for more exciting updates.

Have a great day. Take care of yourselves and your clients.

Contributing Writers: Andrew Frank Andrew Bland Scott Tyler Malcolm Irvine Rebecca Cushway Barry Knowles Michael Collett Peter Beaumont Ruth Smyth Rod Cumming Jim Keane Bill Ryan John Watters Freddy Mikhael Thomas Thoma Stephanie Dale Art Director: Svetlana Greku Graphic Design: Xabier Goñi, XDesigns Photography: Francesca Surace, Stilz Fotografika Printing: Sony DADC Distribution: Wrapaway Transport Pty Ltd; Net Response Business Resource & Lifestyle Magazine is published by Norwest Advertising, ABN: 82 096 352 064 Suite 206, 10 Norwest Central, Century Circuit, Baulkham Hills NSW 2153 www.norwestadvertising.com.au Advertising Enquiries t | 02 8831 8313 info@gwpmagazine.com.au To Subscribe - See Page 49 www.gwpmagazine.com.au

The opinions expressed in this journal do not necessarily reflect and are not to be regarded as the official opinion of the editor, publisher or their agents.

All information contained within this journal is provided for general information purposes only and on the understanding that none of the content herein constitutes professional advice. The editor, publisher or their agents accept no responsibility for any claim, loss or damages arising out of or in connection with any materials contained in this journal. Readers should not rely on the publications in the journal and seek appropriate professional advice in respect of their own circumstances.

Distribution

Distribution GWP BUSINESS RESOURCE & LIFESTYLE MAGAZINE SEPTEMBER/OCTOBER 2008

Circulation 10,000 copies 6,500 copies – direct mailouts to business decision makers in Sydney 1,500 copies – Newsagents in Sydney, NSW and ACT 2,000 copies – business events in Sydney (e. g. Chambers of Commerce events, business expos, business seminars, etc.)

1,500 copies 493 NEWSAGENTS IN SYDNEY, NSW & ACT Distributor – Wrapaway Transport Pty Ltd 4,850 copies DIRECT MAILOUTS TO SUBSCRIBERS AND BUSINESS OPERATORS Hills District, Parramatta, Blacktown, Smithfield, Wetherill Park, Ryde, Homebush and North Sydney 500 copies VIP DELIVERY Direct mailouts to CEOs and top management of major business enterprises and governmental institutions in Sydney and NSW 100 copies PARRAMATTA AND HILLS SHIRE CITY COUNCILS

400 copies COMMERCIAL BUILDINGS IN NORWEST BUSINESS PARK Sky City, Lexington Corporation, Zhen, Alpha N, Meridian Business Centre, Solent Centre, Capital Business Centre, Hills Corporate Centre, Norwest Central, Macarthur Centre, Parkview Business Centre, Norwest Quay 200 copies EXPO EDGE BUSINESS EXPOS 600 copies SYDNEY HILLS BUSINESS CHAMBER 500 copies – direct mailouts; 100 copies – Chamber events 450 copies PARRAMATTA CHAMBER OF COMMERCE 350 copies – direct mailouts; 100 copies – Chamber events

400 copies CUMBERLAND BUSINESS CHAMBER 250 copies – direct mailouts; 150 copies – Chamber events 100 copies LIVERPOOL CHAMBER OF COMMERCE 50 copies NSW DEPARTMENT OF STATE & REGIONAL DEVELOPMENT 50 copies Bella Vista Executive Centre 800 copies ADVERTISERS, CONTRIBUTING WRITERS AND SUPPORT PARTNERS

We support

Alliance Partners

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GWP Magazine | Issue 20 | September / October 2008

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GWP Magazine | Issue 20 | September / October 2008

great australian BRAND

How to Make a

Business out of

Community Service

By Larry Woldenberg

ASP Healthcare does what few businesses do. It combines community service with business. The circumstances were mostly accidental. It grew out of ASP Plastic’s work with both the NSW Health Department and the Pharmacy Guild of Australia in 1989. As the business evolved, thousands of lives have been saved and billions of dollars in potential healthcare costs avoided. This is its story.

When Business Resource & Lifestyle first visited the manufacturing site of ASP Plastics it wasn’t clear just where the healthcare arm was located. So we enquired in the main office and were told to go outside and walk between the buildings following the drive. Sure enough after a hundred metres we were met by a smiling Meredith who is the key Business Development person working with Garth Young, the head of the health care division.

The complex is huge so you need a guide to find ASP Healthcare, as it was located in the far end building. Perhaps that it had its own building should have clued us into the fact that this division of ASP is the fastest growing arm of the business. Why? Because HIV and Hepatitis C are some of the fastest growing diseases on the planet and it is here that the amazing story begins.

As soon as we arrived upstairs in their offices the tall and friendly Garth Young

met us. He then proceeded to tell us the company’s history.

The parent company ASP Plastics is a leader in designing and manufacturing any product involving plastics. So diverse is their product range that they are even a certified manufacturer for the Australian defense forces as well as NATO. Their products include syringes, rocket and grenade casings, leisure and game machine parts, mining and tunnel equipment, water and filtration products, bicycle wheels, and, basically, anything you can make out of plastic.

Their technical expertise is so great that China even imports from ASP because China can’t match their manufacturing standards.

You can come to ASP Plastics with an idea and they will work with you to perfect your invention, produce a prototype for you, design the necessary tools for

GWP Magazine | Issue 20 | September / October 2008

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Garth Young and assistant Jana Bach presenting ASP Healthcare at the 2007 Medica Tradeshow in Dusseldorf, Germany

The patented FITPACK® Container which is exclusively manufactured in Sydney and exported to over 20 countries worldwide

its manufacture, and actually produce the product. They also assist in registering your patent, gaining government assistance, writing your business and marketing plans and, ultimately, commercialising your product.

Great for small businesses who can’t afford to start up a product idea on their own.

With this expertise both the NSW Health Department and the Pharmacy Guild of Australia approached them in 1989 with a need for a product to protect the health of injecting drug users. At this point in time, ASP had been around for nearly two decades, so the company had plenty of expertise to offer and set about designing an appropriate prototype in collaboration with the two entities.

A client recieving a new FITPACK® Container helping to keep used syringes off the streets

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GWP Magazine | Issue 20 | September / October 2008

According to a 2002 Commonwealth Department of Health and Aging report, Needle and Syringe Programs (NSPs) have been an important part of Australia’s HIV/AIDS

great australian BRAND

Garth Young presenting ASP Healthcare products to a group of South American buyers during the Medica trade show in Dusseldorf, Germany during 2007

this investment was the prevention of an estimated 25,000 HIV and 21,000 HCV infections. By 2010, our NSPs will have prevented an estimated 4500 deaths from AIDS and 90 deaths from HCV. The savings to governments for HIV and HCV were estimated to be at least $2.4 billion (allowing for conventional government 5% annual discounting of future costs) or as much as $7.7 billion (without discounting). By any reckoning, this represents an enormous saving in both lives and dollars.

According to Garth, the challenge is to keep users alive, for the bulk of people stop when they’re 28. After that the chances of an early demise heighten greatly. But to put Australia’s efforts into perspective, Garth quotes statistics showing that 600 out of 1000 drug users in Pittsburg, USA, are infected with HIV, while the equivalent statistics here in Australia show only 3 drug users out of a 1000 are infected.

The epidemic is growing in countries that have not established sound Harm Reduction programs and a recent ABC report established that: and Hepatitis C strategies. These programs are a public health measure funded to reduce the spread of blood borne viral infections.

They provide a range of services that include the provision of injecting equipment and disposal containers, education and information on reducing drug-related harms, referral to drug treatment, medical care and legal and other social services.

Equipment provided includes needles and syringes, swabs, vials of sterile water and “sharps bins” for safe disposal of used injection equipment. The principal concern in providing sterile injecting equipment is to prevent the sharing of syringes and needles that can lead to transmission of blood borne viral infections like HIV/Hepatitis C. The staff also address the potential for transmission of infection via sexual contact by providing condoms and safer sex education.

These programs (NSPs) started in 1988, so

ASP’s participation came early in the piece.

The company then set about designing a product to fit the needs of these facilities.

The original designs have morphed over time into today’s nationally used Fitpack®. While there are today in the ASP Healthcare over a 150 products related to this basic concept, the Fitpack® is a personal sharps container made out of plastic which offers the facility to store both clean and used syringes in a single container. It is designed to be tamperresistant, so the drug user cannot re-use and share needles and syringes. Also of primary importance is that the containers can be easily and safely disposed.

The combination of the NSP program and ASP Healthcare’s products have produced sensational results. According to an editorial in the Medical Journal of Australia: Australia’s NSPs were estimated to have cost Commonwealth and State governments $122 million by 2000, but the return on

“In Washington, one in 20 adults has HIV and one in 50 has AIDS” (Launders, K. Washingtons Alarming HIV Rate, ABC News, 29th Nov 2007) Unfortunately, the statistics for Hepatitis C aren’t as favourable.

Fifty percent of all Australian drug users have Hep C. But that still beats the US where 90% carry the virus.

There are currently 1380 needle exchange stations in Australia. They are located in the back of hospitals, near police stations and some are stand-alone centres where assistance can be provided. Surprisingly, over 32 million syringes are given away free every year.

GWP Magazine | Issue 20 | September / October 2008

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ASP is recognised as Highly Commended for Excellence in Innovation at the Western Sydney Award presentation in 2007 (l-r) Mr Peter Serrao, Manager Business Opportunities/Sponsorship, Sydney Olympic Park Authority; The Hon. Minister Diane Beamer; Mr. Garth Young, General Manager, ASP Healthcare; Mr Mike Thomas, Economic Development Manager, Parramatta City Council You can see why the US has more of a problem. With a population in excess of 300 million, the US only gives away 15 million syringes each year.

Garth accepting the “Suncorp Business of the Year” award in October of 2007 (l-r) Mr. Brian Morris, NSW State Manager, Suncorp Business Banking; Mr. Garth Young, General Manager, ASP Healthcare; Mr. Paul Ogilvy, Chairman of the Suncorp Business Awards

Another interesting fact is that NSW pharmacists get paid to hand out ASP’s Fitpack® Containers in addition to the dedicated Health Department sites. In Queensland the Health Department operates a significant presence through dedicated centres; however, the Fitpack® Containers are also sold by pharmacies in this State. A container with 10 clean syringes and a disposal space can cost $8 at retail level when sold through a Pharmacy.

partygoers. This came at the request of users.

Because the State Government cannot own patents, ASP Healthcare purchased the patent for the Fitpack® from the NSW Health Department, and they now retain all the patents over its range of products. The latest is a custom-designed container for only one syringe that can easily be carried and disposed of by

The need for product is so great that ASP Healthcare is currently growing by 8-10% per month. And that’s just the tip of an iceberg, for the rest of the world beckons.

