Business Productivity How to Double it in the Next 90 Days
How to quote to make more profit Five factors you need to check on...
How Painters & Tradies Can Be QBCC Business-Smart Business Women in the Painting Trade More and more women are building multimillion dollar businesses!
www.aussiepaintersnetwork.com.au
CONTRIBUTORS
From the Editor
• Angela Smith • Anthony Igra
Hey Everyone,
• Dan Buzer
Welcome to the latest Edition of the Aussie Painting Contractor Magazine.
• Jim Baker • Leo Babauta • Richard Holden • Robert Bauman • Robert Slonim • Sandra Price • Stephen Duckett
Its been a busy couple of months for Aussie Painters Network with us travelling to a few of the regional areas to conduct training. In the next couple of months, we will be traveling up to North Queensland to train apprentices and see painters throughout the regions. We have been receiving calls weekly from painters in Qld informing us that they are being fined for not doing the Home Warranty Insurance. We have been talking with a Member of the Qld Parliament about getting a Parliamentary Petition together to have painting removed from the Qld Home Warranty Insurance Scheme. This should be live in the next week or so for you to have your say. It has been great seeing painters within our Facebook Group assisting each other with work as well as ideas and product suggestions for some of those projects a little more complicated. Keep up the great work sharing!!
Nigel Gorman
On the 16th October we will be attending the Bunnings Apprentice Trade Day at the Bunnings Warehouse Burleigh Waters. Come down and see us and see what’s happening within the industry. If you are looking at putting on an apprentice there will be potential applicants looking.
EXECUTIVE EDITOR
'Till next time,
Caroline Miall
Happy Painting!!
EDITOR
GRAPHIC DESIGNER J. Anne Delgado
Nigel Gorman
nigel@aussiepaintersnetwork.com.au
07 3555 8010
Advertise with us...
1800 355 344 07 3555 8010 info@aussiepaintersnetwork.com.au
www.aussiepaintingcontractor.com
Contents Transforming Overwhelm 6 and Burden To Something Powerful How to quote to make more profit
8
Every business has to make more money than it spends.
Is it time to ditch the private health insurance rebate? Five Best Selling Books on Business and Money
How to Double Your Business Productivity in the Next 90 Days To get paid sometimes you have to cross the line Vital Signs.
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16
19
How Painters & Tradies 33 Can Be QBCC Business-Smart
23
Business Women in the Painting Trade
36 38
26
Sure, economic growth is low, but think about what’s gone right
Industry Idiots
42
28 Why Would You Take Your Car For A Regular Tune-up & Service,
Important Contacts
43
But Not Your Business?
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.
6 | Aussie Painters Network
Transforming Overwhelm & Burden
To Something Powerful How many of you have felt overwhelmed recently by everything you have to do? How many of you have felt something you have to do — or everything you have to do — as a burden? Many of us feel everything we have to do as burden, as overwhelm. It stems from how we look at the world: it’s hard, it’s difficulty to bear, and things are crashing down around us. This is not said judgmentally, but with compassion — almost all of us see things this way. It feels like it’s programming that’s hardwired into us. But it’s changeable. It starts by shifting how we see the world. Instead of seeing the world as burden, can we see it as gift? Instead of seeing the world as difficulty and struggle, can we see it as possibility and opportunity? Instead of thinking we have too much to do, can we see the joy in each task? And see that a pile of tasks, then, is an abundance of joy and possibility? Because yes, we have a huge amount of tasks to do, and we feel
like we don’t have enough time to do them all. But we all have the same amount of time, and all we can do is one task at a time. There’s no way around this. We can get better at choosing which tasks to do (prioritizing), but in the end there’s never any certainty that we’re doing the exact right tasks. We can expand our capabilities through automation, delegation and outsourcing, but experience tells us that even doing all of that, we still have too many tasks to do. The problem doesn’t go away with these kinds of tricks. The amount of tasks isn’t the problem, because we’ll always have too many to do. The problem comes partly from overcommitting to too much, but even if we get better at that, we often still feel overwhelm and burden. The only real solution is a change in mindset. To see everything we have to do as a gift, as possibility and opportunity, as an abundance of joy. We can implement systems, get good at prioritizing, get more focused, outsource and delegate and simplify and commit to doing less … but in the end, burden and overwhelm won’t go away until we shift the mindset.
So here’s the practice:
When you experiencing overwhelm, burden, or fear, pause and feel it. Let yourself be fully with it, experience it, feel it fully, and open up to it. Can you be curious about it? Can you find a way to love this feeling? See if you can see the tasks in front of you as a gift. You choose to do these because you want to. They are benefitting you and others. Do them with love, and be grateful for the gift of each one. See if you can see the possibility and opportunity in each one. What can be done with them? How are they more open and vast than you feel them to be? Can you experience the abundance of joy in your pile of tasks? If each one is a joyful gift, then isn’t there pure abundance in this pile? You can reach into the pile and pull out an opportunity for joy, growth, and giving your gift to the world.
Mindset shifts aren’t something we can just flip like a switch. They need to be consciously practiced.
Leo Babauta
a successful ‘simplicity’ blogger and author from California, the creator of top 25 Blog,
ZEN HABITS
2019 October Issue | 7
How to quote to make more profit Even though there’s a lot to love about being in the painting business, we’re not in it for the fun of it. It’s how we make a living. That’s why getting your quotes right is an important part of the job. Get it wrong, and may end up watching your all your profit go down the drain. The first step involves understanding the true cost of completing the job. Profit is the difference between the amount earned and your costs. While most of us go through a formal quoting process, it’s always good to have a little reminder of what to consider to increase your profits. Ultimately, every business has to make more money than it spends. When creating quotes in your own painting business, how closely do you factor in the following 5 elements? 1. 2. 3. 4. 5.
