Make 4 Small Adjustments for a
Big Impact On Profits Managing high maintenance Employees Dealing Effectively with Part Payments 21 Steps to
Eliminate Frustration from your Business!
www.aussiepaintersnetwork.com.au
CONTRIBUTORS • Angela Smith • Anthony Igra • Caroline Miall • Jim Baker • Kyle Springer • Leo Babauta • Lowri Dowthwaite • Monroe Porter • Nigel Gorman • Robert Bauman • Sandra Price
EDITOR Nigel Gorman EXECUTIVE EDITOR Caroline Miall GRAPHIC DESIGNER J. Anne Delgado
From the Editor Hi Everyone, Here we are in the last month of 2017! What a year it has been. Aussie Painters Network has continued to make a positive difference in all areas of the industry; with solid flexible training delivery, improved membership services and close involvement in important government changes affecting all painting businesses. Throughout the year the Painters Training Wheels has travelled from Ballina to Mackay and out west to Toowoomba. Early in the New Year it will be making a trip to Miles and Roma to bring our unique and convenient training to those regional apprentices. We now have over 100 apprentices learning their trade out of it, as part of the most versatile training mode available. This month we travelled and trained all over the state; you can read about our recent training trip and the fun inside. This month we have some new informative articles and ideas on how you can market your business as well as looking at how to increase your profits. There are also a few ideas on getting ready to start the New Year when you get back after, taking a well-earned break. From all of us at Aussie Painters Network, we wish everyone a Merry Christmas and a safe and happy holiday season. I look forward to catching up with you again next year.
Until next year, Happy Painting!!
Nigel Gorman
nigel@aussiepaintersnetwork.com.au
07 3555 8010
Contents 6 4 Small Adjustments To Make In Your Painting Business That Have a Big Impact On Profits Trip North
9
Painters Training Wheels travel the coast again?
How to set your small business PAYMENT TERMS Australia tries to unlock the benefits of proximity with Indonesia Australia to try and fix limping economic relations
10 15
Who are the International
19
LEGENDS OF LEAGUE? The Key Mental Habit OF SIMPLICITY Dealing With PART PAYMENTS
20 24
Better than nothing, but it can cost you more than what you’ve been paid.
How to Manage High 28 Maintenance Employees Funny people are more intelligent than their po-faced peers
31
Glossary of Paint & Painting Term Get with the times
34 37
40 21 Steps to Eliminate Frustration in Your Business What affects the price of
43
PAINTERS INSURANCE? Industry Idiots
46
Important Contacts
47
Opinions and viewpoints expressed in the Aussie Painting Contractor Magazine do not necessarily represent those of the editor, staff or publisher or any Aussie Painters Network’s staff or related parties. The publisher, Aussie Painters Network and Aussie Painting Contractor Magazine personnel are not liable for any mistake, misprint or omission. Information contained in the Aussie Painting Contractor Magazine is intended to inform and illustrate and should not be taken as financial, legal or accounting advice. You should seek professional advice before making business related decisions. We are not liable for any losses you may incur directly or indirectly as a result of reading Aussie Painting Contractor Magazine. Reproduction of any material or contents of the magazine without written permission from the publisher is strictly prohibited.
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4 Small Adjustments
To Make In Your Painting Business That Have a Big Impact On Profits There are one-million-and-one ways that painting business owners can reduce costs, and leverage their time and money, in order to increase their profit margins. The problem is that once painting business owners begin their daily grind of running a business and working in the field, the task of taking the time to review, strategise and implement these ways is more often than not pushed aside. If this sounds like you, perhaps lets͛ start with 4 simple adjustments that will get you moving in the right direction without impeding too much on the endless things you already have to do in your day. 1) Increase your profits by
upselling
What is more profitable than smashing out 3-4 jobs a day? Upselling additional services so that a single $3,000 job becomes $5,000. If you do this with all 4 of your jobs you could increase your profit by 100%. Sounds good right.... Sharing your knowledge is the key here. Your customer does not generally understand the type of paint to use (think matt versus gloss, outside versus inside), or the impact painting both inside and outside will do to the impending sale of their home. When you understand the reason for their painting quote, it is far easier to add value with your suggestions and knowledge to upsell more work. They will actually thank you for it!
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2) Allocate your employees
effectively
There is the all too common story of businesses that take on employees (and struggle with the associated overheads) when it is not yet financially viable. However, when you do have employees it is important to allocate them to work strategically to make sure that you are getting a return on the dollar you spend on their wages. Send expensive tradesmen to high quality jobs (ones that earn you the most money). It wouldn͛t be wise to send your leading hand (a presumably high paid worker) to a not so profitable job, such as a touch up job. Not to mention a waste of their experience! You will end up charging less on the job than it costs for you the pay for your leading hands time.
3) Focus on retention Engaging existing customers is an inexpensive way of getting more work in the future. Send your customer database regular email updates that are relevant to them. Explain to your customer what the upkeep is on the service you provided them. Use this as an excuse to touch base with them later on down the track. For example, a newly painted house exterior may need annual touch-ups, something you can remind them of with an email or courtesy call. Money spent keeping clients is less money spent on lead generation marketing. Did I mention that repeat customers spend 3X the average dollar sale than new customers? Yes, it’s true… so stay focused on your retention strategies.