As a consequence, Garth has found himself becoming a world educator. He has personally taken the ASP Healthcare-NSW cooperation story to San Francisco, Los

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Angeles, and New York with great success as well as London. Other government health agencies are climbing aboard at an everincreasing rate as word gets out about our successes in Australia and New Zealand.

The extent of Garth’s efforts is demonstrated by the fact that in 2007 he spent 5 months overseas. “If I weren’t being paid to do this job at ASP Healthcare, I would still do it for free,” Garth added.

great australian BRAND

Garth and his wife Dawn confronting some friendly Romans whilst visiting Italy in 2007

when so many lives are in the balance. The company is aided in its efficiency by owning the complete value chain in the production process. Anyone else would have to go to 6-7 sources to assemble the equivalent.

The company’s efforts have not gone unnoticed. It has been the recipient of numerous business and manufacturing awards including: - being Highly Commended for Product Innovation and Global Excellence at the Western Sydney Industry Awards in 2007 - winning the Suncorp Business of the Year Award 2007 - being admitted to the Technology Showcase by the NSW Department of State and Regional Development in 2004.

Regional Excellence Winner - Presentation 2008 (l-r) The Hon Barbara Perry, Minister for Western Sydney, ASP Healthcare Mr Garth Young, General Manager Mr Bob Macklinshaw, Blacktown City Council, Director Finance & Corporate Strategy

To keep up with the orders the business has a 20x30 square meter facility with 3 levels of shelving, each 10 feet high.

Forklifts are used to move product. The company keeps its labour force happy by offering school friendly hours to workers so they can drop off their children at school, work and return early enough to pick up their kids at the school day’s end or, at least, to be there for them when they return home.

With the economy at close to full employment, this enables ASP to retain its workers. They also offer to pay for any employment-related education, so employees can upgrade their skills. Small wonder that most of the employees live locally.

To satisfy customer demand, ASP Healthcare ships the bulk of its orders within 24-36 hours of the orders being placed. You can well imagine the importance placed on this

To continue to lead the way in health care research, ASP Healthcare puts 7% of sales being made back into Research and Development. In doing so, it employs 2 inhouse engineers as well as a dedicated tool design and build division. They also liaison with organisations such as the University of Western Sydney, Westmead Hospital and Dupont in coordinating research efforts.

The exacting technological requirements where standards have to be highly maintained means the business is well-placed to defend itself from any foreign competition as well.

According to Garth, even if ASP put a plant in a country with cheaper labour like China or Poland, all the factors don’t add up to any savings. The manufacturing standards are too hard to maintain elsewhere without running up extraordinary expenses. So, in the end, ASP has remained where it started, in Sydney.

ASP Healthcare is a model business for promoting social welfare. Business Resource & Lifestyle salutes the dedication of employees like Garth Young to the job of providing critically important health administrators with the products and education needed to save both lives and money within and without Australia. G

GWP Magazine | Issue 20 | September / October 2008

11

Commercial LAW

Andrew Frank, Cumberland Frank Commercial & Litigation Lawyers

Batten Down the Hatches, We are in for Rough Ride‌ The headlines proclaim that a major bank is making provisions of one billion dollars for write downs on assets related to residential mortgages in the United States. The banks are raising interest rates out of step with the Reserve Bank determinations. The number of applications for new housing loans and building approvals are down and petrol prices are up. Clearly we are in for a rough ride.

Business owners and directors of companies are under pressure to produce profits safely.

By producing profits safely we mean ensuring the obligations of the business are met thereby avoiding foreseeable claims which are costly to the bottom line both in terms of time and dollars.

The obligations of the company (business) depend upon the relationships which exist both within and external to the business.

Internal relationships include the relationships between the directors (partners) themselves, between the shareholders themselves, and between directors and shareholders as groups.

The external relationships of the company (business) include the trade suppliers, the customers, the financiers, the regulatory authorities, the banks and the Tax Office.

At the heart of these relationships are expectations which are defined by the respective rights and obligations of your company (business) and the other party. Of course, the terms of contracts and the law defines these rights and obligations.

12 GWP Magazine | Issue 20 | September / October 2008

With these introductory comments in mind, we strongly urge your company (business) to undergo a Legal Check Up. Well-run businesses regularly conduct a Legal Check Up as part of their Risk Management programs.

It was once thought to be good enough to mange risk by buying insurance cover in the event of professional negligence claims or product liability claims. Although insurance cover provided by those insurance products may be necessary, they fall a long way short of what an average business requires to manage its risk.

make good business sense to run your business that way.

Particularly in the current tough economic environment when you do not know which customer or supplier will next experience economic distress you must define your business relationships very carefully and inform yourself as to the potential risks. G

Insurance generally does not provide comfort when your business is in dispute with customers or suppliers about contract details or when your employees are distracted by Occupational Health and Safety issues or are generally unhappy about pay and work conditions. Many disputes that cost the business sector in Australia each year many millions of dollars could have been avoided if the parties to the relationship understood the expectations of the other party.

As the expectations of others are usually shaped by the terms of the contract and by the law, you need to have a clear understanding of the consequences for your business created by the terms of the contract and the law. A Legal Check Up properly conducted will identify key compliance issues. Appropriate planning can then take place.

It all seemed so simple once. A discussion followed by a hand shake‌ the deal was done. In the good times, in certain business environments this may still apply.

However, broadly speaking it does not

Plan now to critically review your business relationships by undertaking a Legal Check Up. This can be arranged by contacting our Andrew Frank who will arrange to meet with you and discuss the options which best suit you.

For further advice or information regarding the above, please contact Andrew Frank of Cumberland Frank Commercial & Litigation Lawyers, Parramatta on 9687 2155

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GWP Magazine | Issue 20 | September / October 2008

13

Commercial LAW

Michael Collett, Consultant to Mahony Dominic Lawyers

Some Tax Issues Associated with Buying, Owning and Selling a Rental Property This analysis focuses on residential premises directly or indirectly held for the derivation of rental income.

Further, real property that is likely to generate annual net losses should not be acquired in trusts as losses are trapped within trusts and cannot be distributed.

GST You can only charge GST if you are registered or required to be registered for GST.

Land tax and the available relief should also be a factor in deciding who should acquire the property.

GST will not be payable on the sale of real property if it is to be used predominantly for residential accommodation.

The significance of how the property is acquired (as opposed to who acquires it) and establishing cost base are other relevant issues which should be considered carefully.

This does not apply to: • Commercial residential premises; or • New residential premises unless used for residential accommodation before 2 December 1998.

“New residential premises” have not previously been either sold as residential premises or been subject to a long term lease.

“New” can include substantially altered.

Who should acquire the property?

Consideration should be given to the overall rate of tax that will be paid on both the annual net rental and the ultimate capital gain on disposal.

The CGT general discount (50%) applies to individuals, complying superannuation funds and trustees. It does not apply to companies or other entities treated as companies for tax purposes.

However, there are pitfalls which must be considered carefully. For example, the 12 month holding requirement for the CGT general discount will not be available if the majority of the assets in the company or trust (measured by cost and value) have not been held for 12 months.

14 GWP Magazine | Issue 20 | September / October 2008

Repairs There are a number of principles relating to repairs to rental properties. These include: • No deduction for capital expenditure • No deduction if the repair is so extensive as to create a new asset • There may be no deduction if the function of the repaired item has changed • No deduction for material initial repair costs to the extent they relate to the vendor’s income producing activities The significance of owners not carrying on a business.

In the majority of cases rental does not constitute the carrying-on of a business.

There is significance in this distinction for tax purposes.

Broadly, access to the general deduction provision within the law relevant to losses and outgoings is partly limited. That is, no tax deduction will be available to a landlord where a specific provision of the law requires a business to be conducted as the basis of the claim for deduction. Further, the so-called ‘blackhole’ deduction provision that now extends tax deductibility to many items of capital

expenditure on a 5-year amortised basis does not apply.

Disposals Substantial capital improvements to a property may occur during the period of ownership. As a result, properties may become profit-making undertakings and assets may be merged. The implications of the foregoing need to be considered well in advance when the time for disposal arrives.

In Summary • The supply of “new” residential premises will be subject to GST. • The availability of CGT concessions, the ability to access tax losses and the prevailing tax rates for taxpayers may be influencers in deciding who acquires a property • Avoid initial repair costs if possible as they will not be deductible as repairs unless they result from the taxpayer’s own income-producing activities.

• Ensure you can adequately evidence the cost bases of assets • Analyse carefully the tax implications of any material changes you intend making to the property and any unusual or businesslike steps you intend to take in selling the property. G Mahony Dominic Lawyers Ph: 02 9849 6600 Web: www.mdlawers.com.au

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15/8/08 2:13:59 PM GWP Magazine | Issue 20 | September / October 2008

15

Commercial LAW

Drug and Alcohol Testing in the Workplace - Duty or Liability?

Andrew Bland, BlandsLaw

Employers have a duty to ensure the health, safety and welfare of their employees. This requires employers to take reasonable steps to prevent employees from suffering injuries at work.

One way of fulfilling this duty is to subject employees to drug and alcohol testing and prevent those under the influence of either drugs or alcohol from working.

It may, however, not always be reasonable to direct an employee to submit to a drug or alcohol test. Employers will need to be mindful of the way in which its drug and alcohol policy is implemented and applied, the method of testing, that it is antidiscriminatory in nature, that it is consistently applied, and that it is appropriate to the circumstances of employment in order to avoid actions for unfair dismissal or the implementation of an ineffective policy.

Consultation Prior to implementing a drug and alcohol policy or testing procedure, proper consultation with employees is recommended. If employees have had input into the creation of a program, it is more likely they will be willing to comply with its requirements.

Implementation A drug and alcohol policy is like any other workplace policy and the same general

Flexible

considerations apply in their implementation and application. Employers ought to ensure that any drug and/or alcohol policy is applied fairly and equitably across all employees including that employees are aware and informed of the relevant details of any such policy.

Accuracy Employers are advised to ensure that any testing procedures implemented are as accurate as possible in an effort to avoid implementing an ineffective system and the consequences of unfair dismissal actions.

Discrimination Assuming an organisation has adopted a random testing policy, it is important to ensure it has in place non-discriminatory guidelines which set out how your business will determine who is to be tested. This may assist an employer in proceedings where an employee has claimed that he or she has been unlawfully targeted, for example, on the basis of nationality, race or ethnic background.

Consistency Policies must be applied consistently so that employees know what to expect if they are in violation. Failure to do so may render a dismissal for breach the policy unfair, despite the fact that you may have had a valid reason and complied with all procedural requirements.