Direct materials cost Indirect material cost Direct labour cost Indirect labour costs Additional overheads
1. Direct materials cost Direct materials cost is exactly that: the costs associated with the materials needed to complete the job. For painters, the cost of paint is an obvious one! Every material used
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on every job should be included. When you’re in business, you don’t give things away for free! 2. Indirect material cost Costs that can’t be specifically traced to any specific job are referred to as indirect material costs. Even so, you need to include them in your quoting process for each job. For example, your indirect material cost could be glue, sandpaper or cleaning materials. 3. Direct labour cost Labour (hourly rate) costs are incurred as a result of the service provided. It includes wages at the operational level. Labour-related costs, such as overtime premiums, sick pay and holiday pay. Generally, this will normally stay the same for most jobs (apart from overtime). 4. Indirect labour costs Indirect labour represents the wages of any supervisors and admin staff. While they may not be physically involved in providing painting services within your business, these important team members will still be paid a salary/wage from the business. 5. Additional overheads Your additional overheads may include expenses such as rent and
electricity/power rates, insurance, repairs and depreciation. Now we’ve covered the elements involved in quoting, what are the benefits? Benefits include:
• Increased profitability. Once you know the breakeven price of each job, you can price specific jobs for a profit accordingly and also direct marketing efforts towards the most profitable ones. • Improved employee performance. By looking at direct labour for each job, you’ll now gain insight into how long each employee spends on each job. This can inform how you assign jobs. • Ongoing monitoring of costs. By allocating costs to each job, review them constantly. As such, you’ll better understand where to tweak your quotes to make more profit.
Do you know if you’re making money on each job? It’s always helpful to go back to basics to find out. www.nextleveltradie.com.au/ aussiepaintersnetwork for our schedule of live events, which includes a focus on quoting for profit. Angela Smith Co-founder Lifestyle Tradie
Lifestyle Tradie is an award-winning education program for trade business owners. Make more profit and fast-track freedom.
2019 October Issue | 9
Is it time to ditch the private health insurance rebate? It’s a question Labor can’t ignore This is part of a major series called Advancing Australia, in which leading academics examine the key issues facing Australia in the lead-up to the 2019 federal election and beyond. Read the other pieces in the series here. This election campaign, Labor’s health focus is expected to be on Medicare, which it regards as one of its defining achievements. But with almost half the population covered by private health insurance, Labor needs to tread carefully on this vexed topic. Government subsidies for private health insurance premiums cost over A$6 billion a year. Is it time to scrap the rebate and redirect these funds elsewhere in the health system? If Labor sees private health insurance as a system that provides unnecessary extravagances that Medicare won’t cover, it can’t justify this type of subsidy. But picking a fight with the private health insurance industry would be
politically foolhardy. And families have factored the subsidies into their budgets, so cutting or eliminating the subsidies would put further pressure on family finances at a time of wage stagnation. Read more: Do you really need private health insurance? Here’s what you need to know before deciding We’re unlikely to see much of a discussion about private health insurance during the election campaign. But the party that wins government must commit to reforming the ailing private health insurance system. How did we get here? Private health insurance has been a contested policy zone for more than 50 years. Gough Whitlam prompted a bitter debate over whether government health insurance should be for everyone (universal) or just for the poor (residual), when in 1968 he committed Labor to a universal scheme to replace the then residual model. The new universal model
eventually became Medibank in 1975, then Medicare in 1984. It wasn’t until the 1996 election that then opposition leader John Howard formally conceded defeat on this issue, acknowledging that Medicare should be for all. However, Liberal governments keep returning to “residual” rhetoric, arguing wealthy people should pay directly for health care rather than use the universal scheme, Medicare. After winning the 1996 election, Howard opened a second front in the health-care war by reinstituting government subsidies for private health insurance. The cost of the first subsidy scheme – known as the Private Health Insurance Incentive Scheme – was estimated at A$600 million a year. Two decades later, the private health insurance subsidy has increased ten-fold to more than A$6 billion a year.
2019 October Issue | 11
Getting people to sign up and stay Liberal governments offer carrots to encourage people to take out insurance – subsidies for premiums – but also use two sticks to penalise people for not taking out insurance. The sticks have proved to be more effective than the carrots in increasing insurance enrolment. The first stick penalises the rich if they don’t have private health insurance. It is based on the “residual” ideology, that those who can afford to pay their own way should take out private health insurance and not use public hospitals. This stick takes the form of a Medicare Levy surcharge, starting at 1% of income to be paid by singles who earn more than A$90,000 a year, or families on more than A$180,000 a year. People who have private health insurance are exempt from the surcharge. Read more: Private health insurance premium increases explained in 14 charts
The second stick penalises people who do not take out private health insurance before turning 31. They have to pay higher premiums if they join later in life. When introduced in 2000 this scheme – known as Lifetime Healthcover – increased coverage from about 30% to around 45% of the population. What is private health for? Neither side of politics has confronted the fundamental question: what is the role of private health care and private health insurance, given we have universal health coverage? Private health insurance can complement universal health insurance, providing insurance for services not covered by Medicare. Dental insurance is a good example.
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Private health insurance can also be a substitute, where it overlaps with or replaces the public scheme, such as insurance for private hospital care for hip replacements. More than half of all hip replacements are done in private hospitals. The Liberal approach is simple: private health insurance is both an essential substitute for the universal public hospital system (“it takes pressure off the public hospital system”) and a complement (“it gives people choice of doctor”). Labor approaches private health insurance a bit like one might approach a dead cat on the table – as an issue that has to be dealt with, but that everybody wishes would just go away. But private health insurance won’t go away. If Labor sees it solely as a complement, providing unnecessary extravagances not covered by Medicare, then the argument for any public subsidy is weak.
But if Labor sees private care primarily as a substitute, then the A$6 billion of subsidy to private care through the rebate may be better value for money than further support for public hospitals. If that is the case, Labor will have to confront the issue of whether to continue some combination of carrots and sticks, and what can be done to make the industry more efficient. Time for real reform Private health insurance premiums have risen dramatically, faster than average weekly earnings, as have consumer complaints. Labor is seeking to exploit public outrage at high private health insurance premiums by promising to establish a Productivity Commission review into the sector. In the meantime, Labor would freeze private health insurance premium increases – in effect, kicking the policy can two years down the road.