4) Don’t compete on price It can be tempting to slash the prices of your service to compete with other businesses in your area. But doing this will dramatically damage your profits. Instead of reducing your prices, make yourself unique from your competitors by reinforcing things that are important to your market. Perhaps you have high quality service, family owned business, trustworthy, reliable etc. These things don’t sacrifice your income so they are the best way to differentiate. Most customers don’t mind paying a bit more if they know they are getting value for money, and not being ripped off! As mentioned at the beginning of this article, there are so many
ways you can leverage your money more effectively and it’s difficult to know where to start. Try these things in your business today. It won’t cost you a cent, so you have nothing to lose. To learn more about managing the money in your business check out Episode 4 of our web series The Tradie Show, ‘The Tradies Guide to Understanding Your Numbers’. CLICK HERE to gain FREE access. Trust me when I say it’s worth a watch! ----------------------------------------------
Angela Smith
Co-founder – Lifestyle Tradie
“Helping Trade Business Owners Fast-Track Financial & Lifestyle Success”
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吀栀攀 猀攀挀甀爀椀琀礀 昀漀爀 琀栀椀猀 瀀爀漀搀甀挀琀 椀猀 瀀氀愀挀攀搀 瘀椀愀 䰀氀漀礀搀猀 漀昀 䰀漀渀搀漀渀 愀猀 眀攀氀氀 愀猀 漀琀栀攀爀 䄀甀猀琀爀愀氀椀愀渀 愀甀琀栀漀爀椀猀攀搀 椀渀猀甀爀攀爀猀⸀ 㠀 ㌀㔀㔀 ㌀㐀㐀 椀渀昀漀䀀愀甀猀猀椀攀瀀愀椀渀琀攀爀猀渀攀琀眀漀爀欀⸀挀漀洀⸀愀甀 眀眀眀⸀愀甀猀猀椀攀瀀愀椀渀琀攀爀猀渀攀琀眀漀爀欀⸀挀漀洀⸀愀甀 8 | Aussie Painters Network
TRIP NORTH The last couple of weeks’ training saw the Painters Training Wheels travel the coast again. We would like to thank all the stores staff that helped out with all our needs. It’s great to have support on the road. We spent 2 days getting to our starting destination of Mackay where we trained at the Inspirations Paint Store. From there we travelled to Rocky and trained at the North Rockhampton Inspirations Paint store. The wheels kept turning when we went to the Paint Place Store in Gladstone and from there we set up at the Inspirations Paint Store in Bundaberg. From Bundy we moved onto Hervey
Bay for a bit of a rest from training. After traveling over 1800km and training each day it was decided that Hervey Bay was the place to have a rest. (Well sort of… The Legends of League were in town – read on for an article on the event for which we are now Media partners!).
With the weekend’s frivolities done, it was back down to the business of training again at the Inspirations Store Hervey Bay. Then on the road again to Maroochydore, we trained another group of apprentices at the Dulux Trade Centre before finally heading home after a long 11 days away.
It’s great to train so many apprentices in so many different aspects of the industry. We covered everything from OHS requirements, implementing safe lead paint and asbestos work practices, graffiti and protective coating systems, stains and clears, wall papering and decorative finishes to include marbling, graining and mirror finish, just to name a few. Look out for us next year as we come through again in February. If you are interested in talking to us about how we train please contact us for a chat.
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How to set your small business
PAYMENT TERMS
Healthy cash flow is important for any business, but particularly for small business owners in those first few “make it or break it” years.
document to share with potential customers outlining their fees and terms. Others just include them in their work contracts and invoices.
Business owners who set clear payment terms with their customers, invoice quickly, and follow up on late payment can avoid the dreaded cash flow crunch that can quickly put them out of business.
However you decide to communicate your payment terms with customers, make sure they include:
These simple guidelines for setting payment terms can help you get paid quickly and maintain a steady cash flow.
Decide on your terms The purpose of your payment terms is to outline exactly how and when your customers must pay you. Some business owners draw up a
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• when payment is due • accepted forms of payment (i.e. cash, credit, debit, Paypal, e-transfer) • your preferred currency (if you serve international customers) and • early payment discounts and/or late penalties
Payment now, NET10 or NET30? In the business world it’s customary to be paid within 30 days of invoicing. However, as a small business owner
you can set the payment terms that suit you best. If you’re a freelancer, you might require partial payment up front with the balance due upon completion of services. Depending on the industry standard and whether your clients pay electronically or by cheque, you might stipulate a shorter or longer payment deadline. In the digital age it’s not uncommon for small business owners to set a NET10 or NET 14 deadline – or to negotiate payment terms on a client-by-client basis. Taking into account what works best for you and your customers and being clear about expectations will make it more likely you’ll be paid on time.
When to invoice – and when to follow up It’s in your best interest to invoice immediately. After all, the sooner you request payment, the quicker you’ll receive it. Some small business owners offer an early payment discount as an incentive to pay faster – typically for NET30 invoices at a rate of 1.52%. Many customers will appreciate the opportunity to save money, and many business owners don’t miss the small amount taken off the bill. Customers who routinely pay late may be motivated by a late payment penalty – also in the 1-2% range of an early payment discount.
Make it a policy to email a friendly reminder on the date payment is due. If payment is late, follow up with a phone call the next day to find out when you can expect payment.
Final tips • Take advantage of cloud-based accounting software that can be accessed anywhere there’s an internet connection, including via your smart phone, to generate invoices
Having clear payment terms outlined on paper can help avoid misunderstandings and frustrating payment delays. And should you ever need to take legal action to deal with a late payer, having documented evidence that you clearly communicated your payment terms up front will be in your best interest.
• Be willing to negotiate with late payers; partial payment is better than not being paid at all. • Make sure you have the correct name on your client’s invoice to avoid payment delays.
Sandra Price
Phone: 07 33724554 Website: www.pbks.com.au
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Australia tries to unlock the benefits of proximity with Indonesia Indonesia is one of Australia’s closest neighbours. But surprisingly the two G20 countries trade and invest very little between each other. In fact, it is difficult to find two G20 neighbours that trade and invest in each other as little as Australia and Indonesia do. If you look at the numbers, Indonesia ranks as Australia’s 14th largest trade partner and Australia takes 10th place in Indonesia. The value of twoway trade stands at US$8.6 billion. Compare these numbers to a couple other G20 neighbours in the table below.
The investment numbers are even more disappointing. The total Australian investment in Indonesia is less than 1% of Australia’s total outbound investment. These numbers certainly do not reflect Indonesia’s rising economic importance and that it is predicted to become the fourth largest economy by 2050. Even if this prediction, based on a forward-looking report by PwC turns out to be too optimistic, Indonesia’s demographic dividend will still propel Indonesia’s economic growth over the next 25 years.
This narrative justifies a renewed effort on behalf of Australia to try and fix limping economic relations.
More than Indonesia’s investment risk. In July 2017 a group of Australian and Indonesian experts gathered in Perth, organised by the Perth USAsia Centre, to examine the causes behind weak economic relations and what can be done to improve them. In a report outlining their findings, the Perth USAsia Centre’s Working Group on Australia – Indonesia relations observed that both economies might not be complementary. Because of their reliance on natural resource exports Indonesia and Australia are actually competitors rather than collaborators.
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In the report, the Working Group recognised Australian companies find it difficult to navigate Indonesia’s business climate. Foreign ownership rules and other regulations render attractive investments unappealing. Unable to withstand higher risk, Australian businesses move on to other opportunities.
There are signs of change in the way Australia thinks about Indonesia. Australia opened a new consulate in Surabaya in September to focus on commercial engagement and expanding Australia’s diplomatic footprint in the country. Four Australian states have trade and investment representatives based in Jakarta.
might be a substantive starting point to revive Australia and Indonesia economic relations.