Circumstances of Employment When drafting a drug policy, employers should consider whether the policy is appropriate to the workplace. The policy should go no further than is necessary to protect an employerâ&#x20AC;&#x2122;s legitimate business interests in ensuring the health, safety and welfare of employees.

For example, while a â&#x20AC;&#x2DC;zero toleranceâ&#x20AC;&#x2122; policy may be appropriate in workplaces where dangerous equipment is being operated, it may not be considered reasonable to have such a strict policy in an office environment.

In Summary The way in which your drug and alcohol policy is drafted, implemented and applied will be critical to its successful enforcement and ultimately the protection of the health, safety and welfare of your employees in the workplace. G Please contact Andrew Bland at abland@ blandslaw.com.au to discuss this article or your employment policies and their implementation.

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16 GWP Magazine | Issue 20 | September / October 2008

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GWP Magazine | Issue 20 | September / October 2008

17

real estate

Peter Beaumont, Associate Director - Norwest Commercial & Industrial Real Estate

Is Investing in Listed Property Trusts a Real Property Investment?

Over the past few years, listed property trusts have performed well in line with the share market. REITs (as the listed property trust sector is now called) were considered a defensive stock, because they were backed by property assets and carried with them high distributions.

But can you have the best of both worlds - a high return with high security?

The answer this REIT reporting season is revealing in itself. Overall, there may well be up to $18 billion in asset write downs, affecting earnings, distributions and share prices.

A self-fulfilling prophesy: REITs drove the market up.

With so much money, especially from superannuation, looking for a home, combined with benign credit markets and with a limited supply of good quality assets, there was a significant boost in prices and, therefore, yield compression over the last few years. Sales between REITs created their own bubble as they jostled for position (generally measured by gross assets under management).

REITs were paying higher prices for assets than individual investors. REITs were also so keen to trade assets (that generate various acquisition, disposal, fund and management fees) that the underlying property fundamentals were often overlooked. Share prices followed the rising asset values up.

Asset revaluations were a key component of profits. However, these were inflated by the self-created bubble. The bubble might have continued to expand but for the collapse of the debt markets. The music stopped and a number of REITs were caught without a

18 GWP Magazine | Issue 20 | September / October 2008

chair when they failed to refinance shortterm debt.

management and their financial engineers as the property fundamentals.

And how could REITs afford to pay such large dividends?

Many REITs paid dividends out of underlying earnings (which includes unrealised gains) rather than cash earnings which were funded by raising more debt – this financial engineering works while asset prices are increasing and debt can be raised against the increasing asset value.

Investors in direct property can take comfort in knowing that they are unlikely to be significantly underwater on an investment in the short term, even if there is some short term pressure on value, and should be well up over the longer term.

But REITs are unable to maintain the high dividend yields as asset values decrease and the debt markets are seized. Dividends will come under further pressure as banks demand the retirement of debt ahead of payments of distributions where covenants have been breached.

So, why invest directly?

Investments in REITs generally behave more like an equity investment than a property investment and are therefore more sensitive to an often over anxious market.

While in good times, there appears to be good asset backing and a high-income return (as discussed above), this is under threat when times turn sour. The recent wild swings in share prices (many REITs are trading at significantly less than half their value a year ago) is not reflective of the underlying asset values.

These days, REIT securities will often be “stapled” to a development business and include exposure to risky overseas property and, in some cases, mortgage businesses.

Very few REITs are truly just investors in property and so it is no longer true that an investment in a REIT is a “bricks and mortar” investment. An investor in a REIT is relying as much on the operational performance of

Direct property investment provides solid returns over the longer term – you also know, understand and can see what you are investing in. As vendors become more realistic, excellent opportunities are coming to the market. For example, we are currently marketing a superbly located retail investment, with a new 5-year lease in place to an experienced operator showing a 7.9% initial rental return with development upside has recently been brought to the market. Such a deal simply would not have been available 12 months ago. This is just one of the excellent opportunities we currently have available to savvy investors looking to acquire quality property in a time of relative volatility. G

If you are interested in exploring commercial property investment for your portfolio, please feel free to contact me on 02 9899 1699 to discuss the exciting opportunities currently available.

The above is of a general nature only and any interested parties should obtain their own financial advice.

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The agents that Capital Corporation entrust to market and strata manage Versatile are Norwest Commercial and Industrial. For 27 years, Norwest have dedicated themselves the sale, leasing and management of commercial, industrial and retail property in Sydney’s north west business precinct.

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9899 1699 www.norwestcommercial.com.au GWP Magazine | Issue 20 | September / October 2008

19

real estate

Ruth Smyth, Asset Manager – Coldwell Banker Commercial Hills, Norwest Business Park

Is Your Commercial Property Being Well Managed?

Many owners think managing a property is simply a case of collecting the rent and paying some bills. In some instances this can run smoothly – until a tenant gets into hard times and starts falling behind with payments. Then what?

Invoices are paid and budgets calculated to enable tenants to pay a regular monthly charge over 12 months.

residential properties), but the agent is the owners’ eyes for any repairs or improvements needed to their asset.

Outgoings are reconciled annually with reviews of rents calculated and passed on.

Usually owners run to an agent to “fix” the problem.

The agent becomes the link between the tenant and the owner or strata manager for repairs and maintenance.

In a hard market chasing tenants to take up their option. If the tenant doesn’t exercise that right, the agency could lose that tenant to another property. So you run the risk of a vacancy and will definitely get charged a full leasing fee once a new tenant is found... a costly exercise.

So what is it that agents do to justify a management fee?

Firstly, they ensure rents are paid on time – management fees are deducted from rents collected, so if no rent is collected the agent doesn’t get paid.

If you have a net lease, in 90% of these types of leases the management fee is covered by the tenant anyway — thus being no cost to you as the owner.

What some agents are not doing?

Keeping in regular contact with tenants.

Conducting annual inspections of the premises (this is not mandatory as with

Before

After

Ensuring tenants have proof of regular air-conditioning maintenance, a current certificate of currency for public liability and have the tenant complete an OH&S assessment of their workplace under NSW Workcover requirements. G At Coldwell Banker Commercial your asset is looked after as if it were one of our own. Everything listed above is carried out for you by our team and a copy of the annual inspection report is sent to you with any recommendations. You have spent a considerable sum on purchasing your investment property. Now you need to ensure it retains its value or, in some cases where properties are older, be improved to increase its value in the future.

Let me take the opportunity to assess the services you are currently receiving and put forward our management services by calling me on 02 9912 4503.

From this in December 2007 to this in January 2008

20 GWP Magazine | Issue 20 | September / October 2008

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www.norwestnettv.com.au GWP Magazine | Issue 20 | September / October 2008

21

FINANCE

Thomas Thoma, Principal - WHK Horwath Total Financial Solutions

How to Manage Cashflow in Tough Times All business owners know the importance of cashflow. After all, “cash is king”. But there is often a gap when it comes to understanding what drives cashflow.

and trade creditors. These absorb and release cash to fund business operations.

It is great to make a profit, but how much cash profit is left as surplus after its partial absorption onto the balance sheet?

Many businesses manage short-term cashflow crises with knee jerk reactions.

This may have been adequate when the economy was booming and credit was easy. But the credit crunch, the tight labour market and spiralling petrol prices mean higher production costs. Any business that manages cash flow problems with ad hoc responses will put more pressure on its long-term sustainability, not less.

To improve your cashflow management:

The only way to assess cashflow is to understand the balance sheet and how much cash it has absorbed or released into the business.

2 Understand your trade debtor’s days • Make this a Key Performance Indicator (KPI) as part of monthly management reporting • Evaluate the historical debtor days and set new targets • Review individual customers and exposure.

Renegotiate credit terms • Tough times mean higher bad debt risks

Working capital is one of the most significant measures of a business’s ability to support day-to-day operations. Businesses which focus on working capital efficiency reduce their dependence on external funding and may gain a competitive advantage.

The three components of working capital that drive cashflow are: trade debtors, inventory,

1. Turn your Profit and Loss Budget into a Cashflow Budget.

• Factor in seasonality and determine breakeven points • Test cashflow by performing best and worst case analysis • If you are planning for growth, can funding be based on historical cashflow drivers?

3. Understand inventory levels and days.

Excess inventory is an overlooked source of cash • Review inventory levels by line. If there is

stock build up, this may indicate falling demand. Implement strategies to reduce stock levels and release cash • Review raw materials and optimum stock levels. Can the supply chain be reduced?

• Review supplier ordering procedures 4. Trade creditors Do you pay early and collect cash later?

If your debtor days are 70 days and your creditor days are 30 days, you have a gap of 40 days in which the balance sheet is absorbing cash. In the graph below, the trend lines indicate that while creditors are being paid quickly, debtor days have increased by 8. The wider the gap between the two lines, the greater the cashflow absorption by the balance sheet.

5. External Funding • Understand the covenants you agreed to when you raised the debt • Implement a system so these are reported as part of performance management • If you foresee problems, tell your financiers. Know where you stand so you can review your options before a crisis.

• If you are seeking extra funding, use tools which can analyse your business from a banker’s perspective. G

100 80

Ph: 02 9619 1937 Email: thomas.thoma@whkhorwath.com.au www.whkhorwath.com.au

Debtor Days

60 40 20 0 Days / Years 2004

Creditor Days 2005

22 GWP Magazine | Issue 20 | September / October 2008

2006

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Bigger, Better and Close To Home The only difference between WHK Horwath and the city accounting firms is the distance you need to travel.

Allan Farrar, Kerrie Wallace and the team at prominent Parramatta firm, Farrar & Co couldn’t agree more.

It was one of the reasons they decided to join forces with WHK Horwath, the Hills leading accounting and advisory firm.

On July 1st, the team from Farrar & Co moved to our office in Norwest Central. It’s good news for us and great news for businesses who want a full service firm that’s close to home.

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Building 12, Norwest Central 12 Century Circuit, Norwest Business Park Baulkham Hills NSW 2153 Ph: 02 9619 1955 GWP Magazine | Issue 20 | September / October 2008

23

FINANCE

Challenging Times for Finance Rod Cumming, Managing Director - Option One Financial Partners

With restricted lending affecting most sectors due to the cost and availability of capital, there aren’t too many people unconcerned with the current financial environment.

Indeed, we have not seen such difficult times since the 1992 recession when funding was greatly restricted and pricing of funds were at historical highs. It’s hard to decipher the various reports on the current and potential impact of further domestic and international issues on the Australian economy. Suffice it to say, that there is consistency in the outlook for subdued growth and high inflation moderating over the next two years with the most significant impacts being on retail sales through dwindling consumer confidence, increased cost of living expenses, continued static/ declining real estate prices (both residential, commercial/industrial and retail) and increasing unemployment.