Whichever party wins the election, it ought to revisit our nation’s history with failing industries. Over recent decades we have learnt that propping up industries in the face of consumers turning away from their products is not a long-term proposition. Private health insurance is no car industry, but it’s not a sunrise industry either. Yet it receives a greater subsidy than manufacturing at its subsidised peak at the end of the 1960s. The government has to decide why it’s subsidising the private health care industry. If it decides it doesn’t want to in future, it needs a carefully managed transition.
sector – and a way to take some demand off – subsidies for private care may be counter-productive. Doctors earn more for each hour worked in the private sector, which makes it harder for public hospitals to attract staff. So subsidies may end up undermining access to care in the public system. Australians feel pressured to take out private health insurance because of the sticks, but the product is only sustainable with its current level of coverage because of the carrots: the hefty public subsidies.
Without the carrots and sticks, coverage would probably return to the pre-1996 levels of around onethird of the population. The incoming government should look at the effectiveness and efficiency of the carrots and sticks, whether consumers and taxpayers get value for money from private health insurance, and how to address rising out-of-pocket costs. ----------------------------------------------
Stephen Duckett
Director, Health Program, Grattan Institute
Even if private care is seen primarily as a substitute for the public
The portable, inexpensive method to prevent paint waste-water polluting the environment.
2019 October Issue | 13
Five Best Selling Books on
Business and Money
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Bookstores and libraries around the world supply excellent instructional materials. Riding in the car or commuting on the train, you can learn from experts. The bestseller lists at Amazon are fantastic resources. The lists are updated regularly with current insight about the best books on the market. Have a look at some of the best books on business and money currently on the Amazon list.
The Millionaire Next Door Thomas J. Stanley, PhD, first published The Millionaire Next Door in 1996. The latest edition was published in November 2010. The book currently remains at the top of the Amazon bestseller list. Stanley debunks the myth that most millionaires drive luxury cars and live in classy neighborhoods. He says look around, and you will find rich people are conscientious, hard working people who live ordinary lives. They carefully manage their money and budget thoughtfully. Rich people do not live beyond their means. According to Stanley, most rich people did not inherit a fortune or win the lottery.
An Invisible Thread In An Invisible Thread, Laura Schroff tells her true story of a wonderful friendship developed between a hard-working sales executive and a homeless boy. On a busy New York City corner, the author swept by a young panhandler but suddenly felt the urge to go back. She took the boy to lunch at a nearby McDonald’s. Schroff returned to visit the boy for the following four years as both their lives changed substantially. The young boy found success and lived to help other children living in poverty.
Carrots and Sticks Don’t Work: Build a Culture of Employee Engagement with the Principles of RESPECT Dr. Paul Marciano shares his wisdom on motivating employees in his book first published in 2010. Organisational leaders, trainers and human resource professionals will find seven drivers for employee engagement according to Marciano. He provides specific methods for assessing, troubleshooting and improving employee performance. The author recommends a respectful engagement of employees through coaching and mentoring to improve their performances. The author maintains that employees set up to succeed will work up to the high expectations set by their leaders.
Zero to One:
Notes on Startups, or How to Build the Future
Mark Zuckerberg, Elon Musk and Jeff Immelt wrote positive reviews of Zero to One.
StrengthsFinder 2.0 The Gallup Organization with author Tom Rath published StrengthsFinder 2.0 in 2007 to help individuals discover their natural talents. According to Rath, people do not have the opportunity to excel daily, for they concentrate on their weaknesses rather than developing their strengths. The book includes an assessment tool that readers use to determine and build on their five most important talents. Business leaders continue to develop skills throughout their careers, and the bestsellers provide wonderful resources to “sharpen the saw” as Covey advised in Seven Habits of Highly Effective People. Great books filled with invaluable advice arrive regularly in bookstores and libraries, and the bestseller list often points the way to great reads filled with solid advice.
On September 16, 2014, Peter Thiel and Blake Masters published Zero to One: Notes on Startups, or How to Build the Future. Thiel, a professor at Stanford, founded PayPal. Masters was his student who kept copious notes while attending his lectures. According to the authors, a bright future depends on asking questions that leads to treasure in unpredictable spots. Although reporters publish news of spectacular technological innovations, the authors maintain that the world is stagnant. The authors note that a brighter future depends on innovators who uncover special secrets.
Sandra Price
Mobile: 0468 944 130 VISIT US ON FACEBOOK
2019 October Issue | 15
倀甀戀氀椀挀 氀椀愀戀椀氀椀琀礀 椀渀猀甀爀愀渀挀攀 昀爀漀洀 樀甀猀琀 ␀㐀 㜀 ⴀ 䤀渀挀氀甀搀攀猀 挀漀瘀攀爀 昀漀爀 猀瀀爀愀礀椀渀最 ⴀ 唀渀爀攀猀琀爀椀挀琀攀搀 栀攀椀最栀琀猀 漀瀀琀椀漀渀⨀ ⴀ 䌀漀瘀攀爀 昀爀漀洀 ␀㔀洀 琀漀 ␀㈀ 洀 ⴀ 䴀漀渀琀栀氀礀 瀀愀礀洀攀渀琀 漀瀀琀椀漀渀猀 ⴀ 䔀愀猀礀 漀渀氀椀渀攀 愀瀀瀀氀椀挀愀琀椀漀渀
倀爀攀洀椀甀洀 漀昀 ␀㐀 㜀 椀猀 戀愀猀攀搀 漀渀 ␀㔀Ⰰ Ⰰ 瀀甀戀氀椀挀 氀椀愀戀椀氀椀琀礀 椀渀猀甀爀愀渀挀攀 瀀漀氀椀挀礀 瀀愀椀搀 愀渀渀甀愀氀氀礀 昀漀爀 愀 瀀愀椀渀琀椀渀最 戀甀猀椀渀攀猀猀 椀渀 儀䰀䐀 眀椀琀栀 漀渀攀 洀愀渀甀愀氀 眀漀爀欀攀爀⸀ ⨀ 䄀 㔀洀 栀攀椀最栀琀 氀椀洀椀琀 愀瀀瀀氀椀攀猀Ⰰ 戀甀琀 挀愀渀 戀攀 爀攀洀漀瘀攀搀 昀漀爀 愀渀 愀搀搀椀琀椀漀渀愀氀 瀀爀攀洀椀甀洀⸀
吀爀愀搀攀猀洀愀渀 䤀渀猀甀爀愀渀挀攀 匀攀爀瘀椀挀攀猀 倀琀礀 䰀琀搀 琀⼀愀猀 吀爀愀搀攀 刀椀猀欀 ⠀䌀䄀刀 㐀㈀㈀㠀㐀㜀⤀ 椀猀 愀 䌀漀爀瀀漀爀愀琀攀 䄀甀琀栀漀爀椀猀攀搀 刀攀瀀爀攀猀攀渀琀愀琀椀瘀攀 漀昀 圀攀猀琀挀漀甀爀琀 䜀攀渀攀爀愀氀 䤀渀猀甀爀愀渀挀攀 䈀爀漀欀攀爀猀 倀琀礀 䰀琀搀Ⰰ 䄀甀猀琀爀愀氀椀愀渀 䘀椀渀愀渀挀椀愀氀 匀攀爀瘀椀挀攀猀 䰀椀挀攀渀挀攀 一漀 ㈀㌀㠀㐀㐀㜀⸀ 䄀䈀一 㠀 㤀 㐀 㜀㜀㈀⸀ Aussie Painters Network
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How to Double Your
Business Productivity in the Next 90 Days If you are looking to improve your business’ productivity, efficiencies, and ultimately profitability, then there is no better place to start than with yourself. A business or team is a reflection of its owner or leader, and this ripples outward from within. We will address shortly some methods to improve business and team productivity. However, it starts with you. Clarity precedes mastery and if you want to master this area, or continue to improve every day, it is important that you are clear on what a productive life and business is for yourself.