But low risk tolerance cannot explain everything. Australian businesses have worked and thrived in complicated business environments elsewhere. Take China for example. With its lack of government transparency, shaky property rights, and bureaucratic corruption, it actually falls rather close to Indonesia on the World Bank’s ease of doing business index.
The state of Western Australia this year appointed its first minister for Asian Engagement, Bill Johnston. With his portfolio comes a mandate to promote trade, investment, cultural links, and government-togovernment ties. Minister Johnston is making his first visit to Indonesia in September.
Now the IA-CEPA has completed its sixth round of negotiations. Both governments have committed to conclude the agreement before the end of 2017. The working group sees this goal critical to solving the tepid trade and investment climate.
What Australia does have is a narrative China’s economic rise and how it has benefited directly from it. Driven by demand from China, Australia’s mining exports more than tripled within 10 years. This gave Australia’s per capita disposable income a prosperous boost.
Indo-Pacific shared narrative Rather than perception of risk and uncertainty, the working group explained that Australia simply has yet to see Indonesia as an opportunity. There is yet a narrative of Indonesia’s rise and what it could mean for Australian businesses. The working group recommended Australia and Indonesia to craft a shared “IndoPacific” narrative. Instead of perceiving each other as a threat, they should choose to see each other as an opportunity.
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On the business side, there are plenty of success stories. Interflour Group, an Australian joint venture with Indonesia’s Salim Group built flour mills in South Sulawesi and West Java and supplied them with Australian wheat. To underscore the proximity advantage that Australia and Indonesia have, it takes a grain ship only nine days to travel from the grain terminal in Western Australia to sail to Makassar and back. A comparable trip to ports in southern China would take about 10 days one way.
If finalised, the IA-CEPA would be Indonesia’s second substantive bilateral trade and investment deal, after its agreement with Japan went into force in 2008.
Indonesia and Australia find themselves locked together by geography in the midst of the most economically dynamic regions in the world. The choice is simple: work together and prosper or ignore one another and miss out on the benefits their proximity offers. With IA-CEPA and an earnest Australian strategy to engage with Indonesia, it looks like both countries are on the right track.
Kyle Springer
Program Manager at the Perth USAsia Centre, University of Western Australia
IA-CEPA: substantive starting point
University of Western Australia provides funding as a founding partner of The Conversation AU.
Currently under negotiation, the Indonesia – Australia Comprehensive Partnership Agreement (IA-CEPA),
https://theconversation.com/australia-tries-to-unlock-the-benefits-of-proximity-with-indonesia-84284
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Who are the International
LEGENDS OF LEAGUE?
The Legends of League are a charitable organisation that has been around for 15 years, providing community service and hosting Rugby League games featuring stars of NRL past. Representatives are former elite NRL players with a high percentage of them having played origin and or pulled on the green and gold jersey for Australia. They visit communities throughout Queensland and New South Wales, and have ventured as far afield as Papua New Guinea to get back to the grass roots of community, visiting local schools, indigenous and community groups, where they raise awareness in issues affecting local areas. They are currently supporting Kodi’s Message which is about freeing the world of bullying and suicide prevention in teenagers. All money raised goes back to the community and charities. Sponsorship of their events can provide a great opportunity for you to rub shoulders with some or the league greats, and is a great way of promoting your business and having some fun as you do it. Supporters played barefoot lawn bowls, enjoyed drinks and dinner with the players, finding out about
their lives before, during and after they had played, listening to their colourful stories. Everyone gets the opportunity to get memorabilia signed; one of the highlights for me was watching the kids run around getting signatures and photos with all the players. You could even be lucky enough to have the winning bid in an auction to play alongside or against the International Legends! One of our Members, Leon from LNL Painting who was one of the sponsors of the event, got that opportunity. He donned a pair of boots and joined the Fraser Coast All Stars on the field, playing against the greats on the night. I believe he was a little sore the next morning, though he pulled up well when I saw him on Monday at training.
As you can see from the flyer, there are many games played throughout the day and evening with large crowds supporting throughout. For those of you that remember seeing “Frank the Fish” from a previous edition in the Aussie Painting Contractor Magazine, might be surprised to hear that the a painting apprentice who created him, Steve, coached and captained the Hervey Bay & Maryborough men’s team, playing against the Pacific Nation in the lead up game to the main fixture. They won the hard-fought game 36-26 with Steve scoring a try! If ever you have considered marketing in this area you will get some great coverage for your business as well as have a great time while you’re there. The next event is to be held in early February in Noosa, let us know if you would like more details.
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The Key Mental Habit
OF SIMPLICITY
I’ve written a lot about simplifying your life, from the philosophy behind it to the tactical steps to getting to simplicity. But the true key isn’t in the steps, it’s in our mental habits. For example, I could get rid of my physical clutter and simplify my day so that I have more space in my life … but until I address the mental habits that got me to a cluttered life, it will just keep coming back. So here’s what I’ve learned is the key mental habit of simplicity: noticing the mind’s tendency to want more, and don’t believe it. The mind always wants more. And at the same time, it wants less — there’s a polarity in the mind that craves simplicity and craves more. Why does the mind want both? The mind wants more because it thinks that more will make it happy, it sees possibility in acquiring more, and it thinks that acquiring things will help relieve the uncertainty it feels. The mind wants less when it is feeling stressed and overwhelmed, and just wants relief from that difficult feeling. It thinks that if it gets rid of stuff, there will be peace.
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Both are wrong, but they come from a good-hearted place.
Why the Desire for More, & Less, are Both Wrong The desire for more is wrong because, as we’ve all seen, you can get a bump of joy when you receive your new package in the mail … but it doesn’t even last a day, usually. Certainly not a few days. That dopamine hit of acquiring more is very temporary … and it doesn’t make us happier over the long term. It doesn’t actually give us what we’re hoping for in life, nor does it relieve any uncertainty. Think about it: * If you are worried about an upcoming trip, you’ll research the destination, buy some new clothes or equipment to help you feel more prepared, make plans and have everything set in place. The uncertainty doesn’t go away, you’ve just kept yourself busy trying to get control as a way of coping with the stress of uncertainty. * You got into a new hobby, excited by the awesome possibilities of it. Of course you had to buy more things to enable the hobby,
but that’s OK, because it’s going to give you this amazing new life, right? Actually, your life might change, but it won’t ever be what you were fantasizing about. Your mind just tricks you. * You got that beautiful new (outfit, bag, gadget, tool, whatever) and you think, “Oh, isn’t life grand?” But then your life returns to normal, and it’s not any better, except now you’re a little poorer and you have a cool new thing in it to clutter up your space. So when the mind wants more, it is simply trying to find happiness or relief from stress. Neither actually results from having more, but that doesn’t stop the mind from trying. On the other hand, the mind’s desire for less is just a desire for peace. And that’s not a bad thing. You get some peace, I think, when you reduce your possessions or commitments. Creating space is nice. But in the end, your mind still will find something to complain about — if it’s not having too many things, or too much to do, it will be boredom or tiredness or irritating people who have too much clutter in their lives.