The subprime crisis has hurt the financial markets considerably through direct and indirect losses and a higher cost of raising capital to support lending growth with the most pain felt within the second and third tier lending institutions. This has resulted in many non-major finance providers being unable or unwilling to continue lending, and consequently we are now seeing a reduction in competition in the lending market both

in terms of price and also niche lending solutions (specialist lenders). This practice of more prudent lending has an immediate impact both amplifying problems within the economy and having the potential to further slow economic activity. Basically, restricted access to funding impacts growth potential.

What this means for borrowers (large and small) is increasing difficulty in securing finance and a need to approach financing differently to improve prospects of success.

As lenders rationalise (restrict) lending, the ability to secure the finance that you need to grow your business or achieve your financial goals is becoming much more reliant on a professionally presented finance application and through ensuring that your application is assessed by the right people within the lending institutions.

If you do not have strong direct relationships with lenders at the appropriate level or a broad enough range of contacts, then it will pay you to engage a finance broker that does have the required level of established relationship at senior level along with the requisite respect of lending institutions.

It is also important to deal with a finance broker that has a long-term “relationship” approach with its client base so that the transaction is one that is beneficial over the longer term.

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The playing field has most certainly changed. However, it need not impact your business or financial goals should the correct approach be adopted, and that includes involving experts to assist you to reach your potential. G Rod Cumming founded Option One Financial Partners in 2000 after 25 years with a major trading bank, holding senior management positions in Corporate and Business Banking. Rod is a Fellow of FINSIA (the peak finance industry body).

Mark Hossen joined Rod in 2006 after 32 years with a major trading bank also with senior management positions in Corporate and Business banking. Both Rod and Mark have a well-established contact base within the finance industry while employing a long-term relationship approach with their clients and a level of industry expertise to assist you achieve your financial goals.

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25

Publisher’s GUEST

Publisher’s Guest The Hon. Alan Cadman, Member of Parliament for Mitchell of 33 years, 1974-2008, with Dmitry Greku, Publisher/Editor, GWP Magazine

GWP Business Resource & Lifestyle Magazine has started the new “Publisher’s Guest” Section, where key political figures from local, state and federal government will be able to share their views with the Sydney Business Community. It’s our pleasure to start this new exciting chapter with The Hon. Alan Cadman, who kindly accepted my invitation to be the first guest.

DG: Alan, you were elected Federal MP in 1974 and left your position in 2008 – that’s impressive. Almost immediately after your first election, you became involved in different Parliamentary Committees, you were a Shadow Minister, a Parliamentary Secretary to the Prime Minister…the list is endless. Most of these positions have been related to Small and Medium Business, International Trade and Industry, and Resources regulations.

26 GWP Magazine | Issue 20 | September / October 2008

Here is our first question for you.

What differences do we have in the Australian Industrial and Commercial System provided by the Government which gives us an opportunity for better growth and success in comparison with the neighbors in our region and makes Australia one of the most developed economies in the world?

AC: Australia has some great advantages for investors from outside and for those that want to carry on a business in Australia and export. We’ve got some great natural advantages, of course, with our people who are highly educated and, of course, the natural resources, both of the land and mining industries and the broad expense of opportunities involved. But underpinning all of that, and this is the most important factor about Australia, is that we’ve got the freedoms. But we have a great system backing up those freedoms.

First of all, we’ve got an elected Parliament that is freely elected and the Members of that Parliament can question the Government all day every day in the Parliament. And that’s what happens. Secondly, we’ve got a separation between the Parliament and the Judiciary. Judges are appointed for life; they are not played with by the parliamentarians seeking to get favor from judges or the legal system. And thirdly, we have a free press, which means that everything is under scrutiny

Publisher’s GUEST and the media can have a go at anybody they like. Now, those are important things, but backing it up is a solid banking system, a solid system of corporate law which means the auditing and business practices of Australia have to follow very strict rules. They are reliable and certain.

We’ve recently had changes in the government of Australia, and I’d have to say (although I know him quite well) Kevin Rudd has been a disappointment to me. Because it appears that so much of what he has been doing is passing important decisions over to Committees or Commissions of Enquiry hoping one day he’ll get some answers to questions that should have been answered before the elections.

The Australian people voted for him on the expectation that he’d do some important things about their lifestyles. But instead what we’ve had are signing of treaties, saying “Sorry” to the indigenous community. A lot of superficial things that target the heart strings of some, but really do not contribute a great deal either to the indigenous people whose real problems happen to be health, education, getting a job and decent housing. That is what they really need and that’s what they really want, not just tokenism. And we really do need some good answers about our water supplies and big projects to ensure we’ve got a steady water supply. This is about superficial publicity seeking rather than governance. It’s not the actions of a statesman - it’s the action of a politician.

DG: Should we expect any changes in the IR Laws in the near future and, if so, how will these changes influence the employers and employees in both monetary and social fashions?

AC: The change in the government has meant there is going to be changes to the Industrial Relations Laws. I don’t think they’ve been properly thought through, because many people are happy now that the Australian Workplace Agreements put in by the previous government are working to free up employees to negotiate their own conditions and wages, to be able to do better than if they were locked into a centralised system controlled by the union movement.

I am fearful we’re going back not to days of Paul Keating, but days before that, days before Bob Hawk even, where the union ran the government and the government responded to the union movement. I think this is a serious change, but I am willing to hold my judgments until we see the final

package of the government’s industrial relations changes.

The changes to industrial rules are going to be substantial, but they are going to us gradually. The first changes have been made about knocking Australian Workplace Agreements. Now that’s going to be very hard for some people, particularly for those capable of negotiating their conditions with their boss.

DG: What economic goals have you set and achieved during your career in the Australian Government? What else could be done?

AC: One of the things I was really proud of (and some people won’t like this) is the bringing in of Goods and Services Tax. Small Businesses at last know month by month every 3 months or every year on what’s going in their business. I used to be worried when I was in small business not knowing from day to day on quite how we were going. The GST forces that (and I am sorry it is a tax). But the big consumers are the big payers, and those who are really productive get their money back at the end of the day. And so I think it is a better tax than taxing effort. Income tax just taxes people who work hard. And I think the people that work hard should be allowed a bit more liberty, a bit more freedom, a bit more capacity to earn, because they are those that we really need in our society. So I like a GST, I don’t think it was perfect in the way it was designed, and I’d like to see some changes but that probably won’t happen.

In regard to the industrial relations laws, the laws that we were able to bring in and the changes that were made, first of all in the shipping industry, where we’ve moved our exports - you know the fabulous things that are made by people in Australia, that we export and which we depend upon, to live on, to earn our income.

And I guess then the other one, that I am proud of is a way in which I have been able to get special laws for contractors, people who are self-made and go out and do their own thing. It is really good to know they are protected under current laws. I hope they are kept. I hope they don’t change. I hope the current government doesn’t change those laws. They’ve been really important.

And I guess the final thing I am proud of is the changes to family taxation. At last Australia is giving families with children a better go than they’ve ever had before.

Business Community and always present at all business and local government events. Could you tell us of any particular developments important for SMEs in the future?

AC: I want to bring to the attention of our community the areas they need to be very careful about in the future. Some will be good and some will take a lot of watching. First of all I believe there needs to be changes to the Trade Practices Act. I believe the big retailers have too much power and I do believe that the large end of town has been able to capture too much of the retail market.

There needs to also be a better consideration of personal services. You know nothing is more exciting and makes a person prouder when they can start a business of their own.

Now some businesses, if they are conducted from home or if they are conducted with only one or two employees, particularly if they are relatives, can be regarded as personal services and are taxed as if that person is employed. I think that’s wrong.

I think the change we need to see is if a person claims they are self-employed, they need to be considered by the tax office to be self-employed. The tests are too tight at the moment and they need changing, so that will encourage people and give them more incentive.

For families there still needs to be further changes to the family tax act, and I know some of my former colleagues in the Parliament are very keen to see that there is a better balance for families between being at home for the mums, being at work, achieving childcare and making the decisions to pay off their debts and manage their family income in the best way possible.

Governments can help, they can do more and more needs to be done. These are the things in the future that I want to see.

And finally, to so many of my friends I just want to say thank you. One of the greatest privileges any person can be given is to represent this Nation and to be a representative in the Federal Parliament.

Thank you for giving me the opportunity for 33 years in the Federal Parliament to represent you. G Please watch a full interview on Norwest NET TV @ www.norwestnettv.com.au

DG: You are very much involved in the

GWP Magazine | Issue 20 | September / October 2008

27

business ADVICE

Enterprise Connect Pathway to Success Getting the right advice on operating a business can often mean the difference between success and failure for small and medium sized enterprises (SMEs), particularly in today’s increasingly competitive and global environment.

(the researcher may be from a university or research agency) • speed the dissemination of research • accelerate the adoption of new ideas and technologies • increase competitiveness of firms and • create jobs

Recognising this, the Australian Government has introduced a specialised program to direct comprehensive support to SMEs to help them become more innovative, efficient and competitive.

Often the SME sector is suspicious of outsiders coming into their companies and “telling them what to do”. With this program, such fears can be put to rest.

Enterprise Connect, a $251 million initiative is designed to help SMEs acquire the knowledge, tools and expertise to improve productivity, increase competitiveness and capitalise on their growth potential in today’s evolving business environment.

Enterprise Connect has two over-arching components — manufacturing centres and innovation centres. Together, the centres provide a national network of services and support for eligible SMEs to access expert advice tailored to their individual firms.

The program has a network of independent business advisers and the first step for SMEs taking part in the program is a free comprehensive Business Review to be conducted by a business adviser at the firm’s premises.

Business advisers work throughout the various operational levels of the firm to develop a thorough outsiders’ view of: • the strengths and weaknesses of the firm • strategic business issues • potential areas for business improvement and • potential areas for growth The next step may be the use of the program’s Tailored Advisory Services to help firms engage an expert who can assist in implementing changes to improve their business performance.

Through Enterprise Connect, the Australian Government will reimburse the firm half the cost, up to a maximum of $20,000 (excluding GST), of engaging the expert.

28 GWP Magazine | Issue 20 | September / October 2008

Enterprise Connect Business Advisers (l-r): Steve Balachandran, Australian Industry Group, Bill Kerr, University of Western Sydney, and Patrick Muraguri, NSW Business Chamber.

Enterprise Connect does not deliver a “one-size-fits-all” standardised product but instead focuses on the demands and unique situations of each company that participates.

Our business advisers are a “neutral party” who are not running an agenda and so give impartial advice. This may not always be palatable, but it is honest.