How can productivity be this simple? 1. Work out exactly what you want to accomplish in both your business and life 2. Stop doing anything and everything that is not aligned with accomplishing this
The reality is, it is this simple. If you were to look at how you spend every minute of every day, for a week, you may be amazed on how little you spent focusing on what matters most. Below are some ideas on how to improve your own productivity and lead by example to ensure that your team and your business goes along with you. 1) Weekly time audit You cannot manage what you do not measure. The simplest way to look at how effective you are is for one whole week itemise how you spend each 15-minute block of time, each day, from the time that you wake up in the morning until the time you go to bed. Given that a large amount of this time will be focused on work activities, ensure you are specific in writing down what work activities you are working on during the workday. After seven days look back
and allocate your time usage into four categories: Urgent – putting out fires Important – working on the business/life Non-essential – distractions, interruptions, etc. Waste - You may be surprised at what shows up in your audit and the category in which it falls into. 2) Clarity of Outcomes Amongst the whirlwind that is doing the day job of what your business is paid to do, be clear about the number one priority. That is to move your team or your business forward over the next 90 days. After this you must allocate a certain block of time each and every day during the week that focuses on moving this area of the business forward. I am adamant that you can transform, or shift, the results of any area your business is producing within 90 days with this intense focus.
2019 October Issue | 17
3) Detonate the distractions. It amazes me how otherwise intelligent people do stupid things. If you were to learn that you had a terminal illness and you only had 90 days to live, I guarantee that the way in which you chose to invest your time would shift significantly. Stop doing the things that are not adding value to your life and revaluate those that you think are adding value to your life immediately! This will help ensure your what you do with your time is valued to assist in achieving your outcomes. 4) Measure your team’s effectiveness. If you have employees that are out onsite generating income for your
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business, it is important that you track how many of their hours every week are actually billable to the customer. Ensure that you are heading close to 90% of the hours that you pay someone to be allocated towards a customer or a job. Your team in the office is there to support the people out onsite generating the income. They are either there to help the people who win the work to win more work, or the people doing the work, to do more of the work with less interruptions. 5) Review. Take time every day and every week to review your team and your own productivity. Ask yourself questions such as;
What worked? What didn’t work so well What is you learning that you can apply into tomorrow and next week? Time management, or selfmanagement, is something that you really never master yet continue to work on to become the most productive and effective individual in your business that you know.
www.traderisk.com.au 1800 808 800
2019 October Issue | 19
To get paid sometimes you have to
CROSS THE LINE Late last year I had a client that was owed nearly a million dollars in variations. The client had told him that all variation claims were NOT to be added into the monthly invoices and ‘they would be sorted out at the end’. Needless to say, he was nearing the end of a large contract and had a seven figure amount owing which had not yet even been claimed. He was now terrified of coming forward and insisting on payment for the additional work. He was scared to cross the line from passive to proactive. It took a lot of convincing but he eventually agreed to consolidate a large claim the next month which contained all contract work done PLUS all the additional work. This was well over a million dollars. His company had never made this kind of claim to the client before, and they had done several large projects together. He met with the client and put the claim on the table and said ‘This is what we will be serving on you tomorrow’.
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Did the client terminate the contract? Did the client explode in a rage? Did the client unleash an army of lawyers to argue the point? Did planet earth suddenly vanish leaving my client floating in space? The answer is of course no. Guess what? He got paid the next day. Not all he was claiming mind you, but a large part of it. And the reason he did not get all he was claiming was because he had not claimed for the work when it had been one. If the matter had gone to adjudication it is almost certain that the full value of works would have been found payable. There is the old saying about FEAR: It is only False Expectations Appearing Real. That is, the contractor assumed that making the full claim would have a host of disastrous consequences. But this is rarely the case. Most of the time the proactive making of a claim will take you over that line from passive to proactive. If the money is fairly owing,
the non payer will have a hard time making its case and so will be open to a payment resolution.
There are four steps that you need to follow to address this situation. Get the Documents together Carefully assemble all contract works invoices, site instructions, variation orders, key emails. Also do a full project reconciliation so that a final figure matches up with your documentation and that you have a clear explanation of the amount owed. Remember to allow for credits issued, retentions held, and payments made. Ask for Payment In whatever manner is stipulated in your contract, simply serve this claim on the client via at least two methods: express post, email, fax, courier and so on. If applicable, make the claim under the Security of Payment Act as it applies in your state.