The key is to change the mental habits.
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Changing the Mental Habits Changing mental habits is pretty tough (though we do show you how in my Habit Mastery Course, check it out!). You have to be hyper aware of your thoughts in order to change them. Still, none of us ever let a tough challenge stop us from taking action, right? The process is simple: * develop awareness of your mental habits over time * see what their harmful effects might be * stop believing the thoughts * make a loving effort to change them * and don’t expect perfection So with the mental habit of wanting more, you might just notice when you’re online and researching something new to buy, or on Amazon or another shopping site ready to hit the “order” button. This is a good signal that your mind is wanting more in order to become happier and/or relieve uncertainty.
When you notice this, ask yourself (with credit to Byron Katie): 1. What do I believe I’ll get if I buy this? More happiness? Less uncertainty? 2. Is that belief true? 3. What effect does it have on me? Is it helpful to believe this, or harmful? 4. What would I be like if I didn’t believe it? So if I’m trying to buy some new travel gear, I might notice that I believe it will give me less uncertainty to get this gear. When I ask if it’s true, I will answer, “No, I know from experience that it isn’t true. I’ll still feel uncertainty.” I’ll also notice that this belief is harmful, because it’s filling my life with more stuff and emptying my bank account, and it’s certainly not helpful. What would I be like if I didn’t believe it? I would be less intent on acquiring, more able to open up to my uncertainty and find peace by not needing to relieve it.
So I try to change it by saying to myself: * You don’t need this new gear * You know it won’t relieve your uncertainty * Opening to your uncertainty with a loving heart is the way to go Then I try to fully feel the uncertainty, loving it as much as I love chocolate or laughter, and feel the awesome beauty of life in the midst of the uncertainty. This is how we can change our mental habits. With awareness, with honesty, with an open heart, and with appreciation for the immense joy of life in the midst of chaos.
Leo Babauta
a successful ‘simplicity’ blogger and author from California, the creator of top 25 Blog,
ZEN HABITS
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Dealing With
PART PAYMENTS
Most of you would wonder what could possibly be a problem with getting some money. Even if it’s not all you have claimed, surely it’s better than nothing. Yes it is better than nothing, but it can cost you more than what you’ve been paid. Consider this scenario that is very common in contracting; Steve is a roofer and has been doing a number of jobs for the one client simultaneously. Let’s call the client ‘Orange Constructions’ and each job as Job A, Job B, and Job C. Each job has been separately quoted, and has its own Purchase Order. Each month Steve is issuing invoices for the work done on each job. That is, each job has its own Tax Invoice. But Orange Constructions is not paying each month. Instead every now and then Orange send Steve a ‘random’ payment of $30 000, then some time later he might get $25 000 and so on. What’s happening here? What is happening is that while you are managing each job separately and as a separate contract, your client has decided to treat you as a ‘single account’. I bet the contract doesn’t allow that. Now even though accepting these payments is good news, (you get
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cashflow) it carries with it a number of threats that you must be aware of. Let’s take a look at the problems, and then the solution.
You’re setting a bad expectation If you quietly accept these random part payments without a word you are telling your client that he can dictate how and when you are to be paid regardless of what the contract says. And that is the thin end of the wedge. Now he will see what else he can get away with. I suggest zero tolerance; the contract states when you are to issue invoices and when your client needs to be paying them. Further, your client must pay the invoiced amount for each job. Not some undefined lump sum. Don’t let this rot set in. It will only get worse.
You cannot reconcile your accounts Let’s say that roofer Steve has seven invoices outstanding for a total of $67 892.56 across Jobs A, B, and C. A payment of $20 000.00 is received. Where does it go? Your whole bookkeeping regime is in a mess. How do you do your GST and BAS? How do you know how each job is going financially? The fact is your client is assuming that he has the right to cause this type of havoc without being pulled
up on it. If he doesn’t get it then you might want to start invoicing him for the materials on Job A and then install them on Job C. Then charge the variations on Job B to Job A. See what that does for his administration of the projects. He would not let you do that, so don’t you let it happen to you. In a Security of Payment adjudication, a Part Payment allows your client to reduce your Claimed Amount. This is perhaps the biggest threat. This is how it works. As above, lets says our roofer Steve has seven invoices outstanding for a total of $67 892.56 as follows: Job A: $32 000.00 Job B: $23 450.00 Job C: $12 442.56 Orange Constructions pays him a part payment of $25 000.00. Steve puts that payment against the two invoices outstanding against Job A. So Steve’s accounts now look like this: Job A: Still owing $7000.00 Job B: $23 450.00 Job C: $12 442.56
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Steve serves Orange with a Payment Claim under the Security of Payment Act for the $23 450.00 owed on Job B. Orange sends him a Payment Schedule stating that they do not owe him anything as they already paid him $25 000 for that job. Orange provides a copy of the cheque and bank statement as proof. Steve argues that he put that money against Job A. Orange said they meant for that money to go to Job B only. Furious, Steve serves Orange with a Payment Claim for $32 000 for Job A. Orange states in its Payment Schedule that they do not owe $32 000. They only owe $7 000 because they have already paid $25 000 for Job A. You see what’s happening here? Because that payment of $25 000 does not have ‘a home’ it leaves it open for Orange to move it around to whichever Job suits it at the time. I once did 5 claims across 5 jobs for a plumber against a builder who had made a part payment of $20 000 and tried to apply that payment to each of the 5 jobs. That is the builder tried to get $100 000 credit for a $20 000 payment. This is why you need to stop the rot early and make sure every payment is nailed to the right job.
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A Part payment can be argued as full and final after an ‘agreement’. Many times I have seen a client argue in an adjudication that the only reason a lump sum part payment was made was because the parties ‘agreed’ on that figure as full and final settlement. Of course the contractor argues that this is a lie, but the only record is that the payment was made and accepted. So what do you do with a Part Payment that has not been directed to any of your invoices? Here’s a 2 Step plan; 1. Oldest invoices first: Apply the payment starting with the oldest invoices first. Often clients tend to think that really old invoices are no longer in play. They don’t matter. Dispel that notion straight away. After doing this, some invoices will be fully settled while others will be part paid. 2. Document it to your client: Fax your client a detailed description of what you have done with their part payment.