Typical projects that are identified through the Business Review process and funded include: • supply chain management • quality management systems • lean manufacturing/office • strategic and business planning • waste/resource management • new product/service development • diversification/economies of scope • market access and development including export

Clearly, the program has many benefits for SMEs. A growing number of firms have taken up the services of the program. One of the clients had this to say: “We unreservedly recommend the Business Review – you’ve got nothing to lose and you get exposed to information and ideas that you may never have thought about when you’re focused on solving the day to day issues of running the business”. G

In addition, the Australian Government has committed $10 million within Enterprise Connect to support the placement of researchers from universities or public research agencies into businesses where such a placement would help to develop and implement a new idea with commercial potential.

For more information or to see if you are eligible to take part in the program like others who are already participating, contact: W: www.enterpriseconnect.gov.au E: enterpriseconnect@innovation.gov.au P: 131 791 Steve: 0400 661 354 Patrick: 0417 277 115 Bill: 0408 228 773

The Researchers in Business service offers funding for up to 50 per cent of salary costs, to a maximum of $50,000, for each placement.

Placements can be for up to 12 months.

The service aims to: • help break down the cultural divide between business and the research sector

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GWP Magazine | Issue 20 | September / October 2008

29

business ADVICE

Scott Tyler, Managing Director - International Institute For Business Excellence

Business Building Blocks In business our goal is to create a business architecture that allows us to make the most money and incur the fewest costs whilst expending the least amount of effort. To clarify, when I talk about architecture I am referring to your business relationships, systems, structures, and practices. I like to call these elements “business building blocks”. These business building blocks not only come to define a business, but they are also the mechanism by which a business generates income. In this article I will examine three of the more common business building blocks – Branding, Intellectual Property and Licensing.

Branding Building equity within a brand and then leveraging that equity to other products and services is a common business building strategy. Richard Branson is the most obvious example of someone who has built equity in a brand (Virgin) and leveraged that equity to build multiple revenue streams. I am sure we have all heard of Virgin Airlines, Virgin Records, Virgin Mobile and Virgin Money.

In order to adopt the “Branding” business building block for your business, you will initially need to invest the time and resources to build equity into your brand. This is by no means an overnight process. So how do you build equity into your brand? Well that’s a topic for another article. However, I can tell you that it does involve consistent, repetitive communication of your brand via different media over time. Whatever your product or service, you can develop multiple revenue streams by careful leverage of your brand’s equity.

30 GWP Magazine | Issue 20 | September / October 2008

Intellectual Property All businesses have intellectual property (IP), regardless of their size or industry.

Common examples include the name of your business, logos, copyright material, designs, patents and trademarks. Patents and proprietary processes represent an untapped source of revenue for many companies. McKinsey (Global Consulting Company) research shows that in lots of cases, companies could earn at least 5 to 10 percent of their operating income from the sale or licensing of intellectual property.

Most companies do not realise what IP they have, what it is worth, or what other industries could do with it. I encourage you to take a look inside your own business.

What IP do you have that can be leveraged?

If you are not sure, seek outside specialists who can determine that for you. Then identify the best market for the IP identified and use industry contacts and experience to negotiate a sale.

Licensing The word license essentially means to give permission and it is one of the most powerful business building blocks available.

As a licensor, you may grant a license to another legal entity to do something (such as copy software, distribute products under a trademark or use a patented invention) without fear of a claim of intellectual property infringement.

A license usually has several component parts, including a term, renewal conditions, as well as other limitations vital to the licensor. A license may also stipulate what territory the rights pertain to.

Instead of being a licensor, you may decide to be a licensee. You may see an opportunity to purchase the license for

a well known trademarked brand to use with the products or services you already distribute. This licensee strategy could also provide additional sources of revenue for your business.

The structure of your business will certainly dictate the size of your turnover. Careful selection and adoption of the business building blocks identified in this article can have a massive impact on your business.

If these aren’t your cup of tea, then there are other business building blocks that you could adopt. Examples include Franchising, Network Marketing, Social Marketing and Accreditation Services. If you feel as though your business is in a lull, take a step back from your business, and really consider what business architecture you can use to transform your business. G

At the IIBE we “make your business work for you”. If you would like some advice on what “Business Building Blocks” you could use for your business, contact the IIBE on 1300 309 171 or email info@iibe.com.au to organise a free consultation.

GWP Magazine | Issue 20 | September / October 2008

31

FEATURE

Malcolm Irvine, NSW Corporate Account Manager - Lanier Australia

High-profile Publisher Benefits Company and Planet The Challenges • Carbon Footprint at risk with increasing energy and paper use • High printing and operating costs with 48 individual products in use • Time wasted by the IT department helping staff and fixing outdated equipment With a high turnover of print materials throughout this international publishing company, a head office staff of 450 and high print demands, developing a consistent environmental plan was always going to be an issue. Staff were labouring under the differing service contracts of 48 individual printer, copier and multifunction devices supplied by five different companies. This led to ongoing repairs, a high number of consumables purchased, delayed print queues and paper wastage.

The existing setup was creating workflow problems and was inconsistent with the company’s stance on sustainable practices.

Low staff productivity was a concern due to the need for several print runs caused by misprints. With a busy team these problems were holding up production and becoming increasingly costly for the company.

The Solution • 25 printers and multifunction devices networked to a central server

observing the existing company processes over a three-month period using their unique DOCutivity™ assessment, Lanier customised the solution to suit the publisher’s needs, and installed 25 fully networked printers and multifunction devices.

Lanier instituted the Cartridge Takeback Program and established recycling stations.

A new duplex printing facility along with the electronic movement of files dramatically reduces paper wastage, and Lanier’s energy-efficient machines and power-saving technology cut down energy usage.

Large print jobs are defaulted to high-speed printers and misprints are now a thing of the past. All incoming faxes are received at a central email address and then forwarded electronically to the intended recipient.

A number of software solutions ensure a more streamlined process, including central monitoring of equipment performance and staff usage.

The tender was awarded to Lanier due to their ‘bird’s eye’ view of the problem. After

32 GWP Magazine | Issue 20 | September / October 2008

By utilising such company-wide changes, Lanier’s introduction of various environmental initiatives not only saves the publisher money in the long-term but takes care of the planet as well. G

Measurable Results After the publisher’s print overhaul, the most overwhelming improvement is in productivity throughout day-to-day activities.

The results have been impressive: • 50 per cent reduction in reliance upon the help desk; • Higher staff satisfaction due to consistency of user-friendly interfaces and drivers on the new products; and

• Focus on environmentally friendly initiatives • Software solutions installed to enhance usage, security and monitoring

The Lanier Difference Lanier’s solutions were sensitive to the publisher’s environmental concerns. As participants in the carbon offset travel scheme run by climatecare.org, the wellrespected international publishing company had to uphold these values throughout day-to-day company operations. Lanier’s solutions to the company’s printing issues also addresses the problems specific to the publishing industry, namely, tight deadlines, a large staff, the need for firstrate reproduction of maps and proofs, and the requirements of a difficult research and writing process.

• Cost savings, including low printing and operating costs All this has been achieved with a reduction in carbon footprint through lower energy and paper usage.

For more information about our document management systems and environmental sustainability programs, please call 1300 362 345 or visit www.lanier.com.au

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GWP Magazine | Issue 20 | September / October 2008 16/6/08 2:30:49 PM

33

Feature

Jim Keane, Business Manager - Enrico’s Kitchen

Enrico’s Kitchen - Australia’s Leading Pasta and Pizza Manufacturer - Has a Big Heart Enrico’s Kitchen is Australia’s leading pasta and pizza manufacturer. Enrico’s sensational traditional Italian pasta and pizza are sold to major supermarkets – Woolworths, Coles, Safeways and BILO. Aussie Kids buying their lunch at 5,500 school canteens across Australia tuck into the delicious 97% fat free pasta and pizza meals with the “Green Tick” from the NSW School Canteens Association.

Restaurants, clubs and catering companies love Enrico’s catering packs. And Enrico’s is found in thousands of Aussie homes. It’s no wonder Enrico’s has experienced 61% growth in the last two years. Such fantastic growth is a story in itself.

as Enrico’s Kitchen’s, Aussie Sweets and Cumberland Fine Foods, manufactures and packs a wide range of food products for major food companies, and provides first class packing services for household goods, pharmaceutical and veterinary products. As the company has grown, it has provided more jobs for people with a disability.

However, few people realise that every dollar spent on Enrico’s products benefits the community by providing employment for people with a disability. Enrico’s is a division of Cumberland Industries Limited, a charity employing 540 people with a disability and 180 staff in its seven commercial operations in Western Sydney – at Castle Hill, Auburn, Wetherill Park, Mt Druitt, Penrith, Blacktown and Seven Hills. Her Excellency Professor Marie Bashir AC, CVO, Governor of New South Wales is the Patron of Cumberland Industries.

When Cumberland Industries acquired Enrico’s Kitchen in October 2006, it retained all Enrico’s traditional recipes and kept on the 60 staff with their skills and expertise. Enrico’s now provides supported employment and training for 7 people with a disability, with the number soon to rise to 22.

Cumberland Industries Ltd started 47 years ago when parents of children with an intellectual disability set up the company to provide employment and training for their own children with a disability when they left school.

From these humble beginnings, Cumberland Industries has transformed into a world class “Social Enterprise” with a turnover of $25m in 2007/2008. Cumberland produces and markets its own food brands – such

34 GWP Magazine | Issue 20 | September / October 2008

Enrico’s is Cumberland’s flagship business.

Enrico’s Kitchen was established in 1987

by Sydney restauranteur Enrico Viscontini.

Enrico’s restaurants had a great reputation for fabulous traditional home-style Italian food that became so popular Enrico established Enrico’s Kitchen to manufacture his products for retail markets.

Since Cumberland Industries acquired Enrico’s in October 2006, it has increased its turnover by 61% - from $5.7m to $8.9m.

There has been phenomenal growth in sales to supermarkets, particularly with the 220gm pasta range, the 3kg family meals, 1kg premium lasagna and our frozen and fresh pasta, which have really taken off.

Enrico’s has also increased its share of the school canteen market to 55%. 5,500 out of 10,000 schools nationally now sell Enrico’s and we see increased growth in this area. Our products are simply so good, that on taste and flavour, we beat the opposition hands down. Schools love Enrico’s because our products are 97% fat free, have no artificial flavours or colours,

have the “Green Tick” from the NSW School Canteens Association and Enrico’s support people with a disability. Of course, we aim to build brand loyalty to Enrico’s from an early age.

Our fresh pasta is also a winner - Enrico’s Kitchen fresh pasta has won numerous awards at the Sydney Easter Show and is available in supermarkets, butchers and fine food shops. Enrico’s catering packs are also popular with restaurants and catering companies. I recall one restaurant had a bit of a problem when a diner was so enthusiastic about the lasagna that he wanted to meet the chef and congratulate him personally!