There is good value in adding a cover note informing the client that you are submitting this claim because they have been in breach of payment terms, and that your business cannot carry out its contract under these cash-flow conditions. The fact that the claim has been so formally sent will put your client on notice that this time things are going to be different and that there will need to be some explanation if payment is to be withheld. Bring things to a head If your client is refusing to pay on unsubstantiated grounds then you must make it clear that you are prepared to have the matter decided by an outside body. This part of the process can take many forms. It might be expressed in an email, or discussed at a meeting, or phone call. But all these instances must share the common ‘change in tone’ that indicates to your client that things are different now. That your patience is at an end, and that you are now insisting on payment or
there will be consequences. This is the point at which settlement deals are done, and payments are made. But there is one important aspect here. You have to be prepared to follow through. “Take it to law” There is a great line in the movie True Grit in which a young girl is bargaining with a business man. When he rejects her offer she threatens to ‘Take it to law’. He backed down. What is meant by ‘Take it to Law’ is that the matter will be decided by an external person or body that is empowered to decide the matter. In construction is commonly a court, adjudicator, or tribunal. Whichever way you go, the fact is that your client will have to explain themselves
to an external person. The issue then becomes public to a certain extent. It is no longer a quiet dispute. It is still a rarity for non payers in the construction game to be forced to explain why they are not paying for the work. Either this will be enough to force a payment, or else the matter will be decided with some finality. But the good thing here is that both parties get their say and that the subsequent decision has authority and validity because of that. In our experience, more often than not payment will be made after such a decision. So do not spend too much time in quiet desperation, wondering if you’ll get paid. Cross the line and go after your money.
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
2019 October Issue | 21
FREE STAFF! SAFETY COURSE
Introduction
DUTY OF CARE REQUIRED TRAINING AND LICENSING IDENTIFY HAZARDS
Safety Principles
SWMS & JSA PUTTING OUT A FIRE PU MANUAL HANDLING SITE SIGNAGE AND BARRICADES ADHERE TO OH&S FOR SPRAY PAINTING
Electrical Safety
ELECTRICAL SAFETY INSPECT POWER LEADS INSP USING POWER TOOLS SAFELY RECORD FAULTS AND TAG
Working at Heights
WORKING AT HEIGHTS EWP SAFETY SET UP SSEQUENCE FOR TRESTLES AND PLANKS For more details, click on the link https://courses.painters.edu.au/
Hazardous Materials
YOUR DUTY IDENTIFYING ASBESTOS IDENTIFY WHERE ASBESTOS CAN BE FOUND ENCAPSULATING ASBESTOS LEAD PAINT HAZARDS LEAD PAINT RISK CONDUCTING A FIELD TEST FOR LEAD EXTERIOR PRECAUTION PREPARATIONS PROTECTION AGAINST LEAD EXPOSURE CONTAINMENT LEAD ABATEMENT DRY SANDING LEAD ABATEMENT CHEMICAL STRIPPING WET SANDING ENCAPSULATION OF LEAD CLEAN UP PROCEDURES OF HAZARDOUS SUBSTANCES HEALTH SURVEILLANCE
VITAL SIGNS
Sure, economic growth is low, but think about what’s gone right Official figures released Wednesday show the Australian economy growing at the slowest pace since the financial crisis. GDP growth was only 0.5% for the June quarter, meaning that in the past year output grew by a feeble 1.4%. The figures weren’t a surprise, but they do contain a message about what can go wrong. Australia has enjoyed 28 years of uninterrupted economic growth, in part due to good management, in part due to good luck, and in part due to happy accidents of timing. Good management Credit has to be paid to the economic reforms of the Hawke-Keating era. Labor doesn’t talk about that legacy much these days, but it was a remarkable period of transformation. From floating the Australian dollar and financial deregulation to the accord with trade unions, tariff reductions, and privatisation of state-owned enterprises, Hawke and Keating
opened Australia to the world, and the world to Australia. Without those reforms the Australian economy would look more like those of Italy, Spain, or Portugal. And although John Howard was no pushover as a politician, he deserves credit for voting for economic reforms he believed in, even if Labor got the credit for implementing them. Read more: Hawke was our larrikin, but also our reformer
It is worth remembering that there was a time, not so long ago, when politicians put country before party. Good luck We’ve also had some pretty good luck as a country. The most obvious piece of luck has been the economic awakening of China. To have a billion people on our doorstep rapidly and radically transitioning from subsistence farming to sophisticated manufacturing and commerce, hungry for natural resources, sure helped.
Australian prime minister Bob Hawke, honoured at Parliament House. Lukas Coch/AAP
Perhaps less obvious has been the rising importance of globally relevant cities around the world. In his wonderful book, The Triumph of the City, Harvard economics professor Ed Glaeser chronicles how, as he puts it, “cities magnify humanity’s strengths”.
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Modern cities, thanks in part to information technology, spur innovation like never before. They bring talent together, serve as a cradle for entrepreneurship, and provide a vehicle for socioeconomic mobility. Australia, as a highly urbanised country with two globally relevant cities in Sydney and Melbourne, as well as several other very important cities, has benefited from the triumph of the city more than most countries. Great timing But perhaps the greatest piece of good luck we’ve had was timing. We now know that we live in a lowgrowth, low-inflation world, known as a secular-stagnation world. Former US Treasury Secretary Larry Summers says we might have been in one for many years but failed to notice. In Summers’s telling, secular stagnation was masked in the United States by a massive housing bubble. In Australia it was masked by a housing bubble and a once-in-a century mining boom. But more to the point, as housing and mining waxed and waned – as these things tend to do – one always seemed to be doing well just as the other was struggling, as the following chart shows:
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Helpfully out of sync. Growth in mining output and property prices Source: ABS So, not only have we had a “China boom”, we’ve also had a “China hedge”: a source of economic growth not fully synced with, and at times offsetting, housing booms and busts. What’s next? In eulogising his brother Robert, Edward Kennedy quoted from a speech his brother gave in South Africa in 1966, in which he said: Our future may lie beyond our vision, but it is not completely beyond our control. It is the shaping impulse of America that neither fate nor nature nor the irresistible tides of history, but the work of our own hands, matched to reason and principle, that will determine our destiny.