Note the date you received the part payment, how much it was, and how it was received (Cheque, EFT etc) Set out which invoices the payment has been applied to, and which Job. Attach copies. Note which invoices remain only part-paid, and which are still totally unpaid. Attach copies. Request that in future all payments fully reconcile against issued invoiced amounts only. Fax all the above to your client and keep the fax transmission report so you have evidence that this was sent and when it was sent. OK. Now you’re covered. If you look at the problem scenarios above, you will see that this plan of action addresses each one successfully. So now when you get a part payment, instead of sighing in relief you should take a good long hard look at how to handle it. It is cash, but is could also be a curse.
Anthony Igra
For more great articles and video information about dealing with payment problems go to www.contractorsdebtrecovery.com.au
or call us on 1300 669 075
2017 Dec - 2018 Jan Issue | 27
How to Manage High Maintenance Employees Difficult employees can drain the life out of the best of business managers and owners. Business is hard enough without having to deal with the extra headache of keeping high maintenance employees afloat. Let’s start by describing some of the characteristics of a high maintenance employee: Emotionally drains your life: Some difficult employees tend to have constant emotional drama by complaining, always wants to borrow money, asks why, why, why, stirs up trouble in the organization, brings never ending family problems to work, etc. It’s amazing how often this equates to family and friends and not setting good boundaries at home. Even the best of people struggle if surrounded by parasites who constantly suck the life out of them and make it difficult for them to function in a professional work environment. Remember, as manager you did not cause this problem and you cannot fix the problem.
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Feeling sorry for the individual and making concessions only allows it to get worse. Many people come from difficult personal backgrounds but work is a place where they can win and move forward. Make sure they win and don’t let folks bring their problems to work. Violates policy: Has endless attendance, on time and other dependability issues.Only through a clear cut policy can you manage this problem. Be consistent and make it clear what that policy is. It can be amazing as something as simple a first time oral warning, a second time written warning and a third time a day off without pay can clean up these types of problems. At times, shows brilliance: Can be good technician and at times helpful. Frequently, your thoughts about he or she begins with “if only he or she would”.Difficult people are not necessarily dumb or lazy, they are just difficult. This is one
of the challenges. The more you can isolate them and keep them focused, the better they will normally perform. When it gets to the point you can’t stand it anymore, you simply terminate with honor. Let them go without a big lecture or a lot of drama. Let them be the next employer’s problem.
Why we keep them • The devil I know is better than the devil I don’t. • Too busy to find a replacement. • Their technical expertise or experience is valued. • You are emotionally attached to them and have become vested into the problem. • You are loyal by nature and allow them to abuse that trait. • When not in direct contact with you, you forget how bad their behavior actually is.
So what are the best management practices for dealing with difficult employees? If they perform and just get on everyone’s nerves, isolate them. If necessary have them start at a different time. Tell them they are wonderful and get as much mileage out of it as long as you can. But when it is time, let them go. Enforce the rules and have a zero tolerance approach. Protect them from themselves and ensure the situation does not get worse. Maintaining a disciplined approach might allow you to save them. Being Mr. Nice Guy is only going to ensure their ultimate termination. Document unacceptable behavior and give them a copy. Establish history and put it in writing. Yes, this is the type of employee who will sue you. Have the tough conversations and let them know the behavior is not acceptable. Allowing the person’s behavior to continue over and over
sets a pattern of acceptance. Make it clear they need to get their act together and you will not allow this to continue. Look for their response and make sure they own their part of the deal when you have a conversation. 1. Does the person own his or her part? Believe it or not, some people do not understand or believe they have a problem. If the employee offers excuses, blames circumstances or others he or she are not going to change. 2. Do they understand that if this continues, they will ultimately lose their job? It can be amazing that an employee can complain about his or her job, not get along with the boss and ultimately think all is going to be ok. It is also amazing that management has not made it clear that if the behavior continues, the person will lose their job.Not getting along with the boss is a career path that ultimately leads to dismissal. 3. Before starting the conversation make sure you have a clear under-
standing of what behavior you would want. If by some miracle they changed overnight, what would that behavior look like? During your conversation, make sure you reach an agreement as to what behavior you expect? There needs to be a clear understanding of the problem and an acknowledgement that he or she will do something different. Termination is not such a bad thing. It allows you and the employee to start over. It is much better than tolerating the behavior for years and then the behavior is so engrained in the person they cannot change or they are too old to easily find a job. Remember the employees you terminate rarely keep you up at night.
Monroe Porter
is president of PROOF Management a firm that teaches seminars and runs networking groups for painting contractors.
www.proofman.com 2017 Dec - 2018 Jan Issue | 29
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Funny people are more intelligent than their po-faced peers Albert Einstein attributed his brilliant mind to having a child-like sense of humour. Indeed, a number of studies have found an association between humour and intelligence. Researchers in Austria recently discovered that funny people, particularly those who enjoy dark humour, have higher IQs than their less funny peers. They argue that it takes both cognitive and emotional ability to process and produce humour. Their analysis shows that funny people have higher verbal and nonverbal intelligence, and they score lower in mood disturbance and aggressiveness. Not only are funny people smart, they’re nice to be around. Evidence suggests that having a good sense of humour is linked to high emotional intelligence and is a highly desirable quality in a partner. Evolutionary psychologists describe
humour as a “heritable trait” that signals mental fitness and intellectual agility to prospective mates. In studies of attractiveness, both men and women rate funny people as more attractive, and cite having a good sense of humour as being one of the most important traits in a long-term partner.
In psychology we use the term “positive humour style” to refer to people who use humour to enhance relationships and reduce conflict. This type of humour is associated with relationship satisfaction, extroversion and high self-esteem Having a humorous outlook on life is also a good coping strategy. It helps people better manage stress and adversity. More negative humour styles, such as sarcasm, ridicule and self-defeating humour, do not offer the same benefits. Instead, they tend to alienate people and are more often associated with depressed mood and aggression.
Negative humour style. Everett Collection/ Shutterstock
Not only do funny people make other people laugh, they also laugh more themselves. And neurobiology shows that laughter leads to brain changes, which may explain the link between humour and intelligence.
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Neuropsychological studies have found that experiencing positive emotional states, such as joy, fun and happiness, increases the production of dopamine in the brain. Dopamine not only make us feel great, it also opens up the learning centres of the brain, which enables and sustains more neural connections. As a result, we become more flexible and creative in our thinking, and better at solving problems. It also boosts our working memory.