At Enrico’s we have a simple clear message for Aussie families - Enrico’s sensational, healthy traditional Italian pasta and pizza are so good, why cook? And there’s another bigger message – a successful business can also have a big heart and improve the lives of people with disabilities, their families and carers. G

14-16 Cavasinni Place, Wetherill Park NSW Ph: 02 9756 1718 Email: jimk@cumbind.com.au Website: www.enricos.com.au

business advice

Advertising Agency Reveals Long Hidden Secret Formula for Successful Advertising Stephanie Dale, Managing Director - DMC Advertising Group Pty Ltd What makes a successful advertising campaign?

importance on the actual words used in the campaign.

What kinds of words are we talking about?

What makes up the magic formula?

Here’s a breakthrough for you… it’s not the brilliant creativity, the typeface you use, the reversed out type or even the star bursts.

The words in your marketing pieces are the elements that take people by the hand and guide them to the action you want them to take, not the graphic elements.

Headlines + Subheadlines + Problem Description + Solution Description + Results Description + Proof + Offer + Guarantee + Call to Action + Sense of Urgency = SUCCESS G

Graphic elements are important, but only as support for the words. You can sell without graphics, but you cannot sell without words.

To ensure your next advertising campaign has the punch you need to get results, call DMC Advertising Group.

You want your prospects to take action and take the next step towards becoming your customer. Focus on the words you use in your advertising. Use dynamic attentiongetting headlines, informative and succinct subtext, clear instructions of what you need them to do and a very clear understanding of your promise to them!

DMC Advertising Group specialises in the creation, design and production of effective marketing tools. Contact us on 02 9680 8666 to discuss your specific needs.

No, it’s the “WORDS” you use – the copy, the headline, the sell, the “ASK” and the “urgency” factor.

Images will engage your prospects but they will not make them take action.

Only WORDS can get people to do that.

Colours, graphics, pictures, etc., have their place in the advertising mix; however, many people become too involved in the image selection and forget to place major

GWP Magazine | Issue 20 | September / October 2008

35

business advice

Barry Knowles, Managing Director - Sydney @ Work

Picking the Best People I thought that this month I would share some thoughts on selection and interviewing techniques aimed at improving the effectiveness of your business.

It goes without saying that your business will do much better if you have really good people working in it - whether that is a Sales Manager who can close a deal, an Administrator who is highly efficient, or anyone in between.

Interviewing is a notoriously unreliable method of selection and you don’t spend much of your time interviewing anyway, so the skills and techniques needed may be rusty when you need them. However, the consequences of a bad hiring decision can be horrendous.

Make the time My first piece of advice is, if you possibly can, reorganise temporarily or employ a temp to create the time needed to find the right person. With typical notice periods of 2 weeks and hiring cycles of a month or more, rushing will increase the risk of a bad decision. Secondly, make time available to plan, read CVs and interview.

If you can’t do that, or you feel it is not the best utilisation of your time, use a good agent who will do most of the groundwork for you.

What are you interviewing for?

Preparation is key. The first stage is to write down a clear specification for what you need in the person. This needs to cover skills, training, background experience, attitudes and personality. You cannot conduct a good interview if you don’t have a really clear idea of what you are looking for.

36 GWP Magazine | Issue 20 | September / October 2008

Be realistic and look for potential Having defined your perfect person, you then need to recognise that you almost certainly will not find them! You will get a partial fit, but not total, so you need to decide what characteristics are most important.

In my opinion, Potential and Attitude is what you are looking for. People who move from one job to a very similar one can lack motivation, challenge and inspiration.

Knowledge can be imparted by training.

Skill has to be learned by experience. Ability is built in. It can’t be altered. Attitude drives success. Look for Attitude and Ability and, perhaps, Skill over Knowledge.

Past performance is the best guide to future performance Now that you know exactly what you are looking for, you can prepare for the interview.

Have a set of pre-prepared questions related to the criteria you are looking for, but supplement these with others as the interview progresses. Use “open” questions which invite the interviewee to explain his or her attitude or past performance.

“Tell me about a time when you had a really difficult customer on the phone, what they said, and how you dealt with the situation?”

This will tell you much more than: “Have you had difficult customers to deal with?”

“Do you deal with them well?” To which the answer is obviously “yes”, “yes”.

This question preparation takes time initially but gets much easier as you get used to it.

Remember, the criterion is not to get the interview over in 45 minutes but to ensure you have evaluated the person to your satisfaction.

Other tips Try not to favour someone in your own image. (Sales people tend to like other sales people, which is fine until they are trying to find an Accountant!)

Control the interview. You will sometimes have to firmly say something like: “If we could get back to the question I asked” or “Yes, I have enough on that now. We need to move on to some other questions.”

Selection Try to organise interviews as close together as possible so that you can compare and contrast more easily. Take the time to take notes. By the time you complete interview 4, interview 1 will be a blur! Once you have made a decision – move quickly! The best people get jobs quickly.

Salary is rarely the reason people leave jobs unless they are not being paid their market worth. Know the market, therefore, before you decide what to offer someone.

Then looking after them both in terms of salary and how they are utilised and motivated after they join is vital. After all that effort finding them, you wouldn’t want to lose them would you? But that’s for next time… G Sydney@Work Suite 201, 12 Norwest Central Century Circuit, Baulkham Hills 2153 Tel: 02 9680 2051 Fax: 02 9680 3051

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9Wbb /,+/ )),, [dg bdgZ ^c[dgbVi^dc# GWP Magazine | Issue 20 | September / October 2008

37

business advice

John Watters, Programme Manager - ParraSIP

Succession Planning Contemplate the following scenarios: imagine taking a day off work, perhaps a week or even a month. Would your business still operate without your input?

Could your employees or fellow colleagues complete the majority of your tasks? Would you be economically ruined? But what’s the likelihood of such a scenario happening?

You’re a healthy, strong, diligent person who loves pressure and deadlines and can always deliver. Nonetheless, for anyone who has completed a SWOT analysis, while Strengths and Weaknesses can largely be influenced by a business, the Opportunities and Threats are largely subject to external forces that cannot be controlled. It is these external factors that require sound succession planning.

If you pick up any media article, you are more than likely to read about skills shortages in almost every industry ranging from hairdressing, metals and engineering, transport and logistics, hospitality to printing. While many are quick to blame various bodies for such a predicament, few are offering solutions. In many industries the ageing workforce is more present than others, but more interestingly is the fact that while thousands of young people are in training at present, no one can possibly argue that a person retiring with twenty years of experience can possibly be replaced by someone with numerous letters after their name and no experience.

Above all, the “skills shortages” hysteria and often empty rhetorical articles hides this aspect. Businesses must be analysing their possible position in not ten years time, but three to five.

While there are literally hundreds of articles available about Generation Y and their

38 GWP Magazine | Issue 20 | September / October 2008

failings and misgivings, the fact remains: every business’s future will largely depend upon the next generation. Subsequently, businesses must be considering where their employees will be drawn from and how they will attract suitable candidates.

This can become most problematic with some studies suggesting that it can take up to 24 weeks and cost $60,000 to attract, train and deliver results after an employee resigns. Other studies also suggest that retaining staff and customers can cost one-sixth as opposed to gaining new staff and customers. In any case, for business continuity, succession planning is imperative.

“splendid isolation”, their future may be more precarious as other businesses take the lead. Unforeseen events occur and plans are useless, while planning is indispensable. G

Many forward thinking businesses are acknowledging that the future viability of their business lies largely within the actions that are taken today. Many businesses take students for a week of work placement, attend work ready days, facilitate site visits and present at various events, to illustrate their social and corporate values and improve their brand awareness. Nonetheless, more businesses are realising that by participating in such activities organised by Local Community Partnerships, they are increasing their “R Strategy” or first mover advantage in attracting potential employees in the future.

Parramatta p | 9633 7100 www.parrasip.com.au

Succession planning is not simply about having a written inflexible plan or a series of laminated inspirational posters hanging on the wall. It is about putting in place actions, activities and effort in addressing the needs of the business now and in three to five years time. The business environment is dynamic and will continue to change at an unprecedented rate, and for those businesses that remain in

To improve your succession planning, contact one of the following Local Community Partnerships in your area.

Blacktown p | 9853 3247, www.breedcp.com.au

Hills/Hornsby p | 9639 7999 www.hillssip.com.au

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GWP Magazine | Issue 19 | July/August 2008

39

business advice

Rebecca Cushway, Workplace Psychologist - Careers Excelled

Managing Workplace Stress Stress isn’t a dirty word. In fact, stress is necessary to sustain performance in any work place – the secret is creating the right kind and amount of stress to support productivity.

Stress that creates negative responses can have damaging and expensive impacts on your business. These types of stress need to be avoided.

Threat Stress Threats rock the boat and undermine our basic need for security. Typically the types of threats that create problems at work include: • Job Insecurity • Harassment and Bullying • Discrimination and • Potential for Physical Injury Strong policy and active management role modeling are the best forms of deterrent for these types of workplace problems.

Frustration Stress This is an unproductive and negative kind of stress that needs to be avoided or acted on constructively to produce practical solutions for people. These include: • Poor workplace communication • Lack of recognition of achievements and issues or concerns • Lack of appropriate training • Boredom • Constantly being overlooked for promotion without understanding why Frustration stress is common in Australia and leads to high staff turnover, high unplanned absence or sabotage and noncompliance in some form. These issues can be addressed by opening the lines of

40 GWP Magazine | Issue 20 | September / October 2008

communication and encouraging a culture that responds constructively to feedback and recognition.

Personal Stress Personal circumstances play a significant role in contributing to workplace stress.

Employers often struggle to understand what they should or shouldn’t do to help. It is important to recognise that managers do not need to take on the role of counsellor.

It is quite appropriate to listen; however, offering solutions and being the only sounding board is risky. If you believe there are underlying problems with employees, seek support from a psychologist or Employee Assistance Program service on how to deal with the issue.

Workplace pressure is a common and healthy form of stress necessary to sustain performance. The trick is providing the right dose! The most common forms of pressure include: • Deadlines • Change • Personalities and Management Styles • Stretching capabilities Too much pressure is caused most often by management behaviours such as: • Taking a seagull approach – some managers fly in when there are problems, squawk, dump on staff then fly off • Dumping rather than delegating • Not providing a clear plan and pathway for development with a realistic appraisal • Constantly changing direction without getting buy-in and providing a process to support it • Overloading people with too much information or work at once These types of behaviours can result in

burnout. The greater risk here is for small business where there is usually little back up, and often, because of people’s loyalty, the warning signs are carefully hidden.

Rust Out At work people want clear purpose and a sense of achieving something. Rust out occurs when people feel underutilised which has the impact of people feeling undervalued. Not only is this a waste in resources, it undermines confidence and when you do need to up the ante, people suffering rust out find it much harder to pick up and start again.