There is pride in that, even arrogance, but there is also experience and truth. In any event, it is the only way we can live. The same might be said of Australia. We want to believe our national destiny will be shaped by good work, rather than good luck. For that to be the case, we will need to have some hard discussions about the what government can and should do in the new low growth, low inflation secular-stagnation world.
Richard Holden
Professor of Economics, UNSW
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Why Would You Take Your Car For A Regular Tune-up & Service,
But Not Your Business? If you don’t tune-up your car and get it regularly serviced, it will lose performance, become dangerous to operate or even stop working altogether, right? So why don’t people take their businesses for tune-ups? Here are the top 3 reasons we regularly see…
to be missing? Do they use a business consultant or business coach? The answer is … they have a process that gets the results that we all intended on getting when we started our business.
They don’t know their business is performing badly or even that it’s actually broken.
Building a profitable business is a skill that can be applied to any product or service, once you understand the process that leads to making more profit. When someone shares with you what steps to take you’re on your way to getting better results. A good business consultant or business coach will ask for information to work out how much profit your business is making because this is the outcome of all the business activities. With training, understanding and some tools (often as simple as a spreadsheet), you can start tweaking functions of your business and clearly see the results on your bottom line and most importantly, in your bank account!
If they do know there’s something wrong, they try to ‘save money’ and fix it themselves. They don’t know who to take their business to for a check-up or even worse, they go to someone they think knows what to do but they actually don’t! One of the biggest lessons to learn about business is the science of how to see exactly how it is performing. Not just the big picture, but all the smaller operations that contribute to the total results. Successful business operators are good at identifying and measuring exactly what should be happening and what is or is not happening in a business. The challenge with most businesses is the indicators aren’t easy to see. Have you ever stumbled across a business owner that just seems to have the Midas touch when it comes to business success? What is it that these rare, relaxed and often life balanced people know that many other business owners seem
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The amount of profit in your business is directly linked to you taking the right steps in the right direction. But what are the right steps? What is the ‘right’ direction? Some businesses just go around in circles! Without a clear road map it’s easy to get caught up and not realise what you’re doing.
WHAT ARE THE PROFIT MECHANICS OF YOUR BUSINESS? There are 3 components of business that form the base to its profitability. Understanding how to generate quality income, manage databases and have systems in place to consistently attract the best customers for the business. Successful business operators monitor and nurture the drivers of these areas constantly. Some activities are neglected or considered ‘not as important’ as other activities and this often has a compounding effect on the profitability of the business. The key is to learn how to measure and identify how each area is performing and to have the results fed back to the manager with facts, not opinions. Learn the mantra … “What you measure we manage and what you manage improves”.
Dan Buzer
Profit Mechanics 1800 838 767
夀漀甀 琀愀欀攀 琀栀攀 猀愀洀瀀氀攀猀 愀渀搀 猀攀渀搀 琀栀攀洀 琀漀 匀礀搀渀攀礀 䄀渀愀氀礀琀椀挀愀氀 䰀愀戀猀⸀ 吀栀攀 氀愀戀 愀渀愀氀礀猀攀猀 琀栀攀 猀愀洀瀀氀攀 愀渀搀 眀攀 攀砀瀀氀愀椀渀 琀栀攀 爀攀猀甀氀琀猀⸀
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How Painters & Tradies Can Be
QBCC Business-Smart Just about every month lately I hear about yet another construction company being caught out by the QBCC licensing requirements resulting in the suspension of their licence. But what about the smaller tradie businesses, builders and painters who focus more on residential construction and maintenance projects? How are they managing to comply with the new Minimum Financial Requirements reporting regime? Given that in the last 14 days there were over 140 QBCC licence suspensions for various violations of licence conditions, it is worth having a look at what you can do to avoid this happening to you. There are two key things that you can do to ensure your QBCC licence is not at risk.
1. Set up your accounting system
to help with QBCC reporting
Some of the more seasoned business operators who’ve been in the industry for years may have had to tweak their accounting practices quite significantly to enable them to comply with the Minimum Financial Requirements’ regular financial reporting regime. And yet, one of the most common reasons for licence suspensions appears to be failure to pay the annual licence fee on time. Unfortunately, there’s one thing the QBCC won’t do for you, and that is sending out reminders when your self-certifying forms are due. You’ve got to keep track yourself and submit the relevant self-certifying forms on
time, every time. The easiest way to do this is by involving your accountant to help you set up your accounting system to provide this information at the right time. It is especially important for a busy painting business that has more than one project going at a time to keep an eye out on the asset and liability ratios, as they could change quite a bit over time. It’s one of the key reforms that the QBCC introduced last year and requires regular updates in your bookkeeping and accounting systems with current financial data generated by your business.
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2. Make sure you understand
when you are breaking the law New painting contractors or tradies may be feeling a bit overwhelmed trying to wade through all the information the QBCC has on their website. A QBCC licence does not only give you permission to provide building and construction services, it also requires you to comply with regulations, and if you don’t, you could be breaking the law leading to possible penalties, demerit points, or even suspension of your licence. Here’s what could get you into trouble, if you don’t comply with these regulations: 1. Performing any work if you haven’t got a valid QBCC licence. 2. Using another person’s QBCC licence or lend your licence no. to someone else who wants to perform work. 3. Not paying Home Warranty Insurance if the value of the residential work exceeds $3,300. 4. Not following the conditions of
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the contract you’ve agreed to, be that working directly with the client or as a sub-contractor to a builder.
10. Failure to give a Notice of End of Defects Liability Form to subcontractors.
5. Not being of ‘fit and proper’ character to carry out your business with honesty and integrity, or being involved in criminal activity not covered by the QBCC jurisdiction.
11. Failure to comply with Project Bank Account requirements.
6. Incorrect advertising that’s missing required wording.
Interested to find out more about how to set up your accounting system to help you meet your QBCC requirements? Then call my office on (07) 3399 8844, or just visit our website at www.straighttalkat. com.au and complete your details on our Home page to request an appointment.