Evidence suggests that humour actually boosts perceptions of confidence, competence and status, making funny people very influential. Humour gets people to listen, helps communicate messages and aids learning. It is a powerful tool that many successful leaders use to enhance group cohesiveness and organisational culture. Studies of positive organisations suggest the more fun we have at work the more productive we are, and the less likely we are to suffer burn-out. The “broaden and build� theory also supports the idea that experiencing positive emotions through humour actually alters our thoughts, actions and physiological responses. It creates a virtuous circle effect that enhances well-being.
Rowan Atkinson has an IQ of 178. GEOFF CADDICK/EPA Humour for success
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Research on the use of humour in education also supports the notion that humour is an effective aid to learning. Several studies have demonstrated that lessons that are delivered with humour are more enjoyable for students, and also enhance students comprehension and recall of the topic. Given the host of benefits that being funny brings, perhaps we could all benefit from joining a stand-up comedy workshop. It seems like the smart thing to do.
Lowri Dowthwaite
Lecturer in Psychological Interventions, University of Central Lancashire https://theconversation.com/funny-people-aremore-intelligent-than-their-po-faced-peers-84709
2017 Dec - 2018 Jan Issue | 33
Glossary of Paint & Painting Terms
Ss
SURFACE PROFILE The micro-roughness of a surface, generally expressed as the average height of the major peaks relative to the major valleys. SURFACTANT A substance that has the fundamental property of reducing the interfacial tension surface active agent between a solid and a liquid or a liquid and air. SURFACTANT LEACHING Surfactant Leaching, which is also known as Exudate Staining, is the concentration of water-soluble ingredients on the surface of a latex paint. It may appear as tan or brown areas and can sometimes be glossy, soapy or sticky. SYNTHETIC RESINS Complex organic substances, produced by chemical reaction, but usually have properties superior to those of natural resins for paint manufacture.
Tt
TACK Slight stickiness of the surface of the film of a coating material, apparent when it is pressed with a finger.
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TACK-FREE Free from tack, even under pressure. TANNIN STAINING Brownish or tan discoloration on the paint surface due to migration of tannins from the substrate (e.g., the surface that was painted) through the paint film. TENSILE STRENGTH The ability or resistance of a film to withstand pulling stresses. TEREBINE Any of various preparations, composed mainly of terpenes, obtained from camphor or turpentine by several chemical methods, used as an expectorant and antiseptic TEXTURE The roughness or irregularity of a surface. TEXTURED PAINT A coating material that by its composition or method of application gives a textured finish. THINNER A volatile liquid, single or blended, added to paint to facilitate application by lowering the viscosity. THINNING RATIO The recommended proportion of thinner to be added to a coating material to render it suitable for a particular method of application. THIXOTROPIC PAINT A coating material that, while free-flowing and easy to manipulate under the brush, sets to a gel within a short time when it is allowed to remain at rest. TIE-COAT A coat applied to a previous coat to improve the adhesion of subsequent coats.
TINT-BASE The basic paint to which colourants are added as required to make a wide range of colours. TINTER A coloured pigment or pigments dispersed in a medium compatible with paint vehicles, added in relatively small proportions to already prepared paints to modify their colour. TITANIUM DIOXIDE PIGMENT One of a range of white pigments, widely used in coating materials, that are based on titanium dioxide in two crystalline forms: anatase and rutile. TONER An insoluble salt of an organic dye. TOUCH DRY The state of drying when slight pressure applied by a finger does not leave an imprint or reveal tackiness. TRAFFIC PAINT A paint, usually white, or yellow, used to designate traffic lanes, safety zones and intersections. It is highly reflective, has excellent weathering qualities and high resistance to abrasion. Most traffic paints dry in one hour or less. TRANSPARENT The opposite of Opaque. Admitting light to pass through a substance so that object may be seen clearly through it, such as window panes.
Uu
UNDERCOAT The coat or coats applied to the substrate after filling, priming, etc. or after the preparation of a previously painted surface and before the application of a finishing coat. UNIVERSAL TINTER A multi-purpose tinter that can be used both with organic solvent-thinned paints and with water thinned paints. UMBER Used exclusively as a brown pigment. It is a hydrated iron manganese ore running from olive shades in the raw condition and dark rich brown shades in the burnt stage.
Vv
VAPOUR DEGREASING Removal of grease and oils from metallic components by exposure to the vapour of a suitable solvent prior to pretreatment or painting. ----------------------------------------------------------------------
TRANSPARENT IRON OXIDE A red oxide pigment that colours a coating material with minimal effect on its transparency. TWO-PACK PAINT A coating material that is supplied in two parts that have to be mixed in the correct proportions before use. The mixture will then remain in a usable condition for a limited time.
Any Terms that are identified within the painting & decorating industry as “defects” images; possible cause; solution and prevention methods are provided.
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More of “V” next month... Glossary of Paint & Painting Terms 2017 Dec - 2018 Jan Issue | 35
䌀漀渀琀愀挀琀 䄀甀猀猀椀攀 倀愀椀渀琀攀爀猀 一攀琀眀漀爀欀 昀漀爀 洀漀爀攀 椀渀昀漀爀洀愀琀椀漀渀
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Get with the times Early in November I received ‘one of those phone calls’. You know what I mean? We all get them and they’re so annoying? Yes, that’s right, a telephone marketing call. Most of them can be picked immediately as first, there is a short silence and then the opening line asking, (99 times out of a 100 spoken in a foreign voice), ‘Am I speaking to the owner of the business?’ My first response before they get any further is, ‘Are you phoning regards to, solar panels, telephones, internet, Google advertising, SEO, websites?’ They try to avoid a direct answer as they are taught to reply from a ‘cheat sheet’, so whatever you may ask, there is always a ‘round-about’ way answer for it. The conversation then goes on to a point where you’re trying to speak but they just continue with their pre-written sales-pitch. Ahhhhh! The people that know me can confirm that I am quite a laidback, relaxed, non-stressed, very rarely-argue or don’t-get-upset type of person, so when I receive one of these calls, in most cases I welcome
it. Why? Well, this is where I can release any niggly frustrations I may have built up. I know, it’s not a nice thing to do; they’re just trying to make a living by making a sale, but when you receive around ten calls a week, sometimes it’s good to get it out of your system. It infuriates my wife that I refuse to hang up on them straight away, but sorry, it just seems to make me feel better afterwards. In a way, it’s like meditation to me; I feel very relaxed after it.