Taking preventative measures against unhealthy workplace stress requires managers to focus on: • Monitoring their own behavior • Tuning in to the needs of their team • Processes and communication to support productivity G

Careers Excelled specialises in assisting managers to get the best out of their people at work. For further information contact us.

Careers Excelled Ph: 9899 9674 www.CareersExcelled.com.au

Let us create

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To book an Electrician call

1300 535 846

GWP Magazine | Issue 20 | September / October 2008

41

business PROFILE

The Key to Mastering Wealth is Education Bill Ryan, Managing Director - Mastering Wealth

Mastering Wealth is a company extremely focused on growing and developing their clients through investment services and education. They provide their clients with the products, services and support they require to create considerable wealth responsibly and progressively.

Bill Ryan is the Managing Director and Founder of Mastering Wealth and is a renowned international Stock and Options speaker, passionately sharing his knowledge both in Australia and internationally on wealth creation strategies. The exciting news is that Mastering Wealth “can teach you how to trade or trade for you”.

Bill has over twenty years experience in the trading and finance markets and is a pivotal part of the Mastering Wealth Trading Team. He is a professional international equity options trader, focusing on trading strategies, tactics, tools and processes. Bill provides invaluable experience and structure to a repeatable and successful trading methodology, which are cornerstones of the Mastering Wealth trading philosophy.

Mastering Wealth has a series of upcoming free Preview Seminars throughout Australia, where attendees are introduced to concepts which show them how they can: • Generate monthly income streams using Stocks and Options

• Make money regardless of market direction • Learn the art of non-directional trading strategies • Profit during volatile times • Have low risk, high return investment strategies with capital protection Since the beginning of this year, Mastering Wealth has returned more than 70%* in one of its Market Report Services, utilising nondirectional trading strategies!

Individuals who attend a Mastering Wealth 2 Hour Preview Seminar have a unique opportunity to see how to maximise their returns whilst minimising their risk in the Stock Market. They will learn how to have all the upside gain without the downside pain!

Mastering Wealth offer their clients the opportunity to “learn how to trade” or to simply engage the services of their professional Stock and Option traders who will work on their behalf 24/7.

Either way, you can build your portfolio by leveraging from Mastering Wealth’s professional expertise as worldwide Stock and Option Traders.

Mastering Wealth like people to consider the following three questions: 1. Does your current portfolio make returns in all market conditions?

DESKSandCHAIRS.com.au Nothing More & Nothing Less

Office Desks & Chairs Order online 24/7 Delivered to your door Couldn’t Be Easier!

ORDERING

24/7

Visit the website today www.desksandchairs.com.au 42 GWP Magazine | Issue 20 | September / October 2008

2. Are you happy with your current investment and superannuation returns?

3. Do you understand how to trade nondirectionally?

If you answered “no” to any or all of these questions, you need to book into one of their upcoming Preview Seminars.

Bill often tells his clients that wealth creation is not difficult once you know how; all it requires is Desire, Education and Application. Bill urges anyone who may be interested to take two hours out of their busy schedules to attend an event that could possibly change their life.

So, if you are genuinely serious about growing your wealth, whether you are an experienced investor, trustee of your own Self Managed Superannuation Fund or brand new to investing, please feel free to contact the team at Mastering Wealth as they would welcome the opportunity to assist with any enquiries you may have. G

To book into one of the Mastering Wealth Seminars, please visit www.masteringwealth.com.au or simply give us a call on 1300 888 745 * Based on a $20,000 account with 30% allocation per trade and does not include brokerage or compounding.

GWP Magazine | Issue 20 | September / October 2008

43

business chamber

2008 Parramatta Business & Sustainability Expo Tuesday 23 September 2008 Crowne Plaza Parramatta 12 to 6pm Parramatta Chamber of Commerce and Parramatta City Council, in conjunction with Expo Edge, are pleased to present the eighth Parramatta Business & Sustainability Expo at the Crowne Plaza Parramatta.

This will be the second time our Expo will be held at this prestigious Parramatta CBD location due to the fact that it was a fantastic success for both exhibitors and visitors in 2007.

This year the annual Parramatta City Council’s Sustainability Expo will be incorporated into the Business Expo giving this expo a new theme. There will be Sustainability Workshops sponsored by the NSW Department of State and Regional Development and booths specifically presenting the Sustainability theme. The Sustainability Expo seeks to assist businesses interested in corporate social responsibility and taking a stand on climate change through a series of workshops and exhibits to demonstrate how incorporating sustainability can improve the bottom line for business providing business with the “toolbox” to tackle the sustainability challenge.

Sustainability has become a key challenge for business. To be environmentally, socially and economically sustainable and remain competitive, business needs to be equipped with the knowledge and tools to effectively manage and efficiently utilise resources such as waste, energy, water, time and people.

44 GWP Magazine | Issue 20 | September / October 2008

2007 Parramatta Business Showcase Staff from Coulton Isaac Barber receiving best Rookie Exhibitor Stand Award presented by David Milne from Expo Edge and Paula Roden from Parramatta Chamber of Commerce Over 50 exhibitors, businesses and community organisations from our region have been invited to display their goods and services, highlighting some of the best talent, products, services and innovations Western Sydney has to offer to the expected 400 visitors from the local business community who are there to find out what is available to them on their own doorstep.

Directly following the Expo’s closure will be a networking Cocktail Party from 6 7.30pm hosted by the Parramatta Chamber of Commerce in an adjacent function room at the Crowne Plaza Parramatta where free drinks and canapés will be served. Exciting prizes from the Expo’s Passport Promotion will be drawn, and you will have a chance to chat to the many Chamber members, Expo visitors and exhibitors.

We would like to thank our major sponsors, Crowne Plaza Parramatta, Parramatta City Council and the Department of State and Regional Development for their support to make the event and the After-5 cocktail

party and networking function free for Visitors to attend. G We are also extremely grateful to our many Alliance Partners - Awards & More, GWP Business Resource & Lifestyle Magazine, Inflatable Event Company, Wave AV, Wickham Public Relations and XDesigns - for their support to make this event a success. We would also like to make a special mention to Snap Printing who has provided us with all our printing requirements.

Visit www.parramattachamber.com.au or www.expoedge.com.au to download a booking form or to find out more about exhibiting or registering to attend.

business EVENTS

Parramatta Regional Awards for Business Excellence

Department Of State And Regional Development

Blacktown Business Expo

Awards Presentation Night

Busting Business Myths

Tuesday 9th September 2008 12:00am - 6:00pm

2nd September 2008

2nd September 2008 4:30pm - 6:15pm

Bowman Hall Blacktown Cbd

Sydney Powerhouse Museum

ENTRY IS FREE FOR VISITORS

The Roxy Hotel Parramatta Suncorp Parramatta Regional Awards for Business Excellence are presented by the Parramatta Chamber of Commerce and recognise business excellence in Sydney’s Greater West.

Separate fact from fiction. Business experts from industry, consultancy and Government address some of the biggest business myths to help you plan and run your business more effectively.

www.parramattachamber.org.au

www.smallbusinessmonth.nsw.gov.au

www.expoedge.com.au

Parramatta Business & Sustainability Expo

Cumberland Business Chamber

Hills Excellence in Business Awards

23rd September 2008 12.00am – 6.00pm

20th Anniversary Dinner

Awards Presentation Dinner

Crowne Plaza Parramatta

Saturday 11th October 2008 6.00pm for 7.00pm

Friday 31st October 2008

This year this expo has the new theme of Sustainability brought about by the incorporation of the 2007 Parramatta City Council’s Sustainability Expo into the Business Expo this year.

ENTRY IS FREE FOR VISITORS

www.expoedge.com.au

Club Marconi Marconi Plaza, Bossley Park

The purpose of the awards is to recognise, promote and reward business excellence in the Hills.

For further information and to reserve a booking, contact Narelle on 0418 257 394 or John on 0411 577 099

www.cumberlandbusinesschamber.com.au

www.hillsexcellenceinbusiness.com.au

GWP Magazine | Issue 20 | September / October 2008

45

Publisher’s CHOICE

Looking for a

Lakeside Dining Experience?

This reaction was furthered as soon as I met our host, Julie-Ann Manahan, who was gracious enough to answer any questions I had concerning our food, its preparation, and the special ambience she and her partner Charlie had created.

46 GWP Magazine | Issue 20 | September / October 2008

The visit was somewhat unusual because Julie-Ann had already pre-picked our meal for us, so we got a fair sampling of their signature dishes.

There were three in our party including our wonderful photographer, Francesca. If you just followed our own meal plan, I’m sure you would enjoy your dining experience.

U

C

IS H E BL R

’S

W

hen our publisher, Dmitry, invited me to Norwest Business Park for lunch by the lakeside, I had no idea of just how pleasant an experience I was in for. But as soon as I arrived at Iso Lounge and saw the lake with its beautiful fountain sculpture and the restaurant’s custom-designed interior décor, I felt totally relaxed.

P

By Larry Woldenberg

HOICE

Iso Lounge does modern Australian Cuisine.

So it offers a summary selection of international

cuisine symbolising the worldclass city of Sydney. Their chef, Mathew Gardiner, has a background that includes a 3-year stint in Thailand and New Zealand. In fact, Iso Lounge changes its menu every 10-12 weeks to maintain variety.

When I complimented JulieAnn on the nice Boggy Creek Chardonnay, she explained that it was unwooded and came from King Valley, Victoria. All the wines on the menu were

Publisher’s CHOICE

specially sourced from Australia. Many were from boutique wine producers that only produce in small lots, so the list offered unique wines at reasonable prices.

plate. They came exquisitely prepared with a sweet potato and olive stack accompanied by a borderlaise sauce which is a brown sauce with red wine.

and the unusual wall paneling of perspex and wallpaper with their logo embedded in the design. But the big winner was the open view of the water.

For our entrees we were given salt and pepper squid with chilli jam and a seaweed salad, panang Thai chicken salad with a coconut and nam jim dressing, and panfried king prawns with lemon myrtle orange reduction and tomato olive salsa. For those who are puzzled by the term “reduction” it means distilled to get the essence of the juices.

I don’t know if we really could have picked a favourite amongst the mains. They were all good. Maybe the Angus beef had the edge, but I suspect Dmitry and Francesca might argue that point.

All in all, it was lovely day out. Sharing lunch at Iso Lounge would make anyone’s day. G

The salt and pepper squid was our favourite with its tasty flavour and delicious side jam and salad. Of course, the delicately cooked prawns with their special sauce were always going to be good and the Thai chicken salad was healthy and beautifully presented as well.

Then came the mains. There was the grilled Angus beef eye fillet with roast baby beets along with a yummy cream mash with balsamic jus. The beef is specially cooked including a period in which its juices are allowed to set, so you experience a tender and flavour-packed fillet. We all loved it.