7. Not complying with the decision of an adjudicator requiring you to make a payment. 8. Failure to meet the Minimum Financial Requirements, including certain annual financial reporting. 9. Failure to release a sub-contractor’s retention amount without good reason.
For details on the circumstances that could lead you to break the law unwittingly visit the QBCC website.
Copyright © 2019 Robert Bauman.
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Business Women in the Painting Trade
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History reveals that it’s been a male dominated world since the beginning of time (until recently anyway). Women had no voting rights, they could not apply for bank loans, they had no part in decision making and if they had jobs, it meant long hours with very little pay (which was always much less than a man’s pay). ‘Women in Business’ was rarely heard of prior to the 19th century. If a woman didn’t have a husband and didn’t want to be a burden on society, the only businesses open to them were either brothels, taverns or alehouses. There were only a few women in the late 1800’s and early 1900’s that did manage to become very successful; Coco Chanel being one. Early in the 20th century though, feminism began to make a real change in the female working climate, especially during World War II which marked a time when they entered the American workforce in large numbers. From 1940 to 1945, the percentage of working women rose by almost 10% due to male military enlistment which left gaps in the workforce. As years passed, more and more women were becoming independent and building multimillion dollar businesses. They had a voice of their own and didn’t need to rely on ‘men’ anymore. So the reason for this article! A few months back I caught up with two lovely ladies (Wendy Adams and Fiona Sharp) at a Dulux Accredited Conference in Perth. After meeting with them both I thought it would be interesting to write about how they became ‘Business Owners’. Not to stop there, I thought I would enlist two more ladies (Bindi Cohen and Lauren Eaton) from the ‘Women of Dulux Accredited’ Facebook page.
These are four fascinating stories of ‘Women in Business’.
“My business partner Karen and I started our business nearly 10 years ago (I am on the right). We were both good mates and had looked into starting a totally different business together. This fell through a few weeks before settlement and we were both at a loose end as we had left our current jobs. Karen was working for someone managing back end financial and I was working in the family business doing front end, managing staff and clients. This combination of our previous jobs came together giving us the basis to simply start a business. Neither of us had been painters before but we were very keen renovators and ‘hands on’ with tools. We were painting the living room of Karen’s daughters’ home one time because we were out of work and didn’t want to get too bored. I then had a friend who asked if we would paint their unit before it sold for some cash. We said, ‘Why not?’ From there we had a couple of other people ask us to quote their properties and it just took off from there.
the gardening side of our business wasn’t really worth it financially but the painting side was. Karen and I worked really hard on our knowledge of the painting industry, the products, and our skill, and was always asking questions as we wanted to improve (which is something we still do as you can never know it all.) It was through this hard work and determination that we became ‘Dulux Accredited’ in 2014. We have ceased with the gardening part and now concentrate only on painting. We haven’t any staff as we have plenty of work for the two of us and to be honest, we have always been nervous to expand as, ‘No one does the job the way you do’. On our website we are proud to mention, ‘Being an all women team we not only introduce a fresh attitude; we take the same care and consideration on every job and show a keen dedication and respect to our customers. We listen to you to ensure your painting needs are met every time, on time.’ At this stage I don’t have a family, but Karen has a clan that are now much older and nearly all of them are living out of home. When the kids were younger we always had an attitude that family comes first. What’s the point in working for yourself if you cannot be there for your family?” Bindi Cohen & Karen Thomas Melbourne Tisc Painting and Decorating www.tiscpainting.com.au
We widened the scope of work and became ‘TISC Painting and Gardening’. It was going very well but as the years went on we found that
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“I began my career originally in ‘Rope Access’ with a federal maintenance company. It only involved a bit of painting but I enjoyed it so much I decided then, I wanted a job with a rope access painting company. While working for this new company I was also doing my own work on weekends, painting houses etc. This gradually gave me the urge to learn all the aspects of painting and to get more experience. Then one day
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my sons’ football coach asked me to quote a school that his father did the maintenance at. As I have always been ambitious and had a business before (in the food industry) it was always in the back of my mind to start a painting company. So when the quote was accepted and the job was completed I decided, since I had outlaid so much to set the business up, I would use the money and keep it going. This happened in 2017. Right now I have three staff and also have subcontractors working for me. Earlier in the year I had seven but I re-assessed what was good for my company and scaled down in order to have high quality staff producing exceptional results. I am a single parent to two children ages thirteen and ten. It is challeng-
ing juggling everything. Originally I thought having a business would give more time with the kids but it hasn’t turned out that way. However I do have the flexibility to take time off when I need to and as I work a lot at home, at least I am there with them. I have a nanny that comes three days a week to get them to school and to help with the washing. I also have an admin lady who I am trying to delegate a lot more work to, to free up some of my time at home.”
Lauren Eaton Sydney Sydney Rope Access Painters
www.sydneyropeaccesspainters.com.au
bosses (and his wife) comes to visit me every year and are super proud of what I’ve achieved.
“As a 16 year old girl in high school I had no idea what I wanted to do when I left school. One day I was asked by a friend of my mother’s if I’d like to be an apprentice painter. He had read in a Melbourne paper that a female had won an ‘Apprentice of the Year’ award. As he was in partnership, It took them a while to convince their wives that it would be a good idea to employ me. When you think back to 1986, it was a bold move to employ a girl as there were very few females in any trade, especially in a small country town in Victoria where males dominated all apprentices. So hats off to them for giving me a go. One of the
My main reason for wanting to be a painter though was to prove to people I could do it. So many said, ‘It couldn’t be done’ and, ‘It’s too hard for a female’ and, ‘You won’t last’. I am proud to say that at the time, only one apprentice out of six had actually finished with my boss and I was to become their only second apprentice to complete their trade. Don’t get me wrong, it was very hard physically and being a sixteen year old girl, it did have its challenges. I like working with the boys (and men) which was another reason for me becoming a painter as I thought there would be less drama. You know where you stand with men, rather than working with ladies that can get ‘catty’ etc. Of course though, it was not all black and white as I found out when I started my own company in 2008 and found men can be a drama and ‘catty’ too, Ha! Ha! 90% of our work consists of new houses with a local builder. They are terrific to work for and have done so for the last twelve years while doing repaints in-between. The best part of my job is the satisfaction you get
from the before and after process. A good paint job can make such a difference and I love seeing the clients’ happy face on completion. I have a partner who is busy with their own work but sometimes helps me out with some office work, but basically I’m a solo managing director on the tools with no children to care for. I am my mother’s carer though who lives with us and requires to be driven to appointments and cook meals for, etc. So it’s non-stop here at home and I must admit it can be a struggle to manage my business and personnel life. But I’m proud my four staff, three who have practically been with me from the start and couldn’t do it without. When I can’t be there I know they will look after the daily running of the jobs. I can count on them always being reliable and professional, and that’s why we have such a great reputation.”