Now when I received this call, I was getting ready to ‘let it out’ but the marketer, (Robert) came across so well, I let him speak. I was on the phone with him for around 30-45 minutes and at the end of his sales pitch I told him, ‘You are the first marketing person that has captivated me as to not hang up on you or give you a ‘gob-full’. He was very impressed with my comment and was quite pleased with himself. The reason I listened was the fact he suggested improvements to my website that for years I thought was working fine. In the past, many marketing people have tried to
convince me to do this, but I was never interested in listening. My motto has always been, ‘If it ain’t broke, don’t fix it’. I didn’t realise how broke it actually was until it was explained to me in a way I could understand. For many years I have always preached the fact that first impressions count. This is what you should put into practice when answering the phone or turning up on a job site to meet a client for the first time. A website is no different. Revamping would make it more appealing to my customers and as he said to me, ‘A website must hold a customers’ attention’. It’s essential for a website to be ‘user friendly’, especially to a firsttime user otherwise you’ll lose the viewers’ attention. It must act as your sales tool and project what your business is all about, as for obvious reasons you cannot explain it to them face-to-face. You need to grab their interest immediately otherwise they’ll go somewhere else.
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Besides the changes to my site, Robert is looking at the ‘better understanding of my customer needs’. As he explained, ‘You can only sell what people want’ (as he did for me, except I didn’t know I wanted it). It is always your number one priority to know what drives your customers to buy from you. In this way, knowing my customers’ fears, goals and frustrations, will make me understand their decision making process; what information helps them to act; and what kind of offers would resonate with them. So last week, he called six of my recent clients explaining that he was updating my website and if they wouldn’t mind answering some questions about myself and James W Decorating. It was quite interesting to hear what they had to say, and I must admit, I was extremely happy with their comments. These
amount of genuine calls requesting a quote. I really couldn’t understand why! So Roberts’ call came at an opportune time. It made perfect sense to me that I had to update. Where I am at present receiving around two enquiries out of ten, by making the website more customer friendly and interactive, I should now expect to double or triple the number of calls without any extra outlay. So if you think your website is looking a bit tired, ‘Get With The Times’ and do something about it. Sure it’s going to cost you to update but if it leads to more enquiries, then the money you spend will be saved on extra advertising you would have to do. (If you need a web developer, let me know).
will now act as Testimonials and will ‘Pop-Up’ on the very first page of my website. Also before I received the call, I knew (by viewing my Google and Website Analytics for the previous six months) I was getting numerous ‘hits’ on my website but only receiving a limited
Jim Baker
www.mytools4business.com
Trace My Business Keep a record of ALL your clients • • • •
•
Where the referral came from
The quote success and failure rates
•
Suburb comparisons
The different advertising campaigns
•
(what (wh works and what doesn’t) First projects vs repeat business
New vs existing revenue and projects
•
Yearly and overall client revenue
•
Growth analysis
Projects, who referred them, and the referrals they subsequently provided
Written and Developed by Jim Baker
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眀眀眀⸀氀攀愀搀⸀漀爀最⸀愀甀
2017 Dec - 2018 Jan Issue | 39
21 STEPS TO ELIMINATE Frustration in Your Business I hope you’ve had a good business year in 2017 and are looking forward to a well earned break to enjoy Christmas and the holiday season with your family and friends. Tradies and small business owners go through different business cycles and growth phases. There could be external factors that are influencing this for you. More often than not though,it’s the strategic decisions that you take which determine the success and trajectory of your business. The end of a year is always a good time to reflect on how things are going, whether you’ve achieved your goals and where you’ve fallen short. One thing that is more important than anything else when you do this: you need to be honest with yourself! The outcome is optional and entirely up to you. With that in mind, I want to challenge you this year to do some serious thinking and reflection about where you’re at with your own business. If you lack the motivation to get up every day to work in your business, or if you have lost the passion to deliver your best to your clients, then it’s time to dig a bit deeper and uncover the reasons for this. In the long run, addressing a problem is always better than ignoring it. It’s the only way to find a new way forward, if the old one isn’t working for you anymore. If the questions I have for you feel a bit confronting,then it’s a sure fire sign that your business life is in need of a makeover...and that’s better than staying frustrated with how your business is travelling. You see, while you might not be where you want to be right now, if you put your mind to it you can get there.
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Copyright © 2017 Robert Bauman
Call Us: (07) 3399 8844
www.straighttalkat.com.au
So, here are my questions to you: 1. 2. 3. 4. 5.
How many hours a week do you work? When was the last time you took a holiday? Does your business run your life, or you run your business? Is your business causing you stress and sleepless nights? How many times this last year did you have to cancel family events? 6. Has the time you spend in your business adversely affected you or your family life? 7. Do you remember why you’ve started your business? 8. Do you still enjoy working in your business? 9. How committed are you to your business? 10. Do you charge a premium for your services? 11. Are you being outdone by your competition? 12. Do you struggle with leading and managing your staff or contractors? 13. Do you have the right people and skills mix in your business team? 14. Do you have trouble paying your staff on time? 15. Are you able to purchase tools and materials when you need them? 16. Do you have a reliable supply chain? 17. Is your business making more than $100,000 per year? 18. Have you been disappointed with your business profits? 19. Are measuring the right business numbers to chart your financial performance? 20. Have you considered going back to work in a job instead of continuing your business? 21. Are you thinking of selling your business?
I hope these questions have helped you get some answers and clarity. Now that you know where the problem areas are for you, you can make a plan to fix them and start eliminating your frustrations. Don’t fall into the trap of ‘hoping that things will get better.’ It is one of the least successful business strategies employed by too many business owners. Use the insights you gain from answering the above questions and then make the changes that you AND your business need. If you have any questions on monitoring your business performance, gross profit margins for your industry, or are just looking for business advice that works, feel free to arrange a FREE No-Obligation Meeting with me. Call my office on 07 3399 8844, or just visit our website at www.straighttalkat.com.auand complete your details on our Home page to request an appointment. Copyright © 2017 Robert Bauman
2017 Dec - 2018 Jan Issue | 41
Public liability insurance for painters, from just $407 - Includes cover for spraying - Unrestricted heights option* - Cover from $5m to $20m - Monthly payment options - Easy online application
Premium of $407 is based on $5,000,000 public liability insurance policy paid annually for a painting business in QLD with one manual worker. * A 15m height limit applies, but can be removed for an additional premium. Insurance Services Pty Ltd t/as Trade Risk (CAR 422847) is a Corporate Authorised Representative of 42Westcourt | Tradesman Aussie General PaintersInsurance NetworkBrokers Pty Ltd, Australian Financial Services Licence No 238447. ABN 81 009 401 772.
What affects the price of
PAINTERS INSURANCE? How do you know how much you should be paying for your business insurance? Try getting a few quotes and you’ll see that prices can vary quite a bit from one provider to the next, without any obvious reasons. In this guide we’re going to take a look at what affects the price of insurance for painters, and why it can differ so much from one policy to another. We’ll primarily be focusing on public liability insurance, as this is the insurance type most affected by price, and is also the most common form of insurance for painters.