I always go for barramundi. Iso Lounge’s offering comes pan-fried with a chili, cashew, lime and baby herb salad. Another crowd favourite.

Then came the confit duck and scallops which combines two gourmet items into one

Dmitry and I were surprised when Francesca then had to leave for another appointment leaving the three desserts all to ourselves.

But we were happy to accept the challenge.

At my insistence she did take a quick taste of the chilli chocolate crème brulee with its side of crème de cacao. This put a big smile on her face.

She left commenting: “The espresso I ordered was excellent — not too bitter.

And you can tell the readers I’m very fussy about my coffee.”

It was no trouble at all for Dmitry and myself to then demolish the vanilla bean and mint cheesecake with raspberry sorbet and the malted chocolate and thyme ice cream. I was a sucker for the crème brulee and Dmitry relished everything without picking one over the other.

Our dining experience was very leisurely. We loved the comfortable seating

GWP Magazine | Issue 20 | September / October 2008

47

Travel

Freddy Mikhael, Managing Director - J.C. Travel Professionals Pty. Ltd.

Tahiti I was very impressed with the huge response I got from the amazing readers of GWP after the Egypt article was published in May. At the Grand Opening party of our new premises in Norwest Central I was more than delighted to get some of our guests interested in forming a group and traveling together to the Mediterranean starting with Egypt.

a mix of 118 islands scattered across five far-flung archipelagoes covering a huge ocean surface of almost 4 millions square kilometers (which is almost the same area as Europe).

That really encouraged me to continue this series of articles about where I would advise you to go in your next holiday. So I started to think about a dream destination that would attract everyone’s attention, especially those of us who work very hard and need to re-charge in a destination where we can enjoy the beauty of the environment, the luxury of life, the excellence of service and the best of the activities. While saying this, one destination comes immediately to my mind and that is TAHITI.

The main one of those is Tahiti with its capital Papeete which all International Airlines use as a main gate to the largest of all Polynesian Islands. Their fast-growing airline, Air Tahiti Nui, is the most famous carrier from Australia.

Tahiti is a hidden paradise in the South Pacific almost half way between California and Australia with less than 7 hours of flight from Sydney. It is surprising that what we might think is a little tiny island is, in fact,

The most famous, popular and well-known of those 5 groups is called the Society Islands.

Those high tropical islands are surrounded by majestic coral reefs and lagoons.

The most illustrious of those Islands where most tourists and honeymooners dream to go is Bora Bora with its breathtaking lagoons and beaches. It is also one of the most expensive of all — especially her exclusive resorts and their overwater bungalows.

Then there is Huahine, the Garden of Eden with its lively and traditional wild island culture and, of course, Moorea which is named in our industry “the Magical Island”.

All other Islands can be just as good but they are still waiting for their names to be as popular.

The population of all the islands is about a quarter of a million. Most of them are Polynesian and the rest are a mixture of all European nationals. French is their main spoken language and the beautiful smiles on all faces and the very welcoming attitude of all would capture everyone’s heart.

Tahiti is considered as one of the very attractive destinations for Australians because of its proximity to our land, its tropical climate (around 26ºC all year round), the large variety of activities, i.e., cultural activities (museums, galleries, etc.), all sorts of water activities, land activities (hiking, cycling, etc.), spas and relaxing centers and, most of all, shopping.

In just a few words, whatever you look for is there from the exotic to the romantic in these unspoiled, natural environmental paradises.

As a specialist in Tahiti, I would encourage everyone to experience this Paradise at least once in their lives. G

For tailored program to Tahiti please contact J.C. Travel Professionals t: + (61 2) 9634 7044 + (61 2) 9634 7088 m: + (61) 405 351 750 e: freddy@jctravelprofessionals.com.au w: www.jctravelprofessionals.com.au

JC

48 GWP Magazine | Issue 20 | September / October 2008

Travel Professionals Pty Ltd www.jctravelprofessionals.com.au

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2008 BUSINESS EXPOS EXPO EDGE IS PROUD TO PRESENT THE FOLLOWING BUSINESS EXPOS FOR 2008:

BLACKTOWN BUSINESS EXPO 9 SEPTEMBER 2008

PARRAMATTA BUSINESS & SUSTAINABILITY EXPO 23 SEPTEMBER 2008

NORWEST BUSINESS EXPO 22 OCTOBER 2008

ST GEORGE & SUTHERLAND BUSINESS EXPO 28 OCTOBER 2008

FOR FURTHER DETAILS ON OTHER EXPOS BEING FINALISED GO TO OUR WEBSITE OR PHONE

02 8850 5533

WWW.EXPOEDGE.COM.AU GWP Magazine | Issue 20 | September / October 2008

49

inc.)

ClassifiedS

ACCOUNTING 1800 Taxman

DRY CLEANERS

1800 829 626

Superannuation, financial planning, business registration, family trusts, tax returns.

www.1800taxman.com.au

Lindus Dry Cleaners 02 8824 8385 www.lindus.com.au

Corporate Psychology

ENGINEERING Hartex Engineering

mclean charge partners chartered accountants (02) 9630 7144 p p(02) 9630 7144 www.mcleancharge.com.au www.mcleancharge.com.au

Norwest Advertising

02 9609 2322

Specialist for Vehicle Maintenance Equipment, Trucks Washing Equipment

www.hartexengineering.com.au

EVENTS Covered In Ellegance

ADVERTISING 02 8831 8313

GWP Magazine, Norwest NET TV, Norwest Advertising Business Directory, Norwest Advertising Bulletin

www.norwestadvertising.com.au

02 9836 4919 www.sydneychaircovers.com

GIFTS Pia’s Gifts

02 9837 6104

Stylish Gift baskets and hampers, fabulous flowers, scrumptious cakes

Phone: 0418 684 982 www.lissnerconsulting.com.au

Customised Staffing Solutions Key Benefits: • Time efficient – significant reduction in recruitment lead times • Cost effective – significantly reduce recruitment expenditure • You only read relevant CVs of the “best fit” applicants • All applicants remain in your talent pool • Global reach if required

tel: 02 9894 9648

www.piasgifts.com.au

GRAPHIC DESIGN byDesign Graphics

Specialists in Annual Report Magazine Design

02 8824 5135

02 9678 9335 www.inflatableevent.com

INDUSTRIAL RELATIONS

WSFM 101.7 Radio

02 8824 5169

www.xdesigns.com.au

HAIR / BEAUTY Imagination Hair and Beauty 02 9680 3508

02 9604 6166

Business insurance, commercial insurance, small business insurance, sole traders, family owned businesses

www.chegwyninsurance.com.au

IT SERVICES Highpoint Computer Solutions

Your IT Support Partner We specialise in PC, Server 1300 792 225 and Network repairs and maintenance

www.hcs.com.au

www.netcare.net.au

Shore Consulting

Pre-Purchase Inspectors Registry NSW-Qld-Vic SKY CITY Suite 218 20A Lexington Drive, Bella Vista NSW 2153 Ph: 02 8824 3063 Fax: 02 8814 5797 www.pre-purchase.com.au

0401 053 654

www.pamprru.com.au

Active Personnel & Consulting

www.cameronrecruitment.com.au Recruitment, Temporary and Permanent,

BUSINESS SUPPORT Expo Edge

All industries, Administration, Industrial

www.activepersonnel.com.au

02 8850 5533 www.expoedge.com.au

02 8824 9100

02 9980 2974

DRINKING WATER Let’s Go Water Systems 02 9837 3726 www.letsgowater.com.au

LAW Cumberland Frank Commercial and Litigation Lawyers 02 9687 2155

www.cfranklawyers.com.au

Budget Mailing Services 02 9729 1900 Mailing list, Plastic wrapping, Folding & Inserting, Database Setup & Management

www.bmsmail.com.au

OFFICE SERVICES 02 8831 8300 www.bellavistaexecentre.com.au

VHR has economical packages containing

virtualhumanresorces.com.au

www.nsitau.com

Bella Vista Executive Centre

Virtual Human Resources all the HR tools.

02 8005 1801

IT Consulting SQL Design Development Website Hosting Services

MAIL DELIVERY

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Link Recruitment

02 8507 4200 www.linkrecruitment.com.au

50 GWP Magazine | Issue 20 | September / October 2008

PEST CONTROL Modern Pest Services

9822 8000

Get FREE advice from the experts.

Termite Inspections and Termite Treatments Cockroach, Rodents, Fleas, Birds, Ants, Bedbugs, Possums & many others.

PHOTOGRAPHY

ORGANISATIONS Cumberland Business Chamber 02 9757 4794 www.cbchamber.com.au

02 9680 9823

Corporate Events, Head Shots, Products Shoots, Location Shoots

PLUMBING Chips Plumbing

02 9621 1960

Commercial & Industrial Plumbing, Hot Water & Heating, Gas Fitting, Drainage, Installation & Repairs, Water Filter Systems.

All services at a very competitive rate.

www.chipsplumbing.com.au

REAL ESTATE Coldwell Banker Commercial Hills 02 9680 9200 www.cbcommercial.com.au

t 8824 3726 m 0412 233 977

02 9634 7736

We will “own” every IT problem you raise with us.

WE COME TO YOUR HOME OR OFFICE

02 9683 6655 www.parramattachamber.org.au

www.stilz.com.au

NetCare

BUILDING

Parramatta Chamber of Commerce

www.industrialrelationslaw.com.au

Chegwyn Insurance

Advertising agency quality without the price tag. Graphic Design, Web Design, Branding and Printing

02 9659 3366 www.hillschamber.com.au

Stilz Fotografika

INSURANCE

X Designs

0410 637 975 www.wsfm.com.au

Sydney Hills Business Chamber

John F. Law & Associates 02 8850 4477

Incredible Art

02 9680 1860 www.inkart.com.au

www.cfs.asn.au

www.modernpestservices.com.au

Specialists in Discrimination matters, Employment Agreements, Unfair Dismissals

www.bydesigngraphics.com.au

The Inflatable Event Company

For a society where all individuals have opportunities to participate and enhance their quality of life.

Property Inspection Specialists  Repairs & Alternations  Pre-Purchase/Sale Inspections  New Construction Inspections

TRAINING Australian Ind. Productivity Centres 0408 228 773 www.productivitycentres.gov.au

TRAVEL Elite Business Travel 02 9843 3500 www.elitetravel.com.au

TravelManagers Australia

02 9614 8288 michellem@travelmanagers.com.au

WEB DESIGN Norwest Advertising

02 8831 8313

Web design, newsletters, database integration, custom statistics, web hosting

www.norwestadvertising.com.au

Web Fundamentals

02 4340 4025

Web design, Search Engine Optimisation, Domain Names, Premium Hosting

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