Fiona Sharp Cairns Look Sharp Painting & Decorating
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office at home. We switched all the subbies to employees and I learnt how to use Microsoft Office, Excel and Quick-books; it was a very steep learning curve in bookkeeping with the applicable awards and payroll. It was tough losing my wage and the company car but we adjusted. It was a lot easier to manage the business from home and my family than it was when I was working as a rep.
“I met my husband Andrew in 1995. He had a painting business called ‘Scope Painting and Decorating’ and was working with a couple of painters. He gradually added to the team averaging about four to six painters. We bought a renovators delight house and moved in together with five children, my three and two of Andrews aged between eleven and fifteen.
Our business grew and we changed our structure to a company. Our employees increased to twenty three over the coming years until we decided bigger wasn’t better, dropping back to around seven to eight. I was doing all the admin work, emailing quotes, invoices, financials, BAS, IAS, the ATO reports, all payroll, training and safety. I completed Certificate 4 in OH&S and worked on our policies etc, as well as putting together our SWMS.
In 1998 we had a surprise wedding at Andrew’s 40th party on a Saturday night but were back to work on the Monday as we had no time or money for a honeymoon. Andrew continued on his own with me helping occasionally with doing quotes on the computer and some invoicing.
At the time I was doing the books for three other businesses for a few years as well. Andrew was doing all the actual quoting, running the jobs and the guys and he would tell me what to invoice etc. I learnt a little over the years about painting and what products to use where and a little about quoting just from writing up the quotes and talking to Andrew. Andrew’s two sons Travis and Shaun worked for us on and off. He had always wanted Travis to take over the business when he retired and had started taking him out when he was quoting but Travis wasn’t really interested at that time.
In 2000, with the introduction of GST and struggling with full time work with anything up to six to seven kids at home, I joined the business full time working from an
Andrew’s death from a heart attack in October 2017 was very unexpected and I was not prepared for it; none of us were. We were busy at the time and had a big job that had to be
At that time I was working full time as a Sales Representative for a hand tool company, this meant country trips, field days and trade nights so I wasn’t doing very much in the business.
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finished in just over a week, so we had to keep going. Travis stepped up and took on Andrew’s role and with the help of all our guys we completed it on time. It was very difficult to deal with his death and all the legalities that go with that and deal with the business as well. In some ways it was helpful in keeping me busy but it was stressful at the same time. I was very fortunate to have a lot of love and support from our children, family and friends. So many offered help; our builders, Dulux and Craig Lallard from Dulux Accredited. I was working thirty hours a week for Andrew’s son-in-law’s electrical business at the time as well, so I had two lots of payroll and bookkeeping to get done every week. I continued doing that until May 2018 when we hired a lady to take over from me in the electrical business so I could focus on Scope Painting. It was another couple of months while I trained her though before I could fully focus on Scope. The first quote we had to do from plans was awful. I knew very little and Travis even less and after a few phone calls we managed to get it together and it was not surprising we didn’t win it. So after that I did an ‘Advanced Estimating Course’ with Jim Baker and I wouldn’t say I’m a pro at it but I am winning quotes and doing well with the jobs. Although I distinctly remember freaking out when I won the first one and wondered if I was too cheap! It turned out I was on the money and that gave me a huge boost of confidence. So I am doing all quoting off plans, sometimes with Travis’ help as he is the painter and sometimes I just don’t know how long it takes to paint some things.
My Hourly Rate Calculator My Paint Costing Guide 2019 October Issue | 37
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I’m doing all the admin work, safety, teaching Travis about managing a business and employees and I’m currently learning to use a take-off software program. Travis does all the quoting of repaints, runs the guys and the job sites and he is now the face of ‘Scope Painting’ now to our clients. This last financial year has been pretty tough for us. We have both had a lot to learn about quoting and have made a few mistakes, but we’ve learned from those and haven’t repeated them as yet. I really didn’t appreciate the depth of knowledge and experience that Andrew had and Travis and I have both wished he had taught us more. I wanted to continue the business as Andrew’s legacy and Travis wanted the same thing. Travis is my succession plan, though I’m still working on what that looks like. Our children are now aged from 31 to 40, so even though it’s just me and my dog at home now, I’m often called upon to
do the drop off and pick up at school with our six grandchildren or on occasions to look after them. I’m still finishing the renovation of my current home along with trying to manage 2500m2 block that is all garden. Some days it’s hard and I ask myself ‘Am I doing the right thing for me?’ Painting was never my passion, but on most days I’m proud of myself for doing this.” Adelaide Wendy Adams Scope Painting and Decorating www.scopepainting.com.au ---------------------------------------------The great, Tom Jones made famous the song ‘It’s a Man’s Man’s World’ in 1967. It’s about how man made the car, the plane, the train, the electric light, boats for the water and also that man was the one that
made the money. After singing the praises of mans’ achievement, he follows with the meaningful words of, ‘but it wouldn’t mean nothing without a women or a girl’. Well ladies speaking for myself (and hopefully all men), I am sorry it took 40,000 years for you to be recognised. You are truly a great force in this world and I am thankful you have brought us men into line and to our senses. You can all be proud to and sing out loud ‘Helen Reddy’s’ 1972’s hit song, ‘I am woman’. (PS. I would like to sincerely thank all these ladies for letting me share their stories on how they made a success in business, especially to Wendy who was thrown in the deep end from the unfortunate passing away of her husband Andrew.)
Jim Baker
MyTools4Business
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The Industry
Idiots
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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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