Factors affecting the price of public liability There are many factors which affect each insurer or broker’s quote for public liability. Some factors are out of your control and do not relate to your specific business, whilst others are directly impacted upon by your business.
them, it is helpful to understand where the differences come from. One of the big ones here is the insurance company’s claims history with painters. If the insurer has had low claims over the last few years for painters, their premiums will typically be lower. If they’ve had a bad run of claims from painters, they’ll increase their premiums. The price can also be affected by how keen the insurer is to have more painters on the books. Insurers like to diversify their client lists so they don’t end up with too much exposure to a single business type. So if they want to attract more painters, they might lower their price. If they already have a large percentage of painters and don’t want to increase their exposure, they’ll put the prices up. Lastly, some insurers simply choose to have lower or higher premiums overall for competitive reasons.
Factors outside of your control
Factors relating to your specific business
First up we’ll look at those factors outside of your control. Whilst there’s not much you can do about
The biggest impact on the cost of your public liability insurance will come from your own business.
Such factors can include the following: Your annual revenue The number of staff you employ Use of subcontractors Use of spraying equipment Working at heights Working at high risk locations Claims history Level of cover required Broadly speaking, the larger your business is in terms of revenue or staff numbers, the higher the premium will be. This is simply because more work means more opportunities for an incident to occur, which means the risk of a claim is higher. Use of subcontractors can also affect the premium depending on the insurer. Most insurers will increase the premium if payments to subbies make up a certain percentage of overall revenue. The use of spraying equipment won’t necessarily affect the price of your insurance, but it is important to note that not all policies will include painters for spraying.
2017 Dec - 2018 Jan Issue | 43
So you might find a policy that seems cheap, but if it doesn’t cover your spraying activities it could cost you a lot more in the event of a claim. When it comes to working at heights, there are three ways this is typically dealt with. Working at heights is typically deemed to be painting at 10m or 15m depending on the insurer. Painters Plank Some insurers don’t cover work at heights at all, some charge a slightly higher premium if you select the option and some don’t have any restrictions on heights. Keep in mind that insurers without any height restrictions are generally going to be charging higher premiums to start with however. High risk locations can have a huge impact on premiums. What is regarded as a high risk location varies from one insurer to the next, but typically includes airports, mines, power stations and other major utilities. Most of the mainstream insurance companies will not provide cover at all for these locations, which means having to use a specialist insurer. These specialists will almost always have much higher premiums to cover the higher risks. Your claims history can also have a large impact. If your claims history is poor, many insurers won’t even offer cover. If your claims history is reasonable, they may still offer cover but with a higher premium. Finally we have the level of cover you require. $5 million will always be the cheapest, whilst the $10
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million and $20 million options will be a little higher.
How the broker can affect the price of your insurance If you choose to use an insurance broker to manage your insurance, this brings in another factor which can affect the price of your cover. It’s easy to think that a broker will increase the cost of the policy, but sometimes the impact can go the other way. Virtually all insurance brokers will charge a broker fee or admin fee. This is designed to cover the higher level of service they typically provide, compared with a direct insurance company. Some brokers choose to charge a small broker fee, whilst others go with a higher broker fee. Broker fees are added to the cost of the insurance, so the higher the broker fee, the more the policy is going to cost you. How much they charge is up to them, just in the same way a painter decides how much they want to quote on a job. Painters Insurance As a client you can always choose the cheapest option, but as you know, it’s not always the best option.
This gives us strength and buying power, which has resulted in us being able to negotiate extremely competitive premiums for painters and other trades. Using our buying power to secure better rates for painters means we can charge a broker fee that enables us to give market-leading service, whilst still giving you an incredibly competitive overall premium. A typical painter will find that our premiums are among the lowest in the market, whilst our multi-awardwinning service is well above the level of our competitors.
Conclusion
As you can see there are plenty of factors that can affect a painter’s public liability insurance. Some factors have nothing to do with your business, whilst others are directly affected by your business activities and history. The best option is to shop around, let the insurance company or broker know everything about your business, and choose a provider that you’re comfortable with. The team at Trade Risk would love to help with any questions you have, and can be contacted on 1800 808 800 or online.
Brokers can also have a very positive impact upon the cost of your business insurance. Here at Trade Risk we insure thousands of tradies, including hundreds of painters.
www.traderisk.com.au
䴀礀 倀愀椀渀琀
䌀漀猀琀椀渀最 䴀礀 䠀漀甀爀氀礀 刀愀琀攀 䜀甀椀搀攀 䌀愀氀挀甀氀愀琀漀爀
眀眀眀⸀洀礀琀漀漀氀猀㐀戀甀猀椀渀攀猀猀⸀挀漀洀 2017 Dec - 2018 Jan Issue | 45
The Industry
Idiots
46 | Aussie Painters Network
Important Contacts Aussie Painters Network www.aussiepaintersnetwork.com.au
Ph. 0430 399 800
National Institute for Painting and Decorating www.painters.edu.au
Ph. 1300 319 790
Australian Tax Office www.ato.gov.au
Ph. 13 72 26 / Ph. 13 28 65
Award Rates www.fairwork.gov.au
Ph. 13 13 94
Fair Work Building & Construction www.fwbc.gov.au
Ph. 1800 003 338
Mates In Construction www.matesinconstruction.com.au
Ph. 1300 642 111
Workplace Health and Safety Contacts Comcare WorkSafe ACT Workplace Health and Safety QLD Victorian WorkCover Authority WorkCover NSW SafeWork SA WorkSafe WA NT WorkSafe WorkSafe Tasmania
www.comcare.gov.au www.worksafe.act.gov.au www.worksafe.qld.gov.au www.vwa.vic.gov.au www.workcover.nsw.gov.au www.safework.sa.gov.au www.commerce.wa.gov.au/WorkSafe/ www.worksafe.nt.gov.au www.worksafe.tas.gov.au
1300 366 979 02 6207 3000 1300 362 128 1800 136 089 13 10 50 1300 365 255 1300 307 877 1800 019 115 1300 366 322
www.actcancer.org www.cancercouncil.com.au www.cancercouncilnt.com.au www.cancerqld.org.au www.cancersa.org.au www.cancervic.org.au www.cancerwa.asn.au
(02) 6257 9999 (02) 9334 1900 (08) 8927 4888 (07) 3634 5100 (08) 8291 4111 (03) 9635 5000 (08) 9212 4333
Cancer Council Australia ACT NSW NT QLD SA VIC WA
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